Mastering Information Technology During Business Transformation

MASTERING INFORMATION TECHNOLOGY

DURING BUSINESS TRANSFORMATION

NetApp IT FY16 Year in Review

Contents

Our Corporate IT Environment ......... 3

Operating IT like a Utility .................. 4

Data Centers ....................................... 4

Stable IT Operations ........................... 5

Data Management............................... 5

NetApp Test Automation Center .......... 6

Enterprise Consumer Services ............ 6

EBA Tier 2 Platform ............................ 7

QuoteEdge Commerce Platform .......... 7

Information Security ............................ 8

Configuration Management Database . 8

Responding to Business Demands .. 9

Customer-1 Program ........................... 9

NetApp on NetApp Program .............. 10

Hybrid Cloud Journey ........................ 10

Continuous Development .................. 11

Sales & Ops Demand Planning ......... 11

Keeping People at the Heart ........... 12

International IT .................................. 12

IT Business Apps Re-Alignment ........ 13

IT Guiding Coalition ........................... 13

IT Cohort Program ............................ 13

Accelerating Business .................... 14

Mastering IT During Business Transformation

At NetApp we know that the digitization of business is changing every aspect

of our world. Data is the fuel igniting the future and customers―internal and

external―expect IT to be faster, more flexible, and more agile than ever.

As NetApp’s transformation efforts accelerate, I am pleased to share NetApp

IT’s FY16 Year in Review report which features highlights and lessons learned

as we fundamentally change the way we operate to meet future business

requirements.

It’s been a big year with many changes. To support NetApp’s transformation

we created four important focus areas: 1) optimize NetApp’s technology as-

sets to enable the company’s market position; 2) strategically position our

resources for on-going success; 3) continuously improve our processes; and

4) continued governance at the enterprise level to ensure for effective use of

technology assets, resources and supporting processes.

Every day we make tough decisions about where to invest and divest both in

services and spending. We have to find cost-savings, drive efficiencies and

reallocate our resources to the most critical opportunities. We understand we

must continue to evolve the solid infrastructure we’ve developed to deliver the

best possible business value to NetApp while at the same time revamp IT’s

process to become an increasingly more cost-efficient, reliable IT organiza-

tion. While challenging, the long-term benefits of IT transformation cannot be

underestimated.

NetApp IT serves the dual role of also being NetApp’s first customer. Through

Customer-1 and NetApp on NetApp, we directly influence NetApp’s top line by

running NetApp’s products in a real enterprise environment. We provide direct

feedback to improve product quality and we work hand-in-hand with our sales

teams to help drive customer adoption.

True transformation requires more than just new processes and technology

applications. Our people play an important role in not only what can be done,

but how it gets done. We are honored to partner with you as we continue to

reinvent NetApp together and lead the next era of IT.

Thank you for your interest.

Cynthia Stoddard, CIO

Mastering IT During Business Transformation 2 of 14

IT as a Cost-Effective Utility | Quick Response to Business Demand | People

Operating as a Cost-effective Utility

Everyday IT contributes to NetApp’s bottom line by running a cost-

effective, stable IT operation. Similar to a public utility where

services are solid and reliable, IT strives to deliver innovation with

few bells and whistles. By taking the old adage “do more with less”

to a new level, the team embraces automation, optimizes technolo-

gy, implements self-service options, and continues to improve IT

offerings and services at every turn.

Data Centers

Ensuring Data Center Efficiency

Located in Oregon (U.S.), our Hillsboro Data Center (HDC) allows IT to increase the stability, scalability, and overall capability of its entire operation. In FY16, we completed the migration of all workloads from a former colocation site in Sacramento, California into the HDC. This data center migration project took 3.5 years and involved over 1,000 servers, 40 storage filers (containing 2 PB of data), and 160 business applications, of which 59% were decom-missioned. The HDC uses state-of-the-art design practices (http://bit.ly/1qLZzdE) to maximize energy efficiency and costs 55% less to operate than the facilities in California. In FY16, IT realized $300K in power savings by migrating 35% of the 7-mode storage controllers located at the facility to clustered data ONTAP. HDC is the energy efficient home to 4,749 servers, nearly 400 business applications, and over 15 TB (22 TB raw) of data center storage. Given the built-in redundancy capability of the HDC, we perform quarterly tests of the facility’s infrastructure including its genera-tors, UPS, switching gear, and more. These tests are performed seamlessly and have zero impact to IT operations and our user community. Like a public utility, we want to ensure our data center is stable and fault tolerant.

