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Transcript of Cloud conf2012
© 2012 IBM CorporationIM AR
Cloudnomics:The Power of Cloud
Clouds “game changing” attributes are revolutionizing industry value chains, forcing companies to embrace new business models
Cezar Taurion
Technical Evangelist
© 2012 IBM Corporation2 IM AR
What are general trends in the IT industry?
Gartner
� Cloud Computing
� Mobile Applications & Media Tablets
� Next-GenerationAnalytics
� Social Analytics
� SocialCommunications & Collaboration
� Video
� Context-AwareComputing
� UbiquitousComputing
� Storage ClassMemory
� Fabric-BasedInfrastructure and Computers
Forrester
� Smart Computing
� Empowerment
� Cloud Computing
� IT as Business Technology
� Mobile Enterprise Apps
� Disruption-as-a-Service
� HW-SW-Appliances
� Next-Gen Analytics
� IT and Sustainability
� Social Media
IDC
� Cloud Computing in theDatacenter
� Public Cloud Services
� Platform-as-a-Service
� Enterprise Mobility
� Free SW, Open Source
� BPM Platforms
� BI and Analytics
� Enterprise Data
� Social Media
� Smart Devices
Ovum
� IT Security
� Data Management
� Business Analytics
� Mobility
� Datacenter Transformation
� Cloud Computing
� Collaboration
� IT and Sustainability
� Drive IT as Business
� Context-Aware Computing
Source: Gartner, cio.de, IBM MD Germany, IBM MI, HorizonWatch
IBM Horizon Watch 2012
� Cloud Computing
� Virtualization
� Social Business
� Mobile Computing
� Big Data
� Analytics
� IBM Watson
� Human / Computer Interaction
� Security
� Sustainability & Green IT
� Consumerizationof IT
© 2012 IBM Corporation3 IM AR
© 2012 IBM Corporation4 IM AR
13%
41%21%
28%38%
21%
Today 3 yrs
Nearly half (48%) of CIOs surveyed evaluate cloud options first, over
traditional IT approaches, before making any new IT investments
Cloud is widely recognized as an increasingly important technology;adoption is expected to accelerate rapidly in the coming years
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders; Q4. Which of the following most accurately describes your organisation’s level of cloud technology adoption today and which do you expect will best describe it in three years? Sizing the cloud , Forrester Research, April 21, 2011; http://www.cio.com/article/684338/Survey_CIOs_Are_Putting_the_Cloud_First
Piloting
Adopting
SubstantiallyImplemented
+215%
+33%
72%
91%
What is Your Organization’s Level of Cloud Adoption?
% of Respondents
The Global Cloud Computing Market is Forecast to Grow 22% per year through 2020
$0B
$50B
$100B
$150B
$200B
$250B
2011 2015 2020
$241B
$41B
$150B
Source: Sizing the cloud, Forrester Research, Inc., April 21, 2011
© 2012 IBM Corporation5 IM AR
14% 10%5%
21%22% 34%
32%44%
43%
<$1B $1B - $20B >$20B
Piloting
Adopting
SubstantiallyImplemented
67%
76%82%
Company Annual Revenues
Today, at least two thirds of companies of all sizes are actively either experimenting with or implementing cloud
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders, Q4, n=363
What is Your Organization’s Level of Cloud Adoption?% of Respondents; Today
© 2012 IBM Corporation6 IM AR
© 2012 IBM Corporation7 IM AR
IT is drawn to cloud’s cost, efficiency and control…
…while business users are drawn to cloud’s simplified,self-service experience and new service capabilities.
of CIOs plan to use cloud—up from 33% two years ago.
of business executives believe cloudenables business transformation and leaner, faster, more agile processes.
2011 IBM CIO Study, London School of Economics, December 2010
Eff
icie
ncy
Tra
nsfo
rmati
on
IT and Business are attracted to cloud for different reasons.
© 2012 IBM Corporation8 IM AR
Virtualized environments only get benefits of scale if
they are highly utilized
Drives lower capital requirements
Reduced complexity, increased automation possible; reduced
admin burden
Take repeatable tasks and automateL
ab
or
Le
ve
rag
eIn
fra
str
uc
ture
L
eve
rag
e
Clients who can “serve themselves” require less support and get services
Major factors driving cloud
Self Service
Automation of Management
Standardization of Workloads
Virtualization of Hardware
Utilization of Infrastructure
© 2012 IBM Corporation9 IM AR
Envisioning the full potential of cloud requires organizations to challenge existing approaches in their business and industry
… you could reach hitherto unaddressed customers or
markets and target them based on their individualized preferences
through analytical insights?
