A UBM white paper

august 2010

Data Center Efficiency in the

Virtual Era: Three Key Steps
Step 2: Simplify

Brought to you by
 Defining Data Center Efficiency:
Simplifying Through Virtualization
Rapid changes in the business environment
have put tremendous pressure on corpo-
rations and their IT infrastructures. Tough
global competition required new levels of
operational performance while keeping costs
low. Executives, customers, regulators, and
investors became ever more demanding. And
then the economic roller coaster took every-
one on quite a ride.
At first, enterprises turned to faster and
more powerful hardware. But buying a com-
2 pany’s way into better operations is expen-
sive and highly inefficient. Companies that
tried quickly ran out of room for new equip-
ment and the power and cooling to run it.
Some corporations experimented with
simplifying their infrastructure: some server
consolidation here, a little virtualization
there. But that became just another way to
Step 2: Simplify
Companies standardize, simplify, and auto-
mate to better serve business needs. By making
infrastructure and data centers more efficient,
IT departments make better use of corporate
capital and resources — freeing money for
innovation that would otherwise have gone to
maintenance. Efficiency efforts also result in a
better return on technology investment.
Standardization is an important first step,
but that step alone isn’t enough. Understanding
the need for simplification requires a quick look at
how data centers developed in the past 15 years.
The Growth of Complexity
In the 1990s and early 2000s, corporations
invested in new business systems that came
to market promising levels of efficiency never
before seen. Installations of these separate pro-
prietary packages quickly turned into functional
silos. Complicating the number of systems were
the acquisitions and mergers that allowed cor-
spend more money on IT. To achieve their
business goals and unlock the value of their
infrastructures, companies needed a more
disciplined and structured way to eliminate
inefficiencies. A growing number have turned
to a three-step process: standardize, simplify,
and automate.
This installment, the second in a three-
part series, explores how simplification
extends the value of data center stand-
ardization efforts and forms a stable, efficient
base that can be used to support automation.
By tackling each of the three steps, in
order, enterprises can ensure that their infra-
structures provide the flexibility to meet cur-
rent and future demands, the cost-effective-
ness to extract ROI from existing technology
investments, and a foundation for new tech
investments to carry efficiency forward.
porations to swell in size, but brought streams
of additional IT systems that had to be digested.
As a result, companies developed patch-
works of proprietary technologies. Getting con-
trol over infrastructure and data centers became
nearly impossible because the collection of hard-
ware, software, and tools was so varied and
diversified. The mix made it impossible to effi-
ciently use technical expertise or combine pur-
chasing sufficiently to maximize leverage.
Furthermore, internal politics began to
affect IT decision making. When technology is
standard, there’s less need to pay experts who
specialize in specific hardware or software pack-
ages. No specialist wants to be turned into some-
one exercising commodity skills.
Standardization: A First Step
Standardization can help solve some of these
problems. But even if a company manages to
standardize everything in its IT arsenal by swap-
ping out the oddball hardware, operating sys-
 UBM TECHWEB WHITE PAPER | Data Center Efficiency in the Virtual Era: Three Key Steps

