It For Digital Business Public

17 de diciembre de 2010

Marco [email protected]

Tecnologías de la Información para el Digital Business Redes, infraestructuras y valor del servicio IT

Tecnologías de la información para el Digital Business Página 2

Agenda

Introducción

IT Corporativa IT para el Digital Business

Innovación

Madurez


Agenda

1. El tecnoSistema digital: del teleproceso al concepto de servicio

a. De la transacción a las arquitecturas SOA

b. Los servicios Web

2. El ecosistema digital: evolución del negocio y evolución tecnológica


Agenda

1.El tecnosistema digitalDel teleproceso al servicio

a.De la transacción a las arquitecturas SOA� El modelo transaccional del Mainframe

b.Los servicios Web


El tecnosistema digitalDe la transacción a las arquitecturas SOA

Evolución de la propuesta de valor del IT

<’70> <’80> <’90> <’00> <’10>

IT stack

Tratamiento de datos: la

transacción

El sector financiero, utilities

La tecnologíaMainframe

El concepto cliente/servidor

Los circuitos integrados

Diseño de productos: CAD

Ciencia, ingeniería, sector industrial

Los servidores de cálculo, el PC

Las redes de ordenadores

La WEB, Java

Procesos de Gestión:la Calidad

Todos: distribución, logística, PLM

El ERP y el CRM

Los servidores de aplicaciones, integración.

El PC, Internet

WS, SOA

Business modelinnovation

Digital Business

WEB 2.0

Cloud

Las Redes Sociales



El Mainframe de IBM: The $5,000,000,000 IBM Gamble

SABRELa primera WAN de

ordenadores – 1160 - de propósito comercial

IBM & American Airlines

(storage drive, floppy disk)

SAGEOrdenadores

conectados con radares para el control on-line del espacio

aéreo

STRETCHProcesamiento de datos de la

Comisión de la Energía Atómica

(Circuitos en tarjetas 3 veces más rápidos)

SpaceOrdenadores multifunción para el soporte a las misiones de la

NASA en la luna

Remington Rand’s UNIVAC I

(1er ordenador de propósito general)

Electronic Data ProcessingMachines

(Monopropósito)

Physical input/output

(Tarjetas perforadas, rollos de papel)

Incompatibilidad de ordenadores

(Reescritura de software para cada migración)

Especificidad de periféricos

(Para cada ordenador)

7 de Abril, 1964

� Familia de 5 ordenadoresmultipropósito de diferentes potencias compatibles

� Mismo sistema operativo

� 44 periféricos estándar� Introducción del concepto I/Osystem (transferencia de datos de memoria a los sistemas de I/O)

� Tecnología SLT para los procesadores, incremento enorme de los MIPS

<’50>



El Mainframe de IBM: el motor de la transacción

� Un sistema centralizado, de propósito general capaz de ejecutar miles de workloads (aplicaciones), con miles de terminales

diferentes y miles de usuarios diferentes sin interrupción

� Orientado a la máximización de proceso transaccional: � Intercambio comercial de bienes, servicios y monedas. Una transacción

es un conjunto de operaciones que incluyen la actualización de una base de datos, la lectura/escritura de un disco, llamadas al sistema

operativo y transferencias de datos de un sistema a otro

� Una arquitectura diseñada con la filosofía “todo compartido”

� z/VM, z/VSE, todos los recursos acceden a todos los recursos y datos

� Parallel Sysplex (grid scheduling)

� 99,999 % de uptime (frente al 99,99% de los entornos distribuidos)

� Un sistema propietario y cerrado (¿abierto?)

� z/OS, IMS y CICS, DB2

� Protocolos de comunicación propietarios

� COBOL (unido a z/OS)


El Mainframe de IBM: en el centro del negocio

� La mayoría de los datos corporativos con IMS�+95% del Fortune 1000 usan IMS

� Gestión de 15.000.000.000 GB de datos de producción

�+ 50.000 millones de transacciones diarias con IMS

�~200 Millones de usuarios diarios

� $2 Trillion/día gestionados por IMS en 1 cliente

� 21,000 trans por segundo en un z990

� Más de 3000 días sin caída en un gran cliente

� CICS es un entorno de ejecución para múltiples usuarios concurrentes en

tiempo real con accesos a múltiples

tipos de datos

� 30M de usuarios CICS�+30.000 millones de transacciones al día

� Aplicaciones CICS 5000 paquetes/2000 ISVs

Information Management System

Customer Information Control System



‘I predict that the last

mainframe will be

unplugged on 15 March

1996’

Stewart Alsop, InfoworldMagazine (1991)


“The mainframe lies at the heart of several industries

�80% of Banking transactions run through COBOL

�Transport, Manufacturing and Defense all depend

on the mainframe

�COBOL remains one of the most widely deployed

programming languages� Over 150bn lines of COBOL in production

� Growing at a rate of 2-4% p/a

�The number of deployed mainframe MIPS

continues to grow at a rate of 15% a year”

Gary BarnettResearch Director, Ovum, 2008

(40% market sharede servidores)


¿El Mainframe y el Digital Business? El legado.


Terminal Interacción usuario

Mainframe stackProceso, Datos, Aplicaciones…

PCCliente pesado

PCCliente pesado

Virtualización

Escalabilidad

Recursos bajo

demanda

99,999% disponibilidad

Pago por uso

Rendimiento

Integración del Stack

Recursos compartidos Control del usuario

MultiusuarioMultipropósito


¿El Mainframe y el Digital Business? El reto de la nueva IT.


PCCliente pesado

Virtualización

Escalabilidad

Recursos bajo

demanda


Pago por uso

Rendimiento


Thin Client

Pads

Smartphone

Cloud stackProceso, Datos, Aplicaciones...

Capacidades compartidas

Control del usuario Control del usuario

+Capacidades+versátil


Agenda


a.De la transacción a las arquitecturas SOA� Del terminal server y el cliente servidor hacia el Network

computing

b.Los servicios Web



Del MIP al FLOP

MIPS: millions ofinstructions persecond (MIPS) operaciones con enteros (movimientos de datos, comprobación de valores…)

FLOPS: floatingpoint operationsper second (FLOPS) operaciones más complejas como sumas, restas, multiplicaciones, con un grado de precisión alto.

<’70> Minicomputers (Midrange)� Alta capacidad de proceso� Tamaño reducido (emplieza la ley de Moore)

� Coste adecuado para una empresa mediana

� Circuitos integrados, orientados a la operación (de CPU) no a la transacción

� Multipropósito y con una capacidad polivalente más amplia que el MF

UNIX (’73)� Multitasking y Multiusuario� File system estandarizado y estructura de directorios

� Portabilidad: sólo el núcelo del SO está vinculado al HW

� API y herramientas para el desarrollo de aplicaciones (ISV)

� Funciones y librerías


El Midrange y el diseño industrial

The challenge:

� Aerodynamics through theoretical computation� Stress analysis through theoretical computation� Numerical Control Machining of «sculpted» parts

“The increasing power of computers, and especially the introduction of lower cost minicomputers with optimized Fortran compilers and graphics capable terminals, were beginning to make CAD software more accessible to engineers. The commercial CAD software market was emerging and by the end of the decade was to be very strong and profitable.”

The CAD software and hardware market had grown from under $25M in 1970 to just under $1B in 1979

The best CAD software history on the Web



Power to the people: la ley de Moore




Power to the people

Altair 8800H. Edward Roberts +

Altair BASIC Bill Gates & Paul Allen1975

Apple ISteve Wozniak& Steve Jobs

1976

IBM 5150IBM +

MSDOS Microsoft1981

Mac 128KApple1984



Power to the people: ¿hobby?

