Last week I discussed practical steps companies need to take when preparing to move to a converged infrastructure. Now it’s time to consider the impact these changes will have on the organization as a whole.
Keep in mind that convergence changes everything. In particular, it upends the comfortable organizational structure you developed over the past few years, with voice, data and applications specialists responsible for their neatly divided functions. More than ever, convergence means combining multiple players with disparate talents in cross-functional teams that address specific business requirements. That means you’ll need more generalists with good communications skills and fewer special-purpose “deep-dive geeks.”
For example, many bellwether companies I work with found that migrating to an MPLS-based network dramatically reduces their need for technically savvy “router geeks.” As carriers assume responsibility for many of the architecture, configuration and management functions, enterprises are finding they can get away with fewer hard-core techies. The need doesn’t go away entirely – you’ve always got to have someone who understands routing protocols – but you’ll need five such people instead of 20.
And they’re more likely than ever to be part of a cross-functional team such as the unified communications group. You’ve probably heard of the importance of combining voice and data teams to address the challenge of unified communications.
Do this now. You can’t make intelligent decisions about which gear or services to buy, or how to manage them, without input from both the voice and data sides of the house. And that group is going to grow. Companies I worked with had an average of 11 convergence team members in 2004 – which more than doubled to 26 in 2005.
But convergence doesn’t stop there. As I pointed out earlier, one of the most important steps you can take in your MPLS migration is to inventory your applications. That means you’ll need input and guidance from the apps folks as well. Some of the most forward-looking companies have established convergence and collaboration teams that include – in addition to voice and data network folks – messaging, conferencing and collaboration experts.
Also consider launching cross-functional teams to address specific business challenges. Companies are increasingly forming groups that focus on data centers, which have unique requirements for bandwidth and availability (not to mention server, storage and facilities). And branch offices, which are growing at an average of 9% yearly, pose special challenges, particularly when it comes to handling security, support and service.
And speaking of service – you’ll need to staff up with folks who are good at managing outsourced providers. That takes great business skills, including project management and people management.
The bottom line: The sea change in network technologies means it’s time to rethink traditional structures and competencies. Convergence changes everything – including the humans who manage it.
