HP-Fueled Application Delivery Transformation Pays Ongoing Dividends for McKesson

Transcript of a BriefingsDirect podcast on healthcare giant McKesson's continuing multi-year, pan-IT journey toward service management transformation.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: HP.

Dana Gardner: Hello, and welcome to the next edition of the HP Discover Performance Podcast Series. I'm Dana Gardner, Principal Analyst at Interarbor Solutions, your moderator for this ongoing discussion of IT innovation and how it’s making an impact on people’s lives.

Gardner

Once again, we're focusing on how IT leaders are improving their services' performance to deliver better experiences and payoffs for businesses and end users alike, and this time we're coming to you directly from the HP Discover 2013 Conference in Las Vegas.

We’re here the week of June 10 to explore some award-winning case studies from leading enterprises. Our next innovation case study interview highlights how McKesson Corp. accomplished a multi-year, pan-IT management transformation.

We’ll see how McKesson's performance journey, from 2005 to the present, has enabled it to better leverage an agile, hybrid cloud model.

To learn more about how McKesson gained a standardized services orientation to gain agility in deploying its applications, please join me now in welcoming Andy Smith, Vice President of Applications Hosting Services at McKesson. Welcome, Andy. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

Andy Smith: Thank you, Dana. Glad to be here.

Gardner: It's good to have you back. It's hard to believe it's been a full year since we last spoke. I was very interested in how McKesson had been progressing and maturing its applications delivery capabilities back then. What's new? What's different? What's changed in the last year?

Smith: Probably one of the things that have changed in the last year is that our performance metrics have continued to improve. We're continuing to see a drop in the number of outages from the standardization and automation. The reliability of the systems has increased, the utilization of the systems has increased, and our system admin ratios have increased. So everything, all the key performance indicators (KPIs) are going in the right direction.

That allowed us to make the next shift, which was to focus on how can we do better at providing capabilities to our customers. How do we do it faster and better through provisioning, because now it's taking less time to do the support side of it.

Gardner: It's really interesting to me that a big part of all this is the provisioning aspect going from fewer manual processes and multiple points of touch to more self-provisioning. How has that worked out? Have the people stepped up to the plate on that, and do they seem to want to take more initiative in terms of how applications are developed and deployed?

Smith: It's been very well received. We've been in production now roughly two-and-a-half months. Rather than delivering requests via business requests to add some compute capacity in an average of six months, we’re down to less than four days. I think we can get it down to less than 10 minutes by the time we hit the end of summer.

Well received

So, it's been well received. It's been a challenge to get people to think differently about their processes internal to IT that would allow us to do the automation, but it's been very well received.

Gardner: Just for the edification of our listeners, tell us a bit about McKesson. You’re not just a small mom-and-pop shop.

Smith: No, I think we’re Fortune 14 now, with more than $122 billion in revenue and more than 43,500 employees. We focus specifically on healthcare, how to ensure that whatever is needed by  healthcare organizations is there when they need it.

Smith

That might be software systems that we write for providers. That could be claims processing that we do for providers. But, the biggest chunk of our business is supply chain, ensuring that the supplies, whether they be medical, surgical, or pharmaceutical, are in the hospital's and providers' hands as soon as they need them.

If a line of business needs to make an improvement in order to capture a need of a customer, with the old way of doing business, it would take me six months to get the computer on the floor. Then they could start their development. Now, you're down to less than a week and days. So they can start their development six months earlier, which really helps us be in a position to capture that new market faster. In turn, this also helps McKesson customers deliver critical healthcare solutions more rapidly to meet today's emerging healthcare needs and enable better health.

Gardner: And there are also some other factors in the market. There's even more talk now about cloud than last year, it's hard to believe, focusing on hybrid capabilities, where you can pick and choose how to deploy your apps. Then, there's the mobile factor. Is the compression of time something that you’re still feeling, perhaps more so now with mobile, or is that now a part of your applications’ speed initiatives?

Smith: It's not part of my speed initiatives right now, but we are recognizing that we have to build that next generation of application. Part of that is the mobility piece of it, because we have to separate the physical application, the software-as-a-service (SaaS) application from the display device that the customer is going to use. It might be an Android, an iPhone,  or something else, a tablet.