1975

1982

1983

1984

1985



Power to the people: La evolución del cliente servidor

Sesión

Datos

1) Terminal

2) Fat client

•Datos almacenados disco duro•Lógica de negocio•Capa de presentación

3) Balanced Client


Sesión•Datos•Lógica de negocio

•Datos•Lógica de negocio•Capa de presentación

1) Legacy



Power to the people: el precio de la productividad


¿El microchip y el Digital Business? El legado.


IT@Work IT@home

Portable

Adaptable

Abierto

Networks


¿El microchip y el Digital Business? El reto de la nueva IT.


IT@Work IT@home

Portable

Adaptable

Abierto

IT@everywhere

One network


Agenda


a.De la transacción a las arquitecturas SOA� TCP/IP, HTML, XML: capacidades en la red

b.Los servicios Web



Capacidades en red

1972

Open System Interconection Standard(Arquitectura sin implementación)

1978


Capacidades en red: un estándar con implementación


Telnet: acceso a sesiónHTTP: webFTP: acceso a ficherosSNTP: emailDNS: servidor de nombres

TCP: gestión de la conexión

IP: envío de paquetes


Del hypertexto al HTML




CERN: the place where web was born

Factores para el éxito:

� Abierto� Especificaciones definidas para la interoperabilidad

� Compatibilidad hacia atrás: incluye protocolos TCP/IP como telnet, ftp, news, mail

� Decentralizado� No compilado

Web Client



Objetos en red: de la información al servicio (primer intento)

La capa de aplicación de TCP/IP ofrece la posibilidad de conectarse y emplear ciertos recursos en red: sesión, ficheros…

La introducción de HTML ofrece la posibilidad de compartir documentos e información en red

Computación distribuida modelo RPC: un interfaz a una función que un ordenador servidor ofrece.

� Inicialmente RPC permitía una publicación de las funciones en los modelos de programación en los que estaban implementadas, lo que las hizo poco usable y poco desacopladas.

La introducción de XML ofrece la posibilidad de compartir de forma estandarizada estructuras de datos a través de HTTP

<slide><titulo>

Objetos en red</titulo><pagina>

27</pagina>

</slide>


It should be "simple, object oriented, and familiar". It should be "robust and secure". It should be "architecture neutral and portable". It should execute with "high performance". It should be "interpreted, threaded, and dynamic".

Java applets: are executed in a sandbox by most web browsers, preventing them from accessing local data like clipboard or file system. The code of the applet is downloaded from a web server and the browser either embeds the applet into a web page or opens a new window showing the applet's user interface.

Java Servlet is a Java class in Java EE that conforms to the Java ServletAPI, a protocol by which a Java class may respond to HTTP requests. They are not tied to a specific client-server protocol, but are most often used with this protocol. Thus, a software developer may use a servlet to add dynamic content to a Web server using the Java platform.

JavaServer Pages (JSP) technology provides a simplified, fast way to create dynamic web content. JSP technology enables rapid development of web-based applications that are server- and platform-independent.



JVM: entorno de plataforma para la ejecución de JAVAJRE: entorno de usuario para la ejecución de appletsJDK: entorno de desarrollo y despliegue JAVA




Tier 3



Power to the people: La evolución del cliente servidor

•Datos

1) Fat client


2) Web Client (thin)2 tier

Datos

Lógica de negocio

Presentacón

3) Web Client (thin)3 tier

•Datos•Lógica de negocio



IBM 2009�STG 15%�SWG 21 %�GBS 21%�GTS 41%�Other 2%



VPN

LAN 2

DMZ

LAN 1

Proxy

VPN server

Gateway

Directory

Authentication

Balancers

Web servers

ERP

File & Content

CRM

CRMLegacy

WAN

WAN



Los nuevos clientes: la integración de aplicaciones

•Datos

•Lógica de negocio

•Presentacón

Aplicación 1

Aplicación 3

Aplicación 2

Aplicación 4

LAN

WAN



Las redes y el Digital Business: El legado. Corporate IT

CRM, ERPs… Integración de aplicaciones

� Gestión integralcorporativa

�Calidad de gestión

�Orientación a procesos corporativos

�Visión extremo a extremo


Develop New

Products

Improve flexibility

Increase Revenue

Reduce Costs

Enable Compliance

Reduce Risk


El legado: el elefante del Corporate IT




Source: Gartner – IT Budget analysis for Large Enterprises (2006)

$0B

50

100

150

200

250

300

199619

9719

9819

9920

0020

0120

0220

0320

0420

0520

0620

0720

0820

0920

10

New system spendManagement and admin costsPower and cooling costs

$0B

50

100

150

200

250

300

199619

9719

9819

9920

0020

0120

0220

0320

0420

0520

0620

0720

0820

0920

10

New system spendManagement and admin costsPower and cooling costs

Typical EBIT ~8%-18%

0%

5%

10%

AutomobileEnergy& Utilities

Transpor-tation

Retail HealthcareConsumerProducts

Insurance Aerospace Banking Telecom

4.3%

6.6%

8.1%

3.8%

2.6%2.5%2.4%1.9%

1.6%1.4%

Share of IT operating budget spent on new capability development




Non-Cash (Amortization

andDepreciation)

OperatingBudget

Development

Operations and

Maintenance

=

+

% change in funds available for new

capability development

35%

45%

20%

Total IT Budget =100(4.1% of Revenue*)

20%

45%

35%IT spending

� Boost business process efficiency

� Increase revenue

� Reduce operating costs

�Explotación

�Soporte a usuarios

�Infraestructuras

�Mantenimiento

CAPEX



EAI

Poniendo orden. El primer intento: EAI



A web service is typically an application programming interface (API) or Web API that is accessed via Hypertext Transfer Protocol (HTTP) and executed on a remote system, hosting the requested service.

The W3C defines a "web service" as "a software system designed to support interoperable machine-to-machine interaction over a network.

Un nuevo paradigma: los WebServices

�Caracterizados por una interfaz (API)�Accesibles via HTTP (TCP/IP)�Abstracción de la implementación del servidor�Abstracción de la implementación cliente



Poniendo orden. La integración estandarizada con WS

1) Fat Client


Presentacón2) Web Client

1) Fat Client


LAN

WAN


WS EAI


¿Web-based Corporate IT?



¿Cloud based Corporate IT?


Agenda


a.De la transacción a las arquitecturas SOAb.Los servicios Web

� ¿Qué es un servicio?


Cashier Accountant Comptroller Analyst

El tecnosistema digitalLos servicios web

Point of sales

Sales Tax Calculation

Accounting

Sales TaxCalculation

Financial reporting

Sales TaxCalculation

�Función re-codificada en 3 aplicaciones�Difícil mantenimiento y actualización�Difícil actualización�Difícil coherencia�Re-implementación en un nuevo proceso o nueva aplicación�Difícil reuso

Aplicación 1 Aplicación 2 Aplicación 3

Gestión orientada a procesos: impacto en la funcionalidad IT



Cashier Accountant Comptroller Analyst


Point of sales Accounting Financial reporting


�Una única implementación de una “función”

�Mantenimiento único�Coherencia�Capacidad de reutilización�Fácil despliegue en nuevos procesos

Aplicación 1

Identificación de elementos comunes: Servicios

Aplicación 2 Aplicación 3

�Criticidad y propiedad�Componente más crítica�SLA�Propiedad del servicio�Sobrecoste


Manage Corporate Functions

Perform Customer Management

Manage Marketing

Manage Store Operations

Perform Merchandise Management

Manage Finances


Manage Distribution and Logistics



Manage Information Technology

Manage Human Resources

Manage Finance


Manage Marketing


Gestión orientada a procesos: mapa de procesos (Retail)

