IN THIS ISSUE
OUR PARTNERS
02 Welcome to Horizons 03 About GBM recent developments 04 Our events in IBM history 06 Key with 08 Conversation Cesare Cardone
10 NOC 11 Salesforce.com 13 Learning Services 14 Anti-money laundering 15 Business intelligence
16 17 18 19 20
Business Process Management Virtualisation Smarter money for a smarter planet Social networking Let’s Connect
horizons 20
years of making an impact on businesses
> Our CEO talks about Cloud Computing > BPM strategies for the Banking Industry
2010 NEWSLETTER
> Plan, deploy and maintain a virtual infrastructure
Learn about anti-money laundering and business intelligence projects START S TART LOADING THE FUTURE
Welcome to Horizons
Message from the Chairman Celebrating 20 years of success is a matter of pride for most companies, but this is an especially proud moment for all of us at Gulf Business Machines because of the challenges we have overcome to get here. The past two decades have seen GBM grow from strength to strength to become one of the largest, most capable and most profitable IT companies in the Middle East. We not only have a local presence in the markets in which we operate, but have a significant pool of skilled talent to support our customers, delivering the right products and solutions every time.
JALAL M. JALAL, CHAIRMAN, GBM
None of this would have been possible without the total commitment and support of our shareholders who have stood firmly by this company over the past 20 years. Success would not have come without the intelligent stewardship of our management team who have steered this company through boom times and economic crises. And last, but certainly not the least, GBM has been built on the sheer hard work and commitment of our employees who have devoted themselves to delivering only the best to our customers across the region.
The past two decades have seen GBM grow from strength to strength to become one of the largest, most capable and most profitable IT companies in the Middle East.
I would also like to take this opportunity to thank our customers, many of whom have been with us for several years, for their trust and support. On behalf of GBM, I would like to reiterate our commitment to constantly improving our services and delivering best-of-breed technologies. You can be assured that we will not rest on our laurels accumulated over the last 20 years, but will strive to be stronger in partnership with you. Jalal M. Jalal, Chairman
Message from the CEO our employees, the support of our shareholders and the trust of our customers.
CESARE CARDONE, CEO, GBM
20 years and beyond It is with great pride that we look back at the past 20 years and it certainly isn’t a case of resting on laurels. When Gulf Business Machines (GBM) was formed in 1990 there were questions about its viability. Two decades later the question is “what next?” Today, GBM is one of the largest, most respected IT companies in the Gulf. With a well-balanced presence in every country we are operating in, partnerships with some of the world’s most recognized names in the IT business and an enviable customer list, we have come a long way. This is wholly due to the hard work and determination of
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When GBM was first formed, it functioned in a very different environment to what we experience today. And the differences do not begin or end with the sophistication of technology at the time. We now work in an industry which caters to increasingly granular needs, be it technology or skills. We also contend with a fast evolving environment where companies like ours need to adapt quickly to change or become a historical footnote. Throughout, GBM has demonstrated an extraordinary resilience. Whether the challenge was economic, technological or simply business-related, we overcame them all with our customer-centric approach, in effect, positioning ourselves to offer our customers the right products and services at the right time. That, in essence, is the bottom line. A very good example of GBM’s strength is its performance since 2009, when the region experienced its most recent economic crisis. As with most other businesses we were affected and experienced
a small, but not insignificant, decline in business. In truth, the impact would have been more significant if the company did not have the structure it does, offering a diverse range of products and services. It also helped that a sizeable part of our business is related to ongoing contracts and integration projects that have long gestation periods. All of this allowed GBM to weather the storm with steady revenues. What’s more is that our marketwide reputation for reliability and stability made us the partner of choice for a number of new customers. There is now evidence of recovery. There is also a sense of normalcy in our market, but it is very different to the normalcy we experienced before the crisis where skyrocketing growth rates were the rule rather than the exception. As we move into a more stable economic environment we need to march forward with an eye on the future, making intelligent decisions on investing in the new and divesting the old. We need
to build on our achievements and continue our focus on providing best-of-breed solutions and services to our customers. And the future starts now. Our investment in setting up the region’s first Network Operations Centre (NOC) and developing our Cloud Computing offering is only the beginning. In an increasingly competitive environment we aim to remain distinct from the competition and stand out for our excellence and expertise. As we celebrate 20 years of GBM’s existence, it’s important for all of us to realize that we are not at the end, but rather the beginning and that we should strive to build this company into something bigger and better.
Cesare Cardone, CEO
About GBM
Looking beyond 2010
INTERESTING FACTS GBM was founded in
1990
We intend to continue to invest in GBM in order to further add value for our current and future customers
as a spin-off from IBM GBM has more than
1000 42
employees from over
nationalities GBM has forged more than
20 Founded in 1990, Gulf Business Machines (GBM) is the leading IT solutions provider in the region fulfilling the IT requirements of local, regional and international organisations in the GCC. A spin-off from IBM, GBM is the sole distributor for IBM – excluding selected IBM products and services – throughout the GCC, except for Saudi Arabia. GBM’s momentum was further enhanced in 1999, when the team secured the Cisco portfolio. GBM now holds the highest level of recognition in the region from Cisco, Gold Partner status, in addition to the Cisco Learning Partner status. Today, GBM is one of the largest IT solutions providers in the GCC, with
more than 1000 employees and over 20 solid strategic partnerships forged with internationally recognised IT solution providers. This means that GBM can offer an extensive range of IT infrastructure, IT solutions and services ranging from consulting, resource deployment and integration to after-sales support. GBM’s experience and expertise span across multiple sectors and particularly e-Government, Banking and Finance, Telecommunications, Retail and Oil. Believing in the importance of being where our customers are, GBM today has offices in the UAE (Abu Dhabi, Dubai and Sharjah), Bahrain, Kuwait, Oman and Qatar, as well as in
Pakistan. GBM Pakistan now operates three offices as an IBM Premium Partner, one in each of Karachi, Islamabad and Lahore. The Pakistani operation also holds a Silver Partner status from Cisco. Through a unique combination of local market presence, international level skills, a network of business partners and the access to the worldwide resources of IBM and Cisco, GBM consistently brings to customers unparalleled IT business solutions. GBM invests in the continuous training of its employees. The result, GBM’s specialised team is well equipped to address the ever-evolving, industryspecific IT demands in every market. h
solid strategic partnerships with internationally recognised IT solutions providers GBM has over
2000
customers in the GCC region GBM’s revenue in 2009 was
$361m a compound growth rate of 10% over 20 years
Our journey into the future 135 employees GBM founded as a Sole* Distributor for IBM in GCC
1990
204 employees ISO 9001:2000
430 employees Rebranding of GBM
643 employees GBM expands to Pakistan
981 employees 20th Anniversary
1997
2005
2007
2010
1945
1992
2003
2006
2008
IBM founded in GCC
177 employees GBM Distribution
365 employees CISCO Gold Partner Status
510 employees Highest Growth Award from IBM
842 employees CISCO Learning Partner Status
* Excluding selected IBM products and services, excluding Saudi Arabia
The Leading Provider of IT Business Solutions in the GCC
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Our recent developments
GBM eyeing major Mideast expansion As GBM celebrates its 20th birthday this year, it is looking for even greater expansion across the region. And it is looking to do this both through technological innovation and geographical expansion according to Cesare Cardone, CEO, GBM. “There is scope for geographical expansion, particularly in Iraq when that country stabilises,” he said. But he also emphasised that GBM was in an ever expanding industry and there was a lot of scope for growth by moving ahead and keeping at the forefront of the latest technology. “We have expanded very fast in the past five years and have increased our workforce from around 300 in 2001 to 1000,” he said.
