Cloud Computing: da curiosidade para casos reais

© 2012 IBM CorporationIM AR

Cloudnomics:The Power of CloudDriving Business Model Innovation

Cezar Taurion

Technical Evangelist


História da Computação e da IBM se fundem…


The US Patent and Trademark Office awarded IBM an average 22.6 patents per working day in 2010, for a total 5,896.

6,180 U.S. patents in 2011

Inovação na IBM: inserido no DNA corporativo

The top-10 receivers of patents in 2010, according to IFI Claims Patent Services:

1. IBM (5896); United States2. Samsung (4551); South Korea3. Microsoft (3094); United States4. Canon (2552); Japan5. Panasonic (2482); Japan6. Toshiba (2246); Japan7. Sony (2150); Japan8. Intel (1653); United States9. LG Electronics (1490); South Korea10. HP (1480); United States

IBM e Governo Federal anunciam centro de pesquisas no Brasil08 de junho de 2010 – 19h22

�Primeiro da América do Sul.

�Tecnologias para tornar o Planeta Mais Inteligente.

�Sistemas humanos inteligentes para grandes eventos, como Copa 2014 e Olimpíadas 2016.

�Sistemas inteligentes para automação de serviços.

�Sistemas inteligentes para descobertas de recursos naturais (petróleo e gás) e logística.


Talking about trends....


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 Corporation8 Cloud Computing - Strategic View IM AR

Cloud is a new Consumption & Delivery Model that relies on the industrialization of delivery for IT supported Services

� a new consumption and

delivery model inspired by

consumer Internet

services.

� Private, Public and Hybrid

� Workload and/or

Programming Model Specific

� The Industrialization of

delivery for IT supported

Services

� Self-service

� Sourcing options

� Economies-of-scale

“Cloud” can be:“Cloud” represents:

“Cloud” enables:“Cloud” is:


Cloud computing is more than the sum of the parts…

Virtualization Standardization Automation Self Service+ + +

Cloud Computing

With

� Enables flexibility

� Increase utilization

� Energy efficient

� Soft configuration

� Infrastructure abstraction

Without

� Physically constrained

� Capital intensive

� Hard configuration

� Linked to PO process

With

� Simplification

� Few configurations

� Enables automation

� Easier support

Without

� Physically constrained

� Many configurations

With

� Low human involvement

� Rapid deployment & mgt

� Repeatable configuration

� Improves compliance

Without

� Manually intensive

� Skill dependent

� Error prone

� Costly

With

� User in control

� Cost and usage choices

� Increased visibility

� IT/Business alignment

Without

� Dependency of availability of data centre staff

� Lack of awareness


Banks use automated teller machines to improve

service and lower cost.

Manufacturers use robotics to improve quality and

lower cost.

Telcos automate traffic through switches to assure

service and lower cost.

Standardization, Automation and Self Service have changed many other industries become more efficient.


Software/ Application-as-a-Service

Financials

Industry SpecificApplications

CRM/ERP/HR

Collaboration

Platform-as-a-Service

Middleware

Database

Web 2.0 ApplicationsRuntime

DevelopmentTools

Desktop

Infrastructure-as-a-Service

Servers Networking StorageData Center

Fabric

Consolidated, standardised, virtualised,shared, dynamically provisioned, automated

Cloud Service Models


A range of deployment options

Private PublicHybrid

IT capabilities are provided “as a service,” over an intranet, within the enterprise and behind the firewall

Internal and external service delivery methods are integrated

IT activities / functions are provided “as a service,” over the Internet

Enterprise data center

Managed private cloud

� Third-party operated

� Client owned

� Mission critical

� Packaged applications

� High compliancy

� Internal network

Enterprise data center

Private cloud

� Private

� On client premises

� Client runs/ manages

Public cloud services

Users

B

� Shared resources

� Elastic scaling

� Pay as you go

� Public Internet

A

Member cloud services

A

Enterprise

B

� Mix of shared and dedicated resources

� Shared facility and staff

� Virtual private network (VPN) access

� Subscription or membership based

Hosted private cloud

Enterprise

� Third-party owned and operated

� Standardization

� Centralization

� Security

� Internal network


Cloud Computing Reference Architecture (The Open Group)