We really have to separate that mobile portion from it, because that display device could be almost anything.

So we're recognizing the fact that for next-generation of product, we really have to separate that mobile portion from it, because that display device could be almost anything.

Gardner: So there are more complexity factors always coming into the picture. Let's go back to this services orientation and standardization. What were some of the difficulties that you had. What were the hurdles in terms of trying to get standardized and creating that operating procedure that people could rally behind, self provision, and automate? What's for those people that are just starting on this journey? What might they expect?

Smith: The first piece is just a change in culture. We believe we were customer-centric providers of services. What that really translated to was that we were customer-centric customized providers of services. So every request was a custom request. That resulted in slow delivery, but it also resulted in non-standardized solutions.

One of the most difficult things was getting the architects and engineers to think differently and to understand that standardization would actually be better for the customer. We could get it to them faster, more consistently, and more reliably, and on the back end, provide the support much more cheaply to get that mind shift.

But we were successful. I think everybody still likes to customize, but we haven't had to do that.

The right culture

Gardner: We’re here at HP Discover, and you’ve won an award. Congratulations, incidentally. How have the HP products and services come together to help you not only tackle these technical issues, but to foster the right culture?

Smith: When we talked last year, we had a lot of the support tools in place from HP -- operations orchestration, server automation, monitoring tools -- but we were using them to do support better. What we're able to do from the provisioning side is leverage that capability and leverage those existing tools.

All we had to do is purchase one additional tool which is a Cloud Service Automation (CSA) that sits on top of our existing tools. So it was a very minor investment, and we were able to leverage all the support tools to do the provisioning side of the business. It was very practical for us and relatively quick.

Gardner: Of course, a big emphasis here at HP Discover is HP Converged Cloud and talking about these different hybrid models. How has the automation provisioning services orientation, and standardization put you in a place to be able to avail yourselves of some of these hybrid models and the efficiencies and speed that come with that? How do they tie together -- what you’ve done with applications now and what you can perhaps do with cloud?

From a technology standpoint, we know we can do it. We’ve done it in the labs.

Smith: We’ll be the first to admit that providing the services internally is not necessarily always the best. We may not be the cheapest and we may not be the most capable. By getting better at how we do provisioning and how we do our own internal cloud frees up resources, and those resources now can start thinking about how we work with an external provider.

That's a lot of concern for us right now, because there is that risk factor. Do you put your intellectual property (IP) out there? Do you put your patients’ medical records out there? How do you protect it? And so there are a lot of business rules and contracting issues that we have to get through.

From a technology standpoint, we know we can do it. We’ve done it in the labs. We’ve provisioned out to third-party providers. It all works from a technology standpoint with the tools we have. Now we have to get through the business issues.

Gardner: It's interesting that you are seeing this relationship between applications and the transformation you've made to make your applications delivery more agile and the deployment opportunities you have with cloud and hybrid cloud models. HP has its fingers in both sides of that equation -- the apps and then also the cloud.

Is there a certain advantage that you see working with HP that will perhaps allow you to pull those together for your benefit?

Smith: I think so, because a lot of companies, HP included, are on the same journey. You’ve got some legacy that you have to keep. You’ve got some legacy that you need to improve on. But you also need to be ready to build that next-generation application.

On the same journey

It's fortunate, in some ways, that HP is on the same journey. We partner on a lot of these things. When we brought CSA in, it was one of the earlier releases, and now we’ve partnered with them through the Customer Advisory Boards (CABs) and other methods. They continue to enhance this to meet our needs, but also to meet their needs.

Gardner: With CSA,  are you on the latest version of that?

Smith: We might be down one point release, we’re at 3 point something, so we are maybe one back. But we brought it in as 1.0, then 2.0, and now we’ve moved into 3, and it's continued to improve.

Gardner: Now that you've been on this journey from 2005, where do you see yourselves in a couple of years? How does this tie together? What are your new goals and requirements that you're setting for yourselves and are interested in achieving?

Smith: Because we’re in healthcare, very similar to banking, we've hit a point where we don't believe we can afford to be down anymore.

