Edited transcript of a sponsored podcast discussion on converging forces that will compel enterprises to take a close look at their application portfolios.

1. Hastening Trends Around Cloud, Mobile, Push Application
Transformation as Priority, Says Research
Edited transcript of a sponsored podcast discussion on converging forces that will compel
enterprises to take a close look at their application portfolios.
Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Sponsor: HP.
Dana Gardner: Hi. This is Dana Gardner, Principal Analyst at Interarbor Solutions, and you're
listening to BriefingsDirect.
Today, we present a sponsored podcast discussion on the fast-moving trends
supporting the rationale for application transformation. We will see how these
same trends are pointing to a deeper payoff from the well-managed embrace
of hybrid computing models. [Disclosure: HP is a sponsor of BriefingsDirect
podcasts.]
An added requirement for application transformation is to make them
available more securely, even in these hybrid implementations, while adding
automation and governance features across their entire service lifecycle. We also have some new
research that describes how top level enterprise executives are reacting to these fast-moving
trends, buffeting nearly all global businesses.
Lastly, we'll examine some new products and services from HP designed to help companies
move safely, yet directly, to transform their applications, improve their hosting options, and free
up resources that can be used to provide the innovation needed to support better business
processes. It's and the support of business processes, after all, that’s the real goal of these
activities.
I'm here with an HP application transformation expert to dig into the new research and to better
understand HP’s response to these market and technology shifts. Please join me now in
welcoming Paul Evans, Worldwide Lead for Application Transformation for HP Enterprise
Business. Welcome back, Paul.
Paul Evans: Thank you, Dana.
Gardner: Let's dig into these some of these trends. We're looking at things that are moving very
rapidly. We have some mega trends. We're looking at new business models. We're still digging
our way out of a very deep recession. Paul, give me the landscape, if you will, of what’s going on
and why now is such an opportune time to look at applications.
Evans: We see three mega trends, and we validate this with customers. We haven’t just made
these up. And, the three mega trends really come down to: One, people are evolving their
business models.

2. When you get recessionary periods, hyper growth in particular markets, and the injection of new
technologies, people look at how to make money and how to save money.
They look at their business model and see they can make a change there. Of
course, if you change the business model, then that means you change the
business process. If you change the business process, the digital expression of
a business process is an application. So, people need to change their apps.
So, you change your model and the process and need to change your app,
because for most people now, the app is pretty much the digital expression of
their business. For many of us, when we go online or do some form of
transaction, at the end of the day, it’s an app that is authenticating this, validating the transaction,
making the transaction, whatever it may be. That’s one mega trend we see happening.
The second mega trend is that technology innovation just keeps on going, whether it’s the
infusion of cloud architectures that people are looking towards, or the whole mega trend around
mobile connectivity. That is a game changer in their mind. It’s a radical transformational time for
applications, as they accommodate and exploit those technologies.
No precedent
Some people just accommodate them and say, "Okay, we can do things better, maybe less
expensively. We can be more innovative, more flexible in this way, or maybe we can do things
differently. Maybe we can do things like we have never ever done them before."
I don’t believe there's any precedent for the mobile evolution that we're going to see coming
towards us through smartphones, pads, or whatever it may be.
We can't look back over our shoulder and say, "What we did five years ago
we'll just do that again, and it will be wonderful." I don’t think there is any
precedent here. There is an opportunity for people to do some really
innovative things.
Third, it’s the whole nature of the changing workforce. The expectations of
people that are joining with the community every day on the net is very different
from the people at the other end of the spectrum and their experience.
When we look at young people joining the net and when we look at young people coming into
the workforce, their expectation is very high in terms of what they want, what they need, and
what they would like to achieve. This is in terms of the tools they utilize, whether it’s social
networking, whether it’s just the fact that their view is that they are sort of always on the
network, whether it’s through their mobile or whether it’s through their notebook or whatever
device they use.