tems, tools, and applications for their sanctioned
equivalents, it may still end up with a compli-
cated, convoluted, and expensive mess that fails
to deliver sufficient value.
For example, in its 2009 Q4 global ERP con-
solidation survey, Forrester Research found that
12 percent of the companies interviewed had
from five to nine global instances of their ERP
packages. An additional 14 percent had 10 or
more instances, and a fifth of respondents didn’t
know the number.1
Clearly, even standard software doesn’t
ensure efficient deployment. And standardiza-
tion only helps if there is a standard to move to.
More than 25 percent of the companies Forrester
interviewed ran 100 or more custom applications
globally; 37 percent ran from five to 99.
Problems facing a modern enterprise that
are beyond the power of standardization include:
3 • Excess capital investment. Having too many
servers, storage systems, and network seg-
ments means low utilization of existing capac-
ity. A company runs more systems, often to
accommodate rare peak workloads, than is
necessary to do its everyday work. That means
significant capital is tied up for no reason; it’s
the equivalent of building a four-lane highway
for a one-stoplight town.
•Sprawl. A company that runs inefficiently
needs more infrastructure as a result. All those
servers, storage units, and networking equip-
ment must live somewhere, and the physical
real estate needed costs money to lease and
maintain. Not only does the corporation tie up
capital, but it increases facilities expenses.
• Power and cooling. The more powerful the
equipment, the more energy it consumes.
Power and cooling requirements have increased
over time, and existing data centers were never
designed with such needs in mind. As busi-
ness grows, demands on IT systems increase.
Without greater capacity utilization, corpora-
tions must expand the amount of equipment
they run. Eventually, they may run out of space,
power, and cooling, requiring the company to
build new data centers.
• Redundant administration. Even with stan-
dardized equipment, there is only so much
work each administrator can do. As the
amount of equipment grows, enterprise IT
departments must hire additional people to
adequately cover administration needs, unnec-
essarily inflating head count.
• Inflexible resource deployment. In theory,
standardized equipment and software can
move easily from one part of a company to

Flexible Virtualization Management with Dell AIM

Virtualization gives companies enormous flexibility in matching infrastructure
and data center resources to business needs. However, IT needs to combine
management processes and tools to take advantage of these new capabilities. In
part, that means preserving flexibility and choice in administration. Corporations
need the freedom to choose among VMware, Microsoft, Citrix or other providers
where it makes sense – or when mergers and acquisitions introduce different
virtualization platforms. Dell’s Advanced Infrastructure Manager (AIM) preserves
the vital element of choice — it works with VMware, Microsoft’s Hyper-V, and
Citrix, integrating smoothly with their hypervisor administra¬tion environments.
AIM software enables the IT infrastructure to respond intelligently and flexibly
to shifting demands. It moves workloads and applications seamlessly and auto-
matically between devices in response to user demand.
In addition, AIM makes it possible to:
• Manage physical and virtual resources with a single solution
• Move workloads seamlessly across hardware platforms for increased
availability and scalability
• Transform physical servers with virtualization-like functionality, including
automated failover, dynamic load balancing and business continuity
• Decrease the time and personnel required to deploy hardware and to get
applications up and running with a repeatable, scalable framework for
hardware implementation
• Integrate existing servers, storage and network devices into an AIM
solution to extend the useful life of existing investments.
For more information about AIM, go to http://content.dell.com/us/en/enterprise/
infrastructure-management.aspx.

1
Hamerman, Paul D. The State Of ERP 2009: Market Forces Drive Specialization, Consolidation, And Innovation, November, 2009.
 UBM TECHWEB WHITE PAPER | Data Center Efficiency in the Virtual Era: Three Key Steps

5 Tips for Simplification Success

For greatest success, simplification must involve five different areas, each with
its own mandate:
1. Budget. Spend only what is necessary to create an infrastructure that will
provide the business with the capabilities it needs today to grow to meet
future demands.
2. Architecture. Design an infrastructure with as small a footprint as possible
to deliver the necessary computing and communicating capacities while
maintaining the ability to move infrastructure into the future without ven-
dor lock-in.
3. Installation. Change when needed, but structure the simplification process
to leave in place that which can remain.
4. Operations. Effectively use people and tools to control operations centrally
in the most efficient way.
5. Processes. Create a holistic approach to the process of managing the entire
infrastructure and don’t focus solely on the individual parts.

