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Closing the gap between executives and digital transformation | ZDNet

The two groups that must come together and bring their organizations into the digital future -- technology and business leadership -- tend to have divergent priorities and inclinations. How can we resolve this?

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Is Cloud Powering the Business of Digitalization?

Written by Chander Damodaran, Principal Architect, Technology Office at Brillio

Cloud is more than just an IT platform. It’s a powerful driver for innovative business initiatives. For global organizations, cloud is taking on a more strategic role within enterprises, as they shed many — if not all — manual processes and eradicate all whirrs of legacy systems in order to bring them closer to the digital realm. Becoming a digital business means employing information technology to manage operations and drive a digital customer experience, as well as developing and delivering new products and services on a platform-based methodology.

Consider this: The Cloud has now proven itself and the days of evangelization are just about over. The business side of most companies recognized the potential of the cloud and has become much more involved in decisions about Cloud and in commissioning its use. As enterprises shift more of their apps and workloads to the cloud, managing the costs associated are critical. Businesses need to apportion operational costs to the line of business functions for the cloud to be an effective long term strategy within the enterprise. When you include private/hybrid cloud in the mix, having the right tools to support this cross-cloud governance is of increasing importance.

Technology observer Esteban Kolsky recently wrote a widely-read (and heavily retweeted blog post) where he stated: “the underlying infrastructure for digital transformation is an open cloud infrastructure” — not private or hybrid cloud.” Kolsky doesn’t recognize private cloud nor hosted applications as being cloud — yet he believes they are good interim steps, stepping-stones towards adopting the cloud in larger, more complex, compliance-heavy organizations.

So what exactly is the role of cloud computing in a digital-driven business environment? Ultimately, cloud provides the foundation upon which apps, analytics, big data and more can actually happen. Yet, private or public, the cloud does not automatically transform a company into digital mode. Rather, moving to the cloud for the sole purpose of becoming a digitalized business is an evolutionary process. Over the long term, what’s notable about these shifts in business models is the underlying premise that is affecting every business: everyone, to some degree, is becoming both a consumer and provider of cloud-based software.

The long-term implications of the cloud are still being understood as organizations experiment with different private and public cloud models and balance their infrastructure needs across both static and elastic computing requirements.

Looking ahead, cloud computing is ultimately a business model:

The key factor for successful digital transformation in regards to cloud will be in providing solutions and services targeted to vertical markets.

Media and Technology are two vertical market sectors where there is a well-defined business need for cloud-based services around digital content creation and digital business processes, along with tools for managing content, supporting collaboration and enhancing efficiency.

The digital journey is happening. There’s no debate about that. And, cloud is a good starting point for businesses who are venturing down the long and windy road. Yet, we feel compelled to note — cloud does not automatically transform a company into digital mode. The power of digitalization is a step-by-step process, starting with collaboration between IT strategy and business strategy to deliver both digital assets and physical resources to satisfy internal and external stakeholders.

Related Article: Top 2015 Technology Trends Impacting the Digital Business Shift

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Looking Ahead, Five Big Ways that Big Data will Transform Online Commerce

Written by Manjunatha A. Hosur, Associate Director of Consumer Industries at Brillio

Online shoppers have an endless choice of where to shop and what products to buy anytime, anywhere, on most every digital channel imaginable. With the rise of social networks and mobile devices, online retailers face a number of challenges associated with delivering the most relevant reporting dashboards in order to make decision-making predicated upon data, analytics and insights.

In today’s consumer-led economy, one that revolves around “social, mobile and local,” Big Data technologies and analytic reporting across a number of retail processes are giving retailers the competitive advantage. How so? The numbers, the stats, the preferences, the behavior of consumers are providing monetizable insights and social tracking tools specifically designed to improve collaboration, customer engagement, and the testing of new innovations.

According to IDC Retail Insights report, in 2013, approximately 50% of retailers were using big data and analytics to make informed pricing and marketing strategies, with more retailers planning to use big data and analytics in the next 2 to 3 years. Without question, Big Data is transforming how enterprises have traditionally done business by enhancing website search optimization, enabling companies to interact with their customers with new customized digital marketing platforms, and providing companies with a deep understanding of their customers’ behaviors on multiple touch points.