Revenue Cost of Goods Sold Selling, General & Administrative

Accounts ReceivableInventory

Accounts Payable

Fixed Assets

Growth

Capital UtilizationCash Operating Cycle

Manage Alternate Channel Management







Manage Finances Manage Finances




Manage Finances



Profitability

Manage Alternate Channel Marketing



Retail General Merchandise

RevenueRevenue Growth

Cost of Goods SoldCOGS as % of Revenue

Selling, General & AdministrativeSGA as % of Revenue

InventoryDays Inventory Onhand

Fixed AssetsRevenue and Fixed Assets

Accounts PayableDays Payables Outstanding

Accounts ReceivableDays Receivables Outstanding



Activities and Tasks KPI

� Average order pick time� Customer product return rate� Employee turnover rate� Labor variance and productivity� Merchandise density � Operating cost to store revenue� Order creation time� Product wasteage rate � Ratio of manual price overrides� Ratio of returned cases� Ratio stock count deviations� Ratio time spent on customer facing activity

� Ratio Web order invoice claims� Sales per FTE� Scheduling accuracy� Shrinkage rates� Time to hang price signs per week� Time to unload and stock truck� Total cost and number of price signings

� Total cost and number of price signings

� Total theft prosecution cost

Retail General Merchandise

Revenue

Cost of Goods Sold•Manage Finances•Manage Store Operations(1 of 3)•Manage Distribution and Logistics•Perform Merchandise Management

Selling, General & Administrative

Inventory

Fixed Assets

Accounts Payable

Accounts Receivable

�Perform store ordering• Review forecasted demand• Review promotional requirements

• Review on-hand and in-sight inventory

• Create and transmit order

�Manage store receiving• Reconcile and QC delivery• Unload merchandise• Prepare product for display• Manage waste and packaging

• Stock audit and adjustments

�Manage store inventory• Move product to display• Manage floor stock• Perform physical inventory• Adjust stock• Manage department transfers

Gestión orientada a procesos: mapa de procesos (Retail)


�Alineamiento con el modelo de negocio�Ownership de procesos

�Baja sinergia con otras áreas�Limitada agilidad�innovación del modelo de negocio


Analisi dellePerformance dei

fornitori

Gestione logistica in entrata

Logistica Intra-company & in uscita

Gestione mezzi ditrasporto

Gestione magazzini

Tracciabilità deiprodotti

Gestione opertiva deitrasporti e dei mezzi

Gestione operativadei centri distributivi

Gestione resi e reclami

AmministrazioneMagazzini e Distribuzione

Supply Chain Strategy

Logistica -& in uscita

Tracciabilità dei

Corporate Strategy

Alliance Planning

CorporateGovernance

Treasury

Asset Management

IT

HR development

Finance & Admin.

Procurement(non core items)

HR salary

Esecuzione/ Operativo

Controllo/ Tattico

Direzione/ Strategico

3 Gestione PuntiVendita/Canali

Marketing & e Gestione deiClienti (finali)

Marketing Strategy & Planning

Stock Planning and Strategy

Layout Design

Channel Strategy

Sales Strategy

e

Layout Planning& Strategy

’

Document Mgmt

Marketing, After Sales

Execute

Control

Direct

BusinessAdministration

Supply Chain Management

Channel & Sales Point

Product Management

IntraIntercompany Logistics

Stock Mgmt.

Inbound & Outbound Logistics

Customs Warehouse Mgmt.

Warehouse Mgmt.

Channel & Sales Point Operation Mgmt.

Channel & Sales Point Profitabillity

Sales Mgmt.

Sellers Mgmt.

Price & Promotion Mgmt.

Seasonal Forecast

Product Mgmt.

Market & Competitors Research

After Sales Mgmt

Offering & Demand Mgmt.

Campaign Mgmt.

Performance Mgmt & Control

Organization Mgmt.& Quality

Legal, Fiscal & HR

Channel Communication

Stock & Sold

Services for Channel & Sales Point

Reassortiments & price changes

POS /Cash Management

Multichannel Call Center

Product Technical Data

Sale Order

Price List

Advertising

Point of Sales (POS)

Consumer Communication Mgmt.

Spare Parts

Spare Parts Claim

Guarantee Repairing

Finished Product Traciability

Refunds Mgmt. (finished products)

Contract Carrier


Gestión orientada a componentes: mapa de componentes


Los Web Services son servicio que pueden accederse programáticamenteempleando tecnologías WEB, en particular los estándares de integración basadosen (XML/SOAP).

WEB SERVICES


¿Qué son los servicios Web?

¿Qué es un servicio? Una tarea repetible de negocio – ej. Comprobar el crédito de un cliente, abrir una nueva cuenta…

¿Qué es la orientación a servicios?Una forma de integrar y estructurar los procesos de negocio entorno a los servicio.

�Estandarización�Desacoplamiento del procesos�Accesible y reusable

�Flexible�Ágil


Fleet

Management

Promotions

Management

Customer

Service

Rentals

& Reservations

Vehicle Availability

Reserve Vehicle

Check Rates

Check-In Vehicle

Check-Out Vehicle

Customer Profile

Location Promotions

Location Information

Rent Vehicle

Offered Service

Consumed Service

[Rent a Vehicle]Level 1 Business Process

ReserveVehicle

Check-outVehicle

Check-inVehicle

Marketing &Customer

ManagementPricing Products


De la componente al servicio



¿Qué es un aplicación compuesta? Un conjunto de servicios relacionados que - integrados – dan soporte a un proceso de negocio desplegados en una arquitecturaSOA

¿Qué son los servicios Web?

¿Qué es una arquitectura orientada a servicios(SOA)? Es un estilo de arquitectura IT que soporta la orientación a servicios.

¿Cómo se construye una arquitectura SOA?� Descomponer las necesidades de negocio en funciones y servicios� Reutilización de los activos actuales desplegados en modo servicio en una arquitectura SOA

� Creación de nueva lógica de negocio en base a los servicios disponibles


Una visión del stack de SOA


Loosely-coupled, reusableIntelligent Business Service

Service interface

Register Claim InspectBPM process

Business Services

Service components

Operational systems

Service customers

Trusted or not-trustedlegacy and new data

Information as a service

BRMS

Decisionservices

Application services

CompleteApplication

Customers Employees Partners, otherGov Agencies

Risk analysis

Legacy, new and partners??

Eligibilitycheck

ProcessProcess

Process

ProcessProcess

Process

Composite and dynamic process modules+

2

3

Key:

