Category Archives: IT Management

Tech News Recap for the Week of 05/01/17

If you had a busy week last week and need to catch up, here’s a tech news recap of articles you may have missed for the week of 05/01/2017!

Cisco is paying $160 million for networking startup, Viptela. Cloud vs on-premises, finding the right balance. What’s next for hybrid cloud? How software-defined networking is evolving far from where it began. How to strike ransomware out. Nutanix expands software footprint and more tops news this week you may have missed!

Remember, to stay up-to-date on the latest tech news throughout the week, follow @GreenPagesIT on Twitter.

Tech News Recap






IT Operations



Join us at Boston Summer VMUG UserCon on Thursday, June 1st, 2017!

By Jake Cryan, Digital Marketing Specialist

Tech News Recap for the Week of 04/24/17

While this Tech News report is later than usual, there are plenty of major announcements and updates worth looking at. If you had a busy week last week and need to catch up, here’s a tech news recap of articles you may have missed for the week of 04/24/2017!

Last week was full of Microsoft news and updates including, Windows 10 upgrades, security and cloud improvements, and Outlook updates. There is also an in-depth article comparing the big fish in the cloud, including AWS, Azure, and Google. R2Games, Chipotle, and Verizon were all involved in data breach reports and more tops news this week you may have missed!

Remember, to stay up-to-date on the latest tech news throughout the week, follow @GreenPagesIT on Twitter.

Tech News Recap




IT Operations


Join us at Boston Summer VMUG UserCon on Thursday, June 1st, 2017!

By Jake Cryan, Digital Marketing Specialist


GreenPages-LogicsOne Celebrates 25 Years of Delivering IT Innovation

GreenPages CEO, Ron Dupler

This April we are celebrating GreenPages’ 25th anniversary. As we mark this occasion and on behalf of Team GreenPages, I want to thank our customers—the driving force behind our 25-year journey. I also want to thank our technology partners for your ongoing support and dedication to innovation and excellence.

In April of 1992, an entrepreneur named Kurt Bleicken founded GreenPages as a resource for corporate IT professionals to efficiently procure the hardware and software required to drive their IT initiatives during the early stages of the client-server computing revolution. Prior to founding GreenPages, Kurt spent considerable time speaking to corporate IT leaders to better understand their challenges and best serve their business needs. Kurt embedded “a better way” into our core business systems and founded GreenPages with a strong customer focus and commitment to world-class execution and service, delivered by a customer-focused team working collaboratively in a strong, employee-focused culture. GreenPages saw great growth and success during the 1990s fueled by Kurt’s founding vision.

As I often tell our team, we are living in an amazing period of human history and our 25-year journey has occurred at the epicenter of what makes our time remarkable: the information technology revolution. When GreenPages was founded, we lived in a much different world. Microsoft had just launched Windows backed by a $10 million publicity blitz. The internet browser had just been invented, but few people used or even knew what the internet was. Digital had just announced the Alpha chip to enable 64-bit computing. The JPEG standard had just been finalized, and a prototype SSD module had been submitted for evaluation by IBM. We were still in the early stages of what would become a tsunami of technology innovation that would change the way we live, work, and play, and the very nature of humanity itself.

Through the internet becoming a pervasive force in our lives, to the logical abstraction of workloads driven by the virtualization wave, to the emergence of cloud computing and arrival of the cloud-mobile era, Team GreenPages has evolved in close collaboration with our customers and technology partners. We have moved from a supply chain organization that offered a faster, better, and cheaper method for procuring IT goods, to an industry leader in cloud computing, offering strategic consulting, architecture, systems integration, and systems management for the hybrid cloud computing models fueling the digital era.

As we celebrate our 25th anniversary we are very excited about the road ahead. The pace of change is accelerating and we see tremendous opportunities for our organization, our customers, and our technology partners in the digital era. Today, we are focused on enabling technological innovation to fuel our customers’ digitalization strategies that enable both agility and business velocity. Speed is everything today. The art of IT innovation is delivering this needed agility in a secure and compliant manner, and ultimately the next generation computing platforms backed by the old-world mandates of security and compliance, which are more important than ever.

I expect the next 25 years to be even more amazing than the past 25 and look forward to celebrating our 50th anniversary with you in 2042. As we drive into the future, our customer focus and commitment will remain the constant amidst the tremendous waves of change sweeping across our industry. We will continue to strive every day to deliver outstanding technology-driven business results with the best, brightest, and most committed team in our industry.