"The WebEx update is the most

positive IT change that I've ever

encountered. The personalized

meeting URL eliminates prior

planning and the simplified recording

and callback features are easy to use.

It takes me about 2 minutes to set up

meetings between the U.S. and

NetApp Bangalore compared to 20

minutes with the previous option.”

Megan Bock

DITA Architect

NetApp


http://www.slideshare.net/NetApp/data-center-infographic-final

Stable IT Operations

Declining P1 Incidents, Growing Change Volume

As with any reliable, cost efficient utility provider, we enforce stable IT operations capable of assimilating frequent and

rapid changes. These changes include capacity upgrades, new technology introductions, and feature and capability

updates. IT strives to provide a predictable, consistent mode of operations regardless of the changes being introduced

into the environment. More on how our IT infrastructure stability has improved the lives of our business applications

teams can be found here (http://nt-ap.com/1VVsEjm).

With the stabilization of our IT operations, we have seen a dramatic reduction in Priority 1 (P1) incidents, faster return

to service, the ability to review and implement changes quickly, and an overall shift from reactive to proactive mode.

Over the past five years, our stabilization efforts have resulted in an 86% drop in P1 incidents and a corresponding

70% drop in the median P1 duration time to service recovery.

Along the way we have adjusted the process

to review and approve changes. Previously,

teams met every two weeks to review more

than 100 change requests in a meeting that

took hours. We now do daily, quick change

reviews and approvals. In fact, we have been

able to absorb over 40% more changes into

our IT operations while keeping major P1

incidents to a bare minimum. The time

formerly spent on reactive activities, like

change window negotiations, incident

management, root cause analysis, and

management follow-ups, has been redirected

to proactive, value-add activities focused on

creating better IT services.

Data Management

Leveraging NetApp Software

We find NetApp technology contributes significantly to the stabilization of our operations as an IT utility. The VolMove

capability of clustered Data ONTAP® software means workloads can be moved nondisruptively and seamlessly during

upgrades, migrations, technology refreshes, and replication activities. In FY16, we completed the migration of

SAP―one of our Big 5 IT apps—to clustered Data ONTAP. To keep our ONTAP storage environment supportable

and reliable, the team completed 574 ONTAP system upgrades in

FY16―an average of 2.6 per business day! Learn more about

our IT experience with clustered data ONTAP here (http://nt-

ap.com/1O5Bk54).

IT deployed All Flash FAS (AFF) for the first time in FY16. When

performance issues were encountered with the ASUP file ingest

process, the team used clustered Data ONTAP to move the

ingestion workload to All Flash FAS (AFF) storage controllers with

no disruption to service. We were able to eliminate disk latency

issues and saw a 50X performance improvement (http://nt-

ap.com/1sAUZQV) when under a heavy load. Today, IT no longer

installs hard disk drives except for backup.



http://nt-ap.com/1VVsEjm

http://community.netapp.com/t5/NetApp-on-NetApp/Clustered-Data-ONTAP/ta-p/107797

http://community.netapp.com/t5/Technology/Using-All-Flash-FAS-to-Improve-Customer-Satisfaction-amp-Save-Time/ba-p/109790

The team has also integrated OnCommand Insight into its daily IT operations. The configuration management data

base (CMDB) helps optimize the storage network, track trends, and trace application data to the business services it

supports. This visibility means we know what is affected during a change request and consequently are able to

provide better IT support and substantially lower the risk of outages. Read (http://nt-ap.com/1TDP2Pk) more about our

IT experience using OnCommand Insight.

Another contributor to IT stability has been NetApp FlexClone® which creates multiple, instant data-set clones in five

minutes with no storage overhead. It provides a silhouette of the data, shares the image of the original database, and

captures incremental changes. FlexClone copies use only 10% of the space compared to physical copies, making it a

fast and efficient way to perform database refreshes in the development cycle. More on the important role FlexClone

plays in our ability to follow a 6-week application release cycle can be found on page 11.

NetApp Test Automation Center

Enabling the Quality and Speed to Delivery of Enterprise Applications

As a utility provider of IT services, we continually review the quality of our services and the cost of delivering that

quality. One of the ways we do this is with regression testing to uncover software problems within our enterprise

business applications. Born in our Strategic Innovation Lab, the new Test Automation Center (NTAC) is a multi-tenant,

multi-tool platform built to host and facilitate the automated regression testing of existing application features and

functionality across the enterprise.

Aimed at proving that open source test automation tools were viable, NTAC can be used to run programmed scripts

from parallel test cases against multiple browsers, significantly reducing the time to test and interaction from testers.