1 4

5

IT approach

6

7

Web

Portal

PaperBusiness Vocabulary

end


Apps &

Info Assets

Business Innovation & Optimization Services

Develo

pm

ent

Serv

ices

Interaction Services Process Services Information Services

Partner Services Business App Services Access Services

Integrated

environment

for design

and creation

of solution

assets

Manage and

secure

services,

applications

&

resources

Facilitates better decision-making with

real-time business information

Enables collaboration

between people,

processes & information

Orchestrate and

automate business

processes

Manages diverse data

in a unified manner

Connect with trading

partners

Build on a robust,

scaleable, and secure

services environment

Facilitates interactions

with existing information

and application assets

ESBFacilitates communication between services

IT S

erv

ice

Managem

ent

Infrastructure ServicesOptimizes throughput, availability

and performance

Primera mirada a una arquitectura SOA



Non-standardized tigh coupling

Enterprise Service Bus

Service Service Service

ServiceService Service

Service Service Service Service

Service ServiceService Service

Interface Interface Interface

Interface Interface Interface Interface

Application Application Application

ApplicationApplicationApplication

Standardized tight coupling

New Service

V2 V1

ESB: Standardized loose couplingNon-standardized tigh coupling

Enterprise Service Bus

Service Service Service

ServiceService Service

Service Service Service Service

Service ServiceService Service

Interface Interface Interface

Interface Interface Interface Interface

Application Application Application

ApplicationApplicationApplication

Standardized tight coupling

New Service

V2 V1

ESB: Standardized loose coupling


Poniendo orden: integración en una arquitectura SOA

Service virtualizer Service/Message mediator

Distribute

Transform

Enrich

Event Propagation

Gateway/Broker


Apps &

Info Assets

Business Innovation & Optimization Services

Develo

pm

ent

Serv

ices

Interaction Services Process Services Information Services

Partner Services Business App Services Access Services

Integrated

environment

for design

and creation

of solution

assets

Manage and

secure

services,

applications

&

resources

Facilitates better decision-making with

real-time business information

Enables collaboration

between people,

processes & information

Orchestrate and

automate business

processes

Manages diverse data

in a unified manner

Connect with trading

partners

Build on a robust,

scaleable, and secure

services environment

Facilitates interactions

with existing information

and application assets

ESBFacilitates communication between services

IT S

erv

ice

Managem

ent

Infrastructure ServicesOptimizes throughput, availability

and performance

Integración y Digital Business en arquitectura SOA



Un ejemplo sencillo de integración de servicios: pingConnect



Cloud integration layer


Google APPS: integración en la red


Un ejemplo integración de servicios Web: castIron



Registro de Servicios

Implementación del

servicio

Data Sources

ServiceComponents

ServiceAppplications

Data Sources

ServiceComponents


Infraestructura de servicio

Publicación del

servicio

Composición de componentes

Broker de Servicios

Publicación del servicio

Búsqueda del servicio

Enlace al servicioPetición

Elementos de un servicio Web


Acceso universal


¿Qué caracteriza un servicio web?


Serviceconsumer

Serviceprovider

Funcionalidad

Implementación

Infraestructura

Nivel de servicio

Modelo de

negocio

Modelo gestión


De parte del cliente: AJAX

AJAX: Asynchronous Javascript+XML

REST


Stateless: no client context being stored on the server. The server can be stateful (requires that server-side state be addressable by URL as a resource)

Cacheable: Clients are able to cache responses.

Layered: client cannot tell whether it is connected directly to the end server, or to an intermediary

Code on demand: Servers are able to enrich the functionality of a client by transferring logic to itthat it can execute.


Agenda

2.El ecosistema digitalDe la presencia a la co-creación

a.El ecosistema digital: de la presencia a la co-creación

b.Panorama general del Ecosistema del Digital Business


El ecosistema digitalDe la presencia a la cocreación

<’90> <’00> <’10>

Historia portátil del Digital Business

HTML

TCP/IP

Información

Canal de comunicación

To market

Java, e-Business

Comercio

Oportunidad

Canal de distribución

Low cost

Marketing to

Tecnología

Valor social

Valor de negocio/mercado

DifusiónConocimiento

post-transacción

Impacto

Marketing withModelo de negocio

Web 2.0, WS, Mobility, Cloud

Socialización

Medios de referencia

Innovación en el modelo de negocio

Conocimiento pre-transacción

Presencia Transacción Interacción


“With numerous communication tools at their disposal, social networks are becoming

integrated communication hubs”.

IBM Institute of Business Value

La búsqueda “egocéntrica” ¿Qué información? Toda: Personal, Del entorno, Profesional, Comercial, Opinión, Exacta, Precisa, informal....

La interacción y colaboración on-line, se está convirtiendo en un nuevo estándar social, tanto personal como profesional


Evolución de la web: perspectiva del usuario



Evolución de la web: oportunidades para el negocio

<Cliente> <Colaboración> <Reinvención>

� Conocimiento del comportamiento

� Ajax y el tiempo real

� Acceso a canales de auto-segmentación del mercado

� Capacidad de despliegue:

� Reducción del Time to market

� Multi-canalidad� Cocreación: con

proveedores y clientes � iPhone App

store

� Componentizacióndel negocio

� Reuso� Innovación de

procesos

Web 2.0, Social Networks

Web Services

Cloud

Principios SOA

<Estandarización>Mobile Multimedia The internet of things


Orientación a producto

• Contenido analógico• Contenidos

monoformato• Distribución

monocanal• Redes específicas

• Propuesta única de contenido para el cliente

• Recepción pasiva

Orientación a servicio

• Contenido digital• Contenidos multiformato• Distribución multicanal

• Una única red (internet) que permite distribución multicanal (IPTV, Web contents…)

• Nuevos socios, nuevos competidores (Telco providers)

• Propuesta de contenidos on-demand

• Recepción interactiva• Nuevos receptores

individualizados (red, red móvil…)

El negocio del pasado(reciente)

El negocio del futuro(próximo)


Evolución de la web: el ejemplo del digital media


� Una plataforma de Mash-ups permite a un cliente/partneremplear funcionalidades (servicios/contenidos) desplegadas para exponer nuevos servicios compuestos

B2b2C

B

2B

InternetInternet

ServiceServicePartnerPartner

EnablersEnablers

Corporate Corporate

EnablersEnablers

ClientesClientesUsuariosUsuarios

SmallSmall

BusinessBusiness

BUSINESSBUSINESS

Clients

Service

Providers

Productores de

Enablers

ExposiciExposicióón de enablersn de enablers

Applications tiersApplications tiersMotorMotor de de MashupMashup




MediaHubMediaHub

Portal,Dashboards

Portal,Dashboards

Business Applications

Interactive media

Video

Film

Text

Image

Audio

Metadata

3rd party

Set Top Box

PC

Print

Wireless dev

Gateway

KioskJSR 170

Digital/Studio Repositories

Content Systems

ProductionOpsExecutive IT

CreateDistribute &

TransactManage

Content DistributionSystems

ESB ESB-DRX ESB-MX

Business Processes in M&E Companies

IngestServices

ProductionServices

AdvertisingSales

F&AInfrastructureServices

Rights & Protection

TransactionServices

Adapter Framework (Content Systems)

Rich Content Infrastructure (RCI-API)

Workflow Execution BPEL4WS (WebSphere Process server / RCI-DSC)

Adapter Framework(Business Systems)

Mash-upplatform




Las cosas twittean

About a dozen wirelesssensors are hooked up to the electricity andwater systems and otherthings in the house. […] The updates are distributed to a display in my house, and as a stream of messages on Twitter,

red_ferries

LovellTelescope

PiMPY3WASH

pothos

tweetawatt

towerbridge

Riverthames

Tweeting heart

...los coches también…

...y las plantas



A smarter planet



Agenda

2.El ecosistema digitalDe la presencia a la co-creación

a.El ecosistema digital: de la presencia a la co-creación

b.Panorama general del Ecosistema del Digital Business


El ecosistema digitalEl ecosistema del Digital Business

Las formas del Digital Business

� Servicios de información, por ejemplo googleMaps

� Organización de la información

� Portal: agregador/buscador de contenidos� Clasificados: anuncios específicos de bienes o servicios (infojobs)

� Usuarios registrados: proveedores de contenidos bajo pago.

� Placement: emplazamiento publicitario� Content-Targeted Advertising: emplazamiento publicitario basado en la búsqueda: google.

�PublicidadAdvertisingModel

� Análisis de datos� Monitorización red

� Advertising networks: datos de usuarios y respuesta publicitaria (doubleclick)

� Medición de audiencia

� Fidelización

�Análisis y explotación de datos de usuarios y consumidores

InfomediaryModel

� Portal� Ads� Social Web

� Marketplace exchange: booking.com� Buy/Sell Fulfillment: priceline, atrapalo� Subastas: ebay� Gestión de transacciones: PayPal� Distribución:

� Buscadores de ofertas: atrapalo� Virtual marketplace: amazon

�Creadores de mercados: unión de compradores y vendedores y facilitación de transacción (B2C, B2B, C2C). Ingresos por comisión.