Reflecting on your business, question yourself – “What you would do if…
… you had access to unlimited computing
resources to scale your business?
… you could easily and seamlessly connect and
collaborate with business partners and customers?
… you could inexpensively and rapidly develop and
launch new product & service offerings?
…you could give any of your customers access to any of your products and services anytime, anywhere, on any
device?
…you could redefine your role in your industry and change your competitive
positioning?
© 2012 IBM Corporation10 IM AR
Value delivered
Change management
Test provisioning
Install database
Install of operating system
Provisioning environment
Design and deploy business applications
From traditional To cloud
Months
Weeks
1 day
1 day
▄
Months
Days or hours
20 minutes
12 minutes
30–60 minutes
51% cost savings
Days/Weeks
Cloud is a real Paradigm Shift
© 2012 IBM Corporation11 IM AR
In addition to enhancing internal efficiencies, organizations clearly intend for cloud to improve their business capabilities
35%
28%
30%
25%
29%
31%
26%
27%
29%
26%
29%
22%
15%
17%
Increased collaboration with external partners
Competitive/cost advantages thru vertical integration
New delivery channels/markets
New/enhanced revenue streams
Competitive differentiation thru specialization
Rebalanced mix of products/ services
Flexible pricing models
Important Very Important
How Important are the Following Objectives for Adopting Cloud?% of Respondents
Source: 2011 IBM/EIU Cloud Survey Results, Q5: How Important are the Following Objectives for Adopting Cloud?, n= 572
62%
57%
56%
54%
51%
46%
43%
Business Capabilities Internal Efficiencies
© 2012 IBM Corporation12 IM AR
61%
54%
36%
68%
63%
48%
Changingproduct/service mix
Finding additionalsources of revenue
Developing flexiblepricing models
Invention of new customer value propositions comprise ways in which cloud is used to create new customer needs and form new markets
How is Cloud Substantially Changing Your Customer Value Proposition?
% of Respondents
Source: 2011 IBM/EIU Cloud Survey Results, Q9ac/bc : How do you intend to change your value proposition ? n (today) = 28; n (in 3 years) = 136. The question has a reduced sample size, since only those respondents were asked this who affirmatively answered Q9a1/b1 (Impact of cloud on value proposition ) with Substantially changing the value proposition in order to generate additional revenues
Today In 3 years
© 2012 IBM Corporation13 IM AR
47%
37%
8%
3%
3%
2%
10%
48%
16%
17%
4%
5%
Improve existing capabilities in single area ofour value chain
Improve existing capabilities across multipleareas of our value chain
Change our role within industry ecosystem
Redesign our industry ecosystem
Enter a new industry
Create a new business model/new industry
Creation of new enterprise or industry value chains or
ecosystems can drive value through industry model innovation
Source: 2011 IBM/EIU Cloud Survey Results, Q8: What is the primary focus of your organisation’s cloud technology adoption strategy ? n (today) = 572; n (in 3 years) = 572
What is the Primary Focus of Your Organization’s Cloud Adoption
Strategy?% of Respondents
Today In 3 years
© 2012 IBM Corporation14 IM AR
Cloud harnesses the capabilities borne out of these trends to empower six potentially “game changing” business enablers
Source: IBV Analysis
Cloud’s Business Enablers
Cost Flexibility
1
� Shifts fixed to variable cost� Pay as and when needed
Business Scalability
2
� Provides limitless, cost-effective computing capacity to support growth
Masked Complexity
4
� Expands product sophistication� Simpler for customers/usersContext-driven
Variability5
� User defined experiences� Increases relevance
Ecosystem Connectivity
6
� New value nets� Potential new businesses
Market Adaptability
� Faster time to market� Supports experimentation
3
© 2012 IBM Corporation15 IM AR
Cost Flexibility
Cloud enables businesses to reduce fixed IT costs and shift to a more variable, “pay-as-you-go” cost structure
1
Characteristics� Shifts CapEx to OpEx, when and as
needed� Shifts cost from fixed to variable� Generates faster payback and higher
ROI
Finding� 31% of executives see cloud’s ability
to provide pay-as-you go, cost flexibility as a top benefit1
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders; Q6a3-Q6b3(1): Expected benefits of cloud – Greater cost flexibility (today and next three years), N=572
© 2012 IBM Corporation16 IM AR
Cost Flexibility
Cloud enables businesses to reduce fixed IT costs and shift to a more variable, “pay-as-you-go” cost structure
1
Characteristics� Shifts CapEx to OpEx, when and as
needed� Shifts cost from fixed to variable� Generates faster payback and higher
ROI
Finding� 31% of executives see cloud’s ability
to provide pay-as-you go, cost flexibility as a top benefit1
Example: Etsy – the world’s handmade marketplace
The cloud frees up capital by significantly reducing the need for IT investment
� Etsy is an online marketplace to buy and sell handmade goods. In addition to bringing buyers and sellers together, Etsy offers product recommendations based on analysis of buyer preferences
� Etsy uses cloud based analytics capabilities for its targeted marketing approach by renting hundreds of computers every night to analyze data from a billion views of its website.
