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IDC DSI Symposium 2009 – 17 mars 2009
Infrastructures DynamiquesChallenges d'aujourd'hui et opportunités de demain
Carlo Purassanta, Integrated Technology Services Executive - IBM FrancePARIS, 17 mars 2009
IDC DSI Symposium 2009 – 17 mars 2009
IDC DSI Symposium 2009 – 17 mars 2009
IBM Global CEO Study : Enterprise of the Future
40 NATIONS FROM AROUND THE WORLD
32 DIFFERENT INDUSTRIES
19%OF COMPANIES HAVE MORE THAN 50,000 EMPLOYES
22%OF COMPANIES HAVE FEWER THAN 1,000 EMPLOYEES
The study Core traits of the Enterprise of the Future
1Hungry
for change
2Innovative
beyond customer
imagination
3Globally
integrated
4Disruptive by nature
5Genuine, not just
generous
IDC DSI Symposium 2009 – 17 mars 2009
CIO implications & key challenges
• Information that is growing exponentially in silos and has to be turned into ‘business insight’• The need to align skills and resources to support collaborative customer projects• Empower customers by giving them secure access to relevant information, transaction
capabilities and interactions
• The need to integrate people, processes, data and technology• Increasing demand for storage and bandwidth• Remove IT barriers to operational, technological and cultural integration• Build on common standards and shared services• Create a collaborative working environment
• Find ways to support growing business needs while controlling energy costs• Handle the explosion in numbers of workers, devices and networks• Lead by example on “green” initiatives, Reduce environmental impact • Enhance workforce mobility alternatives
• Pressure to meet increased expectations while reducing costs• Change that is outpacing IT’s ability to deliver• Act as the catalyst for change using IT’s unique vantage point• Mitigate risk associated with new opportunities
• Shift from technology provider to business solution creator• Reorient IT to focus on ROI and profitability—the language of business• Remove obstacles to business model changes• Facilitate rapid integration of acquisitions and mergers
Hungry for change
Innovative beyond customer imagination
Globally integrated
Disruptive by nature
Genuine, not just generous
IDC DSI Symposium 2009 – 17 mars 2009
CIO Study Overview | 13-Jan-09 4
“The CIO Paradox”, an examination of the many roles a CIO assumes, has been chosen as the study theme
4 CIO Study | Oct-30-08
Three sub-themes, based on the multiple roles that CIOs must handle simultaneously, illustrate the CIO Paradox:
Value Creator and Cost CutterDelivering competitive differentiation through technology while optimisingoperational costs
Business Leader and IT ManagerCo-creating the business strategy for tomorrow while maintaining yesterday’s IT infrastructure
Visionary and PragmatistChampioning new technology ideas while exploiting existing investments
IDC DSI Symposium 2009 – 17 mars 2009
Company survival and sustaining financial business commitmentsImprove cash flowOptimize the use of capital and assetsRapid, risk mitigated payback on investments (e.g., the business case)Control and manage the portfolio of investmentsGovernance participant to governance leadershipFocus moves from the Income Statement to the Balance Sheet and optimizing assets
The macro economic conditions have caused an increased focus
on financials performance…
Move down the cost curve
Tota
l Cos
t
Capacity
Efficiency initiatives that drive near-term saves via reduced capacity
Tota
l Cos
t
Capacity
Strategic initiatives that drive longer-term saves, sustained growth, and greater agility
Shift the cost curve down
In turn, clients are more aggressively establishing broader integrated cost reduction
and management programs
Cost TakeoutStaff ReductionsManagement De-layeringActivity/Service RationalizationTechnology Rationalization
TransformationalOperating Model ChangeConsolidation & Shared ServicesResource Optimization Process Optimization Fixed to Variable Cost Structures
Executive leaders need to rapidly consider optimization strategies to survive
IDC DSI Symposium 2009 – 17 mars 2009
Proposal for “The IT Agenda” within the downturn period
Investment / Effort ($$)
Realization tim
eframe (Years)
IT supplier consolidationIT supplier
consolidation
IT infrastructurearchitecture
IT infrastructurearchitecture
IT investment optimization
IT investment optimization
IT operations efficiency
IT operations efficiency
Application Services
Application Services
IT organisationalrestructuring
IT organisationalrestructuring
Value and efficiency areas within IT
Application harmonizationApplication
harmonization
0 Year
1 Year
2 Years
Low High
Infrastructure Sourcing/Tasking
Infrastructure Sourcing/Tasking
Process and Governance
Optimization / Consolidation / Virtualization
IT Architecture Reengineering
Service Management
IDC DSI Symposium 2009 – 17 mars 2009
CBM – IT Mgmt. Landscape IT Consolidation Analysis
IT Scan Energy Efficiency Analysis
Process Maturity
ITSM alignment
01
5432
targetAs Is
Dynamic Collaboration
Integrated IT& Business
IntegratedIT
PartiallyIntegrated IT
Discrete IT Silos
Dynamic Collaboration
Integrated IT& Business
IntegratedIT
PartiallyIntegrated IT
Discrete IT Silos
IT Governance
IT Operations
IT Development
IT BusinessManagement
IT Management is based on
technology silos
Technology silo metrics.