Ron Dupler
CEO, GreenPages

Harnessing Lightning: The Power of DevOps + ITOM

Did you miss our recent webinar, “Harnessing Lightning: DevOps + ITOM for Secure & Compliant Hybrid Cloud Ops?” Simon Johnson, Senior VP of Client Services and Jay Keating, Senior VP of Cloud and Managed Services explain how to embrace, not resist, DevOps, the pivotal role of IT as the control plane for workload distribution, how to transform your IT with a next-gen IT Operations Transformation Framework, and much more. 

We’re at a time that IT has become a business and the value that IT can give to the business exceeds what it’s ever been able to do before. The ability to gain a competitive advantage to technological innovation is really driving the business to demand a lot more from IT. With this, we are seeing the expansion of new approaches to delivering IT services. We are seeing hybrid clouds as a strategy around agility and time-to-market and we are seeing DevOps as another key area, bringing two traditionally disparate organizations together.

This helps to accelerate the application delivery cycle to take advantage of transition points in the market. At that time, that’s driving operational complexity into IT organizations. It teaches you how to work with agile delivery techniques, how to report in a timely manner and be the thought leader and key decision maker to enable and drive business value through IT innovation.

To download the webinar, please click here!

By Jake Cryan, Digital Marketing Specialist

CIOs and the Life Sciences Industry Part 2: Defining the IT Roadmap

Part Two of the blog series, click here for a link to Part One

Step 1: Defining the Core Capabilities

As noted in the last entry, an organization’s core capability can be viewed as those things an organization does particularly well to drive meaningful business results. Examples can range from talent management, lean manufacturing, customer care, research or product design. For pharmaceuticals, some specific examples could be pipeline management, study design, regulatory management including submissions, responses, and related matters, as well as drug discovery.

If you do not already have an organizational capability map, you need to begin by meeting with each business area. From those discussions, you can collaboratively develop a capabilities list for that area.

That list will need to be filtered and sorted into priority order. The output from this, as well as discussions with other areas, will then need to be consolidated into a single list. One example for a fictional manufacturer might look as follows:

For the strategic capabilities, additional detail is required. For the example above, a detail for Manufacturing might appear as follows:

Step 2: Assessing the Gap

At this point, we need to map the capabilities, in this case for Manufacturing to the IT systems which provide enablement. Gaps are also identified. A simplified view of this mapping looks as follows:

At the conclusion of this step, you should have a list of the capabilities for each (key) business area and any associated gaps.  This information will be critical as we move into the next steps of the process.

Although it is important to prioritize at each phase, the most important prioritization occurs during the consolidation rollout for the whole organization. Many factors may drive that process and will be discussed in the next entry.

In the next entry, we will discuss Steps 3 and 4: the process of consolidation and prioritization across the organization.

If you would like to set up a conversation with Clint, please reach out.

By Clint Gilliam, Virtual CIO, GreenPages Technology Solutions


CIOs, Priorities, and the Life Sciences Industry

As an IT executive, this is the period in which my inbox is inundated with e-mails about CIO priorities for the new year. Many of these articles are insightful and can provoke some interesting and thoughtful discussions. Nevertheless, their one-size-fits-all approach can limit their usefulness.

Companies, like snowflakes, are unique. In this case, uniqueness is driven by many factors including:

  • Industry
  • Sub-Industry Focus
  • Development state (startup, growth, downsizing)
  • Operating status (pending sale, M&A, legal complications, etc.)
  • Access to capital
  • Talent base

Each of these factors can shift priorities, and collectively their impacts can be substantial.

Consequently, I view these yearly priority articles as generalized recommendations that may or may not be relevant in my circumstance. To be sure, the often contained points have great value, but as the old adage goes, your “mileage may vary.”

In recognition of these facts, I am going to take a different approach. Here, the focus will be on the Pharmaceuticals (Life Sciences) industry.screen-shot-2017-02-08-at-11-05-28-am

Within this broad area, there can still be hundreds of variations. Examples include “Big Pharma” versus “Specialty Pharma,” Brand-Name versus Generic, start-up versus established, vertically integrated versus virtual (partner) structured. You get the idea; there are lots of snowflakes.