Instead of talking about three nines, four nines, or five nines, we're starting to talk about, how we ensure the machines are never down, even for planned maintenance. That's taking a different kind of infrastructure, but that’s also taking a different kind of application that can tolerate machines being taken offline, but continue to run.

That's where our eye is, trying to figure out how to change the environment to be constantly on.

That's where our eye is, trying to figure out how to change the environment to be constantly on.

Gardner: To have those levels of performance, you can't just look at the infrastructure or the apps. It needs to be all of those things, and the apps from beginning to end, in terms of their lifecycle.

Smith: Exactly. If the application isn't smart enough to tolerate a piece of machine going down, then you have to redesign the application architecture. Our applications are going to have to scale out horizontally across the equipment as the peaks and valleys of the customer demands change through the day or through the week.

The current architecture doesn't scale horizontally. It scales up and down. So you end up with a really big box that’s not needed some times of the day. It would be better if we could spread the load out horizontally.

Gardner: So just to close out, we have to think about applications now in the context of where they are deployed, in a cloud spectrum or continuum of hybrid types of models. We also have to think about them being delivered out to a variety of different endpoints.

Different end points

What do you think you’ll need to be doing differently from an application-development, deployment, and standardization perspective in order to accomplish both that ability to deploy anywhere and be high performance, as well as also be out on a variety of different end points?

Smith: The reality is that part of our journey over the last several years has been to consolidate the environment, consolidate the data centers, and consolidate and virtualize the servers. That's been great from a customer cost standpoint and standardization standpoint.

But now, when you're starting to deliver that SaaS mobile kind of application, speed of response to the customer, the keystroke, the screen refresh, are really important. You can't do that from a central data center. You've got to be able to push some of the applications and data out to regional locations. We’re not going to build those regional locations. It's just not practical.

That's where we see bringing in these hybrid clouds. We’ll host the primary app, let's say, back in our corporate data center, but then the mobile piece, the customer experience piece, is going to be have to be hosted in data centers that are scattered throughout the country and are much physically much closer to where the customer is.

You’re going to really have to be watching the endpoints so you can see that customer experience.

Gardner: Of course, that’s going to require a different level of performance monitoring and management.

Smith: Exactly, because then you really have to monitor the application, not just the server at the back end. You’ve got to be watching that performance to know whether you have a local ISP that’s come down, if you have got a local cloud that’s come down. You’re going to really have to be watching the endpoints so you can see that customer experience. So it is a different kind of application monitoring.

Gardner: Well, we look forward to speaking with you again, Andy, in a year or two to see how that’s progressing. But I am afraid we’ll have to leave it there for today. We’ve been learning about how McKesson accomplished a multi-year, pan-IT Management Transformation and we’ve seen how McKesson’s performance journey has enabled it to create an agile hybrid cloud model.

And so join me now please in thanking our guest, Andy Smith, Vice President of Applications Hosting Services at McKesson. Thank you, Andy.

Smith: Thank you, Dana.

Gardner: And I’d like to thank our audience too for joining us for this special HP Discover Performance Podcast coming to you from the HP Discover 2013 Conference in Las Vegas.

I'm Dana Gardner, Principal Analyst at Interarbor Solutions, your host for this ongoing series of HP sponsored discussions.

Thanks again for listening, and come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: HP

Transcript of a BriefingsDirect podcast on healthcare giant McKesson's continuing multi-year, pan-IT journey toward service management transformation. Copyright Interarbor Solutions, LLC, 2005-2013. All rights reserved.

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HP Discover Performance Podcast: McKesson Redirects IT to Become a Services Provider That Delivers Fuller Business Solutions

Transcript of a BriefingDirect podcast from HP Discover 2012 on how health-care giant McKesson has revamped it's IT approach and instituted a cultural shift toward services.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: HP.

  
Dana Gardner: Hello, and welcome to the next edition of the HP Discover Performance podcast series. I'm Dana Gardner, Principal Analyst at Interarbor Solutions, your co-host and moderator for this ongoing discussing of IT innovation and how it's making an impact on people’s life.