“Part of that growth lies in increasing the skills of individuals you employ and then the number of people you can afford to employ. “We need to grow both revenues and the size of the business. “That allows us to employ more people with a wider range of expertise and offer a wider range of services at the top level in the industry,” he added. GBM has largely weathered the storm of the recent economic downturn because of its position as a company that has multiple lines of business in multiple countries. “We are a solutions provider more than a technology provider. There has been a systemic drop in capital
investment, but that does not cut into our ongoing projects. “In a downturn you may put back a decision to buy a new flat screen television, but you will not give up your house and with our position as a solutions provider we remain necessary to our customers who may be putting off capital decisions. “We operate across the GCC outside Saudi Arabia and the market has remained very healthy. “Abu Dhabi and Qatar have been largely untouched by the downturn though Dubai has taken a big hit.”
“Last year was a year of consolidation in Bahrain with growth of between 4pc and 5pc. “The flow of business tends to be irregular but 2009 remained positive. “Our strategy for the future means we will drop products that come comodotised,” he added. “We moved out of PCs a long time ago. We will concentrate on areas where there is added value and we will move up the value ladder and stay on top of technology.” h Published in Gulf Daily News on Feb 04, 2010
“Bahrain was a positive year for us. In 2007 and 2008 we increased business by 25pc to 30pc.
GBM Earns Red Hat Premier Business Partner status in GCC region
GBM already shares a longstanding relationship with Red Hat, the world’s leading provider of open source solutions, and offers its full range of products and services. The enhanced partnership will allow a fresh focus on developing complex, high-end open source solutions for customers in the region. Red Hat Premier Business Partners must demonstrate extensive knowledge of Red Hat solutions and be able to provide the highest level of contribution to its business and partner ecosystem.
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“We are very pleased to have earned Red Hat Premier Business Partner status for the GCC region. This recognition validates not only our partnership with Red Hat over the past 10 years, but also our commitment to investing resources in developing the market for solutions based on open source platforms,” said Cesare Cardone, CEO, GBM. GBM is already a Red Hat Training Partner, a reseller of Red Hat Enterprise Linux and a provider and integrator of Red Hat Solutions. GBM also has a large pool of Linux-certified Red Hat Certified Engineers (RHCE) and Red Hat Certified Technicians (RHCT) in the region.
“GBM has an excellent track record of customer service and contribution towards building open source competencies in the region,” said Anuj Kumar, general manager for Middle East and Africa at Red Hat. “In addition, GBM is the sole distributor for a range of IBM products and services, many of which use Red Hat’s Linuxbased software solutions. This strengthened partnership is a winwin for our customers and we’re looking forward to working closely together to help enterprises in the region leverage the power of open source solutions.” h
IBM AND RED HAT together have been instrumental in the global adoption of Linux and in the development of the operating system. As leading participants in the massive collaboration that drives Linux to give birth to new technologies, IBM and Red Hat should be applauded. Today is an important day as we look 10 years back and 10 years into the future. Linux is fueling a new software economy, and IBM and Red Hat will surely be as instrumental in its future as they have been in its history. - Linux Foundation’s Jim Zemlin
source: www.redhat.com
Gulf Business Machines has earned Red Hat Premier Business Partner status in the Gulf Cooperation Council (GCC) region.
Our recent developments
2010 events NOVEMBER
GBM Launched Middle East’s First Network Operations Centre GBM Gold sponsor for IBEX 2010 International Banking & Financial Services Technology Exhibition - Abu Dhabi The partnership allowed both TrustDefender and GBM to unite their extensive market knowledge and expertise in response to market demand in the GCC and Pakistan.
IBM Next Generation Enterprise Systems Roadshow GBM showcased the benefits of IBM’s range of Power Systems at a road show in Kuwait, Oman and Qatar.
MAY
OCTOBER
HR Access and GBM Hosted Seminar on Lean Human Resources for UAE Companies - Abu Dhabi The event featured a presentation on HR Management Challenges in the Middle East. JULY
MARCH
GBM the Diamond Sponsor of the Bahrain International eGovernment Forum 2010
GBM the Platinum Sponsor for Cisco Networkers Bahrain 2010
The forum shared vision and insight on the latest solutions and innovations in eServices and eGovernment technologies around the world.
This was the first time that the industry-accredited networking forum was held in the Middle East. The event comprises five conferences in one, under the theme ‘Knowledge is Power’.
APRIL
GBM hosted Business Process Management in Banking Seminar - Dubai The event featured a presentation on best BPM practice.
GBM Participated in Power Systems Top Flight Event Montepellier, France The event introduced the latest technology from IBM.
FEBRUARY
GBM showcased IBM Power Systems driven by POWER7™ in Abu Dhabi, Kuwait, Oman and Qatar
GBM the Platinum Sponsor for InfoBiz Kuwait
The state-of-the-art line of IT hardware was launched worldwide in February 2010. IBM representatives at the event spoke about the company’s “Smarter Systems for a Smarter Planet” premise.
This event focused on e-government with the theme “Toward the union of GCC e-Governments.” Participants exhibited the latest technologies and solutions with an emphasis on networking and security, office technology and IT solutions.
WHAT IS RED HAT? Red Hat is an S&P 500 company in the free and open source software sector, and a major Linux distribution vendor. Founded in 1993, Red Hat has its corporate headquarters in Raleigh, North Carolina with satellite offices worldwide. Red Hat has become associated with its enterprise operating system Red Hat Enterprise Linux and with the acquisition of open source enterprise middleware vendor JBoss. It provides operating system platforms along with middleware, applications, and management products, as well as support, training, and consulting services. As of February 2009, Red Hat was the largest corporate contributor to the Linux kernel. The Red Hat Partner Program helps partners: Grow business with a full portfolio of open source software and services Deliver results that maximize loyalty and satisfaction Build an annuity income stream
Get staff up to speed quickly and easily with comprehensive sales and technical training courses and certifications Manage the partnership through the Red Hat Partner Center Gain access to Red Hat solutionsh and support, including access to the global Red Hat sales team.
source: www.wikipedia.org
Develop additional sales and consulting opportunities through the up-sale and cross-sale of Red Hat partner solutions
The Leading Provider of IT Business Solutions in the GCC
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More recent developments
GBM CELEBRATES 20TH ANNIVERSARY, FORECASTS SIGNIFICANT BUSINESS GROWTH FOR 2010 GBM foresaw a significant growth in business in 2010, even as the company celebrated its 20th anniversary this year. GBM plans to grow its business by 10 to 12 percent as IT spend is widely expected to increase in the Middle East. The company also revealed plans to maintain an overall growth rate of between 10 and 15 percent over the next five years. These forecasts were announced at a series of internal ‘kick-off’ meetings held in all GBM locations. The meetings, which form part of GBM’s annual review and are an essential part of its planning and strategising, included in-depth analysis of the company’s performance in the last year and business growth predictions for 2010. In its very first year of operations in 1990, GBM’s revenue totaled US$50 million which increased to US$361 million in 2009. Over the past twenty years, GBM has consistently grown
from strength to strength in all its operating markets from increasing its customer base to partnering with the IT industry’s global names such as IBM and Cisco. In addition, GBM has become a significant player in the region’s e-Government evolution partnering with governments in UAE, Oman, Bahrain, Qatar and Kuwait. “Over the past 20 years, GBM’s revenue has grown at a compound rate of 10% which is significant considering the good and bad years in the two decades,” said GBM’s CEO, Cesare Cardone. GBM’s strength lies both in our excellent reputation as one of the region’s leading IT solutions providers and in our pool of over a thousand experienced professionals who provide best-in-class support services to our customers. As we complete twenty years, we look back with pride at our accomplishments and our heritage. At the same time we’re looking forward to building on our achievements and continuing our consistent growth over the next few years.”