3. They're always on, and therefore the expectations of those people who are going to be with us
now for the next 60-70 years is starting from a position of, we have always known the web, we
have always liked the web, we have always had the web. So their view is, we just want to see
more of it and better. We want to see things as services rather than processes. The expectation of
those people is also having a lot of effect. Those three mega trends affect the way that
organizations have to respond.
Gardner: Applications, of course, have been very important for quite some time, whether the
computing model was mainframe or client-server, or distributed web. What strikes me as
different now, Paul, is that these applications are coming from different places, and we're using
bits and pieces of applications to support processes and we need to have them accessible at any
given time, hence your instant-on. We're looking at not only a shift in technology, but even the
definition of an application is up for grabs. Would you agree with that?
Evans: Oh yeah, and this area is so close to my heart. There were days when you got most of
your apps from the IT function, because they were central. So you got a window onto them. You
got a device that allowed you to access them.
We went through the PC revolution and we all wandered off to the store on weekends and bought
that shrink-wrapped software, which, of course, drove the IT function crazy, because then every
desktop was different and we got support issues.
Then, you wanted a bigger PC because you were running more software, even though the IT
function didn’t actually support the software. So, you had sort of anarchy breaking out. Then you
had the response to the anarchy which was, "No, there will be a desktop. It will be this. It will
have this suite of software. And, God forbid you put anything extra on it.
So, people did the obvious thing. Well, they said, okay, fine, we'll do it at home then. They built
an environment at home that reflected their lifestyle, their wants, their preferences, their
platforms, and apps.
Mobile platform
Then, the walls started to come down, because once we got into this whole notion of the mobile
platform, people realized that they can sit at home and download apps, a lot of them for non-
business purposes, games, or whatever, but a lot of them for data access, data manipulation, and
data presentation.
So, there were a lot of guys sitting at home in the evening -- and when I say guys, I mean in the
generic sense, male and female -- saying, "I can do this better. I can make this look nicer. I can
do this processing on a device that I can just sit on my couch while watching the TV and do
something with."
The whole expectation around the application is changing and I think it’s irreversible. We're not
going to go backwards. We're going to keep on driving forward, because people like HP and

4. others see the real value here. We're going to start to have a different approach to apps. It’s going
to be more component driven and it’s not going to be monolithic.
We have to go away from the monolithic app anyway, because it’s not a flexible device. It's not
something that easily delivers innovation and agility. People have already understood that the
cost of maintaining those monolithic, legacy applications is not acceptable.
On the front side of that, there are people who say that the future holds great things. The future
holds the ability for us to not only download apps, but maybe download components of apps.
Whereas mashups today are in the realm of the more technically oriented, mashups are going to
find their way into our everyday life.
People do it today. They send an email to their friend and say, "By the way, if you want to come
to my house, here is the link to the map with the driving direction." It’s a very simple mashup,
but it's something that is very effective.
We're going to get far more sophisticated in how we do those things, and they'll be tailored to
this whole notion of context awareness. So, they'll understand where they are and what they're
doing. Things will change by virtue of the context of the person, where they're based or what
device they are using.
I really get excited by the fact we're just starting down that road, and there is a lot of good stuff
more to come.
Gardner: So, people are going to have the ability with their business processes, just as they do
in their personal lives, to intercept and react to events, to data, and to changes. They're going to
do this 24x7, based on what works for them or what’s important for those business processes.
It sounds like we’re into an instant-on enterprise always and forever. That's the vision. It seems
inevitable. Many organizations are well into this, but it seems that CIOs are caught in the middle,
if the expectations are high, but their capabilities are rooted in the past.
What's going on with these higher-level business executives who see and appreciate the vision
and understand how this will benefit their business, but aren’t quite sure how to get there?
Blurring lines
Evans: You're right. You put it in a nutshell. In a way it's sad when we say our personal lives
and our business lives are blurred into one. If I'm talking to a lot of customers at the same time,
maybe I’ve got a regional audience, I'll ask how many people do email on their holiday? I never
actually want to know the answer, because I know what the answer is going to be. About 95
percent of the hands go up.