BrokerageModel

Soporte tecnológico

ModelosDescripciónFamilia



Las formas del Digital Business

� Web Services� Estandarización, multimedia

� Cloud computing

� Contents: Spotify� Utility model: CLOUD

�Oferta de contenidos y bienes digital por subscripción

Subscripitonmodel

� Varios� Web 2.0� Virtual Worlds

� Open source (RedHat)� Open content (Wikipedia)� Social network (FaceBook)

�Creación de comunidades de acceso fiel

Community Model

� Social Web� Pasarelas de pago� ERP, CRM

� Dell

� Zara On-line, MedWinds

�Venta on-lineexclusiva por el fabricante

ManufacturerModel

� Integración� Banner Exchange: comercialización de banners en red de afiliados

� Pay-per-click: pago a afiliados por acceso viaclick (AdSense)

� Revenue Sharing� Google Apps, iPhone Apps

�Punto de compra de terceros por click

AffiliateModel

� Portal� Ads� Social Web� Pasarelas de pago

� Virtual Merchant: venta exclusiva on-line(amazon)

� Catalog Merchant: venta multicanal por catálogo

� Bit Vendor: venta de bienes virtuales

�Parecido al marketplace, venta on-line

MerchantModel

Soporte tecnológico

ModelosDescripciónFamilia



"Overall we prefer Gmail over all otherwebmail applications because performance (speed) is consistently fast, and emailscan be tagged making search much

more effective. They also offer more storage and other features, and it’s free. However, Yahoo and Live Hotmail offermore mainstream Outlook-like user

interfaces (although Live Hotmail does notallow you to access other email accountsfrom their application), whereas Gmail takessome time to get used to. If you are

looking for speed and tagging is

important, Gmail is for you. If you are

looking for the closest thing to Outlook

online, go with Yahoo Mail.

Techcrunch "



¿qué valor diferencialaporta la

tecnología IT?


Agenda

3.El Valor del ITDe la presencia a la co-creación

a.IT doesn’t matter

b.Component Business Model y SOA (II)


El valor del ITIT doesn’t matter



Ubicuidad y valor diferencial



1998 20102000

per Mbps

$1800

$5

-61% media año

per GB$1M

$0,7

Tecnologías de infraestructura: commoditización



Tecnologías de infraestructura: ¿todo el IT?

HW

Aplicaciones y SW



Tecnologías de infraestructura: ¿todo el IT?

¿Es diferencial el Sistema operativo?

<80>

Modelo

BSDConcepto

<90>

Implementación

PropietarioRendimiento + HW

<00>

Estandarización

AbiertoFuncionalidad

<00>

Innovación

PropietarioConexión cloud

Modelo

PropietarioConcepto

Modelo

PropietarioFilosofía

Implementación

PropietarioMercado

¿Son diferenciales las aplicaciones de negocio?


Implementación del

servicio

Data Sources

ServiceComponents


Data Sources

ServiceComponents


Infraestructura de servicio

Publicación del

servicio

Composición de componentes


Valor diferencial en un servicio Web

Funcionalidad (API)

Implementación

Infraestructura

Integrabilidad


Valor diferencial en un servicio Web: LAMP



YesYesW3C Software Notice and License

NoYesSybase Open Watcom Public License

NoYesSun Public License

NoYesSun Industry Standards Source License

YesYesPython Software Foundation License

YesYesPHP License

??OpenSSL license

NoYesOpen Software License

NoYesGNU Lesser General Public License

NoNoGNU General Public License

YesYesBSD license

YesYesApache License

NoNoAffero GPL

Release changesunder a differentlicense

Link with code using a different licenseLicense




Funcionalidad

Capacidad

Integrabilidad

Rendimiento


Average Load Time forFacebook.com

Slow (1.875 Seconds), 61% of sites are faster.

Average Load Time forTwitter.com

Slow (2.241 Seconds) 70% of sites are faster.

~8 mins

~27 mins

Downtimeen horas (2008)



Agenda

3.El Valor del ITDe la presencia a la co-creación

a. IT doesn’t matterb.Identificación del valor del IT

� Component Business Model y SOA (II)


Strategy

Tactics

Execution

CustomerRelationship

Manufacturing Supply Chain &Distribution


Category/Brand Strategy

Brand P&L Management

Matching Supply and Demand

Marketing Development & Effectiveness

Product Ideation

Marketing Execution

Product Directory

Category/Brand Planning

Assessing Customer Satisfaction

Customer Insights

Account Management

Value-Added Services

Customer Account Servicing

Retail Marketing Execution

Customer Directory

Manufacturing Strategy

Supplier Relationship Management

Production and Materials Planning

Manufacturing Oversight

Supplier Control

Make Products

Plant Inventory Management

Manufacturing Procurement

Assemble/Pkg. Products

Distribution Oversight

Distribution Center Operations

Transportation Resources

En route Inventory Management

Inbound Logistics

Corporate Strategy

Alliance Management

Line of Business Planning

Business Performance Management

External Market Analysis

Organization and Process Design

Legal and Regulatory Compliance

Treasury and Risk Management

Facilities and Equipment Management

IT Systems and Operations

HR Administration

Customer Relationship Strategy

Customer Relationship Planning


Supply Chain Planning

Outbound Logistics

Accounting and GL

Indirect Procurement

Corporate Planning

Concept/Product Testing

Product Development

Product Management

Consumer ServiceIn-store Inventory Mgmt

Product Management

Example: Packaged Goods

Manufacturer

El valor del ITIdentificación del valor IT

Un Mapa de Componentes de negocio es una representación lógica de un negocio que se representa en base componentes

Un componente de negocio es una colección de actividades, recursos, personas, tecnologías y conocimientos necesarios para realizar una función.


Strategy

Tactics

Execution


ManufacturingSupply Chain &

DistributionBusiness

Administration





Product Ideation

Marketing Execution

Product Directory



Customer Insights

Account Management




Customer Directory





Supplier Control

Make Products








Inbound Logistics

Corporate Strategy

Alliance Management









HR Administration





Outbound Logistics

Accounting and GL


Corporate Planning


Product Development

Product Management


Product Management

Strategy

Tactics

Execution

CustomerRelationship Manufacturing

Supply Chain &Distribution


Product Management





Product Ideation

Marketing Execution

Product Directory



Customer Insights

Account Management




Customer Directory





Supplier Control

Make Products








Inbound Logistics

Corporate Strategy

Alliance Management









HR Administration





Outbound Logistics

Accounting and GL


Corporate Planning


Product Development

Product Management


Strategy

Tactics

Execution




AdministrationProduct

Management





Product Ideation

Marketing Execution

Product Directory



Customer Insights

Account Management




Customer Directory





Supplier Control

Make Products








Inbound Logistics

Corporate Strategy

Alliance Management









HR Administration





Outbound Logistics

Accounting and GL


Corporate Planning


Product Development

Product Management


Strategy

Tactics

Execution




AdministrationProduct

Management





Product Ideation

Marketing Execution

Product Directory



Customer Insights

Account Management




Customer Directory





Supplier Control

Make Products








Inbound Logistics

Corporate Strategy

Alliance Management









HR Administration





Outbound Logistics

Accounting and GL


Corporate Planning


Product Development

Product Management


Break down your business into its componentsDecide what’s differentiating vs. what’s simply operatingThen, analyze costs Finally, prioritize your transformation initiatives

Strategic differentiation

Competitive parity

Basic

High capital area

High cost area

High cost & capital area

Seek external provider

Consolidate internally

No action

Integrate and redesign

Example: Packaged Goods Manufacturer


Valor en las componentes del negocio


Analisi dellePerformance dei

fornitori

Gestione logistica in entrata

Logistica Intra-company & in uscita

Gestione mezzi ditrasporto

Gestione magazzini

Tracciabilità deiprodotti

Gestione opertiva deitrasporti e dei mezzi

Gestione operativadei centri distributivi

Gestione resi e reclami

AmministrazioneMagazzini e

Distribuzione


Logistica -& in uscita

Tracciabilità dei

Corporate Strategy

Alliance Planning

CorporateGovernance

Tresury

Asset Management

IT

HR development

Finance & Admin.