Cardone was confident that 2010 will witness a recovery across the IT industry. He knew it was going to be a challenging year but maintained aggressive plans to grow sales figures by around 10-12% and continue to move towards higher value solutions for GBM customers. “Looking beyond 2010, we aim to continue growing at a rate between 10 and 15 percent over the next five years,” Cesare added. With broad experience across servers, storage, software and technical support, GBM has many success stories in delivering innovative products and services that helped meet their customers’ business goals in the most effective ways. The company’s achievement over the years is highlighted by their continuous investment in ensuring a strong, unrivaled customer value proposition. h
FIRST SECURITIES BROKERAGE COMPANY (FSBC) ENHANCES ITS SERVICES WITH ON-LINE BROKERAGE TECHNOLOGY First Securities Brokerage Company (FSBC), an affiliate of the Kuwait-based Global Investment House (GIH) has signed an agreement with Khorafi Business Machines (KBM), the Kuwait operation of GBM, to deploy an online brokerage solution. As part of the agreement, KBM and its Italian Business partner, ETA Sistemi, will implement a sophisticated software package that will support the Kuwait Stock Exchange (KSE) OMX/NASDAQ with a Financial Interface exchange (FIX) connection. h
The term server is used to refer to one of the following:
Key events in IBM’s history
a computer program running as a service, to serve the needs or requests of other programs which may or may not be running on the same computer.
a software/hardware system (i.e. a software service running on a dedicated computer) such as a database server, file server, mail server, or print server.
1990
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1993
1997
2000
Environmental programs
Scalable Parallel Systems Technology
Deep Blue
Fastest supercomputer
IBM joins 14 other leading U.S. corporations in April to establish a worldwide program designed to achieve environmental, health and safety goals by continuously improving environmental management practices and performance. IBM has invested more than $1 billion since 1973 to provide environmental protection for the communities in which IBM facilities are located.
IBM introduces the Scalable POWERparallel System, the first in a family of microprocessor-based supercomputers using RISC System/6000 technology. IBM pioneers the breakthrough scalable parallel system technology of joining smaller, massproduced computer processors rather than relying on one larger, customdesigned processor. Complex queries could then be broken down into a series of smaller jobs than are run concurrently (“in parallel”) to speed their completion.
The 32-node IBM RS/6000 SP supercomputer, Deep Blue, defeats World Chess Champion Garry Kasparov in the first known instance of a computer vanquishing a reigning world champion chess player in tournament-style competition.
IBM delivers the world’s most powerful computer to the US Department of Energy, powerful enough to process an Internet transaction for every person on Earth in less than a minute. IBM built the supercomputer to accurately test the safety and effectiveness of the nation’s aging nuclear weapons stockpile. This computer is 1,000 times more powerful than Deep Blue, the supercomputer that beat Garry Kasparov in chess in 1997.
source: www.wikipedia.org
a physical computer dedicated to running one or more such services, to serve the needs of programs running on other computers on the same network.
GBM & CISCO SYSTEMS COMPLETE PHASE I OF DATA CENTRE UPGRADE FOR PETROLEUM DEVELOPMENT OMAN
MEYDAN GROUP’S NEW NETWORK RACES OFF THE BLOCKS
GBM AWARDS
GBM Oman and Cisco Systems have successfully completed the first phase of a project to upgrade the Petroleum Development Oman (PDO) Data Centre located in the IT department using the latest Cisco Nexus hardware. Significantly, this is the first time the complete range of Nexus Data Centre switches have been installed in the Sultanate of Oman
UAE’s Meydan Group has selected Cisco to deliver a range of networking, security and unified communications system for its flagship horseracing development. The networking vendor completed the deployment with the aid of its Gold Partner, Gulf Business Machines.
2010 Cisco Enterprise Partner of the Year in Emerging East UAE Bahrain eGovernment Excellence Award for Best ICT Solutions Provider GBMD Lenovo SMB Distribution Award
The project was undertaken as part of an initiative within PDO to improve efficiency, reliability, expandability and scalability at their data centre, located at PDO’s Mina Al-Fahal head quarters. Additionally, the upgrade is part of a plan to achieve Tier 3/4 compliance of the Telecommunications Industry Association’s TIA-942 Standard, while paving the way for use of emerging server technologies such as cloud computing and virtualisation. The TIA-942 Standard defines international guidelines for planning and building data centres, particularly with regard to cabling systems and network design. “Our decision to upgrade to Cisco Nexus switches was driven by the need to optimise reliability and efficiency, while preparing our infrastructure to handle architectural changes involving new server technologies,” said Engr. Abdullah Sultan Al-Rashdi, Data Centre Upgrade Project Manager Petroleum Development Oman. “We share a longstanding relationship with GBM Oman and Cisco Systems and it was only natural that we relied on their expertise to consult on and implement this project.” Olivier Mouries, CGM, GBM Oman added that GBM with its strong local expertise and its Cisco Gold Partner status will continue to invest in delivering leading edge technology to support customer demand at a time when a tighter economy imposes strong focus on further optimization of their activities. h
The development has seen the deployment of a raft of Cisco systems, including a fully converged IP infrastructure, building management and security, covering the main Meydan Grandstand as well as the Meydan Hotel. The latter also features a new unified communications system for guest use as IPTV, which provides interactive TV services, can accommodate up to 60,000 spectators and is also the site of the Meydan Musuem and Imax theatre. Published in itp.net on June 29, 2010 h
GULF BUSINESS MACHINES COMPLETES PROJECT TO ENHANCE IT INFRASTRUCTURE AT MINISTRY OF SOCIAL DEVELOPMENT GBM has completed a project to augment the Bahrain Ministry of Social Development’s (MoSD) IT infrastructure. The project was undertaken by Bahrain Business Machines (BBM), GBM’s Bahrain division. In addition to successfully deploying a VMware vSphere virtualisation platform, BBM also completed a project to consolidate the Ministry’s servers and deploy a Cisco Unified Communication System. MoSD is the first Ministry in Bahrain to deploy vSphere, which can aggregate and holistically manage large pools of IT infrastructure including processors, storage and networking. As a result the solution creates a seamless, flexible and dynamic operating environment for the Ministry’s IT infrastructure. The Cisco Unified Communications System will provide the Ministry with a means of ensuring consistent communications services for all its employees, while providing greater security, resilience and scalability. In addition to connecting Ministry employees and their stakeholders, the system will facilitate better interaction through virtual platforms and will help integrate collaboration and communications into the Ministry’s processes. The System consists of Cisco Call Managers, Cisco Voice Gateways, Cisco Unity Solution, Cisco Presence Server, Cisco FAX Solution and Cisco IP Phones.
“It has become increasingly important for us to ensure that our IT infrastructure is able to cope with the demands of the environment we work in. The deployment of vSphere will help us move towards virtualisation and cloud computing, while the consolidation of our servers and the use of a Cisco Unified Communication System will boost efficiencies at the Ministry,” said Rashid Madani, Director of IT at MoSD. Significantly, this is the latest in a series of projects that BBM has successfully undertaken for MoSD since 2006. h
2010
2003
2007
Blue Gene/L
Patent power
Super green
The BLUE GENE team unveils a proto-type of its Blue Gene/L computer roughly the size of a standard dishwasher that ranks as the 73rd most powerful supercomputer in the world. This one cubic meter machine is small scale model of the full Blue Gene/L built for the Lawrence Livermore National Laboratory in California, which will be 128 times larger when it’s unveiled two years later.
IBM has been granted more US patents than any other company. From 1993 to 2007, IBM was awarded over 38,000 US patents and has invested about $5 billion a year in research, development and engineering since 1996. IBM’s current active portfolio is about 26,000 patents in the US and over 40,000 patents worldwide is a direct result of that investment.