5. So, do we ever switch off? The answer is probably no. Maybe we just switch off a little bit of the
time, but this whole notion these days of always on, instant-on, or whatever is something that
unfortunately is here to stay. We just have to be somewhat disciplined, sometimes saying that we
don’t need to be on today. We could afford a day off.
If I'm a CIO or in senior leadership of any organization, I look one way and I see that the apps
are actually running my business today or they’re making my profit, measuring my profit,
measuring my revenue. Those apps have a real value, because they have embedded intellectual
property that means something.
It's not a productivity app. Productivity apps are relatively straightforward, because you could
get that from somewhere else. I could potentially get it at a different price, and we really do talk
to our customers very hard about that.
We tell them to understand what's core to the business and understand what is productivity.
Because if it's productivity, which is not going to give you any fundamental differentiation, then
you really should be purchasing at the lowest possible price.
You can look at an on-premise supply, you can look at off-premise, you can look at outsourcing
or out-tasking, or you can look to the cloud. There are a lot more choices available to people who
maybe could lower the cost, and that has a direct impact on the bottom line.
But, if you're looking at core applications, something that is fundamental to your business,
they're not so easy to just move around. The CIO looks at those and say, "I’ve got this massive
investment. What do I do?" Then, he swings around and sees the world of cloud and mobile
heading towards them and says, "Now I'm challenged, because the CFO or CEO is telling me I
need performance improvement, if I need to get into these new markets whatever it maybe."
At the same time, they needs to cut cost, be really innovative, and explore all these new
technologies. He wants to understand what he's going to do with the old ones, which may take
money and funding to achieve. At the same time, he wants to exploit and be innovative with the
new. That’s a very difficult position to sit in the middle of and not feel the stretches and strains.
We sit with the CEOs on their side of the table and try and understand the balance of what
business is looking to achieve, whether that would be improvement in product delivery or
marketing and customer satisfaction. The things that people look to a technology group for and
say, "Our website experience is losing its market share. Do something about it," that’s in the
CIO’s regime. He looks around the other way and says, "But, I have got all these line of business
guys that also want me to keep on making product or making whatever and I need to understand
what I do with legacy."
So, we sit on their side of the table and say let's make a list, let's prioritize, let's understand some
of the fundamentals of good business and your technology and come up with a list of actionable
items. You got to have a plan that is not 12 months, because this is not a 12-month thing.

6. Gardner: You and I spoke recently about the pace here. We’ve seen the transitions over the past
15 or 20 years, but I don’t think either one of us has seen anything happen quite as rapidly as this
mobile, cloud, data, and behavioral shift. They all reinforce one another. Now, you wanted to
plumb into that and find out a bit more. So, you’ve done some research. Here in the spring of
2011, people understand that the stopwatch has been clicked, the time is ticking. What were
some of your findings?
Fundamental audience
Evans: We actually went to the C-suite -- the CEO, CIO, and CFO -- and just tried to
understand from them how they see things, because they are clearly a fundamental audience that
we need to work with and understand their opinions and how their opinions have changed.
Two or three years ago, during the heavy economic times, cost was all it was all about. Take cost
out. Take cost out. Don’t worry about the functionality; I need to take cost out. Now, that’s
changed. We've seen, both from the public and the private sector, the view that we've got to be
innovative. Innovation is going to be the way we keep ourselves different, keep ourselves alive
the way we move forward.
A business requirement is that we need to innovate. If we stand still, we're probably going
backwards. I know that sounds ridiculous, but you have do more than just keep up to speed.
You've got to accelerate. And, we asked the C-suite if innovation therefore is important.
Ninety five percent of the people we talked to said innovation is key to the success of the
organization. As I said, that was both public and private. Of course, the private sector would, but
why would the public sector, because they don't have any competition? But, they are serving
citizens who have expectations and want the same level of service that we see from a private
organization in the public domain.
So, one, the audience said to us that innovation is key. Two, we didn’t see any massive difference
between public and private. Then, we asked them how they relate innovation and technology.
Basically, they told us that technology is the innovation engine. It is the thing that makes them
innovative. They're going to have new products and new services, but whether the technology is
involved in the front end or the back end of that, it’s involved. It’s not an administration function
anymore. It's the life blood of what they do.
So it's not HP saying this. It's our customer saying to us that technology would be the engine that
they will use to be innovative going forward. We told them, "Well, technology is a big thing. Are
are we talking about mobiles? Are we talking about blade servers? What do you see?
Applications and software that derive more flexible process was the number one area where they
would invest first, across all the audiences. So, their view was that they know there are lots of
pieces for technology, but if they want to innovate, they see that applications and software is the
vehicle that gets them there.

