Greenfield Software (GFS) - v0.1 PDF

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Greenfield Software Information Systems for Sustainability Assignment 1

ABSTRACT A case study analysis on a green IT company, Greenfield Software, which assess their current situation, provides a product strategy, recommendations and societal involvement.

Word Count: 1637 (Excluding cover page, reference list, tables and diagrams)

Introduction Greenfield Software (GFS) is a start-up IT company providing software products and services that target sustainability. With the support of UD Marketing GFS have gained decent traction in the industry. However, GFS face challenges regarding product differentiation for the long and short term including how to effectively consolidate their position in an ever-changing marketplace[ CITATION Tho \l 1033 ]. Due to an evolving industry structure, new entrants, subsitute products and global companies dominating the market, Shekhar Dasgupta (CEO) needs to make a decision on whether to market their product as a bussiness continuity solution (BCS) or as a ‘green IT solution’[ CITATION Tho \l 1033 ]. Dasgupta wishes to achieve this within a 2 year timeline whilst also considering cloud-based, rewneable energy and integrated managemt system oppurtunities.

Product Strategy In order to execute a product strategy, Dasgupta must decide between continuing to provide solely ‘Green IT’ solutions or move towards cloud-based business continuity solutions as a means of differentiation.

SWOT Analysis Green IT Solution

Business Continuity Solution

Strengths

Existing client base Established on the premise of ‘green IT’ Received good reviews for sustainability practises Clients commend GFS on ability to drive costs down Success through GFS Crane DC, DCIM, GFS Crane SMS

Weaknesses

Shrinking market Targeting Captive DC’s (small sector) Difficult to differentiate Exposure limited Demand for Energy efficiency is low

GFC Crane DC with BCS components experienced success Already targeting a client base that requires BCS Have already taken steps towards BCS – would not require a lot to invest in this sector Market is heading away from captive DC’s Clients are receptive to BCS developments in GFs services and products Energy efficiency is an order qualifier not order winner Potentially crowded market Costly Requires investment for infrastructure Market could already be saturated due increasing trend

Opportunitie s

Cloud-based solutions Able to develop/improve existing services and products. New client interest: Sugar Manufacturer Specialize in purely waste, water and electricity efficiency

Cloud-based solutions Critical need that GFS can fill Movement towards managed services and collocated DC’s. Still able to provide sustainable solutions and drive costs down Opportunity to grow client-base

Threats

Competitors New Entrants Substitutes

Competitors Already well established companies

Green IT solutions The ‘green IT’ solutions that GFS have specialised in providing are energy and sustainability management solutions (ESM) for Data Centre’s (DCs). They have remained true to their core values of sustainability, waste management and energy efficiency through their products and services[ CITATION Tho \l 1033 ]. Through their products and services such as GFS Crane DC and SMS it is clear that GFS is strongly ‘green IT’ solutions focused and is doing well in this sector[ CITATION Tho \l 1033 ]. However, a weakness is that with the sustainable software industry growing and therefore becoming crowded, an alterative way to differentiate and consolidate their position would be through BCS.

Business Continuity Solutions It is apparent, that energy efficiency is not an immediate need amongst companies unlike High Availability [ CITATION Tho \l 1033 ]. If GFS wishes to step out onto the global stage it needs to look to BCS features as a way to establish a good client base. GFS has moved ‘beyond energy efficiency’ and has already started to incorporate some business continuity concepts [ CITATION Tho \l 1033 ]. GFS has already included BCS concepts in their services and software, for example a DCIM tool, which is integrated within the GFS Crane DC software “centralises monitoring, management and intelligent capacity planning of a DC’s critical systems and increases availability” [ CITATION Tho \l 1033 ]. It offers BCS planning by allowing users to have a ‘graphical overview of all the equipment within the DC’ [ CITATION Tho \l 1033 ]. Furthermore, GFS Crane DC offers ‘utilization, power or temperature indicators’ that send alerts when these levels surpass set thresholds. Dasgupta contends that since GFS is already collecting data on these areas of consumption, whilst also defining asset relationship, it is formidable to develop software to help predict failures on past accounts and provide redundancy paths if system failures occur [ CITATION Tho \l 1033 ]. GFS have experienced success through this and have the capabilities to satisfy the critical need in BCS and should continue doing so. BCS is central to disaster recovery, which is important for companies who need systems running efficiently 24/7 with little disruption[ CITATION BCI \l 1033 ]. GFS is now moving ‘beyond energy efficiency’ by targeting companies whom cannot afford anything less than 99.99% uptime such as financial and online service providers, therefore there is a opportunity for BCS, which would align with these companies needs more [ CITATION Tho \l 1033 ]. It is evident that GFS has already taken a step toward BCS through their adaptation of software and their focus on the larger online and finance service providers market. With the backing of the UD Group, which should mitigate customer fear towards start-ups as well as give GFS the exposure needed to stand out against rival companies such as Viridity and Rackwise[ CITATION Tho \l 1033 ]. GFS should

develop business continuity solutions that help move from targeting captive to managed services and colocation DC’s. There are opportunities for GFS to take a BCS approach through cloud-based solutions. GFS have the potential to be a leading product and service provider, as they would achieve product differentiation for the long term through BC cloud-based solutions. Through the employees, increased expertise and access to VMware’s technology capabilities, GFS would be able to develop and specialize in this area. Moving into cloud-based solutions is becoming a trend as it is more effective, sustainable, scalable and a cost efficient means to achieve BCS [CITATION Tak \l 1033 ]. Cloud computing is virtualized, automatic, dynamic, service and market orientated [ CITATION Mur12 \l 1033 ]. They provide a great means to effectuate BCS, as backups are readily available if systems fail. By GFS differentiating themselves through cloud-based solutions, they are guaranteed to grow their client base as well as remaining true to their sustainability and ‘green IT’ values. By branching out in this way and continuing their green practices they are able to appease their current clients and new clients. It is evident that there are more opportunities available in the market for GFS to undertake through a cloud-based BCS approach that would achieve product differentiation in the long term.

