Navigating Change

Recently I've had a great example play out in my own life.

A few months back I wrote about how I approached a problem with my car and the decision we made to resolve it. Well things have changed and a long with a decision to do without a second family car (one of the original options), so have a few other things!

I'm not going to go into all the details, but suffice to say that there are many reasons why we've chosen this course and as a result many areas that have been affected... mostly for the good in the short time since the change.

Opportunity knocks when there's change afoot
I know this seems obvious, but for most people the response to change is to go on the defensive. I read this quote the other day, "The secret of change is to focus all of your energy, not on fighting the old, but on building the new." - Socrates. I like this, a lot. The interesting thing about opportunity, is that it's neither inherently positive or negative. Opportunity can result in positive and negative outcomes, sometimes both, sometimes neither and sometimes more change. It all depends on what you do with it.

I have had the opportunity to interact with people and be exposed to situations and experiences that I would otherwise not have chosen. Just because I would not have chosen them before doesn't make them negative at all, but highlights the limited exposure I've had to certain places and contexts. My experience has been positive in this instance, as well as eliciting some personal introspection and a desire to be more aware of my relative privilege and the influence I can bring.

Digital Transformation in Business
In the context of business and work, significant change seems to come about more regularly than before and often more regularly than we've grown comfortable with in our personal lives. Business strategy used to be built, set in place and tweaked over decades and many of the great companies of the past haven't deviated much from their original reason for coming into existence.

Today, through many factors like the pace of technology evolution and the move to more digitally enabled operations and channels, businesses are faced with having to make major adjustments to strategy in 18 to 24 month cycles just to remain relevant and even shorter time frames to capture first mover or competitive advantage. Not to mention the "Pop-Up" phenomenon which can see businesses spun up, operate for anywhere from days to months and then close down. Ultimately, this really just results in more opportunity for those prepared for it than ever before.

The Personal Journey
So how do we position ourselves to take advantage of these opportunities, turning them into positive outcomes? As individuals, it mostly boils down to two things: Attitude and Willingness, both of which are for the most part within our own control.

1. Attitude - being able to disconnect somewhat from the situation itself, acknowledging the reality of what is and isn't within your own personal control, being prepared to work with what isn't and maximise on what is. Allows us to see through the disruption of change and uncover the opportunities.
2. Willingness - is an interesting one as it requires other elements to be in place to some degree or other (specific areas I would like to cover):
• Security - it is much easier to willingly throw yourself into something new when there is an overarching confidence and sense of security across the different aspects of your life. The support of a spouse or friends and family, financial stability, emotional and physical well-being... to give a few examples.
• Self Awareness and Belief - clearly understanding your own personal goals and ambitions, as well as the capabilities you do or don't have that are required to achieve these goals and ambitions. Then having sufficient confidence and belief that you can do it.

We have access to many options when trying to grow personally and we all leverage these at different times and to differing extents throughout our lives. Some of us are more proactive than others and engage in formal programs or with coaches or mentors to develop. In short, it's a journey and we typically can't get there on our own.

The Business Journey

Is this really much different? Apart from the obvious fact that, a business is very seldom a single individual therefore making this all a little more complex in practice, the principles are very much the same.

1. Attitude - Leadership across all levels that favours sustainable business and cohesion, that will be able to reach consensus on what needs to be done and then build "Buy-in" through putting aside personal agendas and opinion to deliver a unified strategy back to the business.
2. Willingness:
• Security - being able to change direction or augment requires "buy-in" across an organisation. "Buy-in" is achieved when the strategy communicated is clear, well articulated and aligned to the core business values and when it is delivered from a leadership team that is trusted, holds a strong track record and carries the support of the shareholders or business owners.
• Self Awareness and Belief - acknowledging that organisational change is disrupting and requires clear distinction between the new and business as usual, recognising that the skills, resources and structure required to get it right may not be available immediately or at all internally. Creating an environment and atmosphere that encourages employees to contribute positively and facilitates growth opportunities will build momentum and belief in the strategy as well as the ability of the organisation to succeed.

There is an ever growing ecosystem of companies and consultancies offering services and expertise to assist organisations build strategies and transition into these new business models. The maturity of the organisations' leadership will determine whether or not they choose to engage with outside assistance and to what extent this support is leveraged. At the very least, the objective lenses through which an external party can approach these challenges are important to consider.

I am currently travelling both of these journeys and trying my utmost to participate in and navigate them effectively. It's always easier to talk about these things than having to walk them out, but it is made easier with the support of those around you and the input of trusted advisers.

SD-WAN helping SDN go mainstream

Most enterprise IT management teams have looked at Software Defined Networking (SDN) in their datacenter deployments to some degree over the past couple of years. Some would have embarked on technology trials and deployed Lab environments, but few have shifted to full adoption. There are many reasons for this, not the least of which being the nature of datacenter technology refresh cycles and a hesitance to adopt new approaches in such a critical area of the business.

Enter Software Defined Wide Area Network (SD-WAN). Network carriers have been using a software defined or automated approach to network change management for quite some time and this is becoming the standard for the likes of provisioning, traffic engineering, change management and general operations. My intention is not to work through the definition of SDN or SD-WAN (a good summary of this can be found on sdxcentral), but to highlight that SDN is about more than just big datacenters and networks.

The reality is that most organisations would have been exposed to or leveraged the building blocks of SD-WAN over the past few years, whether it be multiple carrier / SP connections per site, broadband services or many other generally accepted network offerings and architectures. The promise of SDN is to deliver what companies need from a network within timeframes aligned to business requirement whilst still maintaining accepted levels in the following areas:

• Security and reliability
• Management and visibility
• Flexibility and adaptability
• Operational cost
• End user experience

In many ways, the building blocks of the modern network are (like all technology) becoming more and more commoditised and vendors are finding it increasingly difficult to differentiate based on technical capability. Clients are aware of this and therefore less concerned about the technology itself and more interested in understanding how the network ecosystem as a whole can deliver on their business requirements… the promise of SDN… It doesn't mean that the choice of technology vendor is no longer important, it just means that the qualifying criteria has changed and is now more aligned to business outcomes than technical capability.