7. Gardner: They really want to see the expression of the technology and not to be so consumed
with the technology itself.
Evans: As I said earlier, we use this term that technology is the digital expression of the business
process. It is the business process, and we do it in a digital environment, in a digital fabric, you
might say.
Actually, customers will say, "Do you agree with this or disagree with this? What do you think?"
And we can give them any of our opinions to start with, but unanimously CEO, CFO, CIO came
back and said that applications and software are what it's all about.
Focus on applications
There were three times more votes for that than the second place choice, which was to invest in
more people. What it’s saying is that we could apply more people to our process, but way ahead
of anything was that we've got to focus on applications in software.
Gardner: You're not going to succeed, if you can’t do that. How is HP responding to this? Now
that you understand that their priorities are becoming more in tune with where you've seen the
market going for some time, what is your response? What do you take back from that?
Evans: For a long time, it felt like we are bashing our head against a brick wall. We've seen that
clients are spending 70-80 percent of their IT budgets on maintenance. The smart guys in the
company look around and say that doesn't feel right.
Around 2005, internally, we had a new CIO, Randy Mott come on board. He looked around and
clearly felt that there was room for improvement. Our IT costs were not great -- about four
percent of revenue, which for an IT organization wasn’t bad. His view was that he could get it
down to two, and could make it more flexible, more adaptive, more agile, and more innovative at
the same time.
It’s a well-documented case study that HP went through this rationalization, this application
portfolio. We went from 7,000 apps to 2,000. Then, we turn our attention to our customers and
we see our customers struggling with the same thing.
For the last year or two, we felt sometimes like an endangered species and banging our heads
against the wall saying that we believe it’s the portfolio. Some people, although they appreciated
the advice, sometimes ignored it. Maybe before the economic downturn, their view was that is
was costing a lot of money, but they could afford a lot of money.
Since the downturn, there's been a reawakening. Not only are you going to save money, but
you're going to do more with less in terms of financials. More importantly, you're going to have
to get some differential innovation going.

8. If you look like anybody else, why is anyone going to come to you? If you're going to
commoditize, some companies may not want to live in a commoditized environment. So, they
need to be different. They need to have something special and treat their customers, products, or
services in a different way.
We've been actively on this trail of wanting to help customers get hold of those portfolios, and,
you might say, do a bit of spring cleaning. With the acquisition of EDS, we got a lot of people
who not so much understood HP, but actually understood other than those environments, so that
we could bridge that gap. When a customer says, "I'm running a mainframe. You probably don’t
understand those," yes, we do.
What to keep
When a CIO says, "What do I do now? What do I go with? The bulk of my apps are running on
the mainframe, and I have a funny feeling I don’t need to do that," we can have a joined-up
conversation about how they can migrate from that environment and we understand the nuances.
We don't just say to take everything is off the mainframe. We're not that naïve. We try to
understand what they should keep, what they should change, and what they should retire.
Gardner: Paul, we've spoken a bit about a changed set of requirements here. It’s not just a
matter of sloughing off old apps and it’s not just a matter of moving from one compute style to
another. We're talking about transformation in terms of what applications actually are, where they
come from internal clouds, on premises, or maybe from external clouds. But, we also need to
make sure that we've got security and automation, otherwise it doesn’t scale. It becomes more
chaotic, and we also need to govern across these different hosting environments.
So, it’s really a very substantial undertaking. How is it that these people don’t feel overwhelmed?
What do you bring to them in terms of products and services that helps set the table rather than
put them into a deep depression?
Evans: Well, there's nothing I can do about depression, but I’ll try. Anyone who's been keeping
their eyes on HP for a while would have seen some significant investments, especially in the
software area,, and this preceded the research where customers are telling us that apps and
software are pretty important.
The investments in companies like ArcSight and Fortify have been there because, as they say in
ice hockey terms, we're trying to predict where the puck is going to go, and we're trying to move
towards where the puck will be, as opposed to where it is now.
We've been investing in acquisitions, but also investing in internal R&D, looking at the
customer’s environment to see what things are really top of mind. Effectively, we know this
change is irreversible. The technology industry, whether you like it or not, never goes backwards.