Once again, we're focusing on how IT leaders are improving performance of their services to deliver better experiences and payoffs for businesses and end users alike. This time, we’re coming to you directly from the HP Discover 2012 Conference in Las Vegas. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

We’re exploring some award-winning case studies from leading enterprises to see how an IT transformation approach better supports business goals. And we'll see how IT performance improvements benefit these companies, their internal users, and their global customers.

Our next innovation case study interview highlights how pharmaceuticals distributor and healthcare information technology services provider McKesson has transformed the very notion of IT. We will see how a shift in culture and an emphasis on being a services provider has allowed McKesson to not only deliver better results, but elevate the role of IT into the strategic fabric of the company.

To learn more about how McKesson has recast the role of IT and remade its impact in a positive way, we're joined by Andy Smith, Vice President of Applications Hosting Services at McKesson. Welcome, Andy.

Andy Smith: Thank you, Dana. I really appreciate you inviting me and I am glad to be able to share my experiences with others.

Gardner: Let me start with this notion of IT transformation. We hear a lot about that. I wonder if you have any major drivers that you identified, as you were leading up to this, that allowed you to convince others that this was worth doing.

Smith: What we did, and this started several years ago, was to focus on what our competition was doing, not the competition to McKesson but the competition to IT. In other words, who was the outsourcer or who were the other data-center providers. From that, we were able to focus on our cost, quality, and availability and come up with a set of metrics that covered it all, so that we could know the areas we needed to transform and the areas where we were okay.

Gardner: So, in a sense, you had to redefine yourself as a services provider, because that's who you saw as your competition?

Smith: Exactly, and that's who our customers are talking to -- our competition. When they came to us for a service, they had already talked to third-party providers. And so we realized very quickly that our competition was the outside world, so we had to model ourselves to be more like them and less like an internal IT department.

Gardner: That, of course, cuts across not only technology, but culture and the whole idea of being accountable and to whom. So let's start at that higher level. How did you begin to define what the new culture for IT should be?

Balanced scorecard

Smith: We started out with a balanced scorecard. It really came down to whether the employees and the customers were satisfied. Did we do what we said – were we accountable -- and were the financials right?

So when we started setting up that balance scorecard, that on its own started to change the culture. Suddenly, customer satisfaction mattered, and suddenly, system availability mattered, because the customer cared, and we had to keep the employees trained, so that they were satisfied.

Over time, that really changed the culture, because we're looking at all four parts of the scorecard to make sure we're moving forward.

Gardner: I suppose it's essential, when you're a services provider rather than a technology products producer and deployer, that you understand what are the right metrics to measure. So is it a different set of metrics from IT to a service provider role of IT?

Smith: It really is, because when we were just an internal IT department, we spent more time saying, "The customer gave us an order, we hit the checkbox and finished that order, we're done." We were always asking, "Did we do it, and did we do it on time?"

What we really focused in on were the real drivers. A lot of the measures are more trailing indicators. Even money tended to be a trailing indicator.

That's not really what the customer was looking for. The customer was looking for. "Did you deliver what I needed, which may be different than what I asked for. Did you deliver it at a good price? Did you deliver it at a good quality." So it did switch from being measuring the ins and the outs of an order taker, to whether we are delivering the solution at the right price.

Gardner: As we've seen in a number of companies, when they’ve gone to more measurement using metrics, key performance indicators (KPIs), and working towards service-level agreements (SLAs), sometimes that can become daunting. Sometimes, there is too much, and you lose track of your goal. Is there a way that you work towards a triage or a management approach for those metrics, those KPIs, that allowed you to stay focused on these customer issues?

Smith: What we really focused in on were the real drivers. A lot of the measures are more trailing indicators. Even money tended to be a trailing indicator.

So we went into what's really driving our quality, what's really driving our cost. We got down to four or five that we are the ones that mattered. "Is the system up and running. Are changes causing outages. Are data protection services reliable. Are our events being handled quickly and almost like a first call resolution. Are they being resolved by the first person that gets the event?"

The focus was prevent the outage and shorten up the mean time to restore, because in the end, all of that will drop the cost. It worked, but it was focusing on a handful, rather than dozens.

Gardner: Is it fair to say that doing this well is, in fact, also a cost-saver? Is there a built-in mechanism for efficiency, when you start focusing on that service provider role, that brokering role?