The traditional industry stalwarts and new breed startups are answering this question in some very interesting ways. Cisco (arguably the best example of an industry stalwart) has moved to a very open approach, embracing many open industry standards and initiatives that encourages interaction and interoperability - a huge shift in thinking for them. Many startups in this arena are developing with that open stance in mind and can do so easily as there is no fundamental shift in thinking required and allows them to focus in on specific niche plays within the broader ecosystem. Others are more closed and proprietary and offer comprehensive end-to-end solutions that either replaces all components or goes OTT (over the top) relying on underlying infrastructure already in place. Both these approaches, and the plethora in between, have merit and value given the context and required outcomes.

So why is SD-WAN becoming a driver for SDN as a whole? True SD-WAN delivers on an SDN approach to WAN deployments and is becoming a necessity for clients. Two primary drivers for this is mobility and cloud services, both of which are imperatives in almost all organisations today. Whether by strategic intent or pure workforce behaviour, mobility and cloud services are prolific and need to be considered by every organisation. WANs need to carry more traffic and provide access to more content sources than ever before, resulting in network architectures that look very different from the branch / DC MPLS topologies employed over the past few decades. Mobility and the explosion of personal devices dictates a different approach to network delivery and service levels and this is most evident in the access layer and WAN. The operational efficiency and assurance, flexibility and cost optimisation that can be achieved by shifting workloads and applications to cloud services is very compelling. Content management, accessibility and delivery requirements are massive and the source of this content is no longer only the trusty datacentre, but from all over the internet.

The challenge for a typical organisation in the deployment and management of a network that can accommodate all these requirements is complexity - Multiple carriers / SPs and devices to manage and monitor, traffic engineering and application performance management…. and the list goes on. Wouldn't it be great to login to a web portal and get back a dashboard of how your end users are experiencing the business applications they're using? Knowing that how it was being achieved was no longer an operational concern? Knowing that the network capacity required for tomorrow's data migration is ordered and scheduled and you had nothing to do with it? Sounds a little out of reach doesn't it?

Unfortunately this is not the reality for most organizations today, but it is not far off. Many of these offerings are technically possible and there are providers able to construct solutions that in time will deliver services in this manner. Some have successfully taken elements of this type of solution to mass market and are fundamentally changing the way their clients consume network services. The choice of partner in this journey is critical, one that will give guidance on vendors and services providers that best facilitate the desired business objectives and to bring innovative options and approaches to the table.

When is enough, enough... or is it?

I guess that all depends on what we're talking about, context is important.

I've been having some issues with my car over the past few months, nothing hugely serious, but enough to get under my skin. There are few things that get me annoyed, a historically reliable and consistent service / device / experience that suddenly lets me down... is one.  It is also starting to get on in years (13 to be precise...), so maybe it's time to make a change.

So, what to do... there are always options...

1. Upgrade - Trade it in for a newer model - lots of that happening nowadays...
2. Fix it - It's paid for... so really doesn't cost me much. Why not drop some cash on getting things sorted?
3. Do without it - We have a large family (4 kids) so we have another vehicle, we live a couple of blocks from the school and my office is not that far away... how about I sell it, use the cash for something else? Public transport, which is improving where I live, and Uber could see me sorted right?

...but how do I make the right decision?

Back to context I suppose? We all have many influences that would direct a decision like this, some more influential than others, but many none-the-less. It would be silly for me to take my decision (No. 2) and put that out there as the best (or only) solution in this situation.

• I have some experience with cars and people I trust to fill in the gaps
• I can call on friends in finance to help with the implications on my budget and asset value over time
• I can talk to my family, considering their wellbeing and our way of life
• I have dreams and aspirations (that do not involve cars) to consider

Truth is, there are likely many that would have decided on 1 or 2 and even more that would have come up with their own and innovative idea around solving this problem given their particular circumstances. One things is for sure, the vast majority would make a calculated decision weighing the influences of our particular circumstances and the input of those around us.

I'm not the oldest guy around, but I have been in the IT industry a while. In that time I've worked for IT Services organizations and corporates alike, even running my own IT Services business for a number of years, and I'm currently looking after Consulting and Professional Services portfolios in my current role. Time and again I see companies making decisions on IT spend without due consideration to the particular influences they are facing (or about to be facing), or without taking on board the input of those who are better positioned or versed in the technology landscape. I know I've been at fault in this regard over the years.

I've learned, in my own private life, to make better decisions by leaning on the expertise of others and ensuring I look at things in context. After all, I cannot know it all and shouldn't feel the need to. I most certainly shouldn't feel the need to make decisions in isolation to prove my value. My value to my organisation, and my family, is to ensure that the correct decision is made, at the right time and to the best conceivable outcome.

When it comes to IT spend, specifically technology refresh, there are so many variables and influences at play. Technology moves and changes faster and faster, it is difficult enough for industry experts to get it right and it's their fulltime occupation. Then there is the economic environment and competitive landscape dictating very prudent spending, all the while pressuring businesses to adapt or face becoming irrelevant.

Finding a partner that can bring guidance and the appropriate expertise to the table at decision time (or better still continually), through engaged planning and technology roadmaps can make all the difference. It's not the easiest thing to get right, but it can be done. Once the correct partner is found and a good working relationship is developed, each party can get on with doing what they love and for which they are best positioned…

…to ensure that the correct decision is made, at the right time and to the best conceivable outcome.