9. As I heard on a television program, we are compelled to travel into the future. It’s not being
corny. That’s what we're doing. We're looking at this, so the new range of products and services
that we're bringing out are around several of those core areas.
One, is that people need to get a real good handle on what they've got. A lot of CIOs we meet and
a lot of people we talk to the IT function will openly admit that they have a no clear idea what
their portfolio looks like. They don’t know how much it’s costing them. They don’t know what
the components are. They don’t know how well they're aligned for the business.
They don’t know what sort of technology underpinnings they've got and what sort of security
level they're implementing. That sounds like a pretty terrible picture, but unfortunately it’s pretty
much reality. There are definite clients we meet who do know, but they're pretty rare.
Gardner: That's what I find as well -- people really don't know what they’ve got.
Application portfolio management
Evans: You’ve to get your head around that first, because if you don't know what you’ve got,
then how the hell can you move forward? So, we've invested a lot in Application Portfolio
Management, a new software product, combined that with a whole portfolio of services to
exploit it, which really gives people a very rich graphical environment and the ability to
understand the portfolio and make decisions.
That's an area we're paying real attention to, because we believe that unless people get that clear
line of sight on their sampled portfolio, they're going to have a challenge. Basically, we get a lot
of questions. One is, "I've got an applications portfolio. What should I move to the cloud,
assuming it’s private? Should I move all of it?" It's probably unlikely you're going to move
everything to the cloud, because moving stuff like intellectual property may not be such a good
idea.
This whole notion of where we've been in the past -- service-oriented architecture (SOA) and
shared services -- is a real underpinning. Some people think SOA died. SOA did not die. It's
actually one of the technological underpinnings for going forward in creating these shared
services which we're going to be calling a cloud environment.
We tell people we can help them understand which apps are fit to go to the cloud and should go
to the cloud. This is how we get them to the cloud. By the way, we'll also tell you the ones that
shouldn't.
We get that question a lot. Of course, when you talk cloud, you invariably get people talking
about the biggest excuse not to go to cloud, which is that it's not secure.
As I said, we're into irreversible change. We know there may be challenges, which is why the
acquisition of companies like ArcSight and Fortify, and what we have brought out recently with

10. the application securities in the product have really changed the rules on security, not to view this
as a bolt on.
Anybody that is familiar with the notion of a stack knows we go from hardware at the bottom to
application at the top with all the intermediate layers. We could bolt on a security enhancement
to a piece of the stack with the view that we’ll stop you coming in.
Unfortunately, as you are aware, there are unscrupulous people who know their way around
certain bolt-ons, and have a way of infiltrating. From reports in the press, it’s very clear about
what can happen when they do. We've taken is a totally different approach.
Make security something that is inherent within the whole process. So that once you are through
the gatekeeper, you can't just have a lot of fun and games inside the code. Once you are in, you're
not going to get very far. Also, monitor this in real-time. Don't make this a static process, make it
a dynamic process, so that you can dynamically see vulnerabilities and react to those in real-
time.
So, it would be the software is saying that it's going to stop this, and stop us from having a
problem. There's a big investment for us in this whole notion of security.
Gardner: The security cuts across these products. You’ve talked about an application portfolio
management product. What else is coming out here in April?
Hybrid delivery
Evans: Well, obviously, this whole notion of hybrid delivery with the cloud, and looking at
different models to deliver things. People are coming to us and saying that they have some
productivity applications that maybe they shouldn't be running in an extremely expensive
environment. We see a lot of people who run an app on a mainframe. We ask why, and the user
responds because they always have. Maybe it's time that it didn’t.
If you're short of cash and trying to be innovative, why would you want to spend a whole truck
of cash on something that you don't need to. Go and spend it on something you should.
We need to help people understand how they can migrate their productivity up. Microsoft
Exchange is a good example. Big productivity -- messaging is a productivity. Yes, it helps people
do what they do every day.
If I'm running Exchange, I can move this to a private cloud environment, still within my firewall.
The biggest challenge everybody faces is . how do you provision for it? How much infrastructure
do I need to give people the response they are looking for?
Now, everyone runs out of processing power and everyone runs out of storage. I do every day,
especially storage. But, the point is how to separate environments that can smooth those peaks
and troughs. We believe exchange services for private cloud is the way to do that.

