Many organizations opted for digital transformation when the pandemic extended; containers are part of the initiative, and the journey can be perilous
Enterprise leaders say that software developers prefer containers as the method for streamlining and bringing in more flexibility and agility to the workflows and operations. They acknowledge the process of shifting to containers from the controlled environment of a proof of concept project or a prototype to a production IT environment at a large scale.
Thus, enterprises are required to change operation methods and reconsider IT, taking it more seriously. Similar to any digital transformation process, the adoption of containers is a move away from conventional methods. The shift leaves organizations raising questions on how to implement containers themselves successfully.
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CIOs believe that adopting any digital process in the initial stages has some common hurdles like process adapting, difficulty in selecting the correct container tech, organization inertia, etc. Leaders believe that to push past such hurdles, organizations must pay attention to a few key factors. This can potentially change their development journey and revitalize organizational flexibility.
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The high volume of tech choices in a traditional IT scenario can easily drown any decision-maker. The sheer volume of operating systems, hardware vendors, cloud service providers, and virtualization environments makes it obvious why they undergo decision paralysis.
To move past the issue, CIOs need to push for standardization of the operating systems. Linux is a standard choice by most enterprises focused on consistent innovation, mainly due to the presence of its active and open source community that enables regular patching.
CIOs promote identifying secure and standardized platforms that are open across various cloud environments. Thus IT infrastructure remains stable despite the different workloads or use cases. The resultant agility and innovation can bring in major growth and revenue.
Container platforms offer extra advantages like scaling the container numbers; this is important as it is a common occurrence when enterprises adopt the agile methodology of working and DevOps. Benefits of this method include time savings, stability, security, and workload portability.
After standardization of the system, it is important to embrace automation at a large scale. It includes operations and development processes. The same can be done for business processes too. This action frees up a significant amount of time, which can then be invested in improving broader innovation and boosting customer experience. Automation is useful in ensuring the seamless implementation of the containerization process in the long run.
CIOs must however, be wary of ignoring automated solutions after setting them up initially. They need to keep an active eye on task performances, as processes can be modified due to customer influx or new tech.
Experienced CIOs say that for successful digital transformation journeys, it’s critical to break down silos. It needs modernization across all enterprise levels, and each business unit will observe the impact of the container, a relatively new tech, even when they completely don’t understand the process.
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Business operations and IT leaderships should not be at cross-purposes during the transformation. They must be perfectly aligned to detect business outcomes easily. When analyzing container deployment, CIOs should ensure that both teams are partnering well to find a result-driven use case relevant to the enterprise.
In addition to this, CIOs feel collaboration with other organizations can also prove beneficial in a complicated IT environment. It helps as they may already have existing processes that can easily detect the outcomes, generate prototypes faster, and explain the business value from containerization in a simpler manner.
Megana Natarajan is a Global News Correspondent with OnDOt Media. She has experience in content creation and has previously created content for agriculture, travel, fashion, energy and markets. She has 3.9 years’ experience as a SAP consultant and is an Engineering graduate.