4 By addressing all five aspects, simplification creates a dynamic and agile infra-
structure that allows a company to more directly match technical resources to
business needs at any given time and can free up to half of a company’s IT
budget.

another. In reality, the cost of redeployment,
usually involving an upgrade of capability,
is high enough that IT departments typi-
cally choose to buy more equipment instead,
increasing the amount of excess capacity.
• Management complexity. A byproduct of
equipment bloat is more complicated infra-
structure management, because more copies
of management tools are needed. Greater
complexity requires more effort to locate sys-
tems, provision services for new business appli-
cations, and perform basic administrative tasks.
The additional effort required ends up delaying
the underlying business processes and needs.
The corporation becomes slower to react and
innovate, damaging its competitiveness.
• Network strain. The more servers and
storage pumping data over a network, the
more complex the architecture, routing, and
control of traffic. The more complex the data
flow, the more difficult it is to run the network
efficiently, which can affect applications and,
by extension, corporate operations.
• Taxed strategic resources. As existing appli-
cation portfolios and associated infrastructure
consume resources to “keep the lights on,”
less money, time, people, and attention are left
for strategic investment and growth.
• Migration complications. As old hardware
comes to the end of its life, unit-for-unit
replacement requires additional investment in
underutilized systems and results in disrup-
tive transfer of data and applications. To keep
things as they are, even with standardization,
means inevitable periodic interference with the
very business processes and activities that the IT
infrastructure is supposed to enable.
Good economic times can mask the inefficiency
of an IT infrastructure and data center. But
economic challenges bring the problems to
light. IT consultancy The Hackett Group recently
tested the operational efficiency of large corpo-
rations by examining whether companies could
proportionately scale their sales, general and
administrative (SG&A) costs as revenue varied
by 15 percent—a condition many businesses
faced during the recent economic turndown.
“Three-quarters of the global 2000 companies
[we tested] failed,” says the group’s IT advisory
practice leader Honorio Padron, in part because
 UBM TECHWEB WHITE PAPER | Data Center Efficiency in the Virtual Era: Three Key Steps

IT expenses made up half the total SG&A cost.
Padron notes that one measure of com-
plexity is the number of different applications
a company supports per thousand users. The
greater the number of applications, the more
complex the infrastructure must be. “World class
companies that have done…transformative strat-
egies, including the redesign of the service deliv-
ery model, show 17 applications per thousand
users,” Padron says. “A company that has not
done that will have 28 applications per thousand
users. It’s almost two-to-one.”
A Comprehensive, Phased Approach
Simplification is the hallmark of intelligent cor-
porate infrastructure because it enables agility
and reduces unnecessary expenses. Technically,
simplification is a three-phase process: rational-
ization, consolidation and virtualization.
Rationalization involves determining what the
5 company needs for its operations and designing
an architecture accordingly. According to a June
2009 Gartner press release on data center costs,
rationalization and consolidation aid asset and
inventory management, lower annual energy costs
(typically by $400 per server per year), and yield a
5 to 10 percent saving in overall hardware costs.2
Consolidation involves reconfiguring servers,
networks, storage, and applications to accom-
modate the rationalized design and eliminate
redundant hardware, software, and data centers.
Gartner estimates that data center consolidation
will typically save from 5 percent to 15 percent of
the overall data center budget.
Virtualization involves separating physical
resources from virtual processes and treating
servers, storage, and networks as pools of capac-
ity deployed as necessary. Virtualization can also
free additional hardware for further consolida-
tion. According to Gartner, users see net savings
within two years, with server energy use down by
82 percent and floor space savings of 86 percent.
When a company undertakes rationaliza-
tion, consolidation, and virtualization, it makes its
IT systems more effective in a number of ways,
answering the problems that standardization
alone still leaves. The benefits enterprises derive
from simplification efforts include:
• Efficient capacity. A company has the right
number of servers, storage systems, and net-
work segments and needs significantly less
hardware than before, which frees capital. By
reducing the amount of equipment, IT also
constrains data traffic and demands on man-
agement processes.
• Reduced facility requirements. Reducing the
amount of equipment also decreases space,