As a result, we can increase the scope of test coverage, decrease the duration of the test cycle, and reduce testing

costs.

Enterprise Consumer Services

Out With the Old, In With the Cloud

Dedicated to ensuring the productivity of thousands of employees and alternative workers at NetApp, the IT Enterprise

Consumer Services (ECS) group provides solutions to work anywhere, anytime, from any device or platform. They do

this through converged client services, mobility, productivity, collaboration, and communications.

ECS played a major role in IT’s foray into the cloud

and other innovative technologies in FY16. The team

deployed an integrated audio and video conference

service based on Cisco’s Webex cloud services,

replacing a standalone audio conference system.

Over 86% of the participants have reported WebEx

quality to be good or excellent! The new cloud

service is available on any device and provides a

flexible alternative to business travel at a time when

business units are tightening their budgets. NetApp

Groups, affectionately known as ng’s, replaced an

antiquated system for email distribution lists. Both of

these solutions have been praised for their ease of

use and self-service capabilities.



http://community.netapp.com/t5/NetApp-on-NetApp/OnCommand-Insight/ta-p/107798

The team bid farewell to the traditional enterprise-based Microsoft

Office productivity tools in favor of Microsoft Office 365 (O365), the

cloud-based version of the Office suite. O365 offers Word, Excel,

PowerPoint, and OneNote, along with new capabilities through

OneDrive and SharePoint Online. Yammer has also been added to

our set of collaboration services as NetApp’s official enterprise

social network. As with other solution offerings, it will help our end

users do their best work wherever they are from any device.

ECS also introduced NEAT, the NetApp Enterprise Automation

Tool. NEAT automates basic services such as password resets

and unlocking accounts via email or web interface. NEAT elimi-

nates the involvement by the Help Desk for approximately 8,650

requests per month, saving time, resources, and money. It has

become the foundation for an autonomous user experience as we

complete our transition to cloud-based solutions.

Enterprise Business Analytics Tier 2 Platform

Extending Analytical Capabilities Throughout the Enterprise

An Enterprise Business Analytics (EBA) Tier 2 platform was created in FY16 to offer more cost effective, flexible, and

agile analytical capabilities to our user community. By simplifying the governance of the lower tier platform, the EBA

team can more quickly deliver analytics-based solutions and decision support using offline, business managed data

stores.

The EBA team used the new platform to develop the Customer License Agreement (COLA) solution that helps to

identify unauthorized software and license usage. To-date, COLA has helped to recover an estimated $2.5 million per

year. Another solution, the Marketing Segmentation Center, has enabled NetApp marketers to quickly identify target

segments and marketing/product gaps to better plan marketing campaigns and execute sales plays.

QuoteEdge Commerce Platform

Moving to a Bill of Materials Based Configurator Engine

Approximately 18 months ago we began to transform the underlying commerce platform (Quote Edge) by moving to a

bill-of-materials (BOM) based configurator engine. The former design was based on a monolithic structure that had all

possible NetApp product arrangements which made the configurator model very large in size, unstable, and slow to

open or save. This led to performance issues especially when configuring multi-node cluster configurations.

In FY16, we finished the new QuoteEdge configurator design and it has significantly improved the platform’s perfor-

mance, functionality, and scalability. It has also improved the operational efficiency for quotes configured by NetApp’s

customers and partners. As a result, the time required to configure a quote for a cluster (time on task) dropped by

82% while system response time improved by 85%. The adoption rate of the new BOM based configurator grew to

94% by year-end.



Information Security

Protecting NetApp Data, Intellectual Property, and Brand

In FY16, IT strengthened its network security posture by establishing the Enterprise Information Security (EIS) group

under the leadership of a new Chief Information Systems Officer, Michael Morris. This role reports directly to the CIO.

EIS was formed to create policies and provide the highest level of protection for our network and corporate infor-

mation.

EIS was further strengthened with the creation of Governance, Risk, and Compliance (GRC), and Communications

subgroups. These groups were established to formulate network security strategies and policies, while providing

constructive means to influence our corporate culture toward greater integration of sound security practices.

In FY16, EIS succeeded at integrating significant security improvements into our network. Among these were the

deployment of advanced network detection and visibility tools at major sites in the U.S., advanced email protection

tools to reduce the threat of malware across our network, and a Multi-Factor Authentication (MFA) solution that greatly

mitigates the threats from malicious use of compromised user credentials.