Topping the Green500 energy efficiency review, IBM have 15 of the top 25 most energy efficient supercomputers in the world. The top computer on the Green500 is a prototype of IBM’s nextgeneration Blue Gene computer, which is 77% more energy-efficient than the second most efficient model, the Tokyo Institute of Technology’s Tsubame 2.0. source: www.wikipedia.org
2008 IBM Sales Excellence Award Gulf ACN’s Top 50 IT Companies Kofax, Implementation of Arabic OCR Solutions Cisco, Enterprise Partner of the Year, MENA Cisco Advanced Technology Partner in Security 2007 IBM Achievement Award GBM Pakistan Best Network Integrator for 2007 - Network ME Magazine Kofax, Implementation of Arabic OCR Solutions Cisco Enterprise Technology Partner, MENA Cisco Enterprise Partner of the Year - Emerging Markets 2006 Government of Dubai, Quality Appreciation Award Highest Growth from IBM Best Network Integrator Network ME Magazine 2005 Cisco Security Partner of the Year for the Gulf Region In Recognition of GBM Outstanding Contribution to IBM SW Business Best Network Integrator Network ME Magazine 2004 Best System Integrator Network Middle East In Recognition of GBM Outstanding Contribution to IBM SW Business Best Network Integrator Network ME Magazine 2003 In Recognition of GBM Contribution to the IBM SW Business Top Business Partner Achievement Award Cisco Partner of the Year for Gulf Region 2002 Cisco Partner of the Year for Gulf Region
The Leading Provider of IT Business Solutions in the GCC
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Conversation with
Cesare Cardone Let’s keep our heads in The Cloud, but our feet firmly on the ground
CESARE CARDONE, CEO OF GBM, TALKS ABOUT CLOUD COMPUTING
From virtual obscurity to allpervading, Cloud Computing has clearly come of age, particularly here in the Middle East. The recent GITEX Technology Week in Dubai saw a virtual thunder storm of opinions and viewpoints on Cloud Computing and its future in the region. It seems that there are two schools of thought on Cloud Computing in the region: on one hand you have the Cloud evangelists who claim that it will have a dramatic impact on the industry and change computing in the Middle East in a very short time; on the other you have the naysayers who genuinely believe that it is simply a buzzword that will fade away and be replaced by something new. From GBM’s perspective, I would say that both points of view are extreme and do not reflect ground realities. Cloud Computing is very much a disruptive innovation that has the power to make significant changes to the IT technology environment we currently operate in. But we have to be realistic and understand that these changes are not going to happen overnight.
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One might even argue that potential Cloud Computing users would first have to go through the IT evolutionary cycle with large scale adoption of more mature technologies such as IT business continuity, virtualisation and data centers. IBM defines Cloud Computing as “a style of computing whose foundation is the delivery of services, software and processing capacity using private or public networks.” In essence, IBM says, it is an emerging approach to shared infrastructure in which large pools of systems are linked together in private or public networks to provide IT services. The argument in favor of Cloud Computing is hard to find fault with: a dramatic surge in connected devices, an increasing need for real-time data and the adoption of service-orientated architectures and Web 2.0 applications have collectively fuelled demand for shared infrastructure ecosystems. Arguably, the Internet has fuelled and facilitated collaborative working environments, which in turn, also drives demand for Cloud-based solutions.
In a post-recessionary scenario, purse strings everywhere are being tightened and companies are seeking to streamline operations to maximize efficiencies and minimize costs. Here too, Cloud Computing offers significant benefits including lower cost of ownership, full scalability allowing for changes in the business environment and new efficiencies, without incurring capital expenses since services are provided for a fee that would be considered an operation cost. What’s more is that Cloud Computing users are protected from technology obsolescence since the responsibility for keeping the systems up-to-date lies with the service provider. Despite the obvious benefits, however, concerns remain and the concerns in the Middle East are not very different from those voiced in other markets. The biggest of these are security and privacy and the largest players in the Cloud Computing space are working to reassure potential customers. IBM, for example, brings state-of-the-art security tools to its Cloud Computing offering, providing customers with security levels that are equivalent or perhaps even better than what they can expect in a traditional computing environment.
Despite all of this, it remains to be seen how customers in the Middle East and across the world, will overcome their trepidation. What is clear, however, is that the large scale adoption of Cloud Computing is unlikely to be instant, particularly amongst medium and large businesses, many of which will take a progressive stance, testing the waters before they take the plunge. At GBM, we have already taken the plunge. We have also made significant investments, such as the recently-launched Network Operations Center (NOC), that allow us to offer Cloud-based services, while simultaneously also building on our traditional IT services, which still form the bulk of our customers’ requirements. After all, as is the case with any IT business, we have to offer our customers the right products and solutions at the right time. And we also practice what we preach. We are currently one of the region’s largest users of SalesForce, one of the most established Cloud Computing business applications. Our heads may be in The Cloud but our feet remain firmly rooted to the ground. h
Contrary to what its name implies, Cloud Computing offers users a number of tangible benefits and these have been recognized across the world and, as is more recently the case, here in the Middle East.
MAJOR CLOUD COMPUTING MODELS Some popular models of cloud computing that are offered today as services are: Software as a Service (SaaS): This is a hosted software model where an enterprise can obtain various application functions through the hosted service from a SaaS provider through a network connection. SaaS saves the complexity of software installation, maintenance, upgrades, and patches for the IT team within the enterprise, because the software is now managed centrally at the SaaS provider’s facilities. The pricing is typically on a per-user basis for a fixed bandwidth and storage. Salesforce.com is an example of a SaaS provider. Platform as a Service (PaaS): PaaS provides a software platform on which users can build their own applications and host them on the PaaS provider’s infrastructure. The software platform is used as a development framework to build, debug, and deploy applications. The platforms offered by PaaS vendors like Google (with its App-Engine) or Force.com (the PaaS offering from Salesforce. com) require the applications to follow their own Application Programming Interface (API) and be written in a specific language. Pricing for PaaS can be on a per-application developer license and on a hosted-seats basis. Infrastructure as a Service (IaaS): An IaaS provider offers you “raw” computing, storage, and network infrastructure so that you can load your own software, including operating systems and applications, on to this infrastructure. Pricing for the IaaS can be on a usage or subscription basis. Pricing for the IaaS can be on a usage or subscription basis. Amazon’s Elastic Computing Cloud (EC2) service is an example of an IaaS.
WHAT IS CLOUD COMPUTING? The term “cloud computing” has different connotations for IT professionals, depending upon their point of view and often their own products and offerings. Some believe it is a disruptive trend representing the next stage in the evolution of the Internet. Others believe it is hype, as it uses long established computing technologies. So, what is cloud computing? Today, definitions of cloud computing are abound, but the general concept held by the market may be seen in this definition from Wikipedia: “Cloud computing is a style of computing where IT-related capabilities are provided ‘as a service,’ allowing users to access technology-enabled services ‘in the cloud’ without knowledge of expertise or control over the technology infrastructure that supports them.” IBM defines cloud computing as a new IT service consumption and delivery model that enables self-service, economies of scale and flexible sourcing options.
BENEFITS OF CLOUD COMPUTING Cloud computing is considered to be a potentially cost-efficient model for provisioning processes, applications and services while making IT management simpler and increasing business responsiveness. In a cost-benefit analysis, a properly implemented and leveraged cloud computing model will drive lower cost-of-ownership, responsive delivery of services and higher service quality. Cloud computing can enable rapid business innovation by delivering easy-to-use computing services to users “on demand,” regardless of their location or the type of device they are using. The cloud-based service can be “public,” “private” or a combination of the two, sometimes referred to as a “hybrid cloud.” Selecting the right use of cloud computing results in lower cost, by taking advantage of economies of scale and automated IT operations while optimizing investment in existing infrastructure. The resulting solution rapidly adjusts the volume of users as workload increases or decreases. Payment or internal chargeback for the services is more flexible and typically occurs on a usage basis.