7 Critical Questions When Choosing Vendors

Vendors tend to use similar claims when they talk about simplification,
particularly the virtualization phase. Choose the right vendor, and the com-
pany can move into virtualization at a measured pace, increasing its com-
petitiveness, reclaiming resources, and lowering expenses. Here are some
questions to ask to help evaluate the reality behind the hype:
• Does the vendor base its hardware on a standard Intel x86 chip architecture?
• Do the servers run third-party operating systems, or does the vendor pro-
vide a proprietary operating system?
• Do the vendor’s management tools work with a variety of hypervisors?
• Do the vendor’s tools manage a variety of hardware, or can they only man-
age equipment from one vendor?
• Does the vendor rely on a vertically integrated product stack, or is it com-
patible with products from a variety of vendors?
• Will you be locked into the vendor’s architecture, or do you create your
own infrastructure architecture and work the vendor’s approach into yours?
• How much of the equipment that you already own and run will be you able
to use?

2
Kumar, Rakesh. Gartner Outlines Seven Practical Ways to Save Costs in the Data Center, June, 2009.
 UBM TECHWEB WHITE PAPER | Data Center Efficiency in the Virtual Era: Three Key Steps
Simplification is the hallmark of intelligent corpo-
rate infrastructure because it enables agility and reduces unnecessary
expenses.
power, and cooling requirements.
•R  ight-sized administration. When a com-
pany radically reduces the amount of equip-
ment it runs, it pares the degree of administra-
tion required. IT can reduce headcount or even
redeploy people to activities that create more
value for the company.
• Flexibility. A company turns its servers, stor-
age, and network into resource pools that it
can assign quickly and as needed to best sup-
port business requirements at any given time.
Provisioning resources for new business needs,
migrating end-of-life equipment, performing
6 system recovery, or integrating new technolo-
gies become easy tasks.
Battling Politics
Simplification must transcend technology Because
the business as a whole drives IT, true simplifica-
tion must start with the business processes that
drive the need for applications and information.
That requires the process of rationalization; that
is, determining what software and hardware
the company actually needs to run its business.
“The planning and design is the most crucial
piece,” says Irwin Teodoro, director of engineer-
ing and systems integration at IT consultancy
Laurus Technologies. Teodoro works with many
healthcare organizations, and software for that
industry often has poor virtualization support.
“There could be supportability issues that pro-
hibit that application from going to a virtualized
environment. Not every platform or application
is a candidate for virtualization.” The question
comes down to what problem a company wants
to solve.
Simplification starts with analyzing the busi-
ness problem, including what the company
wants to attain and how its organization works.
It means, in part, looking beyond functional silos.
Without a holistic view, each silo tries to optimize
its own performance. But the result can hurt the
performance of the company as a whole.
Planning IT rationalization and consolidation
involves crossing organizational boundaries in
technical and business silos. Corporate IT depart-
ments tend to conceive of their infrastructures
in several main categories: servers, storage, net-
works, and applications. Each technical area has
its own managers, employees, budget, authority,
and processes – in short, its own organizational
silo independent from that of the others.
“Different IT teams who are using discon-
nected processes, maybe a mix of manual or
automated tools, are each doing their own thing
in terms of deploying apps, the database, the OS,
security, the network connections, and storage
resources,” according to Mary Johnston Turner,
IDC research director for enterprise systems man-
agement, in an April 21, 2010 InformationWeek
webcast. The result is that getting anything done
that requires cooperation is a chore.
Then there is the organization of the busi-
ness itself. Just as IT has its silos, the business
side also has silos based on corporate function,
business unit, department, and even project.
When the technical and business departments
interact, the already fragmented direction and
control over infrastructure and data centers only
gets worse, making it even more difficult for a
corporation to extract value from its infrastruc-
ture investments.
Companies must address these organiza-
tional issues, including managing the politics.
According to The Hackett Group’s Padron, the
recently difficult economic climate has made
it easier to move beyond individual objections
and restructure infrastructure. “People are say-
ing, ‘Forget the cultural issues that kept us from
consolidating in the past,’” he says, because
businesses can no longer afford to operate that
way. Padron says The Hackett Group has seen
rationalization and consolidation strategies accel-
erate significantly over the last two years.
“For instance, in 2004, only about 24 per-
cent of the companies [we surveyed] had shared
services with two or more functional areas in
it, like IT and finance or procurement or HR,”
Padron says. “Now that number is about 65
percent. That means those companies moved
in the direction of standardization of process,
which allows standardization of application,
which allows you to move into standardization
of infrastructure.”
The challenges these silos pose underscore
the need for rationalizing choices of software
and hardware, consolidating infrastructure,
and, most importantly, virtualizing. By doing so,
a company can effectively wrest control of serv-
ers, networks, and storage from individual silos
 UBM WHITE PAPER | Data Center Efficiency in the Virtual Era: Three Key Steps