So how does one develop a list of priorities given the blizzard of snowflakes filling the environment? The answer is to focus on the basics and frame the discussion around the classic paradigm of People-Process-Technology-Strategy. The goal will be to illuminate some fundamental drivers that have high applicability for Life Science companies.

Depending on your organization’s particular state, you might need to begin by identifying your organization’s key capabilities. Here capabilities are defined as the things an organization does particularly well driving meaningful business results. Examples can range from talent management, lean manufacturing, customer care, research, or product design. For pharmaceutical companies, some specific examples could be pipeline management, study design, regulatory management including submissions, responses, and related matters, and drug discovery.screen-shot-2017-02-08-at-11-05-43-am

The ability to understand and enumerate an organization’s core capabilities is essential both in general and for IT. It provides a clear and aligned roadmap for the organization, helping it understand what are critical investments and where they have gaps.

Ideally, the end result can be a roadmap which allows for well-timed and scoped investments throughout the organization. IT can leverage this map to support the business with agile IT solutions aligned to the business needs. Additional benefits include minimizing re-work and a clearer picture for future investment needs.

A five-step approach is outlined here for advancing this process.

The key steps are:











The next entry will focus on Step One and Two in this process.

If you would like to set up a conversation with Clint, please reach out.

By Clint Gilliam, Virtual CIO, GreenPages Technology Solutions

Tech News Recap for the Week of 01/30/17

Were you busy this week? Here’s a tech news recap of articles you may have missed for the week of 01/30/2017!

Hybrid cloud strategy offers best of both worlds. The tech behind what keeps the Super Bowl running smoothly. Microsoft drops pay-as-you-go Azure option. The threat of ransomware is growing, it’s important to have a mitigation plan in place. The state of IaaS as cloud adoption continues. Windows 10 can stop ransomware when your antivirus fails to do so and more tops news this week you may have missed!

Remember, to stay up-to-date on the latest tech news throughout the week, follow @GreenPagesIT on Twitter.

Tech News Recap

By Jake Cryan, Digital Marketing Specialist

Dish Network is Thriving Because of Transformation

Today I was working from home and waiting on the repair of a recalled Samsung washer (if you don’t know about the recall the washer can “explode” under heavy load on fast spin cycle, click here). When the repair technician arrived in a Dish Network van and sporting natty Dish Network attire, you can imagine my head was spinning (get it? washer humor!).  Of course, the first thing I did was ask the technician why Dish Network was performing this service.  His answer is the reason for this post.

Home pay network television delivered by traditional cable or satellite is on a downturn with the advent of internet streaming services such as Netflix, Hulu, Amazon Prime and HBO Go.  Dish Network has built a large field services capability that today is under-utilized due to slowdown in their core services.  While many organizations may have scaled back on their services and cut their teams to only what was necessary to service current customers, Dish saw an opportunity to expand their value and brand by instead leveraging what they had spent millions building.

Dish branched into services areas that they had no direct expertise in.  You could say that at the time they had the core ability to perform these services but no specific knowledge of how to complete the tasks.  What they did have was capacity in the form of people, trucks, equipment, and customer service and logistics experience.  And by combining that ability with capacity you get a new capability

Ok, but what does this have to do with IT?  It’s simple, really.  The type of transformation that Dish services are undertaking is in response to market demands and a need to optimize the investments they have made in their core service delivery.  IT can learn a valuable lesson from this by creating new ways for their delivery capabilities to service their constituents.  For example, if you have an IT help desk that is manned 24/7, why wouldn’t you enable that team to perform infrastructure tasks or administration duties during down time?  This can be achieved via development of Knowledge Centric Services (KCS) methodologies and has the added benefit of averaging down the costs of performing those tasks.  Or, maybe, because the help desk has the soft skills necessary to interface with users, they can become a vehicle for advancing user training or community adoption of policies such as security awareness.

Likewise, in the operations teams, if the user community (“market”) is consuming cloud services (“shadow IT”), what really is the lift for IT to regain control of these new compute and service assets?  With today’s service platforms such as Vistara and on-demand, consumption based services for SysOps and DevOps, the old traditional barriers for IT operations, are greatly reduced.  The teams you have invested in can acquire new delivery skills through service brokerage without giving up control or governance.  Sometimes, all it takes is finding the right partner to do that delivery on your behalf.