Characteristics include: Elasticity and Rapid Scalability Location Independence
Without Cloud Computing
With Cloud Computing
Highly Virtualized Resources Standardized Services • Virtualized resources • Automated service management • Standardized services
Automated, Rapid Provisioning Optimized for IT and Business Services
• Location independant • Rapid scalability • Self-service
End User Focused Pay-per-use From a user perspective, cloud computing provides a means of acquiring computing services without requiring understanding of the underlying technology. From an organizational perspective, cloud computing delivers services for consumer and business needs in a simplified way, providing unbounded scale and differentiated quality of service to foster rapid innovation and decision making. It is a service acquisition and delivery model for IT resources and, if properly used within an overall IT strategy, can help improve business performance and control the costs of delivering IT resources to the organization.
Workload A • • • •
Software Hardware Storage Networking
Service Management
Workload A • • • •
Software Hardware Storage Networking
Service Management
Workload A
Workload B
• Software • Hardware
Workload C
• Storage • Networking
Service Management
The Leading Provider of IT Business Solutions in the GCC
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NOC
The Middle East’s First
Network Operations Centre A network operations center (NOC) is one or more locations from which control is exercised over a computer, television broadcast or telecommunications network.
THE NOC CENTER WILL MANAGE CUSTOMERS’ IT INFRASTRUCTURE
GBM announced the launch of its cutting-edge Network Operations Centre (NOC), the first of its kind in the region . Based in Dubai, the Centre will manage and monitor customers’ IT Infrastructure to ensure continuous operations, thereby maximizing operational efficiencies. In addition to its monitoring function, the NOC will also provide quality IT support to network users across the Middle East, ensuring quick resolution of problems. Open 24-hours-a-day, 7-days-a-week and manned by a team of highly skilled network and system engineers, the NOC will provide customers with a single reliable point of contact for all ITrelated issues. “The NOC represents the evolution of GBM’s role as the region’s preferred IT solutions and service provider,” said Cesare Cardone, CEO, GBM. “By launching this Centre we are providing infrastructure and applications as a service, allowing our customers to replace capital investment with an operational expense. This, we believe, is truly one of the important directions in the future of the IT industry. This is the reason why GBM decided to make this investment and launch this new GBM offering to our customers.”
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The NOC features state-of-theart security measures including secured, encrypted connectivity that relies on multiple layers of protection. Customers also have access to three flexible, secure connectivity modules which include a choice of an Internet Protocol Security (IPsec), Virtual Private Network (VPN) Tunnel, Multiprotocol Label Switching (MPLS) technology and Point-to-Point Leased Lines. The service is available to customers in the region for a fixed monthly fee based on the service requirements. “GBM’s NOC is a wonder of technology and brings together best-of-breed solutions and services in one comprehensive package for our customers,” said Hugh Hendry, Regional Manager, Service Delivery and Service Support, GBM. “Using a combination of automated and human monitoring we are able to keep track of our customers’ systems 24x7. This allows proactive and reactive responses to help manage issues, no matter how small or big. All of this allows us to help our customers manage their IT resources in the most effective manner possible.” h
NOC process
GBM’s NOC is a wonder of technology and brings together best-of-breed solutions and services in one comprehensive package for our customers.
NOC benefits: Improve workforce productivity Manage a centralized workforce Reduce operating costs Enhance customer experience
Salesforce.com
GBM announced partnership with Salesforce.com in GCC region GBM announced that it has earned Salesforce.com’s Business Partner Status in the Gulf Cooperation Council (GCC) region. Salesforce.com is a US based Cloud Computing company which provides on-demand Customer Relationship Management (CRM) solutions globally. GBM already shares a longstanding relationship with Salesforce.com and offers its full range of Cloudbased Business Applications. With this partnership, supported by a highly skilled team, GBM will bring local capabilities and expertise to customers in the region. In addition, GBM will also offer service, training and after sales-support to its customers. “We are very pleased to be business partners with Salesforce.com to cover the GCC region. This partnership validates not only our longstanding relationship, but also our commitment to bringing to the market and our
customers cutting-edge cloud-based solutions tailored to fulfill their needs and meet the level of support they require,” said Ali Hosseini, Director of Professional Services, GBM. As the demand on cloud computing services becomes increasingly visible, GBM is planning to establish an authorized training centre to leverage local talent while driving technology innovation in the region. GBM is also in the process of deploying cloudbased Business Applications for several regional and local customers in the GCC region. “We are proud to collaborate with GBM to bring our offering to the region,” said Stephane Viallet, VP Eastern Europe, Middle East & Africa, Salesforce.com. “By joining our forces, customers will have access to worldclass expertise and counsel before, during and after the implementation of a project.” h SALESFORCE.COM PROVIDES ON-DEMAND CRM SOLUTIONS GLOBALLY
ABOUT SALESFORCE
The acquisition supports GBM’s strategy to build more expertise and expand its current offering to include Corporate Performance Management and Business Intelligence solutions in the MENA region. A leading provider of innovative and cost-effective solutions designed to improve business performance; Performance Systems is one of only six Cognos platinum consulting partners in the world. Since the company was established in [2002], it has helped businesses across a number of different industries ranging from Telecommunications and Government, to Manufacturing and Hospitality in four continents successfully implement and deploy their Cognos software solution, amplify their business benefits, mitigate their risks and maximize their return on investment. “It has become increasingly important for us to be able to offer our customers a framework of services that cover the entire lifecycle of a project from solution planning and implementation through to business improvement,” said Cesare Cardone, CEO, GBM. “By acquiring Performance Systems we are able to offer our customers access to one of the most comprehensive IT solutions portfolios in the Middle East.” The acquisition allows GBM to cater to its customers’ business intelligence and performance management solutions through the IBM Cognos offerings, coupled with access to a wide selection of IT solutions and services. The IBM Cognos product portfolio includes IBM Cognos Business Intelligence, IBM Cognos Enterprise Planning, IBM Cognos TM1 and IBM Cognos Controller. h
Salesforce.com has its services translated into 16 different languages and currently has 82,400 customers and over 2,100,000 subscribers. Salesforce’s CRM solution is broken down into several broad categories: Sales Cloud, Service Cloud Small Business Communication, Financial Services, Healthcare, High-Tech, Public Sector, Retail, Edition and Price, and AppExchange. Salesforce also offers other activities or services on the Force.com Platform, Chatter and Jigsaw.
source: www.wikipedia.org
GBM has acquired Performance Systems, a provider of Corporate Performance Management and Business Intelligence solutions in MENA and the Cognos preferred services partner for the MENA region. Performance Systems was previously a unit of Almasa Business Solutions.
Salesforce.com is an enterprise cloud computing company headquartered in San Francisco, USA, with regional headquarters in Dublin (covering Europe, Middle East, and Africa), Singapore (covering Asia Pacific less Japan), and Tokyo (covering Japan). Salesforce distributes business software on a subscription basis and hosts the applications offsite. It is best known for its Customer Relationship Management (CRM) products.
ABOUT COGNOS Cognos (Cognos Incorporated) was an Ottawa, Ontario-based company making business intelligence (BI) and performance management (PM) software. Founded in 1969, at its peak Cognos employed almost 3,500 people and served more than 23,000 customers in over 135 countries. Originally Quasar Systems Limited, it adopted the Cognos name in 1982. On January 31, 2008, Cognos was officially acquired by IBM. The Cognos name continues to be applied to IBM’s line of business intelligence and performance management products. In January 2010, as part of a reorganization of IBM Software Group, Cognos software and software from recently acquired SPSS were brought together to create the Business Analytics division. IBM Cognos 8 BI has won numerous awards including the eWEEK Excellence Award in Analytics and Reporting, the LOTUS ADVISOR “Editor’s Choice” Award, and TechTarget’s SearchCRM.com 2005 Product of the Year.