11. The flip side is that people that are using the Microsoft Dynamics customer relationship
management (CRM) package. Maybe they don’t want to be in the CRM business. They want to
build relationships with customers, want to understand who they are and
what they are. Maybe they don’t want to be in the whole provisioning business.
So, what we're offering is what we call Enterprise Cloud Services for Microsoft Dynamics CRM,
which says we will put this on our service. The customer just buys a service through the net and
pays per usage. If they don’t use it, they don’t pay.
We're going to see a lot more of that style of hybrid delivery where you pay per use. What I
want, I use, and I pay for. What I don’t want, I put it back. I don’t have to take any responsibility
for infrastructure and storage and all the stuff that goes with it. I want to give that responsibility
to someone else and get on with my core business.
Gardner: Let me make sure I understand. You're talking about Microsoft Exchange, email
collaboration, personal information manager (PIM). These are very important and aren’t going
away, but the way in which you utilize your resources might shift. I think you are saying it's a
software-as-a-service (SaaS) model, but not necessarily, purely a SaaS model. It’s kind of shared
services -- consume as you need and then pay as you consume.
SaaS model
Evans: It’s a SaaS model and other options. There was a model once where everyone was on
premises. Then, the whole notion of outsourcing came in, and people looked at that and felt it
was pretty good. So, they went to outsourcing.
We believe that this whole notion will be called "hybrid delivery." It will be a mixture of all of
them -- on premises, off premised, people running services inside their firewall as private clouds.
It’s actually a public provision service where it will be provisioned for them outside their firewall
and then they buy what they want.
Also, one of the components of the announcement we are bringing out is what we call Cloud
Service Automation, which we're extremely proud of. This is really for the people who want to
get a cloud service up and running, want to do it fast, and don’t want to have to spend the next
two years playing computer scientist. They want to get up, running, provisioned, and out there.
It just shows the pace of this market. We brought version one of this product out in January. In
April, we're bringing out the next version with a significant level of enhancement around
provisioning and manageability, and 4000 scripts embedded. So, people can just assemble things.
Back to the question you asked me earlier about the way the apps are going, this is really
assembling procedures where the customer wants to do and can through a drag-and-drop
environment. Some people view that as nearly impossible.

12. Cloud Service Automation runs on the cloud system, which is enabled by BladeSystem Matrix.
What that’s doing is provisioning an infrastructure, giving people the choices of network
components, upgrading systems, and their virtualization environment. All of this is through drag-
and-drop. It's just staring at the screen and saying they want Linux on that, HP-UX on that,
Windows on that, and a VMware on that, and then drop it on.
Then, taking applications again, they want a database here, and all of this by magic happens in
the background. And then the real clever bit will provision this for 10,000 transactions an hour.
All of a sudden, they hit 11,000 transactions. Now, what happens? We can already program it so
that, if we hit 11,000, we're going to burst out and go to another service provider, who we trust,
that will take that peak loading. When the peak loading is complete, it will return back into the
original environment.
So this is what we call fundamental building blocks of people that are looking to deploy a cloud
environment.
Gardner: This sounds exciting, because we're giving people really what they want, which is the
ability to be flexible. We are giving the architect the role of deciding how systems work, rather
than the administrator, but you are also targeting some very important application sets,
collaboration and communication and then CRM.
But if this works for those two application sets, it should work for others. So, I assume that this is
just the beginning in terms of the applications you are going to be giving the same treatment?
Irreversible change
Evans: Well, I think we can blue sky it out and say that this is the way it’s going to be. As I
said, irreversible change, compelled to travel in the future, all that. But, there is some real sort of
down to earth tactical things you’ve got to think about.
Take for example, the client environment. We’ve talked a lot about the server, but the client
world is changing at a high speed by virtue of people’s desire to use devices that are not chained
to the desk anymore -- whether that’s more portable, notebook type machines, smartphones, pads
or whatever. You’ve also got to take into account the fact that there are a lot of enterprise
applications that you still use on traditional desktop PCs. You can't ignore those and should not.
A year after launching, about 13 percent of the Windows XP base moved to Windows Vista. So,
the bulk of the market stayed with XP for whatever reason. Now,. they're saying they need to
make that move, but some of these desktop apps are pretty sophisticated. This is not just simple
productivity stuff. This is a part of the enterprise portfolio. Therefore, they also need to get
worried about it big time and fairly quickly.
So what we’ve done for our customers is to look at their volume, their desktop environment, and
come up with what apps they've got, what they do, are they useful, do they need all of them,