Procurement(no core items)

HR salary

Esecuzione

/ Operativo

Controllo/ Tattico

Direzione/

Strategico

3 Gestione PuntiVendita/Canali

Marketing & e Gestione deiClienti (finali)

Marketing Strategy & Planning

Stock Planning and Strategy

Layout Design

Channel Strategy

Sales Strategy

e

Layout Planning& Strategy

’

Document Mgmt

Marketing, After Sales

Execute

Control

Direct


Supply Chain Management

Channel & Sales Point

Product Management

IntraIntercompany Logistics

Stock Mgmt.

Inbound & Outbound Logistics

Customs Warehouse Mgmt.

Warehouse Mgmt.

Channel & Sales Point Operation Mgmt.

Channel & Sales Point Profitabillity

Sales Mgmt.

Sellers Mgmt.

Price & Promotion Mgmt.

Seasonal Forecast

Product Mgmt.

Market & Competitors Research

After Sales Mgmt

Offering & Demand Mgmt.

Campaign Mgmt.

Performance Mgmt & Control

Organization Mgmt.& Quality

Legal, Fiscal & HR

Channel Communication

Stock & Sold

Services for Channel & Sales Point

Reassortiments & price changes

POS /Cash Management

Multichannel Call Center

Product Technical Data

Sale Order

Price List

Advertising

Point of Sales (POS)

Consumer Communication Mgmt.

Spare Parts

Spare Parts Claim

Guarantee Repairing

Finished Product Traciability

Refunds Mgmt. (finished products)

Contract Carrier

Magellano

Priority Applications to transform (top 6 scores)

Ordex

Ibiss

Galassia

Cust. Bonus

Promesse

SOA CRM Services

Cloud/Outsourcing

candidates longer term

Strategic Priority Compo-nents (top 6 scores)



Ejemplo: B2C market

Execution

Monitoring & Controls

Planning & Analysis

Business Administration

Supply Chain and DistributionManufacturingCustomer

RelationshipConsumer Relationship

Brand Strategy(Consumer Experience)



Marketing Dev. and Effectiveness

Product Ideation

Marketing Execution(Consumer Exp)

Product Directory



Customer Insights

Account Management(Channel Partners)


Customer Account Servicing (Channels)


Customer Directory





Supplier Control

Make Products








In-bound Logistics

Corporate Strategy

Alliance Management









HR Administration





Out-bound Logistics

Accounting and GL


Corporate Planning


Product Development

Product Management

Consumer ServiceIn Store Inventory

Mgmt

Manage as Utility

ConsolidateAchieve Superiority

Leverage Specialists



CustomerProspecting

Client Business Development

OpportunityValidation

Business& Finance

Planning& Analysis

Monitoring& Controls

Execution

Solutions Value Chain(Supply Chain & Support)

Solution Operations & Maintenance

Bus. EnterpriseArchitecture

Business PortfolioManagement

Financial Management

Bus. ProcessPerformance

Human ResourcesManagement

Financial Operations

HR Operations

Business & Finance Strategy

SolutionsMarketing

ProcessBenchmarking

Bus. Processes & IT Infrastructure

Legal Management & Support

Market Portfolio Management

MarketManagement

Partner Process Integration

EnterpriseResource Strategy

Client profile management

Manage Standard Business Models Value Chain

Management

Demand & Supply Management

IT Management

Value Chain Strategy

Value Chain Planning

Value Chain Rules & Policies

RequirementsGathering

Market Research

ProcurementExecution

Solution Integration

SolutionLogistics

Solutions Development

Release IntegrationPlanning

CollaborativeDesign-In

Solutions Architecture

Research & DevelopmentStrategy

SolutionEngineering

Solution ComponentDevelopment

Development Program Mgt.

Platform Strategy

Develop. Process Deployment

Engineeringsupport

Research

DevelopmentCapability Management

Sales & Service

Commerce PartnerAnalysis

Sales Strategy

AccountPlanning

AccountManagement

Commerce PartnerManagement

RelationshipMonitoring

Account Sales& Service

Contract LifecycleManagement

Solutions Maintenance

Ejemplo: B2B market


Manage as Utility

ConsolidateAchieve Superiority

Leverage Specialists


Component Business Model of the Business of IT (CBM BoIT)

CBM Negocio

Service and SolutionDevelopment

IT CustomerRelationshipManagement

BusinessEnablement

Service & SolutionStrategy

Business Performance Planning

DemandManagement

CommunicationsPlanning

IT Business Management

Business Resilience Service and SolutionDeployment

Directing

Controlling

Executing

Information and KnowledgeManagement

Service Delivery and Support

SupportServices Planning

InfrastructureOperations

InfrastructureResourceManagement

Support ServicesManagement

InfrastructureResource Planning

OperationsPlanning

DeploymentStrategy

EnterpriseArchitecture

PortfolioManagement

FinancialManagement

Business TechnologyPerformance &

Value


IT FinancialManagement

Staff Administration& Development

Supplier and Contract

Administration

Business TechnologyStrategy

TechnologyInnovation

InformationManagement Strategy

InformationArchitecture

KnowledgeManagementStrategy

KnowledgeResourceManagement

InformationResourceManagement

Business ResilienceStrategy

ContinuousBusinessOperations

RegulatoryCompliance

Integrated RiskManagement

Security, Privacy& Data Protection

RegulatoryComplianceRemediation

Business Resilience

Services and Solutions Lifecycle

Planning

Service and SolutionCreation

Services and Solutions Architecture

Service and Solution

Maintenance

DevelopmentStrategy

RegulatoryComplianceStrategy

IntegratedRisk Strategy

ServicesDeliveryStrategy

IT SupportStrategy

ChangePlanning

ReleasePlanning

Knowledge CaptureAnd Availability

Data and ContentManagement

ChangeImplementation

ReleaseImplementation

IT Services andSolution Marketing

Business PerformanceManagement




Development


BusinessEnablement



DemandManagement



Business Resilience


Deployment

Directing

Controlling

Executing

Informationand

KnowledgeManagement

ServiceDelivery and

Support






OperationsPlanning

DeploymentStrategy


PortfolioManagement

FinancialManagement


Value





Administration














Business Resilience


Planning




Maintenance

DevelopmentStrategy




IT SupportStrategy

ChangePlanning

ReleasePlanning







Estrategia, direcciones generales y políticas

Monitorización, gestión de excepciones y

decisiones tácticas

Ejecución operativa de las actividades

Cómo se construye el CBM BoIT

Plan and Manage Build Run



No actionSeek external provider / external utility Consolidate or internal utilityIntegrate and redesign

