Innovation is the key to understanding the present that wants to thrive in the future, including in IT Operation Management with hybrid and multicloud infrastructures. To better prepare any company for the future, Sorint.lab offers its framework, built with standard components, dressed in tailoring consultancy and maintained by 365×24 support.
The centre of the Sorint.lab proposal is in the NGMS division, an acronym for Next Generation Managed Services. This is the area that receives the most requests from customers, regardless of their IT architecture. In recent years, changes in the business have occurred at a frenetic pace, and working solutions have required sometimes profound changes, if not a complete rewrite. Sometimes, a different resource mapping than previously adopted was necessary. The case known to all is the different management of telework in recent years: this need has required a different structuring even in cases where the amount of resources was sufficient, but not distributed for the new needs. Choosing the Sorint.lab approach can be crucial.
Sorint.lab’s experience as a company is a competitive advantage
“We often get burned in the company, increasing the experience we need to solve the customer’s problem without them having to get burned.” This is a quote from Luca Pedrazzini, DG of Sorint.lab, which explains the company’s approach well: Sorint.lab is the first company to gain experience when technology demands a change of pace. Even in the case of teleworking, the availability of two owned data centres was not deemed sufficient, but was reorganized by moving some of the activities to the public cloud.
Sorint.lab is organized internally into Sircles (internal version of the Circles of the Agile methodology) (. At the beginning of the year, it was appropriate to reorganize internal resources in the new Sircle dedicated to Platform and Innovation, which immediately became the centre of the proposal. The availability of assistance on applications, monitoring, and governance leads to rapid evaluation of innovative changes to the tools employed, if not to the development approach.
Any governance of ICT assets today requires expertise in the DevOps area, whether and when to migrate certain areas there, on which cloud platforms, with or without containerization with Kubernetes and similar technologies.
Technical staff are also required to change their skills in terms of quantity and, above all, method. In this case, we speak of augmented dev teams: these are multidisciplinary teams, with constantly evolving objectives, to be defined from time to time with the client or the managed project team.
Skills also require innovation. Sorint.lab’s choice to place innovation at the centre of the remodelling process is rewarding immediately, but even more so as it evolves into the future.
The data centre is a leading actor, but certainly not the only one
Strong innovation drives are now moving in specific directions, which are at the heart of Sorint.lab’s IT Operation Management framework. The ideal infrastructures are hybrid and multicloud, with strong process automation. The multicloud infrastructure involves a current analysis to determine which part to send to the cloud, whether to manage a part in the private cloud, and what to keep at home. Disaster recovery must be a certainty here, because even a data centre can have problems with data loss: remember the OVH disaster? It just happened on March 9, 2021. Disaster recovery, in turn, is just one piece of the larger puzzle that passes through business continuity and arrives at the resilience of the company over long periods of time.
The choice of the Sorint.lab framework, focused on innovation and 365×24 remote attention, becomes a competitive adv)
+antage that grows year after year.