� Cost flexibility of the cloud allows Etsy access to tools and compute power that only large retailers like Gap or Ikea could previously afford.
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders; Q6a3-Q6b3(1): Expected benefits of cloud – Greater cost flexibility (today and next three years), N=572
© 2012 IBM Corporation17 IM AR
Business Scalability
Cloud enables businesses to grow efficiently, expanding the range of business options
Characteristics� Rapid / elastic provisioning of resources� No scale limitations� Benefit from scale economics without
achieving large volumes on your own
Finding� 32% of executives see business
scalability as a top cloud benefit1
2
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders,\; Q6a2-Q6b2(1): Expected benefits of cloud – More scalable and flexible services (today and next three years), N=572; Source: (2) http://radar.oreilly.com/2011/05/netflix-cloud.html
© 2012 IBM Corporation18 IM AR
Business Scalability
Cloud enables businesses to grow efficiently, expanding the range of business options
� Netflix streams movies on-demand with large surges of capacity required at peak times.
� Use of cloud allowed Netflix to rapidly scale up its business without having to buy, support and operate infrastructure and resources to meet its growth requirements
Characteristics� Rapid / elastic provisioning of resources� No scale limitations� Benefit from scale economics without
achieving large volumes on your own
Finding� 32% of executives see business
scalability as a top cloud benefit1
Example: Netflix
Cloud’s ubiquitous and nearly unlimited computing power drives scale economics and enables self-provisioning and peak/non-peak responsiveness
2
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders,\; Q6a2-Q6b2(1): Expected benefits of cloud – More scalable and flexible services (today and next three years), N=572; Source: (2) http://radar.oreilly.com/2011/05/netflix-cloud.html
© 2012 IBM Corporation19 IM AR
Escalability + Cost Flexibility
50.000 core cloud utility supercomputer in the AWS cloudthat was projected 12.5 years of computing time with a US$ 21 millioncost, to a 3 hour simulation with a cost of US$ 4.828,85 per hour to run. AWS built the 42°fastest supercomputer in the world.
© 2012 IBM Corporation20 IM AR
Customer Value Proposition
What is my customer value proposition?
� What mix of products and services?
� Which customer needs are being satisfied?
How will I do what I do?
� What kind of delivery structures?
� Which operating model?
� What is the cost structure?
What is my role in the value chain?
� What to do and when to rely on others?
� Where to specialize and how to set up interdependent networks?
Valu
e C
hain
Which customers am I serving?
� Which customer segments?
� What type of relationships to maintain?
� Which channels?
How do I generate revenue?
� Which pricing models?
� How and where to capture value?
Cloud business enablers are already driving innovation across company/industry value chains and customer value propositions
20
Cloud Enablement Framework
© 2012 IBM Corporation21 IM AR
Enterprises are leveraging cloud to enhance, extend and invent new customer value propositions
Customer Value Proposition
Enhance Extend Invent
Enhance
� Improve current value proposition to retain/attract customers for existing products and services
� Appeal to existing customer segments
� Garner incremental revenue
Extend
� Extend value proposition to attract customers to different products and services
� Attract existing or adjacent customer segments
� Generate significant new revenues
Invent
� Construct radically different value proposition to create a new “need” and own the market
� Form new customer segments
� Generate entirely new revenue streams
21
Cloud Enablement Framework
© 2012 IBM Corporation22 IM AR
Invent: Some organizations are using cloud to invent entirely new customer experiences by creating new offerings
Invention of new customer value propositions comprise ways in which cloud is used to create new customer needs and form new markets
Situation
� Apple’s iOS platform enables anyone to create an application –around gaming, productivity or entertainment – for use on an Apple mobile device. The best apps are sold through the AppStore.