•IT Customer Relationship

•Service Performance Analysis

•Service and Solution Selling

•Demand Planning

•Service Performance Planning

•Customer Transformation

Guidance

•Market Planning and Communications

•Customer Transformation

Needs Identification

•Customer Business

Intelligence

•IT Business Management

•Customer Contracts and Pricing

• Supplier Contracts

and Procurement

• HR Administration

and Development

•Portfolio Adjustments

•Financial Accounting

•Supplier Relationships and

Selection

•Human Resource Planning and Sourcing

•Portfolio Value Performance

•Financial Control

•Technology Innovation

•Enterprise Architecture

•Portfolio Management Strategy

•Business Technology and

Governance Strategy

Strate

gy

Direct

Control

Tactics

Execute

Opera

tions

•Information and Knowledge

•IT Knowledge Capture and Sharing

•Business Information Content

•IT Knowledge Design and Control

•Business Information Architecture

•IT Knowledge Strategy

•Business Information Strategy

•Business Information Planning and Control

•Service and Solution

Deployment

•Service and Solution Rollout

•Technology Implementation

•Deployment Standards and Environment


Implementation Planning

•Deployment Technical Strategy


Implementation Strategy

•Change Deployment Control


Development

•Service and Solution Maintenance

•Service and Solution Creation

•Development Standards and Environment

•Service and Solution Lifecycle Planning

•Solution Development Strategy

•Service Integration Strategy

•Service and Solution Architecture

•Service Delivery and Support

•Service Support Operations

•Infrastructure Resource

Administration

•Service Delivery Operations

•Service Delivery Standards and Environment

•Service Support Planning

•Infrastructure Resource Planning

•Service Delivery Control

•Service Support Strategy

•Service Delivery Strategy

•Infrastructure Resource Strategy

•Business Resilience

•User Identity and Access Processing

•Business Compliance Analysis

•Business Resilience Operations

•Security, Privacy and Data Protection

•Integrated Risk Control

•Business Compliance Planning

•Continuous Business Operations Planning

• Integrated Risk Strategy

•Business Resilience Strategy

•Business Compliance Strategy

C111

C112

C121

C122

C123

C124

C131

C132

C211 C311 C411 C511 C611 C711

C212

C213

C214

C221

C222

C312

C313

C321

C322

C323

C324

C331

C332

C333

C412

C421

C422

C423

C431

C432

C512

C521

C522

C523

C531

C532

C612

C621

C622

C623

C631

C632

C712

C713

C721

C722

C723

C724

C731

C732

C733

•Financial Accounting

•Human Resource Planning and Sourcing

C223

C224

C231

C232

C234

C235

C233



Agenda

4.Cloud computingEl IT en la nube


¿El Mainframe y el Digital Business? El reto de la nueva IT.

PCCliente pesado

Virtualización

Escalabilidad

Recursos bajo

demanda


Pago por uso

Rendimiento


Thin Client

Pads

Smartphone

Cloud stackProceso, Datos, Aplicaciones...

Capacidades compartidas

Control del usuario Control del usuario

+Capacidades+versátil

Cloud ComputingIT en la nube


Cloud Computing: Core Characteristics

Although definitions of “cloud computing” vary, a relatively narrow set of characteristics distinguishes cloud services from traditional IT service delivery models.

Elastic

Multi-tenant

On-demand

Usage-based metering

Self-service

The service delivery infrastructure can expand and

contract automatically based on capacity needs

The services are architected such that several customers share the underlying infrastructure resources, without compromising the privacy and security of any single customer’s data

All cloud services are available over the Internet and

can be consumed as and when there is a need.

Billing is either based on the usage of computing

resources or on a subscription-based model (without

long-term contracts).

All services are simple to use and can be directly

consumed by the user from the user-interface (UI) or an

application programming interface (API)


Una definición de Cloud computing


Infrastructure as a Service

Platform as a Service

Software as a Service

Servers Networking Storage

Middleware

Collaboration

Financials

CRM/ERP/HR

Industry Applications

Data Center

Fabric

Shared virtualized, dynamic provisioning

Database

Web 2.0 ApplicationRuntime

JavaRuntime

DevelopmentTooling

Business Process as a Service

Employee Benefits Mgmt.

Industry-specific Processes

Procurement

Business Travel

Tipos de Cloud



109

EnterpriseData Center

ManagedPrivate Cloud

HostedPrivate Cloud

SharedCloud

Services

PublicCloud

Services

EnterpriseData Center

Externally operated

Enterprise

Externally hosted &operated

Enterprises Users


Tipos de Cloud

ServicioAssets

Valor retenido

Service level Assets

Service level Assets

Service level

Service level

Private Cloud


>100

Cloud adoption forecastCloud Computing: Emerging Technology Brief

Corporate Executive Board, marzo 2010

Objetcs stored in Amazon S3 (en 1000 de millones) Amazon CTO, diciembre 2009

Salesforce customer growthAmazon CTO, diciembre 2009

Average Adoption by Industry

Retail & Consumer Products/Services

Energy, Utilities, and Manufacturing

Hi-Tech

Pharmaceuticals & Healthcare

Early Adopters Lagging Adopters

Financial Services & Insurance

Government & Education

Middle of the Road


La rápida adopción


“By 2012, 20% of businesses will own no IT

assets.”Gartner, Top End User Predictions for

2010.

Hype Cycle for

Cloud

Computing,

Gartner Julio

2009


La perspectiva de futuro


ComplexStandardization

NoneSelf service

Fixed cost modelMetering/Billing

WeeksTest Provisioning

Payback period for new services

Release Management

Change Management

Server/Storage Utilization

Years

Weeks

Months

10-20%

Self-Service

Unlimited

Granular

Minutes

Months

Minutes

Days/Hours

70-90%

Legacy environments Cloud enabled enterprise

La propuesta de valor del Cloud es atractivadesde múltiplesaspectos

Capability From To


La propuesta de valor


113

Process Management

AnalyticsCollaboration ...

Shared Middleware

Infrastructure

Cloud Applications

Lifecycle & Business

Support Services

Integrated Service Management


Un modelo arquitectónico estandarizado

Additional Partner Supplied Capabilities



Development


BusinessEnablement



DemandManagement



Business Resilience


Deployment

Directing

Controlling

Executing

Informationand

KnowledgeManagement

ServiceDelivery and

Support






OperationsPlanning

DeploymentStrategy


PortfolioManagement

FinancialManagement


Value





Administration














Business Resilience


Planning




Maintenance

DevelopmentStrategy




IT SupportStrategy

ChangePlanning

ReleasePlanning








El cloud visto desde el servicio IT

Internal Cloud provider Collaboration


For… We produce… Because we have… Slogan(s)

Developers

�An easy-to-use, highly scalable development platform

�A proven computing model

�A simple web service interface

�Extensive tools

Amazon Elastic Compute Cloud delivers scalable, pay-as-you-go compute capacity in the cloud.

Developers and IT managers

�A complete development stack that uses familiar technologies

�Scalable systems that power Google applications

�A reputation for highly reliable, high performance infrastructure

Run your web apps on Google's infrastructure.

Easy to build, easy to maintain, easy to scale.

Developers and ISVs

�A flexible, familiar environment for developers to create cloud applications and services

�An open platform that supports various languages and environments

�A Web portal that helps you deploy, scale, and upgrade your services quickly and easily

�Extensive development tools

With Windows Azure, you can shorten your time to market and adapt as demand for your service grows (ISVs)

Developers, ISVs and LOB

�A development platform that makes building applications faster and easier than ever

�A database, security, workflow, user interface, and other tools that step you through the process of building powerful business applications, web sites, and mobile applications

�A platform you can trust that has been fine-tuned over the past 10 years.

The leading cloud platform for business apps and web sites

Just log in, build your app, and share it with the world.