Limited or no ability to correlate IT metrics and
decision with business impact.
IT Management has visibility across
collections of technologies.
Application and project oriented
metrics.
Reporting schemes do not have
business context, unless it is provided
manually.
IT is managed in context of IT
service objectives.
IT service quality metrics.
Business has visibility of IT
service achievement, but must translate to
business objectives.
IT Management is focused on
contributions to business
performance.
Business performance
metrics.
The business drives IT service
decisions in business terms.
IT service is dynamically
configured by business driven
criteria.
Metrics include the speed of response
to changing business needs.
The business has full control over a range of dynamic
IT services.
Increasing levels of integration enabling improved IT value to the business
Adoption LevelsManagement DomainsService Management Processes
BusinessManagement
Strategic Business Planning
Fina
ncia
l Man
agem
ent
HR
Man
agem
ent
Pro
cure
men
tLe
gal a
nd Q
ualit
y A
ssur
ance
Dire
ctin
gC
ontr
ollin
gEx
ecut
ing
Fulfi
llmen
t and
Pric
ing
Customer Problem Handling
and Resolution
Customer Management and
Care Strategy
CRM Support
Sales and Customer
Management
Sales, Channel, and Alliance Management
Sales and Marketing Strategy
Sales and Marketing Fulfillment
Marketing Research and
Analysis
Request and Service
Management
ProductManagement
Service Request and Order Handling
VendorManagement
SLAManagement
ServiceProblem
Management
Service Management
Strategy
Infrastructure Architecture and
Design
Operations Planning
InfrastructureDevelopment
Performanceand Capacity Management
Infra-structureStrategy
Infra-structureRoadmap
Asset and Tool Management
Infrastructure Resource
Management
ProjectManagement
Services & Solution Development and Delivery
Infrastructure Development
Infrastructure Operations &
Support
InfrastructureTesting
InfrastructureImplementation
ApplicationDevelopment
ApplicationMaintenance
& Support
ApplicationArchitecture and
Design
ApplicationDevelopment
ApplicationStrategy
ApplicationPortfolio
ApplicationTesting
Development Tooling
Deployment Strategy
Change and ReleasePackaging
ApplicationSupport
Change Planning
ApplicationMaintenance
Service and Product Portfolio
Replace-ment
Planning
Architecture Management
IT Governance
ITControlling
BenefitsManagement
Operations &SupportStrategy
Network
Printing
Desktop
EnterpriseComputing
ApplicationOperation
Release PlanningPricing
IT Security
IT Risk Management
User and Identity Management
BusinessManagement
Strategic Business Planning
Fina
ncia
l Man
agem
ent
HR
Man
agem
ent
Pro
cure
men
tLe
gal a
nd Q
ualit
y A
ssur
ance
Dire
ctin
gC
ontr
ollin
gEx
ecut
ing
Fulfi
llmen
t and
Pric
ing
Customer Problem Handling
and Resolution
Customer Management and
Care Strategy
CRM Support
Sales and Customer
Management
Sales, Channel, and Alliance Management
Sales and Marketing Strategy
Sales and Marketing Fulfillment
Marketing Research and
Analysis
Request and Service
Management
ProductManagement
Service Request and Order Handling
VendorManagement
SLAManagement
ServiceProblem
Management
Service Management
Strategy
Infrastructure Architecture and
Design
Operations Planning
InfrastructureDevelopment
Performanceand Capacity Management
Infra-structureStrategy
Infra-structureRoadmap
Asset and Tool Management
Infrastructure Resource
Management
ProjectManagement
Services & Solution Development and Delivery
Infrastructure Development