Governance

Security, Resiliency, Performance & Consumability

Cloud ServiceCreator

Cloud Service ProviderCloud ServiceConsumer

Cloud Services

IaaS

PaaS

SaaS

BPaaS

Common Cloud

Management Platform

Cloud Service Integration

Tools

Consumer In-house IT

Infrastructure

Middleware

Applications

Business Processes

OSS – Operational Support Services

BSS – Business Support Services

Subscription Management

PricingEntitlement

Management

Metering Rating Billing

Clearing & Settlement

Accounts Payable

Accounts Receivable

Customer Account

Management

Service Offering

Catalog

Service Offering

Management

Contracts & Agreement

Management

Service Request

Management

Order Management

TransitionManager

DeploymentArchitect

OperationsManager

Service Provider Portal & API

Consumer

Administrator

Consumer BusinessManager

Consumer End user

Service Creation Tools

Service Management Development

Tools

Service Runtime Development

Tools

Software Development

Tools

Image Creation Tools

Service Component Developer

Infrastructure

Security &Risk Manager

CustomerCare

ServiceManager

BusinessManager

Service

Composer

OfferingManager

Service

Integrator

Serv

ice

Ma

na

gem

ent

Servic

e Cons

umer P

orta

l & A

PI

Service

Dev

elopm

ent

Portal &

AP

I

AP

I

AP

I

AP

I

AP

I

Existing & 3rd party services, Partner

Ecosystems

ProvisioningIncident & Problem

Management

IT Service Level

Management

Service Automation Management

Service Delivery Catalog

Service Request

Management

Change & Configuration

Management

Image Lifecycle

Management

Monitoring & Event

Management

IT Asset & License

Management

Capacity & Performance

Management

Platform & Virtualization Management

Infr

ast

ructu

reM

gm

t Inte

rface

sP

latfor

m M

gm

tIn

terf

aces

Softw

are

Mg

mt

Inte

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sB

P M

gm

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terf

ace

s

© 2011 IBM Corporation


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


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


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.


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


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

“Our commitment to informed decision making led us to consider private cloud

delivery of Cognos via System z, which is the enabling foundation that makes

possible +$20M savings over 5 years.”

– IBM Office of the CIO

IT benefits from Cloud Computing are real


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


Mobility, social media, increasing digitization and new analytics capabilities are conspiring to drive broad business change

Mobile revolution

� Connectivity, access and participation are growing rapidly

� Smart devices are becoming the primary route to get connected

� Devices are getting smarter as they are increasingly enriched by mobile apps

Major Technology Trends driving Business Change

Social media explosion� Social media is quickly becoming the primary communication and collaboration format

� GenY’s or “digital natives” use of technology and social media platforms is accelerating adoption

� Enterprises are adopting social media but are struggling to realize the value and manage risk

Hyper digitization

� Digital content is produced and accessed more quickly than ever before

� Internet traffic is growing globally driven by consumer use of video, mobile data, interconnectedness

� An increasing number of connected devices and sensors is further driving growth

The power of analytics

� New capabilities for real time analysis, predictive analytics and micro-segmentation are emerging

� Top performing companies use analytics to drive action and business value

� Analytics are making information “consumable” and is transforming all parts of the organization, from customer intimacy to supply chain management

Source: IBV Analysis


Vivemos uma rápida evolução da internet


O que acontece na Internet em apenas 1 minuto!

© 2012 IBM Corporation25 IM AR 25

Mobile explosion

“By 2013, mobile phones will overtake PCs as the most common Web access device worldwide”

Source: Gartner Highlights Key Predictions for IT Organizations and Users in 2010 and Beyond:

http://www.gartner.com/it/page.jsp?id=1278413

Researchers reported that time spent on apps began to outpace time spent on the desktop or mobile Web

Researchers reported that time spent on apps began to outpace time spent on the desktop or mobile Web

BY 2015 mobile application development projects targeting smartphones/tablets will outnumber native PC projects by a ratio of 4-1

BY 2015 mobile application development projects targeting smartphones/tablets will outnumber native PC projects by a ratio of 4-1


Trigger for transformation

InternetWeb2.0

Web 3.0 (Cloud, Mobile, Social)

1964 20082003

26

19941981

Mainframe

Client Server/PC

Mobile Devices (Smartphones,

Tablets, etc)Generations ofComputing Platforms

Phases of theInternet

2012

2020...

Source: HorizonWatch: Top Technology Trends To Watch In 2012, Bill Chamberlin

The 3rd phase of the internet “colliding” with the 3rd generation of computing platform


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

...