For those companies that want to increase their market share and remain relevant, Big Data and advanced analytics can transform their business in the following key areas:

Customized Content:

What types of shoes did your customer purchase last season? What products did your customer view online but did not buy? From notifying individual shoppers about sales that suit their personal preferences to real-time coupons sent to shoppers’ smartphones, Big Data provides retailers with unprecedented insights and predictive analytics into their customer’s preferences, behaviors and shopping habits so that they are better able to push customized, local, and loyalty-driven content.

Anticipatory Systems:

With the power of Big Data, retailers can anticipate and predict what their customers will buy and when, enabling companies to improve their supply chain process with automated product sourcing. Additionally, incidents of abandoned online shopping carts are reduced as the content being pushed out to the consumer by the retailer is personalized, and customers are provided with an accurate shipping window.

Predictive Marketing:

Retailers who truly capture the power of their customers’ data are able to predict what each customer will buy before the customer even realizes that they’re ready to purchase a new product. With Big Data, retailers are able to analyze interactions across multiple channels in order to determine shopping patterns, preferred products, and how products are used. These insights enable retailers to provide real-time product matches with target customer segments.

Dynamic Pricing:

How much does an item cost? When is the best time to buy? Are consumers reacting to a marketing campaign on social media? Online retailers rely on dynamic pricing to compete and require data ranging from competitor pricing to regional preferences and customer actions.

Customer Service:

An unhappy customer’s sentiment can be exponentially increased and broadcasted online. Through statistics collected about a consumer’s shopping patterns via insights from profiles on social media channels, emails, phone calls and live chat features, Big Data provides assessments on negative consumer sentiment, enabling retailers to quickly and effectively resolve issues to enhance the user experience.

The quadruple whammy of social networking, mobility, the cloud, and analytics is creating a new playing field. It used to take years before a new technology would impact a business, but now connectivity and collaboration are turbocharging the pace of change. And Big Data is leading the way by continually transforming how companies interact with their customers. Implementing a strategic Big Data initiative is essential to helping retailers remain competitive and attract new market share.

The biggest limitation in Big Data as it pertains to eCommerce isn’t the technology. It is the ability of human beings to realize which problems can be solved in the near term. There are opportunities for entirely new businesses built on the ability of large amounts of data to bring a benefit no one else saw. The number of business models ready to be disrupted is also beyond our imagination at the moment, but certainly retail and consumer goods are at the top of the list.

Related Article: Looking Ahead, Five Big Ways that Big Data will Transform Online Commerce

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As a retailer you ask, "What type of data should be collected? How should the data be used to generate insights? How do I measure ROI?"  In this blog post MyCustomer.com explains why and how retailers use big data and what obstacles retailers need to overcome in order to leverage data in their retail strategy.

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A Supersonic Hair Dryer Blasts Ice and Snow Off Train Tracks

This was too cool not to post! General Electric has been trying to perfect this tool for five years and has began implementing it on locomotives that pull heavy cargo. Because of this technology, more cargo can be carried during all seasons throughout the year!

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How to Forecast Demand the Right Way

For any business that deals with the public, it's essential to have a way to predict the demand for products or services.  Big data may be the hottest trend in business today, but those numbers are only as good as the information feeding it. It’s important that you hone-in on the numbers that give you the information you need to make decisions.

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Marketing Chiefs Need To Embrace Technology

Within the next five years, all CMOs will need to be digitally engaged in order to stay effective. "Few senior-executive positions will be subject to as much change over the next few years as that of the chief marketing officer. Many CEOs and boards may think that their senior marketers’ hands are already full managing the rise of new media, the growing number of sales and service touch points and the fragmentation of customer segments. But as the forces of marketing proliferation gather strength, what’s actually required is a broadening of the CMO’s role..."

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Huawei, a computer and communications manufacturer, estimates by 2025 over 100 billion things including smartphones, vehicles, appliances and industrial equipment will be connected to cloud computing systems. With such a large amount of data increasingly available, companies are beginning to make their mark by defining where they plan to play in our data-scooping future.  

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Digital is a strong catalyst for innovation – Puneet Gupta, CTO, Brillio

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Unleashing the power of digital

The world around us has reached another inflection point with mobility, social media, and wearables hugely affecting the ‘digital landscape.’ And in this new world, going digital is no longer an option but a default. In this article Brillio's CTO, Puneet Gupta, describes the digital transformation journey that all organizations should be using to serve their customers better.