Infrastructure Operations &
Support
InfrastructureTesting
InfrastructureImplementation
ApplicationDevelopment
ApplicationMaintenance
& Support
ApplicationArchitecture and
Design
ApplicationDevelopment
ApplicationStrategy
ApplicationPortfolio
ApplicationTesting
Development Tooling
Deployment Strategy
Change and ReleasePackaging
ApplicationSupport
Change Planning
ApplicationMaintenance
Service and Product Portfolio
Replace-ment
Planning
Architecture Management
IT Governance
ITControlling
BenefitsManagement
Operations &SupportStrategy
Network
Printing
Desktop
EnterpriseComputing
ApplicationOperation
Release PlanningPricing
IT Security
IT Risk Management
User and Identity Management
H
H H
H
H
H
H
H
N
H
H
N
H
N
H
H
H
H
H
H
H
H
HN
HN
N
N
N
HH
H H
H
HH
H
H
Systems landscape
NW
SMM
idra
nge
NO
SD
ata
Cen
ter
MediumVM/VSE
6
z-Series z-Series z-Series
Complexz/OS
3
SimpleLinux
10 20
VTSDASD
5000GB
DASDMirror
2500GB
i-Series i-Series
Medium20
Complex30
UNIX UNIX.
Medium10-15
Complex2
UNIX
Simple15
Clients
W2K/XP2600
Clients
W2K
Simple350
Server
W2K
Medium42
LAN
City
City
City
W AN
Application landscape
Tech
nisc
he
Unt
erst
ützu
gs-
funk
tione
nFr
onto
ffic
Mid
dlet
ier
Bac
koffi
c
Business Process 1
Business Process n
SAP
SD MM PP PMFi CO IM BW
EC-CS QM HR TR
CRM PS
CRM DWH
Lotus Notes Domino, Microsoft Office
500 Seats 200 Seats
500 Seats
Print500 Seats
Cost structure & forecast
Basis IT Cost Scan: Extrapolation2003 2004 2005
Personalkosten 893.181 919.976 947.576Sachaufwand 1.658.400 1.658.400 1.658.400AfA 924.593 924.593 924.593Kostenumlage / LV 166.136 169.459 172.848Sonstige Umlagen 23.935 0 0Summe NWSM 3.666.244 3.672.428 3.703.416Personalkosten 559.083 575.856 593.131Sachaufwand 1.024.000 1.024.000 1.024.000AfA 222.708 222.708 222.708Kostenumlage / LV 102.641 104.693 106.787Sonstige Umlagen 14.787 0 0Summe UNIX/Midr. 1.923.219 1.927.257 1.946.627Personalkosten 163.713 168.625 173.684Sachaufwand 299.900 299.900 299.900AfA 62.588 62.588 62.588Kostenumlage / LV 39.145 39.928 40.727Sonstige Umlagen 5.640 5.752 5.867Summe Mainframe 570.986 576.793 582.766Personalkosten 1.615.978 1.664.457 1.714.391Sachaufwand 2.982.300 2.982.300 2.982.300AfA 1.209.889 1.209.889 1.209.889Kostenumlage / LV 307.922 314.080 320.362Sonstige Umlagen 44.362 5.752 5.867Total 6.160.449 6.176.478 6.232.808
IBM-Bereich Kostenart
NWSM
Midrange
Data Center
Total
We have a proven set methodologies, tools and the expertise to identify and implement „Quick Wins“
Infrastructure TADDM / AIDA
Aurora / Network analysis
IDC DSI Symposium 2009 – 17 mars 2009
CIO Study Overview | 13-Jan-09 4
“The CIO Paradox”, an examination of the many roles a CIO assumes, has been chosen as the study theme
4 CIO Study | Oct-30-08
Three sub-themes, based on the multiple roles that CIOs must handle simultaneously, illustrate the CIO Paradox:
Value Creator and Cost CutterDelivering competitive differentiation through technology while optimisingoperational costs
Business Leader and IT ManagerCo-creating the business strategy for tomorrow while maintaining yesterday’s IT infrastructure
Visionary and PragmatistChampioning new technology ideas while exploiting existing investments
IDC DSI Symposium 2009 – 17 mars 2009
IBM’s answer aligned on customers challenges
Hungry for change
Innovative beyond customer imagination
Globally integrated
Disruptive by nature
Genuine, not just generous
Dynamic Infrastructure
Green & Beyond
New Intelligence Smart Work
The world has become flatter and smaller. Now it must become smarter.