13. could they get rid of some? The ones they want to move forward, do they need to change?
Obviously, there are functional differences between XP and Windows 7.
We’ve got some background in this. We’ve got some skills. We’ve actually set up a factory
environment, because we think this is a volume thing. This is not ones and twos. This is volume.
By virtue of our knowledge and experience we can give you a very good return on your
investment because we know all of the differences. We know all the gotchas. When you’ve used
the special feature inside XP, we know how that will translate to Windows 7.
By the way, we can also tell you some things in Windows 7 that you maybe want to use, because
that could make your environment more secure, more robust, more whatever. So we’re setting
that up as a piece of our application transformation portfolio. As I said, it's not just the client
world, but it's the server world as well.
Gardner: How about some examples? Do you have any folks that have been doing this already,
that are deploying in this fashion, leveraging for innovation, transforming applications, targeting
certain apps and then taking them to a hybrid model? Tell me a little bit about them and what the
payoffs are? It's still perhaps a little hypothetical to say if you do this, you get blank, but what's
actually happening on the street?
Evans: We’ve actually set up a new program called The Re-Inventors. These are people who
have taken a position that innovation is what it's about. The status-quo is not going to get them to
where they're going to be. Our first re-inventor came from DreamWorks and talks about the
exploitation of fundamental technologies from HP.
Public sector
The second re-inventor we’re announcing is the Flemish Government. Although they're in the
public sector, their view was that they cannot continue with paper-based processes. They're
inaccurate, inefficient, and ineffective. We’re promoting that as a part of our re-inventors
program who demonstrated that they took a very much a paper-based environment and put it into
the digital world. They used the digital expression, and are providing a level of service to their
citizens that is second to none.
As I said, there is always this view that the public sector has no competition, so why do they
have to do this, but they do. If people have the right motivations, and a sense of service,
deploying the digitally-based solutions, rather than manual, is absolutely the way to go. That’s
what we’re talking about in terms of this new re-inventors program and specifically the Flemish
Government.
Gardner: For those folks who have not yet taken the plunge, but see the writing on the wall,
how does one get started? How can we learn more about the research that you’ve done and some
of the findings and also some of these products that you run out during April.

14. Evans: People just need to get to their heads around it, because we appreciate it. There are some
big questions to answer. We don’t trivialize this. This is not a game. This is serious. Serious
problems need serious people to respond.
We have our traditional URL, which is relatively simple, hp.com/go/applicationtransformation.
There, you can then go off and explore things that will interest you.
At a higher level, if people are interested in this whole Re-inventors Program, we have another
URL which may be an even better starting point -- www.hp.com/go/instanton. There you can
learn about the Re-inventors Program, whether app trends, hybrid delivery, or whatever. It's
meant to be a resource pool, where you can just sit down and say, "I'm interested in this. Can I
find the persons in the same industry as me doing this. Can I go and read about that?"
In the application transformation space as, we set up a TV channel on what we call HP TV. There
is a link on the website. You can listen to HP material. You can listen to customers -- the Italian
Ministry of Education or the New York Stock Exchange, among others. You can hear Gartner
analysts talk about the future of applications, what this whole notion of context-aware or cloud or
mobility means. Massimo Pezzini from Gartner is on there talking about that.
We're saying to people that we're trying to help. If they want more, they can come and tell us,
whether it's the whole program, which is this whole instant-on program, or whether it’s dropping
down into any one of the solution areas like app transformation.
It tells people not only that here’s HP and this is what we do, but we also believe people need
some context. It's not only HP, but I want to understand what other people think. We're trying to
create that sort of pull. So, we have a link on the CIO Magazine for people who want to join a
community.
We're just trying to help people see that this is really important. We have been sort of screaming
and shouting for the last year or two, and we believe that people are really onto this now. HP has
a role to play in pointing people in the right direction.
Gardner: Thank you Paul. We've been listening to a sponsored podcast discussion on the fast
moving trends and some new product supporting the need for application transformation and
leveraging hybrid computing models. I want to thank our guest. We've been here with Paul
Evans, Worldwide Lead for Application Transformation for HP Enterprise Business. Thanks so
much, Paul.
Evans: Thanks, Dana.
Gardner: This is Dana Gardner, Principal Analyst at Interarbor Solutions. Thanks for listening
and come back next time.
Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Sponsor: HP.

15. Edited transcript of a sponsored podcast discussion on converging forces that will compel
enterprises to take a close look at their application portfolios. Copyright Interarbor Solutions,
LLC, 2005-2011. All rights reserved.
You may also be interested in:
• HP Software GM Jonathan Rende on How ALM Enables IT to Modernize Business
Faster
• HP Premier Services Closes Gap Between Single Point of Accountability and Software
Sprawl
• HP's Kevin Bury on How Cloud and SaaS Will Help Pave the Way to Increased
Efficiency in IT Budgets for 2011
• HP's Instant-On Enterprise Initiative Takes Aim at Shifting Needs of Business and
Government