The Leading Provider of IT Business Solutions in the GCC
source: www.wikipedia.org
GBM Acquires Performance Systems to enhance Performance Management and Business Intelligence capabilities
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Learning Services
The region’s leading IT training provider
As an exclusive training provider for selected IBM technologies and a Cisco Learning Partner for the MENA region, GBM Learning Services is well suited to deliver cutting edge training solutions to fit a wide variety of needs. GBM Learning Services customers benefit from:
A balanced combination of Theory and Practice All courses are designed to include a theory portion as well as hands-on workshops and case studies to provide the trainees with an opportunity to practice what they have learnt. This ratio in most of the technical courses is 50% theory and 50% practical.
Cognitive factors in learning The focus of this aspect is on the mental processes associated with learning. Intelligence, differences in learning styles, cognitive strategies, meta-cognition and knowledge are always taken into account by our trainers.
Motivation on learning The trainers used by GBM are specially trained to motivate the trainees during the class by introducing discussions, questions and case studies.
Personality, group and social factors GBM teaching methodology encourages the trainer and trainees to develop sensitivity to different personality traits. Our train-the-trainer program aims at providing trainers with the necessary knowledge and skill to facilitate maximum positive growth and learning by arranging group and social factors.
Best practices in assessment and evaluation Our course material uses quizzes, tests and challenge exercises to make ongoing assessment during the class.
Widest selection of Courses You get the greatest course selection as we offer the most comprehensive set of courses in the marketplace, from beginner to advance. Choose from close to 900 courses supporting a variety of hardware, software and industry technologies - including IBM, Cisco, Linux and Microsoft.
Learning Effectiveness You ensure learning effectiveness. Each course delivers specific skills by job role, so you can be sure to get the exact results you want. We reinforce the materials discussed in lectures through hands-on labs, improving your team’s learning experience.
AT A GLANCE
IN NUMBERS
Exclusive Training Provider of selected IBM technologies
3000
Training facilities in Abu Dhabi, Bahrain, Dubai, Kuwait, Oman, Pakistan and Qatar
students trained annually in different technologies
CISCO LEARNING PARTNER FOR THE MENA REGION
1000
GBM is setting new milestones by delivering Cisco Authorized Training in the GCC to major clientele from different industry verticals like Banking, Telecom, Petroleum Sector, Aviation, Government and many more. GBM guarantees training quality standards managed by a comprehensive evaluation system.
different IT courses conducted
1000
Our trainers have an extensive networking experience in the industry and are CCSI’s delivering training as per Cisco International standards.
customers across the region
GBM offers courses on the hottest Cisco technologies using the latest hardware and remote labs. Our Cisco training courses include hands-on labs featuring the latest Cisco equipment, relevant scenarios to help prepare you for real networking environments and Cisco certification exams.
50:50
the ratio of theory to practical content on technical courses
The Leading Provider of IT Business Solutions in the GCC
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Anti-money laundering
Technology:
Noman Azim, Senior Consultant for Banking & Finance, GBM
A frontline weapon against money-laundering When the UAE signed a series of antimoney laundering accords in June last year it was yet another indication of the country’s commitment to fighting this financial crime.
The UAE Central Bank was among the first regulators in the GCC to address this issue by implementing an antimoney laundering system to protect its interests and those of its member institutions. While the exact origins of money laundering are unclear, it is an established fact that the American mafia was responsible for developing and refining new techniques during the Prohibition era in the late 1920s. Since then, criminal and other outlawed organizations around the world have used money laundering to legitimize illegally obtained funds. The global money laundering ‘industry’ has evolved into an efficient, powerful system that is, by some estimates, worth close to US$2 trillion per year. Despite the fact that a large percentage of this volume is reportedly concentrated around Europe and North America, every country in the world has an interest in fighting this criminal activity. While money laundering has historically been an almost exclusive domain of criminal organizations, the events of 9/11 and revelations that terror organizations had laundered money to fund their attacks, changed governments’ perceptions. Suddenly it became a critical issue of national security and wide-ranging international measures, requiring compliance from the financial sector, were subsequently put in place. Aware of the limits of human analysis and detection of financial crime, institutions turned to technology as
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their frontline weapon against money laundering. First generation antimoney laundering (AML) detection systems were developed and deployed. Unfortunately, these systems were based on detecting pre-determined transaction patterns and monetary thresholds and it was only a matter of time before the criminals found ways to circumvent detection. Anxious to protect their business interests and customers, while maintaining compliance, the financial sector adopted more advanced technologies capable of monitoring every transaction, tracking and flagging suspicious behaviour. These new technologies are capable of developing a risk assessment composite profile of a customer using available information, measuring transaction risks and detecting suspicious patterns from large volumes of financial data. Once the software has filtered the suspicious transactions and patterns, this valuable data is handed over to human investigators for further analysis which may result in criminal prosecution. In the Middle East, a region with its own set of challenges, banks and financial institutions have adopted highly customised solutions that take local factors into consideration as part of the analytical process. Software solutions such as HLBNGA’s RiskSecure, supplied by Gulf Business Machines (GBM), are not only compliant with current and future monitoring requirements but integrate recommendations from regional Central Banks and the Financial
Action Task Force (FATF) with multiple backend algorithms to generate alerts list based on customer profiles and behavior and transactions patterns. These include Risk Pooling, Ranking & Scoring, Peer Group Analysis and Know Your Customer (KYC) concept. A crucial question is: “how can financial institutions implement effective AML capabilities, with minimum disruption and costs while continuously enhancing customer services?” It must be reiterated here that AML is not only about technology but is a strategy combined with smart software to reduce the exposure of reputational and financial risk while improving customer services. International best practice calls for implementation of innovative processes and workflows that have the right balance between compliance and customer care and service satisfaction. There are, of course, other factors that play a vital role in AML monitoring such as customer data integrity and quality, knowledge of the financial institutions’ compliance team, accurate detection and effective reporting structures. In an increasingly electronic and global financial market place, the risks now posed by fraudulent financial transactions have increased so much that integrated AML strategies are no longer a luxury; in fact, it would not be an exaggeration to say that it is a critical factor in today’s business environment and a necessity for protecting a financial institution’s reputation and customers. h Published in Gulf Business, July 2009.
Business intelligence
Invaluable intelligence
IN NUMBERS
80% The percentage of business intelligence implementations initiated by nontechnology enterprise executives
Half of business intelligence projects fail, but why? As it turns out, it’s a complex combination of a number of things. So just how can your enterprise avoid becoming another statistic when it comes to making your data work? By Ben Furfie
Business intelligence at its most basic is all about data. It’s about using an enterprise’s data to make sense of historical trends. It’s about using that same data to plan for times ahead. It’s about enabling enterprises to find out exactly what the state of the business is. This very second. Yet despite the simplicity of the concept, half of all businesses implementing business intelligence fail to do so effectively. There are, of course, a huge number of factors governing why many business intelligence projects fail to take off. However, according to many analysts, the one common theme behind the high failure rate is a misunderstanding of what business intelligence actually is and who it is for. Recent research by the University of Cambridge on behalf of international auditors KPMG found that all too often business intelligence is viewed as ‘IT’s problem’ despite the fact that the technology side of the business process is only a small part of it. According to its findings, those companies that find business intelligence failing to help them have more often than no thrust responsibility for the entire implementation process on to the CIO. It says that business intelligence needs to be embedded within all of a company’s processes and not just those of the IT infrastructure if it is to be successful in its aims. Many of the processes that need to be addressed are simply beyond the remit or influence of the CIO. “The need for business intelligence and reporting is being driven by the high importance of needing to know how your business is doing”, explains Ali Hosseini,
Director of Professional Services, GBM. “However, it is often initiated by other members of the business, and frequently falls to CIOs to implement it on behalf of the company.” According to Hosseini, the introduction of business intelligence is driven by forces outside of the IT department in 80% of cases. “Only rarely is it initiated by the IT team, as more often than not it won’t be them using the business intelligence.” He says that it is a dangerous precedent and one of the main reasons why business intelligence comes to be viewed as a technology project – which it isn’t – rather than a change in the business processes. Some vendors are looking to take advantage of the issues surrounding complex IT infrastructures, and design solutions that fit around the reality of the situation. One such example is IBM. “We offer a solution which can sit on top of any solution, or any application, within an organisation and start generating reports, KPIs or profit reports immediately,” explains Hosseini. One area that has changed in the past year or so, and has had an enormous impact on the potential efficiency of business intelligence that the average IT manager has within the business. “Because of the transformation of business processes in the wake of the recent financial crisis, enterprises are waking up to the reality that it isn’t enough to have these numbers available to them: they need to also use them,” explains Hosseini. h Excerpt from Arabian Computer News, September, 2010.