and turn them into pools of corporate assets that
can be assigned to specific needs as necessary.
However, companies must take care when
specifying their rationalized platform. Vendors
that may claim to have open products might
effectively be proprietary. For example, two ven-
dors can base their servers on Intel x86 architec-
ture. One of the hardware lines could work with
third-party products while the other requires that
the corporation source everything from the one
vendor. If a company chooses the second option,
it effectively locks itself in with a specific vendor
and limits itself to the third-party applications
that are compatible with that vendor’s approach
to virtualization.
Three problems result from vendor lock-in.
One is the realization of the worst risk analysis
fear: If the company faces a problem in moving a
silo to the new technology, it may find it impos-
sible to return to the previous state.

Intel Simplifies Virtualization

As companies turn to virtualization for workload consolidation and to
improve utilization, they need to consider the increased network bandwidth
and storage demands that come with higher server utilization, as well as the
potential for virtual machine sprawl and management complexity.
7 Hardware-assisted Intel® Virtualization Technology (Intel VT) helps pro-
mote efficient data center growth. With support from the processor, chipset,
BIOS, and enabling software, Intel VT offloads workloads to system hard-
ware, which enables virtualization software to provide more streamlined
software stacks and “near native” performance characteristics. Intel VT simpli-
fies data centers in three key areas:
• Virtual machine migration. Intel VT FlexMigration enables flexible workload
migration and performance optimization across 32-bit and 64-bit operat-
ing environments. Data center managers and system administrators can set
simple rules for virtual machine migration based on time of day, workload,
or memory requirements. In conjunction with VM tools such as VMware’s
Enhanced VMotion, FlexMigration also protects infrastructure investments in
Xeon processors by providing architectural compatibility from one generation
to another.
• Unified networks based on 10 Gigabit Ethernet (GbE). Faster processors,
virtualization of applications and increases in virtual machine density all
raise the potential for I/O bottlenecks. A unified network fabric based on
Intel Ethernet 10GbE can simplify infrastructures and lower TCO while posi-
tioning data centers to meet future bandwidth needs. Intel 10GbE increases
Ethernet speed to 10Gbps, lowers power requirements and reduces the num-
ber of ports, switches and cables needed. 10GbE with Data Center Bridging
improves quality of service when data and storage share the same network.
And because Intel Ethernet 10GbE builds on existing tools and processes,
costs are lower than with other technologies. Interoperability with existing
network infrastructure and support from many equipment vendors allow a
high degree of flexibility in network design.
• Convergence of servers and storage. As storage needs and performance
expectations grow, storage architectures put ever greater demands on man-
agement systems. Storage and computing systems are converging to address
these needs. Many storage vendors, including EMC, are choosing Intel Xeon
processors as their architecture of choice.
For more details about Intel virtualization technologies, go to www.intel.
com/technology/virtualization/server/index.htm.
 UBM WHITE PAPER | Data Center Efficiency in the Virtual Era: Three Key Steps