...


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


Cost Flexibility

Cloud enables businesses to reduce fixed IT costs and shift to amore 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



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


Example: Xerox Mobile Print

Cloud enables businesses to attract a broader range of consumerswith elegantly simple solutions

� The Xerox Mobile Print platform uses tools via a cloud to convert and process print requests from any mobile device (e.g. tablet, smartphone) to a Xerox printer

� Removes complexity for users – no need to understand / install / maintain printer device drivers for either their mobile device or targeted printer

Characteristics� Expands feasible range of

sophistication in products and services

� Minimizes requirements of user to understand how product works or how to maintain it

Finding� Cloud’s ability to mask complexity

is one of the lesser known business enablers with less than 20% of executives seeing it as a top benefit1

Cloud-enabled services leave the complexity to the experts, delivering only outcomes to the end-user

17% 22%

Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders; Q6a5-Q6b5(1): Expected benefits of cloud – Reduced complexity for customers (today and next three years), N=572

Masked Complexity4


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

32

Cloud Enablement Framework


Enterprises are leveraging cloud to enhance, extend and invent new customer value propositions


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

33



61%

54%

36%

68%

63%

48%

Changingproduct/service mix

Finding additionalsources of revenue

Developing flexiblepricing models

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

Example: Apple’s iOSHow 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


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



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

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

Example: Salesforce.com

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

What is the Primary Focus of Your Organization’s Cloud Adoption Strategy?

% of Respondents

Today In 3 years


We classify organizations according to the extent to which their use 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


Va

lue

Ch

ain


Optimizers

Disruptors

Innovators

Organizations should determine how and to what degree

cloud can be used to enable their business model



Optimizers, innovators and disruptors each face strategic opportunities and significant risks

� Untested business models may not succeed

� Fast followers are often more successful than first movers

� Rapid replication of innovation by competitors

� Value capture may not be sustainable

� Realization of limited revenue or market share gains

� Increased dependency on partners

� Potential industry disruption from less risk averse player

Major Risks

� Capture unique competitive edge through creation of new or disruption of existing industry

� Invent new customer needs or define entirely new markets

� Take advantage of and sustain first mover advantage

� Expand ability to move into adjacent market or industry spaces

� Combine previously unrelated elements of the value chain and value proposition to increase total value

� Gain competitive advantage

� Deepen customer relationships by expanding value

� Increase partnering by applying cloud� Reduce costs by leveraging cost

flexibility� Increase overall efficiency

Major OpportunitiesOrganizational Classification

Optimizers

Innovators

Disruptors


Organizations generally fall into one of the three categories: optimizers, innovators or disruptors

Imp

rove

Tra

nsfo

rmC

rea

te


Optimizers

Disruptors

Innovators

Va

lue

Ch

ain


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


Animoto

Custom Presentations

North Carolina State University

Virtual Computing Lab

Organization


3M Visual Attention Service


Organizations generally fall into one of the three categories: optimizers, innovators or disruptors

Imp

rove

Tra

nsfo

rmC

rea

te


Optimizers

Disruptors

Innovators

Va

lue

Ch

ain


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


3M

Visual Attention Service

Xerox

Mobile Print

Apple


Animoto

Custom Presentations

North Carolina State University

Virtual Computing Lab

Organization


Cloud’s business enablers are fuelling innovation and empowering organizations to optimize, innovate and disrupt business models

Impro

ve

Tra

nsfo

rmC

reate


Valu

e C

ha

in


Optimizers

Disruptors

Innovators


Va

lue

Ch

ain


Context-driven Variability

5

Masked Complexity

4

Market Adaptability

3


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


There are three initiatives you can start today to capture value from cloud-enabled business models

1. Establish shared responsibility for cloud strategy and governance across the Business and IT

2. Look beyond your organization’s borders to maximize value derived from your cloud adoption

3. Strategize whether your organization will be an Optimizer, Innovator or Disruptor through the use of cloud-enabled business models


Envisioning the full potential of cloud requires organizations to challenge existing approaches in their business and industry

Organizations that maximize the potential of cloud’s business enablers can position themselves to capture significant value and sustainable advantage

… 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?


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 IT optimization strategy and roadmap


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


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.


Cloud Computing has moved beyond the hype. It is a highly disruptive trend that brings with it new opportunities

48

“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


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


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Cloud Computing: da curiosidade para casos reais

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