IBM’s smarter planet vision
IDC DSI Symposium 2009 – 17 mars 2009
A dynamic infrastructure…
…delivers superior business and IT services with agility and speed.
Enables visibility, control, and automation across all business and IT assets.
Transforms assets into higher value services.
Highly optimized to achieve more with less.
Addresses the information challenge.
Leverages flexible sourcing like clouds.
Manages and mitigates risks.
10
IDC DSI Symposium 2009 – 17 mars 2009
Building a dynamic infrastructure…
…requires an integrated, holistic approach.
11
IDC DSI Symposium 2009 – 17 mars 2009
Building a dynamic infrastructure.
Service Management
Virtualization
Energy Efficiency
Business Resiliency
Security
Information Infrastructure
Provide visibility, control and automation across all the business and IT assets to deliver higher value services.
Maximizing the value of critical business and IT assets over their lifecycle with industry tailored asset management solutions.
Leadership virtualization and consolidation solutions that reduce cost, improve asset utilization, and speed provisioning of new services.
Address energy, environment, and sustainability challenges and opportunities across your business and IT infrastructure.
Maintaining continuous business and IT operations while rapidly adapting and responding to risks and opportunities.
End to end industry customized governance, risk management and compliance solutions.
Helping businesses achieve information compliance, availability, retention, and security objectives.
Asset Management
IDC DSI Symposium 2009 – 17 mars 2009
Physical Consolidation
Improve utilizationReduce costs
Advanced Virtual
Resource Pools
Decouple complexity from scaleAutomate workload management
ServiceManagement
Discover, monitor, meter, secure and automate deployment of virtualized resources Integrated virtualization management with IT processes
Cloud
Always availableElastic scalingAutomated provisioning
Virtualization provides an efficient platform for cloud
IDC DSI Symposium 2009 – 17 mars 2009
IBM’s own smart transformation has delivered results.
1997 TodayCIOs 128 1
Host data centers 155 7
Web hosting centers 80 5
Network 31 1
Applications 15,000 4,700
From 2002 through 2007, IBM's own IT investments delivered a cumulative benefit yield of approximately $4 billion. For every dollar invested, we saw a $4 cumulative benefit.
IBM IT Transformation
Cloud-enabled on demand IT delivery solution
Self-service for 3,000 IBM researchers across 8 countries.Real time integration of information and business services.
The virtualized environment will use 80% less energy and 85% less floor space.2X existing capacity, no increase in consumption or impact by 2010.
Project Big Green
Consolidation and virtualization - thousands of servers onto approximately 30 IBM System z™ mainframes.Additional virtualization leveraging System p, System x and storage across enterprise.Substantial savings being achieved in multiple dimensions: energy, software and system management and support costs.
Data Center Efficiencies Achieved
IDC DSI Symposium 2009 – 17 mars 2009
A dynamic infrastructure is a journey…
…these interrelated initiatives can provide the DNA needed to thrive in a smarter planet.
15
IDC DSI Symposium 2009 – 17 mars 2009
Cloud Computing• New paradigm in our industry• Open standards, SOA and Service
Management• Economically compelling solutions for clients
IBM Research• Advancements in process science• Leading edge predictive capabilities• Enhancing delivery quality
You can count on IBM’s experience and innovation.