Value Created
� A completely new ecosystem of professional and amateur developers
� A radically different value proposition that dominates the market
Source: 2011 IBM/EIU Cloud Survey Results, Q9ac/bc : How do you intend to change your value proposition ? n (today) = 28; n (in 3 years) = 136. The question has a reduced sample size, since only those respondents were asked this who affirmatively answered Q9a1/b1 (Impact of cloud on value proposition ) with Substantially changing the value proposition in order to generate additional revenues
© 2012 IBM Corporation23 IM AR
Cloud is also being leveraged to improve, transform and create new organization and industry value chains
Imp
rove
Tra
ns
form
Cre
ate
Improve
� Increase efficiency and effectiveness of the organization
� Increase partnering, sourcing, and collaboration
Transform
� Change organizational role within the industry or enter a different industry value chain
� Develop new operating capabilities
� Enter adjacent industries
Create
� Build a new industry value chain or disintermediate an existing one
� Radically change industry economics
Valu
e C
hain
Cloud Enablement Framework
© 2012 IBM Corporation24 IM AR
Create: Organizations expecting to use cloud to redesign their business model or industry, will quadruple over the next 3 years
Creation of new enterprise or industry value chains or
ecosystems can drive value through industry model innovation
Situation
� Salesforce.com radically altered the traditional software industry by offering a cloud-based, managed solution that automated the critical function of marketing, sales and customer relationship management
Value Created
� Rules for delivery, usage, support and licensing of critical business software were radically rewritten
� Balance of power in the industry is now shifting from the traditional software licensing model to a software-as-a-service model
Source: 2011 IBM/EIU Cloud Survey Results, Q8: What is the primary focus of your organisation’s cloud technology adoption strategy ? n (today) = 572; n (in 3 years) = 572
© 2012 IBM Corporation25 IM AR
We classify organizations according to the extent to which theiruse of cloud impacts value chains and value propositions
Disruptors create radically different value propositions, generate new customer needs and segments. They disintermediate existing industries or even create new ecosystems
Innovators significantly extend customer value propositions resulting in new revenue streams and transform their role within their industry or enter a different industry ecosystem
Optimizers use the cloud to incrementally enhance their customer value propositions while improving their organization’s efficiencyIm
pro
ve
Tra
nsfo
rmC
rea
te
Enhance Extend Invent
Va
lue
Ch
ain
Customer Value Proposition
Optimizers
Disruptors
Innovators
Organizations should determine how and to what degree
cloud can be used to enable their business model
Cloud Enablement Framework
© 2012 IBM Corporation26 IM AR
These categories map closely to IBM’s innovation classifications, which characterize the spectrum of business innovation
Optimizers
Disruptors
Innovators
Product and Service Innovation
Operational Innovation
Revenue Model Innovation
Enterprise Model Innovation
Industry Model Innovation
Pro
du
ct
an
d S
erv
ice
a
nd
Op
era
tio
na
l In
no
va
tio
n
Bu
sin
es
s M
od
el
Inn
ova
tio
n
IBM’s Innovation Classifications
© 2012 IBM Corporation27 IM AR
Organizations generally fall into one of the three categories: optimizers, innovators or disruptors
Imp
rove
Tra
nsfo
rmC
rea
te
Enhance Extend Invent
Optimizers
Disruptors
Innovators
Va
lue
Ch
ain
Customer Value Proposition
Positioning of an organization’s cloud-enabled initiative within the CeBM framework involves understanding the impact of the business model, not merely the intent.
Force.com
Application Platform
3M
Visual Attention Service
Xerox
Mobile Print
Apple
Application Platform
Animoto
Custom Presentations
North Carolina State University
Virtual Computing Lab
Organization
© 2012 IBM Corporation28 IM AR
© 2012 IBM Corporation29 IM AR
Organizations generally fall into one of the three categories: optimizers, innovators or disruptors
Imp
rove
Tra
nsfo
rmC
rea
te
Enhance Extend Invent
Optimizers
Disruptors
Innovators
Va
lue
Ch
ain
Customer Value Proposition
Positioning of an organization’s cloud-enabled initiative within the CeBM framework involves understanding the impact of the business model, not merely the intent.
Force.com
Application Platform
3M
Visual Attention Service
Xerox
Mobile Print
Apple
Application Platform
Animoto
Custom Presentations
North Carolina State University
Virtual Computing Lab
Organization
© 2012 IBM Corporation30 IM AR
3M Visual Attention Service
© 2012 IBM Corporation31 IM AR
Organizations generally fall into one of the three categories: optimizers, innovators or disruptors
Imp
rove
Tra
nsfo
rmC
rea
te
Enhance Extend Invent
Optimizers
Disruptors
Innovators
Va
lue
Ch
ain
Customer Value Proposition
Positioning of an organization’s cloud-enabled initiative within the CeBM framework involves understanding the impact of the business model, not merely the intent.