Configuration Management Database (CMDB)

Serving as our Single, Trusted Data Source

About three years ago, our view of the CDMB changed significantly. The turning point came when we began our data center migration project to the Hillsboro Data center (more about that project on page 4). The team realized an accurate, always up-to-date view of all IT assets was needed. As a centrally managed and shared tool across the whole of IT, the CMDB provided a consistent view of the compute and storage assets (both physical and virtual) that needed to move.

The real power of the CMDB came when the interrelation-ships between business services, applications, and infrastructure were well under-stood and documented. Today the CMDB delivers a fully integrated configuration mapping of assets from business services down to the lowest levels of IT infrastructure. Its relationship mapping is made possible by the integration with OnCommand Insight (OCI) and other IT tools that provide the needed technical content. The CMDB (http://nt-ap.com/1sPOryD) has dramatically improved IT service delivery and has become the single trusted data source for supporting all IT operations.



http://community.netapp.com/t5/Technology/How-a-Highly-Evolved-CMDB-Dramatically-Improved-IT-Service-Delivery/ba-p/111834


Responding Quickly to Business Demands

Another way IT contributes to NetApp’s business transformation,

and its top line, is by creating and expanding business relation-

ships both inside and outside NetApp. Our team works hard to

establish trust, rapport, and value by advocating on behalf of the

company.

Customer-1 Program

Improving NetApp Products and Services

As the first adopter of NetApp’s products and support services, our

Customer-1 Program is a vital resource for NetApp. We have a two

-fold responsibility: deploying NetApp products prior to release into

an Early Adoption Environment and just after they are released into

our IT production environment. In both scenarios, we perform a

thorough evaluation of products such as clustered Data ONTAP

and OnCommand Insight before most of our customers install

them.

The team puts NetApp products through the same rigorous

process that we use with any new technology. We then share our

experiences in deployment, interoperability capabilities, feature set

testing, and enhancements with NetApp’s Engineering and

Customer Support teams. This feedback helps improve product

functionality, often before the product is placed in general release.

We catch software errors (called BURTS) that can be fixed before

they impact NetApp customers. In FY16, two out of three BURTs

reported by Customer-1 were new discoveries.

The Customer-1 program is at the forefront of adopting technology

to provide a stable infrastructure that supports non-disruptive IT

operations 24x7. By utilizing NetApp technology in our hybrid cloud

IT environment, we can give Engineering real-world feedback on

the role NetApp products play in service delivery within our private

and public clouds.

"I am very excited to have the

Customer-1 story because it

gives me a level of reassurance

when talking to customers as I

can share how we use NetApp

products internally.”

Duncan Moore

Director, StorageGRID Software Group

NetApp


NetApp on NetApp Program

Sharing our IT Best Practices and Lessons Learned

NetApp IT is often pushing the boundaries and discovering new ways to utilize our own NetApp technology to improve

the efficiency and effectiveness of IT service delivery. Through the NetApp on NetApp (www.NetAppIT.com) program,

our IT executives and practitioners share with customers, partners and employees our use cases and best practices in

the adoption and operationalization of NetApp technology to

achieve tangible business benefits.

One way we do this is by engaging with these groups in face

-to-face briefings, peer-to-peer phone briefings, and other

events. In FY16, IT averaged 2.1 customer engagements

per day and participated in 63% executive briefings center

(EBCs) sessions in the U.S.

In addition to direct customer engagements, the @NetAppIT

social media program has reached a growing mobile

audience by offering a wide variety of updates on IT-related

content, from industry news to CIO issues to IT best

practices, via Twitter, podcasts, and blogs. This one-to-many

approach enables our sales team to share the NetApp on

NetApp story at a time that best corresponds with their

customers’ interest. One of our more popular pieces in FY16

was a new eBook, the first of its kind. The eBook (http://nt-ap.com/1VVsEjm) describes on how infrastructure stability

(using NetApp technology) has improved the lives of our IT business applications teams.