And that is the story here.  Samsung had a need to fix 3 million washers in the US, therefore they brokered the service to Dish Network because of that company’s capability.  Not because Dish is known as the appliance repair mecca of the free world, but because they had all the tools and resources necessary and could be educated to perform the actual task.  And while a Dish service technician may not have gotten into his career to fix washers, he recognized an opportunity to expand his skills and retain his value to his employer.

You can now have your smartphone screen repaired in your home via a Dish technician, and soon, Dish might be installing your homes solar panels.  By expanding their vision of what it means to be valuable to their customers, and leveraging what they already had invested in, they have expanded their market and created new revenue streams.  IT can do this too, by taking off the traditional operational blinders and re-imagining a future state where all of the business technology requirements can be fulfilled simply and effectively through an expanded services portfolio.

With the advent of next-gen technologies, aaS offerings, and self-healing infrastructures, many in IT operations may feel that their days are numbered, and that their value is slipping.  However, it doesn’t need to be this way.  The future of IT operations is bright, as long as you are willing to expand your horizons and adapt to the “new normal” of information technologies consumption, and just as importantly user expectations.


Click here to learn about how modern IT Help Desk approaches and how cloud platforms and a tech-savvy workforce have fundamentally changed the support game

By Geoff Smith, Director of MS Business Development


Running Effective Help Desks: Focus on Financial Productivity

Many help desks focus on volume as a metric. How much volume do I have? How long does it take to get through it? How does that translate to headcount for the number of staff I need to handle the call volume? Those are important, but only half of the battle. The other half of the battle is how successful you are in resolving issues at the first level without escalating to the second level.

The reason the first call is so important:

  • Cheaper – fix with one resource instead of two
  • Time – focus should be on financial productivity. How do we get users up and running as quickly as possible?

Your overall key to success is establishing high first call resolutions and identifying opportunities to reduce or remove call volumes from the environment.


Watch on YouTube

Are you interested in learning more about GreenPages’ Help Desk services? Feel free to reach out!


Frankly Speaking: IT Execs on Moving to Managed Services: Strategies, Curveballs, Results

We’re excited to announce that we’ll be hosting a managed services webinar on March 31st at 11am ET. Instead of a GreenPages presenter, we’re switching up the format and will be interviewing two IT executives. Our first panelist will be Darrell Bodnar, the Director of Information Services at Weeks Medical Center. The second panelist is going to be Dave Widener, the Director of IT & Project Management at Dead River Company.  The conversation will be moderated by Geoff Smith, GreenPages’ Director, Managed Services Business Development. The main topics will be around Darrell & Dave’s experience using Managed Services. There will be live Q&A with the panelists as well.

This should be a great way to hear directly from fellow IT executives to get a better sense of the challenges they were facing, how they approached those challenges, and some of the outcomes of moving to a Managed Services model. Below is some additional information about the webinar. You can register here!

Frankly Speaking: IT Execs on Moving to Managed Services: Strategies, Curveballs, Results

Companies turn to Managed IT Services for many different reasons: M&As, growth, limited staff, need for agility, EOL technology, or to focus on more strategic business initiatives. This is your chance to hear two IT executives from two very different industries—a hospital and a petroleum company—candidly discuss the “why, what, and how” of implementing Managed IT Services in their organizations.

Live Interview & Discussion Format. Hear Darrell and Dave explain:

  • The Business Drivers that pushed them toward a managed services approach, for example 24/7 support for medical staff and increased emphasis on modern IT and business innovation.
  • The Burning Platform Issues that were unacceptable: users pointing out issues before IT knew, no clear visibility across infrastructure, IT lifecycle management, etc.
  • Other Options they considered and why: hiring more staff, adding technology, doing nothing, etc.
  • The Decision Process within their internal IT teams, executive leadership, and across their larger organizations.
  • The Planning & Strategy to address critical areas such as servers, storage, networks, VMs, firewalls, plus integration methodologies and end user experience.
  • Specific Technologies involved including management and support of Microsoft, Citrix, VMware, and Cisco environments.
  • Challenges Faced: anticipated and unanticipated; what worked, what didn’t, onboarding curveballs, change management, etc.
  • Results & Lessons Learned: short- and long-term outcomes, system availability and stabilization, and areas for improvement.




By Ben Stephenson, Emerging Media Specialist