Force.com
Application Platform
3M
Visual Attention Service
Xerox
Mobile Print
Apple
Application Platform
Animoto
Custom Presentations
North Carolina State University
Virtual Computing Lab
Organization
© 2012 IBM Corporation32 IM AR
In the next three years, disruptors expect to significantly outperform both innovators and optimizers
Optimizers
Innovators
Disrupters
54%
57%
68%
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders
Q9bc1-4(1): Changes to Value Proposition to increase revenue in three years (N=67) q1- How would you describe your organization’s financial performance compared with your peers? (over the next 3 years) (Percentage of responses) N= (next 3 years) : Optimizers: 193; Innovators: 335; Disruptors: 44
An
ticip
ate
d o
ver
the n
ex
t 3 y
ears
Percentage of respondents expecting to significantly or somewhat outperform peers
© 2012 IBM Corporation33 IM AR
Cloud’s business enablers are fuelling innovation and empowering organizations to optimize, innovate and disrupt business models
Impro
ve
Tra
nsfo
rmC
reate
Enhance Extend Invent
Valu
e C
ha
in
Customer Value Proposition
Optimizers
Disruptors
Innovators
Customer Value Proposition
Va
lue
Ch
ain
Cloud Enablement Framework
Context-driven Variability
5
Masked Complexity
4
Market Adaptability
3
Business Scalability
2
Ecosystem Connectivity
6
Cost Flexibility
1
Cloud’s Business Enablers
Cloud offers six “game changing”business enablers …
…that are fuelling innovations across enterprise value chains and customer value propositions…
…empowering organizations to optimize, innovate or disrupt business models
Organizations need to assess themselves using the Cloud Enablement Framework
and examine the potential to innovate by leveraging the cloud’s business enablers
© 2012 IBM Corporation34 IM AR
Establish shared responsibility for cloud strategy and governance across the Business and IT
� Place a senior executive Business leader, in partnership with the CIO, in charge of your firm’s cloud adoption. This collaboration should:
– Clearly communicate and drive cloud as a top business priority
– Ensure that infrastructure and operational efficiencies are optimized as well as business objectives are met
� Establish a governing committee of Business and IT leaders to oversee cloud business strategy development
– Determine which cloud business enablers should be leveraged and how they will be used
– Clearly link your cloud adoption strategy with your business and marketing strategies
– Architect and oversee the implementation of business changes (e.g., processes, outcomes) that cloud will enable within your organization and throughout your industry ecosystem
Context-driven Variability
5
Masked Complexity
4
Market Adaptability
3
Business Scalability
2
Ecosystem Connectivity
6
Cost Flexibility
1
Cloud’s Business Enablers
© 2012 IBM Corporation35 IM AR
Bechtel’s New Benchmarks
Source: CIO Computing, November 2008
COMPANY TECHNOLOGY BENCHMARK WHAT BECHTEL LEARNED
COMPANY BECHTEL
Wide-Area Network $10-$15 per megabit $500 per megabitData Centers located where there is
already a lot of bandwidth lowers
cost and bring data to the network
Servers
1 System
Administrator per
20,000 servers
1 System
Administrator per
100 servers
Built whatever, whenever, wherever
business wanted. Google
standardized server infrastructure
Virtualization
Storage costs 15
cents per gigabyte
per month
Storage costs $3.75
per gigabyte per
month
Storage was 'cheap' because storage
was virtualized and more highly
utilized
Applications
1 Application for 1
million users.