The Leading Provider of IT Business Solutions in the GCC
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Business Process Management
Banking on Success Success in the banking industry can be tough without a Business Process Management (BPM) strategy which effectively aligns systems and processes with business objectives.
IBM BPM SUITE The IBM BPM Suite contains a comprehensive set of collaborative, role-based capabilities that enable customers to model, simulate, execute, rapidly change, monitor and optimize core business processes. The IBM BPM Suite brings together software and services from across IBM and includes a choice of three Foundational Offerings, IBM WebSphere Dynamic Process Edition, IBM WebSphere Lombardi Edition, and IBM FileNet Business Process Manager, that make it easier for customers to get started with BPM.
By Siddhartha Khare, WebSphere Sales Manager – Gulf Region, GBM
Success in the banking industry can be tough without a Business Process Management (BPM) strategy which effectively aligns systems and processes with business objectives. BPM offers a bird’s eye view of the organisation, bringing together business activities or processes, with people and information. This is not only limited to the organisation’s internal mechanics but also includes customers, suppliers, partners and other stakeholders in the banking ecosystem. The past few years have seen a significant rise in the number of banks that have realized the value in investing in BPM solutions to execute and monitor their business processes. It’s never too late for banks to adopt BPM, but the decision to do so can sometimes be met with hesitation stemming from a lack of clarity in its uses and benefits. Essentially, BPM solutions help provide a holistic view of a bank’s operations and help to cut cost in the long run by boosting efficiency and enhancing customer service. And how does it do this? By recognising areas that can be automated and reducing the time needed to complete a business process, as well as bringing down the number of errors involved in completing an activity. Perhaps the most important benefit BPM is seen to offer, given the nature of today’s economy and increasing regulations, is that it provides a stable flexibility to adapt to change. How does a bank go about implementing a BPM strategy? Initially, it starts with identifying its needs. This might seem easy enough but in reality involves in-depth research on specific processes that currently exist and the related owners of those processes. A process includes both system and human interactions - any activity taken in order to realise a business function, such as credit card issuance, payroll, loans, online banking, sales and marketing, etc. Next, a bank will decide on application requirements, which simultaneously help in realising business priorities of the organisation. By doing this, banks understand the core demands a BPM system should deliver on and decide whether to choose a ready-to-deploy BPM solution that best fits their needs or opt for a custom solution, tailored exactly to specification. There’s no shortage of solutions available through the best players in the BPM field, such as IBM’s BPM Suite, and successful automation can be seen in banks that choose either a ‘packaged’ or a customised solution. The key is finding a solution that is the best fit.
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Business Process Management can get fairly complex depending on the banking institution and a good solution is often the difference between greater effectiveness and chaos while deciding what to automate. Through it all, there needs to be a focus on return on investment because, while BPM is a necessary investment considering today’s economy, cost, time and effort are key factors that influence the everimportant bottom line. Often there is a fear that using BPM will result in employees being made redundant but it’s rather a case of finding out where there is an abundance of skills and then streamlining process orchestration. For example, there might be other departments that need more attention and support, like call centres. Significantly, BPM often helps expose the need for further training in order to make best use of human resources. At Gulf Business Machines, we have already helped a number of the region’s leading banks and financial institutions turn to BPM solutions. This has allowed them to make the most of their resources in order to increase efficiency and gain a competitive edge. BPM is truly enabling their success. h
Virtualisation
Virtual realities WHAT IS SERVER VIRTUALISATION? Virtualisation is the creation of a virtual (rather than actual) version of something, such as an operating system, a server, a storage device or network resources. Server virtualisation is the masking of server resources, including the number and identity of individual physical servers, processors, and operating systems, from server users. The server administrator uses a software application to divide one physical server into multiple isolated virtual environments. The virtual environments are sometimes called virtual private servers, but they are also known as guests, instances, containers or emulations. There are three popular approaches to server virtualisation: the virtual machine model, the paravirtual machine model, and virtualisation at the operating system (OS) layer. Server virtualisation can be viewed as part of an overall virtualisation trend in enterprise IT that includes storage virtualisation, network virtualisation, and workload management.
Within a short span of time, server virtualisation has emerged as a fundamental part of data centre technology, mainly due to its basic value proposition. When you run many logical servers on a single physical server, you get a lot more out of your hardware. so you can invest in fewer physical servers to handle the same set of workloads. It almost sounds like found money. The details. of course. are more complicated. The hypervisor, a thin layer of software upon which you deploy virtual servers, is generally wrapped into a complete software solution that incurs some combination of licensing, support and / or maintenance costs (depending on which virtualisation software you chose). Making the case for server virtualisation The business case for server virtualisation is pretty compelling. Who doesn’t want to get the most possible use out of server hardware? In fact, the basic idea is so compelling, you need to be careful not to oversell. Make sure you account for the likely capital equipment, deployment, training and maintenance costs. The real savings achieved by virtualisation, as with so many other new technologies, tend to accrue over time.
Train before you fire it up It’s also important to consider the training of existing staff. Virtualising an existing IT infrastructure implies that the structural foundation of the entire computing platform will be altered. It is therefore essential that IT staff are familiar with handling this infrastructure when it goes live, as virtualisation does introduce various challenges. It is best to train your staff before implementing virtualisation on a full scale. Your chosen vendor should be able to provide some form of training. “The Success of any technology adoption depends on the skills to implement and maintain the same. Virtualisation is no different. Virtualisation marks the beginning of IT infrastructures turning dynamic and service-oriented. Therefore, organisations need to necessarily train their staff on the technology, management tools and align its processes in order to ensure successful implementation,” says Soubhi Chebib, Director of IBM Systems Brand, GBM.
source: www.whatis.com
Server virtualisation is sweeping through data centres. Here is what you need to know to plan, deploy and maintain a virtual infrastructure.
along with the servers and storage. Each step towards server and storage consolidation, virtualisation, automation and integration must be matched by a corresponding improvement in the data centre network infrastructure,’ says Chebib. He adds that the network design should not anymore be taken as independent function but are integral part of the data centre. The servers and storage design teams need to take active role in the network design. Essentially, virtualisation can be a powerful tool as well as a strong cost-saving initiative, provided it is handled and executed effectively. h Excerpt from Network World Middle East, October, 2010.
As you step through the planning stages of virtualisation, you should pay close attention to the network requirements of the proposed solution and the impact it will have on your data centre network. “A virtualised infrastructure places new demands on the networks and requires the networks to evolve
The Leading Provider of IT Business Solutions in the GCC
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IBM feature
Smarter money for a smarter planet We know that a lot of money has evaporated in the current financial crisis — but what exactly is it that has been lost?