Studies in Simplification
Here’s a look at three companies that have put simplification to work in their
environments:
Dell, a $53 billion company that’s one of the leading PC manufacturers in
the world, found itself with the same IT problems many giant corporations
face. New equipment deployment took as much as 45 days from order to
installation. The company was running out of space, power, and cooling for
servers. Out of tens of thousands of servers, three-quarters stayed under 20
percent utilization. Dell’s IT department worked with the company’s consult-
ing arm to develop a strategy to combat these inefficiencies. The company
first standardized on Intel Xenon-powered Dell PowerEdge R900 servers and
EqualLogic PS5000XV storage area networks, then simplified by virtualizing
thousands of servers, all controlled by VMware. The company’s efforts paid
off in consolidation ratios of up to 20 to 1 and a 30 percent jump in utiliza-
tion. Dell saved an estimated $29 million in hardware purchases, reduced
space, cooling, and power costs, and shrank the time for new deployments
8 from 45 days to 4.
Emerson, a 120-year-old $22 billion technology company, needed flexi-
ble and agile communications and computing to support a long-term growth
strategy. However, the legacy IT system consisted of implementation silos
that extended to 135 data centers. The company implemented a consolida-
tion strategy with Dell PowerEdge M610 and PowerEdge M710 blade servers
using Intel® Xenon processor 5500 and 5600 series architecture and Dell/EMC
CX4-960 storage area networks. The PowerEdge servers reduced footprint
by half. Emerson reduced all the data centers down to four and eliminated
about 3,600 servers in the process. Because of the new servers, the com-
pany’s new global production center in St. Louis lowered its energy use by
31 percent. In addition, the IT department expects to decrease the operating
costs of its Windows server environment by 15 percent a year.
PACCAR, a $7.6 billion transportation company that manufactures
premier truck brands, had nearly 1,000 servers split among several global
locations with 15 percent to 25 percent annual growth. The company had
to put considerable resources into maintenance, which diverted attention
and resources from innovation. PACCAR hired Dell Global Infrastructure
Consulting Services to help develop a simplification plan using Intel Xenon-
powered Dell PowerEdge 2950 and 6850 servers, with VMware running 15
to 20 virtual machines on each server, and Dell/EMC CX700 storage area
networks. Consolidation reduced the number of servers by half, and the cost
of each virtual server is about half that of a physical one, but the real advan-
tage to PACCAR came from improved IT efficiency. For example, the SAN
systems dropped application recovery time from five hours to 20 minutes.
The IT department can now create a virtual test and development environ-
ment in a few minutes. And virtualization now makes it possible to provision
resources for a new application in about 20 minutes.
 UBM WHITE PAPER | Data Center Efficiency in the Virtual Era: Three Key Steps
The second is the potential of future incom-
patibility with emerging standards. Unless the
proprietary vendor embraces the new tech-
nologies, companies may find themselves unable
to use them. New capabilities that could further
simplify IT operations or systems administration
would be incompatible with the proprietary
infrastructure.
The third problem is cost. Open systems
drive down cost because of competition. Closed
systems leave a company at the mercy of the
vendor as well as of employees with highly spe-
cialized experience, consultants, and third party
software firms that provide scarce goods and can
charge accordingly. That increases budget rather
than reducing it and freeing money for other
uses. To truly simplify, corporations must pick
technology that preserves flexibility and options.
9 Incremental Virtualization
Before virtualization, companies typically
achieved only 36 percent utilization, accord-
ing to information IDC’s Turner presented in
the InformationWeek webinar. Within the next
two years, IDC expects utilization to rise to 67
percent.
By the end of 2010, IDC expects more than
half of all workloads to run on virtual servers.
Yet, IDC projects that number will only rise to 69
percent by 2013.3
Initial virtualization and consolidation efforts
go for the low-hanging fruit—servers that can be
virtualized and consolidated with at low risk. And
consolidation can bring welcome early gains,
especially now that vendors such as Intel have
overcome limitations that had previously created
system latencies, limited server utilization rates,
or left gaps in virtual machine availability and
connectivity (see “Intel Simplifies Virtualization”
on page 7).
Once that initial stage is complete, compa-
nies tend to hit a virtualization wall; further prog-
ress means driving virtualization into proprietary
silos, which is a riskier undertaking. Furthermore,
not everything can be virtualized. For example,
many organizations in the healthcare sector,
according to Laurus Technology’s Teodoro, are
just beginning to adopt virtualization. “It’s a
non-competitive industry to begin with,” he says.
With relatively few vendors and hospitals often
serving independent sets of customers, there
was far less pressure than in other industries to
become more efficient, and so vendors didn’t
3
Johnston Turner, Mary. Automation and Integration Vital for Efficient Data Center Operations, IDC White Paper, April 2010.
Server Utilization Before and
After Virtualization
X86 Servers
80
70 67%
60 56%
50
40 36%
30
20
10
0
Utilization Utilization Planned
Before Today in Two
Virtualization Years
N=258 Source: IDC Virtualization Multiclient Study
write their software packages to be compatible
with virtualization. Hospitals were effectively
locked into whatever packages they already
used and couldn’t easily transition to another
vendor’s offerings. However, even in healthcare,
with national pressure to reform practices and
costs, the days of dedicated servers are coming
to an end. “We’re having conversations with
healthcare companies now that you had with
non-healthcare companies three or four years
ago,” Teodoro says. As the customers demand
virtualization, vendors will begin to comply.
In healthcare, as in nearly every other
industry, the rip-and-replace approach of
changing everything at once is unrealistic.
Enterprises must approach virtualization in a
pragmatic and phased approach, targeting
high-reward and low-risk areas for initial
implementations and then continuing into other
areas as software and project schedules allow.
Instead of rip-and-replace, intelligent enter-
prises opt for a strategy of expand-and-embrace,
incorporating the infrastructure in pieces until
everything comes under the virtualization
umbrella.
For most companies, that means an incre-
mental and circular process of standardizing
some portion of the infrastructure, virtualiz-
ing that part, and then using freed resources
 UBM WHITE PAPER | Data Center Efficiency in the Virtual Era: Three Key Steps