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Analytics Can Make Your Infrastructure Network a Living, Learning Organism

Posted by Manu Lavanya, Managing Director at Brillio

Over the past year or two, we have read story after story about how big data and business analytics spending is increasing. We have also seen how a significant amount of an enterprise’s spending in information technology is migrating to the CMO side of the house. The emerging world of Infrastructure Analytics is a completely contrary story to this, with the spend decision and business value sitting squarely in the world of the CIO.

Let’s talk about why.

The Cloud and IoT — Bringing Both Flexibility and Complexity to Infrastructure

The promise of the Cloud has been centered around the idea of liberating IT infrastructure from old legacy premise-based models so that there can be an evolution to a more fluid and on-demand model for allocating and consuming IT services.

The Cloud is becoming the way for businesses to consume infrastructure. Yet, along with the Cloud’s promise of freedom and flexibility has come significant additional complexity. Companies struggle to understand not only what should be public, private or hybrid, but which parts of their infrastructure to shift on the fly. With a simultaneous dependence on services from so many major players (including Amazon to Microsoft to Cisco), operating in a smart and efficient manner in this new hyper-hybrid IT environment is no easy task. Fluid, real-time interoperability within infrastructure remains a vision or dream to most CIOs.

Today, companies are facing technology complexities — beyond the Cloud. More of the devices in the enterprise are becoming IP addressable. The Industrial Internet of Things (IIoT) is showing us that it’s no longer just servers, but devices with sensors, that are creating data that needs to be captured, stored and analyzed. This proliferation of IoT has also impacted the infrastructure world, where more and more assets are creating data that lends itself to be analyzed and acted upon.

This complex and expensive environment of infrastructure has, to date, lacked effective tools to assist CIOs and their teams in the prediction of or intervention in common problems. These problems include unplanned consumption, predictive capacity planning, or dealing with emergency situations.

That is all about to change as we enter the new world of Infrastructure Analytics.

What if you, the CIO, could look at your complex network in a truly holistic manner in real-time?

What if you could discover the causes of various infrastructure events and then leverage that intelligence in real-time to optimize and increase the quality and reliability (and yes, also decrease the cost) of your infrastructure?

What if you could actually intervene in outcomes before they happen by creating and controlling a highly resilient infrastructure network that acted like a living, learning organism?

What a CIO Needs to Know to Proactively Impact Network Infrastructure

Soon enough, it will be the case that it is no longer good enough to know why something happened in a company’s infrastructure. The requirement will become the ability to predict when something might happen again, under what conditions, and identify the levers of control and intervention. For businesses that are cyclical, there will be a need to forecast robustness of infrastructure needs BEFORE the business event happens.

What does a CIO need in order to move into this new reality?

It’s about Infrastructure Analytics implemented to give the CIO’s organization the ability to:

• Monitor effectiveness and efficiencies, while making resource changes in real-time, • Develop insights into the triggers of cause and effect events, • Build predictability and simulation into IT decisions, before they are made, • Create resilience in infrastructure.

1. Monitor effectiveness and efficiencies, while making resource changes in real-time. Infrastructure Analytics will add intelligence to the network, enabling the “agile sourcing” of Cloud resources. For apps that are built as natively interoperable, workloads will be shifted — on the fly and as needed — across multiple vendors while maintaining quality of service. The IT department will be able to understand the best use of every “compute dollar” that they spend.

2. Develop insights into the triggers of cause and effect events. Infrastructure Analytics will enable specific causes to be assigned to variability in infrastructure behavior. Analytics will enable action. For example, when a specific network threshold is crossed, what is the result and what happens elsewhere in your infrastructure?

3. Build predictability and simulation into IT decisions. Infrastructure Analytics will enable prediction and simulation to be used to evaluate IT related purchases or financial decisions even before they are made. Infrastructure performance and problems can be simulated and viewed under different conditions.

4. Create resilience in infrastructure. One of the essential proactive questions that a CIO can ask is: “What drives resilience in my network?” The critical answers that Infrastructure Analytics can give will be centered around:

• Predictability of failure — When will it fail? • Improvement in performance — How can I make it fail less? • Responsiveness — How can I act in the midst of failure? • Intervention — How can I change elements to avoid failure altogether in the future?

Three Components Combine to Make Infrastructure Analytics Possible and Actionable

If CIOs and their organizations are going to be able to impact network infrastructure performance in the ways just described, three components need to exist to create actionable Infrastructure Analytics.

