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13 January '15 | Anil Gandharve

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13 January '15 | Debjyoti Paul

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02 December '14 | Anshuman Singh

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05 August '14 | Debjyoti Paul

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30 July '14 | Debjyoti Paul

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17 July '14 | Anshuman Singh

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03 June '14 | Giridhar LV

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Re-imagining End-to-end IT: Part 1

Posted on: 22 February '17
Rohit Nand
Rohit Nand
rohit.nand@mindtree.com

Today, Information Technology departments are being looked up to by their businesses as agents of change. Businesses in every industry sector face a stiff challenge from those who are early adopters of disruptive solutions in Digital, Cloud, Data, Mobile and Social, and who thrive on speed-to-market as their key differentiator.

However, IT teams are fragmented across Plan-to-Run services and are not geared to respond swiftly to dynamic business needs. Differing levels of maturity among services providers and fragmented approaches for ‘run-the-business’ and ‘change-the-business’ have often led IT towers to be at loggerheads with each other. This traditional way of managing IT continues to hog majority of their time, energy and money, rendering IT to play a support role rather than leading change.

To optimize and transform traditional ways of managing IT, CIOs need to take a unified view across the IT lifecycle of Plan-to-Run, integrating the various phases.

At Mindtree, we are helping customers take a unified view across the IT lifecycle, integrating the various phases of Plan-Build-Test-Deploy-Run seamlessly. Our point-of-view brings Continuous Integration, Continuous Automation and Continuous Delivery, across the full IT stack including – Application Development, Testing, Application Management, Infrastructure, and Packages. It also focuses on creating a tighter alignment to Business to deliver the results of faster time to market, better quality and reduced TCO.

Every day, the Mindtree model shows how combining automation with the key tenets of Agile and DevOps can deliver higher-quality IT services at a faster pace. This means improving speed to market and revenue cycles but it also can mean changing cultural patterns and processes that have been in play for a long time. And it means coordinating sourcing relationships in a new way. Today’s organizations require more than just multiple sourcing providers – they need fewer strategic partners that are tightly orchestrated so they can establish real, cross-functional communication, coordination and collaboration. We find some organizations are more well-positioned to shift the way they think about sourcing than others. Partner at ISG, Bill Huber, speaks about how businesses are rethinking their approach and mentioned our findings in his recent blog post, Taming the Multi-Sourcing Beast.