Building an IT Future on Past Success

(Supported Content) Imagine completely changing your home to update it. Adding rooms, renovating the decor and updating appliances when needed. You want this to be done quickly to minimize inconvenience. But there is a correct way and many other ways to do it. It is an internal problem.

The first option is to go out for a while. He pulled it all out, called in multiple contractors, and wrestled with cost, turmoil, and uncertainty in hopes that eventually things would be okay. The second is to stay where you are. Take each room individually, work on an open time frame, and keep what you can, replacing only what you must.

Now, consider an IT enterprise. The new capabilities can be leveraged to enable critical innovation, but decades of success have been built with core COBOL applications, often running on mainframe computers. Digital transformation must feel like a choice between leaping into the dark with major disruption or sticking with what works and falling behind the competition. It’s a digital dilemma.

The “third way” is running and turning. to keep business as usual (that is”He runs“piece) while”Conversion(i.e. updating) systems, environments, and applications. Being able to operate and transform at the same time will maximize the benefits of new technologies, without ignoring previous IT investments – all while running the day-to-day business.

Start here: Business needs

Do not make a change for her benefit. Being new does not make anything good or necessary. While the paint is fading, the wood is intact. Only replace the insulation if the heating bills require an upgrade. Manage your home as usual and transform your home around you. But let’s leave my imaginary house and talk about your real business.

So, how can information technology meet your future business needs? Submit new jobs more quickly? Improving the user experience? Maybe it’s both, and more innovation besides that. Just as no one starts a local transformation with a simple plan of “change everything old”, an organization will not define modernization as “getting rid of COBOL”, a popular programming language with a proven track record.

With business needs at the top of the transformational agenda, investments and efforts will inevitably focus on projects that deliver the most value in the long run. The business environment is constantly changing, so the update is constant.

Choice: Update Options

Because corporate settings and application profiles create a unique situation each time, there is no one-size-fits-all solution to transform every mainframe and COBOL environment. Sometimes it is better to rewrite COBOL, while rebuilding is a better option for other organizations.

Just like blueprints and mindsets that create better living environments, the Modernization Maturity Model is the framework that helps create a future-focused IT profile.

Only when you understand the costs and benefits of the different options will you be able to put them together and chart a path to success that delivers the business results you need. Here’s a quick summary of several options.

  • Rewriting: The riskiest and most expensive option, application rewriting only makes sense for small applications that require frequent and extensive changes to deliver business value.
  • Refactoring factor: Less risky, but still labour-intensive, refactoring – splitting a threaded application into microservices – supports faster transformation of small, frequent application changes.
  • Enable APIs: If the application needs changes less frequently, but the hosting environment is constantly changing, add APIs to more easily connect new services to the application.
  • Bring back the platform: Put your apps and business services into the environment that makes the most business sense. You could, for example, consider moving mainframe applications to the cloud as part of your transformation strategy.
  • Larger organizations may keep the application running on a central computer for production but harness the flexibility of the cloud for development and testing. This is the key to successful transformation – embracing the new while reusing what has worked over time. And when you build on core IT with innovation without distracting from your business as usual practice, you are managing and transforming at the same time.

The Mission Is Never Done: Endless Refresh

Just as growing families drive local change, the market is in constant flux that makes corporate transformation inevitable and ongoing. Analytical research proves that successful organizations are continually modernizing their core IT systems, creating digital environments that quickly adapt to changing requirements.

Anyone planning a future that looks different for their home or corporate IT profile has options to implement change. The fastest and safest way is to build on what has served you well when you can, and augment these solutions with game-changing technology, such as AI-powered analytics and cloud-ready systems that prepare you for continuous innovation.

Finally, choose one vendor, who offers multiple solutions that help you today, and what you need to succeed moving forward. The organization that provides ongoing help and support to make everything work with maximum effect. Because when you’re running and turning at the same time, you’re maintaining the foundations while taking your business to the next level.

Misty Decker is Director of Product Marketing and Advocate for Mainframe Modernization at Micro Focus. Misty previously worked with IBM for nearly 30 years in a variety of hardware central roles including system builder, release management, customer satisfaction, HW development manager, and university relations. They are known for tackling large projects that require major innovation including the introduction to ServerPac, the first version of z/OS in 64-bit, the Project for Culture Shift and Skills Vibrancy, and most recently an overhaul of the Master the Mainframe student competition. Wife and mother of two children, she also sings in the chamber choir, serves as a judge on beer competitions, and chairs the governance committee of one of the largest credit unions in the country.


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