Principales proveedores



Appliance Cloud Services

Infrastructure as a Service

Platform as a Service

Software as a Service

Marketplace as a Service

On-Site Integrated Hosted Solutions

Cloud Hosting w/o Dev Tools End to End Solution

Web Applications

Go to Market Delivery

Off Premise

Amazon Rightscale IBM +

Amazon

Google SFDC* IBM

LotusLiv

e

Jamcracker

Rackspace Oracle +

Amazon

Microsoft

Azure

Paypal Yahoo SalesForce.Com

AppExchange

Aptana SFDC

Force.com

eBay Netsuite Amazon

Solutions

Catalogue

Google

Apps

MSFT

Office

Live

Hybrid Model

IBM

Cloudburst

Oracle

Fusion

IBM

CloudburstSAP IBM SB Market

On Premise

EMC +

Cisco

IBM SB

Cube

HP/ Dell

SMB

Servers

IBM Lotus

Foundations

Major players

Key:IBM offerings



ERP

Billing HR


SALESFORCE.COM'S FIVE-YEAR CALENDAR REVENUE

$0

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

2005 2006 2007 2008 2009 2010 Est.

In $ Millions

2005 2006 2007 2008 2009 2010 Est.

SOURCE: TBR AND SALESFORCE.COM .

TBR


Business

Process

Apps

OS &

Tools

Compute

&

Storage

Salesforce.com

Delivers

�Salesforce.com seeks networking effectsto deepen market adoption, increase and diversify revenue and increase the value of the application through knowledge-sharing across businesses

�Salesforce.com is uniquely positioned to drive network effects as the largest SaaS vendor

�The strategy is weakened by the lack of native back-office applicationfunctionality

SaaS• Salesforce.com CRM

• Salesforce.com SFA

• Salesforce.com PRM

• Salesforce.com Service Cloud

• Salesforce.com Chatter

• Offerings increase in complexity and depth across five tiers of subscription – from Free to Unlimited

• Three-year Enterprise Agreements for the largest customers set role-based pricing for companywide deployment

PaaS• Salesforce.com Force.com & vmForce.com

• Salesforce.com Development Platform

• Salesforce.com Collaboration Platform

• Development platform based on and integrated with Salesforce.com infrastructure

• Free introductory edition

• AppExchange online marketplace for applications developed on Force.com

Strategy & ImplicationsCloud Services Portfolio

Source: TBR & Salesforce.com

IaaS

PaaS

SaaS

BPaaS

Cloud Levels



Amazon CY2009 Revenue Breakdown

98%

1% 1%Amazon.comWeb Services- AWSEnterprise Services, Co-Branded Credit Cards and Advertising

SOURCE: AMAZON AND TBR ESTIMATES

TBR



Cloud Services Portfolio Strategy & Implications

BPaaS• Amazon Payments & Billing Services, billing,

payment and account services.• Amazon Fulfillment Web Services

IaaS & PaaS• Amazon Elastic Compute Cloud (Amazon

EC2), compute services. AWS’ first service, virtual servers, offered in several capacities.

• Amazon SimpleDB, database services. Commercial and open-source databases are also available.

• Amazon Simple Storage Service (Amazon S3), storage services.

• Amazon CloudFront, low latency global content distribution.

• Amazon Simple Queue Service (Amazon SQS), simple integrating middleware.

• Amazon Elastic MapReduce, instance clustering for large dataset manipulation.

• Amazon Virtual Private Cloud. • Amazon Relational Database Services

(Amazon RDS)

• Amazon is focused on attracting entrants to the web services and web content industries.

• The company ensures that entry prices are as low as possible, reflecting its costs; but pricing per unit decreases as volume increases, allowing AWS to serve larger customers.

•Prices vary slightly by geographic region.

•Hourly billing attracts customers handling highly variable demand, especially unpredictable demand, as from the web.

• Reservation fees lower hourly fees and attract steady customers.

Business

Process

Apps

OS &

Tools

Compute

&

Storage

Amazon Web

Services

Delivers



IT@Work



SAP landscapes in cloud

40 – 200 min2 – 3 daysPrepare Upgrade / Provide OS for SAP

SAP Basis

30 – 60 min1 dayInstall OSUnix OS

SAP In Cloud

½ - 3 min1 – 4 daysSAP System Refresh

10 min1 dayAdd SAP App Server

20 – 180 min2-3 daysClone DB2

8 min½ dayMaintain DB2 Libraries

12 min1dayInstall of DB2/OracleData Base

AfterBeforeSAP IT Services



Cloud Providers reference architectureCloud ServiceDeveloper

Cloud Service Provider

Common Cloud Management Platform

Virtualized Infrastructure – Server, Storage, Network, Facilities

Cloud ServiceConsumer

Partner Clouds

Customer

In-house IT

Consumer

Administrator

Consumer

Business

Manager

Developer

Service Business Manager Service Operations Manager

Cloud

Services

User

Interface

Consumer

End user

API

Software-as-a-Service

Platform-as-as-Service

Infrastructure-as-a-Service

Business-Process-as-a-Service

Metering, Analytics & Reporting

Service Provider Portal

Service

Development

Tools

Service Definition Tools

Image Creation

Tools

Configuration Mgmt

Offering Mgmt

Order Mgmt

Accounting & Billing

Customer Mgmt

Entitlements

Contract Mgmt SLAReporting

Pricing & Rating

Peering & Settlement

Subscriber Mgmt

Service OfferingCatalog

Invoicing

Service Automation Management

Virtualization Mgmt

Provisioning

Monitoring &Event Management

IT Asset & License Management

Service Request Management

IT Service Level Management

Image Lifecycle Management

Capacity &Performance Management

Incident, Problem &Change Management

BSSBusiness

Support

System Service Development Portal

API

Service Delivery Portal

OSSOperational

Support

System

Security & Resiliency

Service Delivery Catalog

Service Templates



ActiveDirectoryUser

dataWork-at-home

Thin clients &Repurposed PCs

AppsE-mail

Remote office

Access Fabric

Desktops


IT@Home



Chrome vd Android


Infrastructure(traditional)

Platform(Middleware)

Applications

Data

Infrastructure (private cloud)

Infrastructure (traditional)Infrastructure

(public cloud)

Platform(PaaS)

Platform(MW)

Platform(MW)

Platform(PaaS)

Platform(PaaS)

SaaS SaaS

SaaS

SaaS

SaaS Data

Data

Data

Applications

Data



La visión: Un IT basado en servicios cloud



Riesgos


Will Cloud Computing Deliver Better Service Quality?

Anticipated Impact of Cloud omputing

on Performance and Availability for

Critical ApplicationsPercentage of IT

Infrastructure Organizations


Riesgos


Anticipated Support and

Security Risk of Cloud ComputingPercentage of IT

Infrastructure Organizations

Support Skills Security

1. Pies do not equal 100% due to rounding.

Riesgos



HW

SW S.O.

SW Apps.

Red

Servicios

800 €

150 €

100 €

1500 € ~ 48 meses x 30 €/mes

500 €

Publicidad 200€ ~ 20 10^9M€/año para 360.985.492 us.

61,%

8,%

39%

HW

SW S.O.

SW Apps.

Red

Servicios

800 €

150 €

100 €

1500 € ~ 48 meses x 30 €/mes

500 €

Publicidad 200€ ~ 20 10^9M€/año para 360.985.492 us.

61,%

8,%

39%

Riesgos



Agenda

A modo de conclusión

IT Corporativa IT para el Digital Business

Mantener la provisión de valor

del IT

Madurar el modelo parapermitir el despliegue de aplicaciones críticas

Tecnologías de la información para el Digital Business Página 13226 de marzo de 2010

Marco [email protected]

Gracias

It For Digital Business Public

Technology

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