Hybrid Cloud Journey

Serving as a Data Fabric Showcase

Our hybrid cloud journey began a few years ago when IT realized the traditional enterprise could use the cloud as an

extension of its IT services. Today, we have a hybrid environment capable of hosting applications in the on-premises

private cloud, public cloud, or hyperscaler. It is all tied together with our data fabric that allows us to move data

seamlessly between different providers while maintaining control and ownership of data

In FY16, we provided Infrastructure as a Service (IaaS) via a one-stop, self-service portal where end users can

request hybrid cloud services. The process begins when users log into a central self-service portal, pick an item from

the services catalog, and then get it delivered across any of the clouds we orchestrate. Behind this process is our

cloud decision framework (http://bit.ly/1XzY8fp) which takes into account factors such as strategy, risk, security, and

workload profile to automate the selection of the right cloud option for the client need.



http://www.NetAppIT.com

https://twitter.com/NetAppIT

http://www.netapp.com/us/media/ebook-building-foundation-for-agility-in-business-apps.pdf

http://www.slideshare.net/NetApp/cloud-decision-framework

During FY16 IT began to extend the IaaS framework to the application technology layer in a shared application

Platform as a Service (PaaS) offering. By applying standards, automated provisioning, and continuous integration, the

PaaS offering speeds time to application platform delivery, facilitates the development cycle, improves the stability and

predictability of resident applications, and allows development teams to focus on the delivery of the application

features and functionality needed to meet business needs.

Continuous Development for Critical Business Applications

Providing 6-week Release Cycles

Our ability to rapidly deliver new business capabilities without compromising application stability directly impacts the

overall success of NetApp’s go-to-market efforts. To keep pace with the six-week release cycle required by the

business, IT analyzes and determines the most efficient way to test and implement new products, promotions, or

business workflows that require development and integration work across all applications in the ecosystem.

Every six weeks, over 15 discrete development environments are refreshed from their respective production systems

to support our continuous development process. It takes about 3-4 hours to deliver the refreshed environments and

there are a total of four connected landscapes involved from Quote to Cash. This is feasible because of our use of

NetApp SnapMirror & FlexClone technologies.

Besides supporting continuous development, data refreshes are performed daily using these same NetApp technolo-

gies to support business operations, reporting, and more. For example, our production Fix environments for ERP and

QE are recreated within 2-3 hours and the reporting instance for QE, ERP, and SAP are recreated within 30 minutes

twice each day. Using NetApp technology, we are able to meet the needs inherent in a continuous development

cycle—balancing a rigorous process for development, testing, and implementation of new business features against

the stability of a complex ecosystem and the rapid delivery of new functionality.

Sales and Operations Demand Planning

Reducing the Forecasting Cycle and Improving Margins

Demand Planning is a cross-functional business process

inside NetApp involving stakeholders from Sales

Operations, Finance, and Manufacturing Operations. To

increase forecast accuracy, improve operational

efficiency, and provide scalability of the sales & opera-

tions planning cycle, IT partnered with these business

stakeholders to improve the demand planning process

with the implementation of Oracle Demantra in FY16.

The team discovered that the integration of near-real-

time analytics with Oracle Demantra was a game

changer. By taking advantage of out-of-the-box function-

ality and the integration of near-real-time analytics, the

team was able to reduce the cycle times of forecast

generation from over five days to less than 10 minutes.

This reduced cycle time means stakeholders can quickly

review, adjust, and iterate demand forecasts as need-

ed. The improved sales and operations planning cycle has resulted in better forecast accuracies, reduced inventories,

advanced automation and reduced human errors―all of which has led to cost savings and improved margins for

NetApp.



Keeping People at the Heart of Everything We Do

People are the cornerstone of NetApp as they drive business transfor-

mation by improving the way work gets done and helping our customers

achieve what matters most to them. Our IT employees are an important

piece of this and they work diligently to improve their skills, change the

organization for the better, and find ways to help NetApp succeed in a

changing IT landscape.

International IT

Recognizing Our Unsung Heroes in EMEA and Asia

Under the leadership of Terry Fearn, our International IT team has one of

the toughest jobs inside IT. They have the responsibility for all NetApp IT

services outside of the U.S., yet are dependent on the teams in the U.S.

for solutions.

As our unsung heroes, these regionally-based employees quietly ensure

IT support and services are delivered to approximately 75 locations in

40+ countries. Each of these countries assert their own idiosyncrasies,

regulations, and of course, languages. The team’s responsibilities range

from supporting business applications and analytics, to desktops and

mobile devices, to infrastructure including networks, contracts, video

conferencing, mobile phone contracts, and more. It’s a mixed bag of IT

requirements.

In FY16, the team did not waiver from their high standard of support and

endless pursuit of maintaining positive and relevant relationships with the

business at all regional levels. Some of the team’s key FY16 accomplish-

ments included:

Partnered with WPR in setting up the Japan Customer Briefing Center

and Tokyo office expansion

Built EMEA new Contact Center for CSS

Moved UK Colo to Amsterdam, home of EMEA Headquarters (EHQ

Upgraded hardware for the EMEA EHQ Datacenter Network

Established IT services for new Russia Commissionaire Legal entity


"As a member of the IT Guiding

Coalition, I learned that if you

have the passion for change―no

matter how busy you are―you

can get things done.”