1. An understanding of the discrete infrastructure elements themselves and the data they generate. This is about the ability to deconstruct devices, data and their interaction in the Cloud in a multi provision environment. Extracting the right data is what will determine the sort of intelligence you can get from and use with your infrastructure.

2. Analytic models using Predictive and Causal Sciences. It takes more than raw manpower and linear models to get to the intelligence and insights that Infrastructure Analytics can provide. The emerging field of predictive analytics married with causal modeling will build the complex machine learning platforms that drive Infrastructure Analytics.

3. Data visualization and decision-report dashboards. Information and intelligence may exist, but in the world of Infrastructure Analytics it is usually so complex that if it is not presented in a visual dashboard format, it will rarely be real-time actionable.

The Resilient Network

There are some important decisions to be made by CIOs if the management of infrastructure is to be moved from a reactive to a proactive position. The evolution of the Cloud as the dominant way in which businesses consume infrastructure, and the proliferation of IP addressable devices via IoT in the enterprise — means even more data and greater complexity.

The new field of Infrastructure Analytics can help you cut through this complexity and grow from an organization focused on network repair to infrastructure intervention. As a CIO, you can lead the discovery of the causes of various infrastructure events and leverage that intelligence in real-time to optimize quality and reliability of your network.

Won’t it be amazing when you can actually intervene in outcomes — before they happen — by using Infrastructure Analytics to transform your network into a living, learning organism?

Read The Industrial Internet of Things — The Evolution from Devices with Sensors to Machine Consciousness by Brillio’s CTO, Puneet Gupta.

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IT survival in a digital world | ZDNet

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Stress Testing for Financial Institutions: Going Beyond Regulatory Compliance

Posted by Abhishek Ranjan, Global Lead, Financial Service Marketing, Brillio

Banks and financial institutions the world over are consistently grappling with the fear of the unknown. Finding stability in an unstable world dates back to the Great Depression in 1929. History is riddled with upheavals that have adversely impacted economic balances. Volatile markets and evolving risk environments make modern banking a risky business. Huge amounts of money and time have been invested in stress testing and risk compliance, while minimal investment has been made in developing strategic enterprise-wide capability.

According to a leading analyst firm, it is estimated that in 2015, the top 30 banks will spend more than $10 Billion on regulatory initiatives, with $2.5 Billion focused on enterprise stress testing. Recent patterns on the utilization of the allocation for stress testing have been less than 50 percent. The reasons for the underutilization and the lack of focus can be attributed to:

The extreme focus on regulatory compliance leaves little time for stress testing.

The categorization of stress testing as a discretionary spend — not a business must-have.

The absence of easy-to-run and easy-to-report stress test systems.

According to Craig Focardi, Senior Research Director, CEB Tower Group

“Financial services institutions (FSIs) already perform a number of forward-looking scenario forecasts for loss reserving, financial planning, line of business capital allocation, and regulatory capital requirements. Multiple, disparate systems support these processes. What has not been put in place is an integrated platform that allows executives to make actionable decisions by shocking the bank’s forecasted Profit and Loss “PnL” elements. Specifically, FSIs need to utilize this information more deeply to support product-specific growth initiatives at the product, line of business and geographic level to optimize capital allocation and maximize enterprise profit opportunities across the enterprise. In order to achieve these goals, FSIs require a streamlined, end to end platform that incorporates the most important sources of transaction data, namely the general ledger and rolled up PnL; real time predictive analytics; and intuitive user interfaces to consume the resulting information, to capture new revenue generating or cost reducing opportunities”

Current stress testing methodologies are significantly person dependent and leverage spread sheets or such obsolete technologies. These methods do not yield the real-time intelligence which modern banking organizations require. What the banking industry needs is a solution that can simulate shocks of financial data in order to take more reliable, forward-looking business decisions based on real-time analysis and state-of-the-art dashboards.

You need to ask these questions if you want to go beyond the mandated stress testing:

How can you leverage predictive analysis to assess the impact of new scenarios on future profit and loss?

How can banks integrate LOB level data and perform test at an enterprise level?

How can the stress test process be made automated, repeatable and auditable?

How can banks utilize the money spent on regulation to predict business decisions?