Money, in other words, has been reduced to zeros and ones. It’s intangible, invisible. It’s information. Which is central both to the problem we face and to its solution. Without question, the replacement of physical money with electronic money — and the spectrum of financial innovations that have accompanied it — have helped the world’s economy grow and prosper. They have also helped many more people around the world to join the middle class. But our technical and management systems haven’t kept pace. They couldn’t provide warning signals of risk concentrations, over-leveraging or underpricing. Banks could repackage risk and sell it, but they couldn’t value an individual loan in order to unwind the debt when needed. However, the same digitization that has helped create this challenge is now providing the means to solve it. Intelligence is being infused into the way the world works, including our financial systems. We’re all aware of advances like ATMs, credit cards and online banking. But the transformation happening underneath is far more profound. Unprecedented computing power and advanced analytics can turn oceans of ones and zeros into insights, in
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real time. Which means we could have a safer, more transparent and intelligent financial system for a smarter planet. We can already see it happening at the level of national governments. The new integrated information system for the Czech Republic Ministry of Finance, for instance, provides insights to help set monetary policy, and to handle state budget resources and public finance more efficiently. We see it helping multiple interconnected institutions. The Operational Riskdata eXchange Association, a consortium of 52 leading financial institutions, uses anonymized data to help improve statistical modeling, more accurately quantify risk exposure and address regulatory compliance needs. We even see it transforming entire global markets. Consider foreign currency exchange, the world’s largest single market. Intraday settlement risk of more than $2 trillion in volume — more than 50% of foreign exchange transactions — has been eliminated. And through organizations like Grameen Foundation and Financial Information Network and Operations Ltd. (FINO), poor people around the world can overcome impossible odds. Thanks to technology enabled microfinance, they can get collateralfree loans and financial services to support income-generating businesses — for a brighter future for their families and communities.
These changes are exciting, but more are needed. There is growing consensus on the need for a centralized risk utility, to help avert future crises — perhaps building on the work of the International Monetary Fund and other institutions to create an early warning system for global finance. Of course, restoring trust and confidence is much more than a technology challenge. It’s also a major policy and behavioral challenge. And no system can ever be devoid of risk. But the benefits of smarter finance are clear — for regulators, bankers, investors, companies and communities, rich and poor around the world, all of whose well-being and prosperity depend on a money system that is stable, secure and accessible to all. Let’s build a smarter planet. Join us and see what others are thinking at ibm.com/think. h Article is courtesy of www.ibm.com
WHAT DOES IT MEAN TO BE SMARTER? At IBM, we mean that intelligence is being infused into the systems and processes that make the world work—into things no one would recognize as computers: cars, appliances, roadways, power grids, clothes, even natural systems such as agriculture and waterways. Today, it’s not a question as to whether the technology to build a smarter planet is real. Now, we need to know what to do next. How do you infuse intelligence into a system for which no one enterprise or agency is responsible? How do you bring all the necessary constituents together? How do you make the case for budget? Where should you start? We’ve learned a lot over the past year about what it takes to build a smarter planet. Importantly, we’ve learned that our companies, our cities and our world are complex systems—indeed, systems of systems—that require new things of us as leaders, as workers and as citizens. A smarter planet will require a profound shift in management and governance toward far more collaborative approaches.
source: www.ibm.com
Obviously it’s not hard currency, which represents only 11% of the U.S. money supply. The rest of our “money” flows from a paycheck to a bank to a store and then through the store’s supply chain, only to be deposited in another business’s account…to start the journey over again.
Cisco feature
Social networking has risks, even inside companies
Big enterprises have a hate-love relationship with social networking.
Risks to Enterprise Social Networks
They don’t want business reputations conflated with people’s private lives. They don’t want business details leaking out in Twitter feeds. When Facebook asks: “What’s on your mind?” companies don’t want the employee replying: “Just lost the Wal-Mart contract. Forget my stock options.”
The problem is that internal social networks that are completely isolated behind firewalls aren’t very useful. And opening up the firewalls to trusted outsiders such as customers, suppliers, third-party contractors, advertising firms and search firms runs many of the same risks that public networks have.
But they want to hire tech-savvy, gregarious Millennials who have spent their lives on social networks. They want their own workers to share expertise and ideas to build teams and boost creativity.
In fact, social networking behind a porous firewall may be even riskier than using public tools. Employees may get a false sense of being able to post frankly without being aware of who can see it.
Internal Social Networks
Increasingly, enterprises are building internal social networks that are safely behind a firewall. There are internal networking analogs for Facebook, Delicious, Twitter, IM, YouTube, presence and wikis. The hope is that the enterprise will be able to use those tools without taking too many risks. And enterprises want to make sure that employees don’t decide to create their own insecure, ad hoc networks using smart-phones because they seem much more efficient than corporate e-mail. As an executive at one management consulting company told me: “Employees are asking why they can’t do at work what they do at home. If they give a presentation their instinct is to put it on Facebook.”
“Plaintiffs’ attorneys in sex, age or race discrimination cases eagerly examine social networks. “ It’s vital for companies to train every employee about the benefits and perils of internal-social networks. IT departments can put in some safeguards, but they won’t be able to completely overcome the technological imperative to share useful stuff. As Stewart Brand memorably wrote, “Information wants to be free.” One interpretation is that people who have it want to share it. Technology can prevent casual hackers from seeing corporate details, but it can’t prevent employees from unthinkingly revealing corporate secrets.
Training and Policy Essential
Using your own name is a huge guarantor of corporate responsibility. Many companies have concluded that the first policy for social networks is that employees always use their true identity. Even if a company is doing business using avatars in a Second Life community, they require employees to identify themselves by name and position. IT can help by authenticating every user who logs on to the corporate network. Employees still need to be trained to be conscious of security risks. Sharing a list of tagged Web sites with a former colleague might seem harmless. But in aggregate, the listings might indicate a new marketing campaign or a potential takeover interest. They also need to be conscious of the difference between making jocular comments on a social network and using informal comments on similar work sites. Social Networking - Legal Concerns
Lawyers say plaintiff’s attorneys in sex, age or race discrimination cases eagerly examine social networks for signs that behavior at a company, especially by managers, may be viewed as hostile by certain groups. They worry about wikis where participants offer inappropriate suggestions for the office Christmas party that may be unearthed in some sexual harassment suit.
When outside contractors are allowed on project wikis, it’s especially important for employees to temper casual remarks. But remembering to never disparage competitors or clients can be difficult, especially when the medium is designed to encourage freewheeling discussion. The problem is that even offhand thoughts are saved once they’re written down. Legal expert Steven C. Bennett, a lawyer with Jones, Day in New York, wrote in a January article on social-networking policies that it’s vital to “Remind employees that any electronic communications and social networking activities for workrelated purposes must maintain and reflect the company’s standards for professionalism, including proper tone and subject matter.” He adds: “profanity and vulgar or demeaning jokes are inappropriate. Employees should also avoid discussions of conduct that is prohibited by company policies, such as alcohol and drug use on the company’s premises.” So employees on corporate networking sites should feel free to speak up and share as if they were at a company cocktail party -- where they’re drinking only club soda. h Article is courtesy of www.cisco.com
The Leading Provider of IT Business Solutions in the GCC
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GBM supports continuous development of all staff through investment in training, social programmes and working environment.
GBM Qatar W.L.L. P.O. Box 9307, Doha, Qatar Tel: (+974) 44073111 Fax: (+974) 44073222 PAKISTAN
At GBM you’ll be empowered, recognized for your contributions and have the opportunity to grow your career. Visit www.gbm4ibm.com to find out about our job vacancies or simply submit your cv and we will get back to you when a vacancy becomes available.
GBM Pakistan W.L.L. Islamabad Office No. 1, 2nd Floor, VIP Square, Plot 25, 1-8 Markaz, Islamabad, Pakistan Tel: (+92) 514861236/7 Fax: (+92) 514861238
GBM is an equal opportunity employer
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GBM Pakistan W.L.L. Karachi 5C-6C Prime Point Building Mezzanine Floor, Main Khayaban-e-Ittehad, Phase VII, Defense Housing Authority, Karachi, Pakistan Tel: PABX: (+92) 2135316145/9 Fax: (+92) 2135381273 GBM Paksitan W.L.L. Lahore 167, Street 11, Cavarly Ground Extension, Lahore Cantt. - 54810, Lahore, Pakistan Tel: (+92) 4236625501-2 Fax: (+92) 4236683370