Pulling down cost

Smith: It truly did bring down our cost within McKesson. I'll probably be off by several million, but each year we pull down our cost several million dollars. So every year my budget gets smaller, but every year my quality gets higher, my employee satisfaction gets higher, and my customer satisfaction gets higher.

It can really get both. You don't have to sacrifice quality to reduce cost. The trick was saying that I no longer needed a person to do this commodity factory work. I could use a machine to do that, which freed up the worker from being a reactive commodity person to being a proactive value-add person. It allowed the employee to be more valuable, because they weren't doing the busy work anymore. So it really did work.

Gardner: For those in our audience who might not be familiar with McKesson, tell us a little bit more about the company. Specifically, tell us about the scale of your IT organization to put those millions of dollars into some perspective in the total equation?

Smith: McKesson IT is roughly 1,000 employees. The company is roughly 45,000 employees. So percentage-wise, we're not that big. My personal budget to run the IT infrastructure is about a $100 million a year.

So pulling out a few million dollars a year may be only a few percent, but it's still a pretty significant endeavor. We've managed to pull that cost out, both through the typical things like maintenance contracts and improved equipment, but also by not having to grow the full-time employee (FTE) base. I haven't had to let any FTEs go, but what we've discovered was that, as we did these things, I needed fewer employees.

To get people to stop thinking about the technology and start thinking about the business solution is a slow transition, because it's a real mind-shift.

As employees resigned, I didn't have to replace them. My staff base has been shrinking, but I haven't had anybody lose a job. So that's been also very reassuring for the employees, because they kept waiting for that big shoe to drop, waiting for us to say, "We're going to outsource you," but we've never had to do it.

Gardner: I guess when you compete against the outsourcers better, then you are going to retain those jobs and keep that skill set going. There is a cliché that you're able to take people from firefighting and put them into innovation. Is there a truth to that in what you've done?

Smith: That really is truth. It took time, and we’re not done, but to get people to stop thinking about the technology and start thinking about the business solution is a slow transition, because it's a real mind-shift. In a lot of ways, these employees see the reactive work as the bread and butter work that puts the paycheck on the table. That lets them be a firefighter and a hero, and if you take that away, the motivators are different.

It takes time to get people comfortable with the fact that your brain is worth a lot more doing value-add work than it was just doing the firefighting. We're still going through that cultural shift. In some ways, it's easier for the older employees, because if you go back a few decades, IT was that. It was programmer analyst, system analyst, and business analyst. For me, "analyst" disappeared from all my job titles.

In the last couple of decades, for some reason, we erased analyst, and now you're just a programmer or an operator. In my mind, we're bringing the analyst back, which for the older employees, is easy, because they used to do it. For the younger employees, we've got to teach them how to be consultants. We've got to teach them how to be analyst. In some cases, it's a totally different, scary place to go, because you actually have to come out of the back office and talk to somebody, and they're not used to that.

Cultural shift

Gardner: Maybe there are methodologies that work here that you could discuss, services-oriented architecture (SOA) comes to mind and also ITIL. Have you been using ITIL approaches and SOA to help make those transitions? Is there a technology track is a cultural shift?

Smith: Yes, we went down the ITIL road, because we were manual before. Everybody was doing it with tribal knowledge. The way I did it today might be different than the way I'd do it tomorrow, because it's all manual, and it's all in people's heads.

We did go into ITIL version 3 and push it very hard to give that consistency, because the consistency really mattered. Then, we could really measure the quality. We could be ensured that no matter who did it or when it was done, it was done the same way, and that reliability mattered a lot.

We also got away from custom technology, and we got to where everything is going to be a certain type of machine. It's going to look the same. All the tools are going to be fully integrated and no longer be best-of-breed point solutions. Driving that standardization made a big difference. You don’t have to remember that machine on the left you reboot it this way, and that machine on the right you reboot it a different way. You don’t have to remember anymore, because they're all the same.

We made the equipment and tools standard and more of a commodity so that the people didn’t have to be that anymore. The people could be thought leaders. All those things really did work to drive out the cost and increase the quality, but it's a lot of different pieces. You can't do it with just one golden arrow. You have to hit it from every angle.