Worldwide Installed Workloads Virtualized by Year

80

70
68.6
65.1
59.4
60
51.3
50
42.1

(%)
40
33.0
30
22.4
20 13.9
8.7
10

0
2005 2006 2007 2008 2009 2010 2011 2012 2013

Source: IDC Virtualization Multiclient Study, 2009

10
to repeat the process in another part of the
infrastructure. Not only does this incremental
approach allow a company to work within its
budget and resource limits, but it also lets the
company start with the most receptive operating
silos and, over time, bring pressure to bear on
less receptive ones.
Simply Efficient
Enterprises that approach simplification with the
rationalization, consolidation, and virtualization
approach in mind can free resources and reduce
expenses. Even more importantly, building on
open, standard technologies allows them to
preserve and even expand choices in how to run
their business.
The built-in scalability and flexibility offered
by a standardized, simplified data center infra-
structure enables IT to respond quickly to business
needs and enables the enterprise to take advan-
tage of changing opportunities. Furthermore,
simplification prepares the business to make
the most of automation. Read how in the final
installment of this series.

Dell and Intel

Dell Inc. (NASDAQ: DELL) listens to customers and delivers innovative technology and services they value. A leading global
systems and services company uniquely enabled by its direct business model, Dell is No. 33 on the Fortune 500 list of
America’s largest companies. For more information, visit www.dell.com or to communicate directly with Dell via a variety
of online channels, go to http://www.dell.com/conversations. To get Dell news direct, visit http://www.dell.com/RSS.

Intel (NASDAQ: INTC), the world leader in silicon innovation, develops technologies, products and initiatives to con-
tinually advance how people work and live. Additional information about Intel is available at www.intel.com/pressroom
and blogs.intel.com.