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Enterprises are increasingly recognizing the need to streamline operations for efficiency, agility and innovation. This has led to various “operations” or “Ops” initiatives, each focusing on a specific aspect of enterprise IT. From software development and data analytics to IT and cloud management, these Ops groups are transforming the way enterprises operate and compete.
Mergers and acquisitions, goal alignment, the addition of roles and a convergence of software technology have contributed to enterprise team structure changes, leading to a growing emphasis on specialized Ops groups. When enterprises merge or acquire others, structural changes are inevitable. These events often prompt a reevaluation of existing teams and the creation of new groups to better serve the enterprise’s goals. Team members may change roles, and new departments may form. Promotions and the addition of new roles can enhance team growth. By promoting team members and hiring new talent, enterprises can align with management initiatives and adapt to changing demands. The rise of cloud computing, intelligent automation and artificial intelligence has led to a convergence of software and services. These adjustments can lead to short-term challenges but contribute to long-term organizational effectiveness. Operations groups have emerged to optimize these areas.
Each “Ops” area is prioritized based on the enterprise’s business requirements, which must be regularly evaluated and reviewed. Examples of “Ops” areas include:
All of these categories are important. However, prioritizing different “Ops” areas depends on several factors specific to each business. For example, an enterprise that relies heavily on data analytics may prioritize DataOps, while an enterprise that develops software applications may prioritize DevOps. The demand for efficient operational groups is so strong in certain areas that we assert that by 2026, software providers for enterprise observability platforms and tools must improve growth opportunities and broaden the scope beyond DataOps and SecOps to include DevOps, MLOps and AIOps.
Some general steps an organization can follow when considering how to prioritize “Ops” initiatives include:
The purpose of “Ops” areas is to improve the resilience, agility, efficiency and effectiveness of IT systems, so it is important to nurture a learning-oriented environment. Once the appropriate initiatives are identified, it will be necessary to track progress. Measuring the success of “Ops” initiatives can be accomplished through quantitative and qualitative metrics. General metrics enterprises can track include:
The specific metrics used will depend on the organization’s goals and the nature of the “Ops” initiative. It is crucial to have a balanced set of metrics that cover different aspects of the initiative. This will help evaluate success from as many business perspectives as possible.
In today’s business, “Ops” initiatives have evolved beyond the realm of mere buzzwords. They have emerged as integral components of a thriving enterprise, serving as the backbone of operational efficiency and innovation. This positions enterprises to address resilience in the face of challenges, agility in response to changing market demands and sustained growth in the long run. Moreover, these “Ops” initiatives are paving the way for a future enterprise where technology and business goals are seamlessly aligned. The importance of these “Ops” areas will only continue to grow, making them an indispensable part of any successful enterprise strategy.
Regards,
Jeff Orr
Jeff Orr leads the research and advisory for the CIO and digital technology expertise at Ventana Research, now part of ISG, with a focus on modernization and transformation for IT. Jeff’s coverage spans cloud computing, DevOps and platforms, digital security, intelligent automation, ITOps and service management, intelligent automation and observation technologies across the enterprise.
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