In my opinion, there is a lack of comprehensive custom enterprise solutions for stress analytics in banking. In conjunction with that, there is a need for real-time, cost efficient results made available to CXOs any-time, any-where and on any device. Additionally, current stress testing methodologies leverage obsolete technologies that are incapable of yielding the real time intelligence that modern banking organizations require. The modern banking industry needs a solution that can simulate shocks of financial data in real-time whilst supporting business growth.

In this whitepaper, you will learn and understand the modern bank’s portfolio stress testing requirements.

Download Whitepaper Taking the “Stress” out of Portfolio Stress Testing

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Scrum Alliance® Announces Formation of Learning Consortium for the Creative Economy

Denver, CO., April 17, 2015 —  SCRUM ALLIANCE®, the largest, most established and influential professional membership organization and certifying body in the Agile community, announces the formation of a Learning Consortium for the Creative Economy. The Learning Consortium comprises a diverse group of organizations in different sectors around the world that are exploring management innovation in the emerging Creative Economy.

Learning Consortium organizations include Agile42, Autodesk, Brillio, C.H. Robinson, International, Magna International, Menlo Innovations, Microsoft, PENSCO Trust, SolutionsIQ, and SWIFT.

The Learning Consortium will explore the leadership and management practices emerging to deal with a marketplace that requires continuous customer-driven innovation. The Consortium will study ongoing transformational shifts in management, away from hierarchical bureaucracy and toward more Agile and creative approaches to the structure and coordination of work, communications, goals, and metrics. Its purpose is to enable peer-to-peer learning and sharing resources and experience in a context of integrity and trust.

“Many organizations are already making a shift,” said Scrum Alliance Board of Directors member Steve Denning. “They’re moving from the goal of maximizing shareholder value to a focus on adding value to those for whom the work is being done. They’re evolving from the practices of hierarchical bureaucracy to the collaborative leadership and management practices of the Creative Economy. And they’re expanding, from metrics limited to financial goals to metrics that reflect contributions to the prosperity of individuals, organizations, and society.”

The members of the Learning Consortium will select five organizations that are already implementing some of the leadership and management practices of the Creative Economy and organize one-day site visits at their locations. Each host organization will make presentations and hold discussions about what it is doing, how it is doing it, and what it is learning. Once the site visits are complete, Scrum Alliance will organize a retrospective conference to review what has been learned.

“The Learning Consortium is designed to shed light on some of these important questions,” said Scrum Alliance Chairman of the Board Harvey Wheaton. “What are the opportunities? What are the constraints? How much change is actually happening on the ground? What are the benefits, costs, and risks? The idea of the Learning Consortium for the Creative Economy is exciting. We look forward to the discoveries that will be made over the coming weeks and months.”

The Learning Consortium will produce a report based on its findings and make it available to the public. For more information about the Learning Consortium and the Creative Economy, visit https://www.scrumalliance.org/why-scrum/learning-consortium.

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About SCRUM ALLIANCE® Founded in 2001, SCRUM ALLIANCE® is the largest, most established and influential professional membership organization in the Agile community. SCRUM ALLIANCE® is a nonprofit association with more than 350,000 members worldwide. Its mission is to “Transform the World of Work” by guiding organizations to become prosperous and sustainable, to inspire people, and to create value for society. Scrum is at the foundation of all its products, services, and solutions. For more information, please visit www.scrumalliance.org. Connect with us on social media at: https://twitter.com/ScrumAlliance https://www.facebook.com/scrumalliance https://www.linkedin.com/company/scrum-alliance https://plus.google.com/+scrumalliance/posts https://www.youtube.com/user/scrumalliance

View Original Press Release in the Brillio Newsroom

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Five ITSM Components That Need To Be Integrated With IT Automation

Brillio@Knowledge15:  What You Need to Know

If you already have an ITSM implementation and are looking to implement IT Automation, there are key ITSM components that need to be put into service. Come visit us at ServiceNow’s Knowledge15 conference. We’ll be waiting for you at our kiosk P22.

Actionable Service Catalog: A service catalog is an organized and curated collection of any and all business and information technology-related services that can be performed by, for, or within an enterprise. An actionable service catalog enables self-service and a user can request for the services on demand. To maximize the value of automation, it should be exposed to users as services and positioned in the enterprise service catalog. Care should be taken to make sure accessibility and security of the service is taken care by exposing the services to appropriate users or user groups.