Vania Lim APAC IT Application Lead

NetApp


Supported APAC Finance with implementation of APAC 2 Tier Expense Policy

Supported APAC SCM team to implement system and process improvements for BPA Price Roll

Delivered new APAC Marketing Dashboards on Tableau/EBA Tier 2 platform

Aided with APAC Marketing Dashboard

Shared NetApp IT story at several EBC’s, customer visits, NetApp regional seminars & sales training

Introduced and deployed Windows 10, Office 365, OneDrive, and SharePoint to the international user community

IT Business Applications Organization Re-alignment

Aligning People, Roles, and Teams to Provide IT Services

Several years ago IT embarked on a transition to become a service provider leveraging a set of customer-focused best

practices referred to as IT Service Management (http://nt-ap.com/22qyn1V). We worked with key stakeholders across

NetApp to define the major business capabilities and match them with a set of IT services. For each of these services, we

assigned a business relationship manager (BRM) as the strategic point of business engagement, and service delivery

manager (SDM) and service support manager (SSM) roles as the conduits into the greater IT organization.

Building on this evolution, the IT Business Applications team was re-aligned in FY16, organizing business engagement,

application delivery, and support into discrete service teams aligned to business capabilities. The Business Analytics

team was consolidated within the Business Applications organization to further facilitate the delivery of actionable

information and enable business decisions. Broad application practices around shared technologies, automation, quality

assurance, and performance management were assembled in horizontal teams chartered to support the delivery of all IT

services, enable innovation, drive continuous improvement, and achieve success.

IT Guiding Coalition

Empowering Employees to Champion Change

Sponsored by the IT leadership team, the Guiding Coalition (GC) team is an influential group of

change leaders that volunteer to champion change efforts and accelerate IT’s big opportunity for

success. It is made up of employees from all levels of the IT organization and represents a

diverse set of skills, experiences, and geographic areas. Participating for a period of 12 months,

these managers and individual contributors follow the Kotter eight-step change methodology to

create a change vision and facilitate initiatives to drive positive outcomes to support the vision.

Employees that participated in the Guiding Coalition have reported that personal growth is one of the most important

outcomes of the program. These volunteers were able to step outside their comfort zone, facilitate discussions, remove

barriers, and interconnect volunteers who also wanted to pursue change.

IT Cohort Program

Enhancing the Soft Skills of IT Managers

Another IT employee-based program is the Cohort Program. The program is available for mid-

level managers and is designed to teach them how to run IT as a business. It puts an emphasis

on the soft skills that today’s IT managers need such as business acumen, communications,

coaching, influencing, and leadership.

External speakers, including CIOs from other companies, are enlisted to talk on a variety of

leadership principles and topics. Company business leaders also serve as trainers so that the

participants can learn about NetApp’s business practices, strategies, and directions. This

practical training approach helps our managers apply new management skills to their daily jobs.



http://community.netapp.com/t5/NetApp-on-NetApp/IT-at-NetApp/ta-p/107800

Accelerating Business and its Transformation

The future workplace will look a lot different from how we work today, and to prepare, we are committed to being a business enabler that helps NetApp employees do their best work. This might sound like a lofty goal given our transformation efforts and the amount of change we are undergoing, but NetApp IT is committed to working with its business partners on collective problem solving in this changing environment. Given the technology industry’s constantly evolving nature, IT transformation cannot be simply a “one and done” strategy. To be successful it must be a constant evolution and cross-functional collaboration. In FY17, IT spending will be driven by the need to meet business requirements. An important core guiding principle will continue: To ensure all asset acquisitions support our established enterprise target state architecture. We will continue to align with the business on prioritizing those highest value opportunities, and focus on sub-stance versus quantity. We will remain vigilant on centralizing technology ownership, maximizing asset utilization, and balancing asset ownership for cost, risk and innovation. Thank you for your partnership. - Cynthia Stoddard, CIO


© 2016 NetApp, Inc. All rights reserved. No portions of this document may be reproduced without prior written consent of NetApp, Inc. Specifications are subject to change without notice. NetApp and the NetApp logo, are trademarks or registered trademarks of NetApp, Inc. in the United States and/or other countries. All other brands or products are trademarks or registered trademarks of their

respective holders and should be treated as such. www.netapp.com


Mastering Information Technology During Business Transformation

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Transcript of Mastering Information Technology During Business Transformation