We had to increase the transparency to say we’re doing a good job or we’re doing a bad job.

We had to change the technology, the people, and the processes. We had to increase the transparency to say we’re doing a good job or we’re doing a bad job. It was just, "Expose everything you’re doing."

That's scary at first, but in the end, we found out we really are competing with the competitors and we can continue to do it, and do it better. We understand healthcare, we understand McKesson, and we’re an internal group, so we don’t have a profit margin. All those things combined can make us a better IT solution than a third party could be.

Gardner: And as you entered that standardization process, did that services orientation become a value point for you? Did private cloud or an even a hybrid model start to become interesting? How far have you progressed in that “cloud direction”?

Smith: The services orientation helped a lot. We’re on the IT side, so we started out with our service as Unix, our service as data, our service as Windows. Getting us focused on that helped us remember what the service really was. We’re now stepping back even one step farther and saying that that no longer matters.

What really matters is the business solution you’re trying to solve. We’re stepping even farther back, saying that the service is order to cash, or the service is payroll, or the service is whatever. We’re stepping back farther, so we can look at the service from the standpoint of the customer. What does the customer want? The customer doesn’t want Unix. The customer wants order to cash. The customer doesn’t want Windows. The customer wants payroll.

Thinking about cloud

Stepping back has now allowed us to start thinking about that cloud. All the equipment underneath is commoditized, and so I can now sit back and say that the customer wants this business solution and ask who is the best person to give me the components underneath?

Some of them, for security reasons, we’re going to do on our internal cloud. Some of them, because of no security issues, we’re going to have a broker with an external provider, because they may be better, cheaper, or faster, and they may have that ability to burst up and burst down, if we’re doing R&D kind of work.

So it's brought us back to thinking like a business person. What does the business need and who is the best provider? It might not be me, but we’ll make that decision and broker it out. This year we're probably going to pull off our internal cloud and our external cloud and really have a hybrid solution, which we’ve been talking about for a couple of years. I think it will really happen this year.

Gardner: We’re here at HP Discover and HP COO Bill Veghte was on the stage a little while ago. One of the things that he said that caught my attention was that we’re producing the app services and the Web services that are the expression of business processes.

I thought that was a good way to put it, because in the past, business processes had to conform to the applications. Now, we’re able to take the applications in the hybrid delivery model and extend them to form what the business processes demand. Is that also sort of a shift that's come along with your going more towards a service brokering capability?

The other 80 percent is really unique business services that our customers need to improve healthcare, to reduce the cost in healthcare, and those are really unique to McKesson.

Smith: It is a shift that's going on, and it's interesting, because I don’t think part of this is matured. If you’re dealing with the big package products whether it's the Oracles or the SAPs, those people are dictating almost a custom solution in order to keep themselves alive. But that's probably 20 percent of my business, when I think about servers and applications.

The other 80 percent is really unique business services that our customers need to improve healthcare, to reduce the cost in healthcare, and those are really unique to McKesson. What I am finding, when I look at those types of business services, they are the real bread-and-butter that makes our world different.

Having the hybrid capability does let me put together the pieces to optimize what the business need is, but it is the 80-20. For the 80 percent I can do it. For the other 20 percent, those vendors are probably going to lock me into a custom solution, but that's okay.

Gardner: Well great. I am afraid we’re about out of time. We’ve been discussing with McKesson, how they’ve recast the role and impact of IT. I want to thank our guest, Andy Smith, Vice President of Applications Hosting Services at McKesson. Thanks so much, Andy.

Smith: Thank you very much, Dana.

Gardner: And I also want to thank our audience for joining us for this special HP Discover Performance podcast coming to you from the HP Discover 2012 Conference in Las Vegas.

I'm Dana Gardner, Principal Analyst at Interarbor Solutions, your host for this ongoing series of HP sponsored discussions. Thanks again for listening, and come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: HP.

Transcript of a BriefingDirect podcast from HP Discover 2012 on how health-care giant McKesson has revamped it's IT approach and instituted a cultural shift toward services. Copyright Interarbor Solutions, LLC, 2005-2012. All rights reserved.

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