Upgraded 4 times
per year
230 Applications up
to 5 versions each;
Upgrades and
training were
constant
Converting 50 most heavily used
applications into single instance
software as a service apps run from
a Google like portal
© 2012 IBM Corporation36 IM AR
Look beyond your organization’s borders to maximize value derived from your cloud adoption
• Determine how your cloud strategy can impact your industry eco-system
• Determine how cloud can help your industry eco-system sustain competitive advantage
• Identify new partners that cloud can help draw into your eco-system
• Evaluate whether cloud can change your role in your industry’s ecosystem
• Use cloud to respond to your industry’s end customers more effectively
• Explore whether cloud can help enhance your value proposition with your current customers
• Examine whether you can reach other customer segments by leveraging the cloud
Customer Value Proposition
Va
lue
Ch
ain
Cloud Enablement Framework
© 2012 IBM Corporation37 IM AR
Strategize whether your organization will be an Optimizer, Innovator or Disruptor
• Consider organizational and market factors –corporate strategy, competitive dynamics, customer strategy, your firm’s risk profile, how empowered your customers are – that impact your cloud strategy
• Determine where your organization is positioned on the Cloud Enablement Framework today
• Determine whether your organization should be an Optimizer, Innovator, or Disruptor in the next three years
• Determine whether your cloud strategy should involve becoming an consumer or a provider of cloud-based offerings – or include elements of both
• Identify your organization’s operating model requirements, including skills and capabilities, to action your cloud strategy
Impro
ve
Tra
nsfo
rmC
reate
Enhance Extend Invent
Valu
e C
ha
in
Customer Value Proposition
Optimizers
Disruptors
Innovators
Illustrative Potential cloud Strategies
© 2012 IBM Corporation38 IM AR
The realities of cloud versus hype
Source: Market Insights and Gartner
Reality Today
Internal IT plus 3rd party for some things
Everything in the cloud and all at once
Cloud Hype
Sourcing mixture -retain legacy, plus
private/hybrid, public
Future Reality
Trad. SO Trad. SO
So, no “BIG BANG” !
≠
People tend to overestimate what will happen two years from now andunderestimate what will happen in 10.
© 2012 IBM Corporation39 IM AR
Consolidate
Standardizeand automate
� Reduce infrastructure complexity
� Reduce staffing requirements
� Manage fewer things better
� Lower operational costs
� Remove physical resource boundaries
� Increase hardware utilization
� Reduce hardware costs
� Simplify deployments
� Standardize services
� Reduce deployment cycles
� Enable scalability
� Flexible delivery
=Cost
Flexibility
Virtualize
Dynamic
Cloud Computing deployment became part of the existing Business & IT optimization strategy and
roadmap
© 2012 IBM Corporation40 IM AR
Ready
for Cloud
Some workloads are ready for cloud delivery
Sensitive Data
Complex Processes & Transactions
Regulation Sensitive
Not yet Virtualized
3rd Party SW
Highly Customized
Analytics
Collaboration
Development & Test
Workplace, Desktop & Devices
Infrastructure Storage
Infrastructure Compute
Business Processes
Industry Applications
Pre-Production Systems
Information Intensive
Isolated Workloads
Mature Workloads
Batch Processing
May not yet
be ready
for migration
© 2012 IBM Corporation41 IM AR
Cloud Computing has moved beyond the hype. It is a highly disruptive trend that brings with it new opportunities
41
“Cloud services are interconnected with and accelerated by other disruptive technologies, including
mobile devices, wireless networks, big data analytics, and social networking. As during the
mainframe and PC eras, the new platform promises to radically expand the users and uses of information technology, leading to a wide and entirely new variety of intelligent industry solutions.” –IDC
Disruption
“In 2012, mobile workers and consumers will embrace tablets, mobile content, mobile video and personal cloud services at unprecedented levels. Nearly 1 in 5 professionals with three or more devices will adopt a personal cloud service for online storage, backup and synching.” – Yankee Research
“What supply chain models did to manufacturing is what cloud computing is doing to in-house data centers. It is allowing people to optimize around where they have differentiated capabilities.” – Gartner
Opportunity
Mobile Cloud Services
© 2012 IBM Corporation42 IM AR
What is coming?
In 2021, cloud computing is simply computing,
corporate office parks are senior housing facilities and
the IT organization of the future has been absorbed by
the business.
� Internal IT becomes an internal cloud.
� IT becomes a services broker.
� IT will become a function of the business.
Gartner, 2011
© 2012 IBM Corporation43 IM AR
IT Service Provider “IT as a function of the business“
IT Strategy for the next decade: an evolution of today‘s focus topics
VirtualizationConsolidation
Cloud
AutomationAutomationAutomationAutomation
SOA
on demand
Service Management
Service QualityCyber CrimePrevention
Big Data
Analytics
Operational Excellence
MobilityCollaborationCollaborationCollaborationCollaboration
Open Source Social MediaData CenterOptimization
Appliances
Smart Devices
Cost Pressure
DataManagement
IT Security
...
...
© 2012 IBM Corporation44 IM AR
Obrigado!
www.ibm.com/developerworks/blogs/page/ctaurion
@ctaurion
Facebook, Linkedin, BranchOut
© 2012 IBM Corporation45 IM AR
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