Recommended Steps Assess

Hire CIO Create Project Team (CTO, CIO, Consulting Manager, Technical Support Executive, Chief Architecht, Engineer, Energy Economist)

Develop

Paternships/Funding Develop/outsource infrastructure

Test

Market

Implement

Evaluate

Focus Group Trial system and make adjustments

Advertise through social media Launches at potential clients site/special offers avaialble

Project team assess client and needs Project Team begins to implement/transfer cloud-based BCS

Survey client Gain Feedback

GFS needs to assess their current position. In order to establish growth they need to look at their current capabilities and establish what they need to develop. GFS does not have a Chief Information officer [CITATION Tak \l 1033 ]; it is vital that they hire one, as CIO’s drive strategic thinking and data utilization [ CITATION Geo18 \l 1033 ]. With the movement to cloud-based BCS the CIO will be dealing with the

analysis of large amounts of data [ CITATION Bra13 \l 1033 ]. By forming a specialist project team, managed by a CIO, it will ensure expertise and seamless integration. Once GFS has assessed their situation, they need to begin development. Funding can be acquired through their partnership with UD Marketing. GFS needs to create their own cloud for client usage; the infrastructure of the DC and cloud could be outsourced to their strategic partner VMware’s, whom specialize in software and technology [ CITATION Tho \l 1033 ]. This would reduce the imposed costs on GFS, as they are not in the position to make large investments on infrastructure. Furthermore, VMware’s is already a partner that can ensure security and that they will abide by green practises. When the system is active GFS must test it. This can be done through a focus group made up of their current client base. If any issues persist then adjustments can be made, once this is done GFS could obtain third party certification such as ISO 2231 on BCS and disaster recovery [ CITATION Rob15 \l 1033 ]. After GFS has a working cloud, they need to market themselves by targeting managed services and collocated DC’s companies. GFS need to improve the way they market themselves such as creating a clean, green, new, innovative image, as well as creating an online presence. Furthermore, GFS could hold launches and offer discounted trials at client sites; this will help with networking and creating a presence in the market. Once GFS has a client base, they need to implement their software and services. GFS is offering software as a service (SaaS), which means that upon consulting the clients on their needs, the project team would implement their software and set up or ensure that the client has high-speed networks that allow them to access GFS’s cloud [ CITATION Mur12 \l 1033 ]. This reduces most of the upfront costs that clients would usually face when maintaining infrastructure and allows GFS to run the disaster recovery (BCS) through their access to the cloud owned by GFS [ CITATION Lar14 \l 1033 ]. Finally GFS should ensure customer satisfaction and the efficiency of their systems through client evaluations. This would be conducted through surveys and regular meetings by the project team with the client. Subsequently, GFS can gain feedback on their services and seek to improve in areas where they are failing.

Responding to Government and Industry Apathy There is a lack of enthusiasm and emphasis placed on climate change and sustainability initiatives by government and some industries. Lack of implementation and enforcement of these standards are largely due to cost, investment and limited options available. When these initiatives are enforced it is usually by larger influential firms. It is evident that GFS is a ‘green IT’ company that abide by globally accredited practises for DC’s and that their reports include “performance indicators on the

environment, human rights, labour practises, society, product responsibility and economic” impacts [ CITATION Tho \l 1033 ]. By providing this type of information to their clients they are raising awareness about the different sustainability issues that the world faces. GFS incorporates elements of Green IT 2.0 by raising awareness through their clients that can help put pressure on the sustainable development initiatives and invoke change, which would get governments attention [ CITATION Mur12 \l 1033 ]. Clients have stated the integration of sustainability reporting supports ‘greener IT initiatives’ and sets GFS apart from other DCIM solutions[ CITATION Tho \l 1033 ]. GFS have been receptive by early clients whose goal is to drive down energy costs and adopt sustainability practises through the use of GFS Crane DC. By abiding by green practises and also putting pressure on the supply chain to comply with sustainability legislation and standards, GFS is acting as a role model and enforcing recognizable change [ CITATION And13 \l 1033 ]. By following ISO 14001 and requiring other actors in the supply chain as well as clients to do the same, raises the importance of sustainability. [ CITATION Rob11 \l 1033 ] With other actors in the supply chain and sustainability organisations, they are able to influence government through lobbying and presenting submissions; resulting in sustainability policies and legislation being enacted. Similar to Intel, GFS could establish policies to support an IT sustainability strategy that can be used in the industry [ CITATION Edw12 \l 1033 ]. GFS could possibly hold Green IT awards as mechanism to reward companies who are supporting sustainable development goals and also provide incentives to those seeking to implement greener practises.

Conclusion The analysis has shown that GFS has the potential to be a leading company in cloudbased BCS. If they apply themselves where there are critical needs through green practises they can be profitable whilst also effecting sustainable change.

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