Greening Your Business Through Technology - WITSA

5TakingFurtherAction5.3 Case Study: Jetstar – Virtualisation(Business and Technology Innovation)SynopsisJetstar embarked on a virtualisation program to commoditise all IT operations which was aimedat addressing key market challenges and supporting its aggressive growth strategy.The technology roadmap used to achieve this was broken up into the following phases: minimise;centralise; radicalise; commoditise; outsource; and utilise Application Service Providers.As a result, Jetstar is the only airline in the world that can access all its back office andbusiness systems from any international check-in counter at all international airports in which theairline operates.Virtualisation strategies reduced the physical server count by 120 units, reduced 2007/2008 ITcosts by 0.82 percent of total revenue and increased the desktop asset life from 3 to 10 years.This represents a gross IT saving for Jestar of between $805,000 and $1,250,000 per annum andcontributed to an annual saving of 87,500 tonnes of CO 2 .Adopting a strategy to virtualise operations is a great way to increase efficiency and productivityso that business goals can be achieved faster, better and cheaper.This approach is more suited to organisations that have larger operations, enabling the costbenefits of virtualising to be achieved. For smaller operations, virtualisation may not be the bestoption as it may be possible to gain greater efficiency gains by simply upgrading to more energyefficient equipment.“Jetstar’s virtualisation projects in the past and in a future are focused on delivering betterIT cost models, organisational agility and choice. In addition to vitalising servers and systemsand applications, Jetstar has extended the virtual programs through to the end appliances.For the Jetstar business, virtualisation is a business enabling technology. VMWare has beenan integral partner in helping us achieve this objective.”Stephen Tame, CIO, General Manager IT, Jetstar Airwayswww.jetstar.com.auDownload the full version of this case studyPage 39