• Service Asset and Configuration Management: One of the most critical integrations for automation with respect to ITSM is with the CMDB and AMDB. Having the CMDB up to date at all times is important and automation should take care of the same, and not just focus on the physical object. Integration also results in improved accuracy as the CI details and asset details that are used in the automation library are sourced from the CMDB which is the approved repository.

• IT Financial Management: IT as a business is no longer a buzzword. And having an integration between IT Automation and IT Financial Management enables service or portfolio owners to drive demand behavior and also provide monthly chargeback reports easily. A mature service cost model will be needed to appropriately determine the price of an automated value flow.

• Change and Release Management: One perspective is that ITIL is aligned with change management. Release management is limiting automation due to its emphasis on processes and procedures. However, change management is extremely important and automation should not bypass the same. Change tickets need to be opened from automation and from an audit or compliance perspective, each and every automation request that changes a state of a production CI needs to have an associated approved change ticket.

• Service Reporting and CSI: Automation is not a one-time initiative. It is best implemented in phases and performed incrementally to achieve the CSI spiral. ITSM tools and enterprise BI tools need to be integrated to provide the much needed service assurance dashboard to enable automation/service managers to keep track of automations and govern them successfully. Speed and agility are the essence of automation and automated service reporting is needed to ensure accuracy of fulfilled automation requests. The CSI program and the governance process should be extended to automation, to ensure scalability and sustainability of automation in enterprise IT.

Schedule a Meeting with Brillio at Knowledge15 at kiosk P22

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"Utility Industry Dynamics Are Driving the Need for Collaboration," says Puneet Gupta, Brillio's CTO.  In this article featured on Energy Central, Puneet describes how collaboration will enable the Utilities Industry to adopt more efficient technology and drive them to evolve into an 'technology-first' business.

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Two Steps to Leverage ITSM Deployments to Implement IT Automation

Brillio@Knowledge15 — What You Need to Know

The most logical choice for the majority of CIOs is to take a holistic view of the IT infrastructure landscape and then, put a strategic plan in place to automate at every logical point. Sounds logical. Seems logical.

Yet, what prevents them from moving forward and taking action?

Usually, it is because there are just too many competing priorities and complexities that have developed over time, owing to new decisions or new management. But now, with the plethora of technologies available, coupled with the experience of how infrastructure should be managed and provisioned, we have an unprecedented opportunity to realize never before seen efficiencies, with Automation. Assuming that the ITSM platform is deployed both from a process and tools perspective, implementing IT automation is a phased journey.

Step one is dedicated to achieving Elemental Automation

What is Elemental Automation?

Elemental Automation is independent, nonetheless comprehensive automation for either Networks, Servers, or Storage, spanning all tasks from provisioning and change management to compliance enforcement and reporting.

Elemental Automation provides the building blocks to achieve IT Value Flow automation, and you should not stop at the incremental value achieved through Elemental automation. A mature and scalable IT automation platform is a core requirement. Technically, there are many tools available that meet the automation requirements. Yet, strategic planning is needed to ensure that focus in not only on the IT automation tool, but also on the overall approach.

Step two is dedicated to achieving IT Value Flow Automation

What is IT Value Flow Automation?

IT Value Flow automation is automating the entire value flow chain with continuous control of each phase of the service life cycle, across the data center and client end points, from automated operations to monitoring and ticketing. ITSM plays a big role in implementing Value flow automation. The typical issue organizations face is around the maturing of their existing automation capabilities. Or, building new ones that navigates the barriers of organizational structure and roles and responsibilities in existing technology silos.

ITSM, being able to deliver cross functional services, is a perfect way to help connect the dots across various business teams and IT groups and implement value flow automation that cuts across technologies and LOBs. ITSM also helps in associating value flows with one of more IT services in the service catalog.

The perfect analogy for this from a pure play ITSM world is implementing Service Catalog. The concept of service decomposition is a perfect example. Elemental automation can be linked to service components or technical services. IT Value Flow automation can be related to Business Services and Service Offerings.

A mature IT automation footprint is achieved by identifying and implementing the right IT value flows, having a stable and scalable automation platform governed by ITSM and having tight integrations with the key ITSM components.

Want to learn more about Brillio and IT Automation? Please meet us at Knowledge 15 in Las Vegas (April 19–24) at Kiosk P22. See you there!

Schedule a meeting with Brillio at Knowledge15 to discuss how IT Automation and ITSM solutions can benefit your company.