Smarter Planet• Instrumented• Interconnected• Intelligent
IDC DSI Symposium 2009 – 17 mars 2009
Backup
IDC DSI Symposium 2009 – 17 mars 2009
SERVICE-ORIENTED…Rapid service deployment. Reusable service components.Secure and reliable processes.
AND SERVICE-MANAGEDIntegrated management across all assets.Service visibility, control and automation.Manage complex, rapid changes.
Dynamic Infrastructure: Transforming these assets into higher value services….
…implementing a service-oriented, service-managed approach torapidly and dynamically deliver business and IT services.
DYNAMIC INFRASTRUCTURE
18
IDC DSI Symposium 2009 – 17 mars 2009
1. Dynamic Infrastructure Strategy
Something meaningful is happening…The world is about to get a whole lot smarter.
“Every human being, company, organization, city, nation, natural system and man-made system is becoming
interconnected, instrumented and intelligent.This is leading to new savings and efficiency—but perhaps
as important, new possibilities for progress.”
19 This document is for IBM and IBM Business Partner educational use only. It is not intended for customer distribution.
IDC DSI Symposium 2009 – 17 mars 2009
In this smarter world, we need our infrastructure to propel us forward, not hold us back.
Infrastructure that is instrumented, interconnected and intelligent. Infrastructure that brings together business and IT to create new
possibilities.
We need a dynamic infrastructure.
Facilities InfrastructureFacilities Facilities InfrastructureInfrastructure
ProductionInfrastructureProductionProductionInfrastructureInfrastructure
MobilityInfrastructureMobilityMobilityInfrastructureInfrastructure
TechnologyInfrastructureTechnologyTechnologyInfrastructureInfrastructure
Communications InfrastructureCommunications Communications InfrastructureInfrastructure
+ + + +
20 This document is for IBM and IBM Business Partner educational use only. It is not intended for customer distribution.
IDC DSI Symposium 2009 – 17 mars 2009
A dynamic infrastructure addresses today’s challenges and tomorrow’s opportunities.
Not only ensuring high availability and quality of existing services, but also meeting customer expectations
for real-time, dynamic access to innovative new services.
Not just containing operational cost and complexity, but achieving
breakthrough productivity gains through virtualization, optimization,
energy stewardship, and flexible sourcing.
REDUCE COST
IMPROVE SERVICE
MANAGE RISK
Not only addressing today’s security, resiliency, and
compliance challenges, but also preparing for the new
risks posed by an even more connected and collaborative world.
Dynamic Infrastructure
21
IDC DSI Symposium 2009 – 17 mars 2009
How do we build a more dynamic infrastructure?
Address today’s operational challenges to free up resources for new investments.
Converge business and IT infrastructure to work in concert, achieving breakthrough productivity and greater business value.
Utilize alternative sourcing approaches, like cloud computing, to deliver new services with agility and speed.
22 This document is for IBM and IBM Business Partner educational use only. It is not intended for customer distribution.
IDC DSI Symposium 2009 – 17 mars 2009
23
5. Getting Started With Dynamic InfrastructureIBM has always been a leader in providing business and IT infrastructure solutions. Dynamic Infrastructure involves a logical evolution of our offerings delivery approach as well as a holistic strategy for developing IT solutions.
Unsurpassed with regard to our in-depth industry experience, IBM is the only partner that can combine business and IT expertise to help you develop a Dynamic Infrastructure. In addition, there are financing, technical offerings and an array of the world’s best business partners to help make “getting started” much easier.
IBM’s can help you get started with:Infrastructure Financing
IBM Assessments
IBM Worldwide Client Centers
Industry Leading Infrastructure Solutions
This document is for IBM and IBM Business Partner educational use only. It is not intended for customer distribution.
IDC DSI Symposium 2009 – 17 mars 2009
Something meaningful is happening…The world is about to get a whole lot smarter.
“Every human being, company, organization, city, nation, natural system and man-made system is becoming
interconnected, instrumented and intelligent.This is leading to new savings and efficiency—but perhaps
as important, new possibilities for progress.”
IDC DSI Symposium 2009 – 17 mars 2009
INSTRUMENTED
We now have the ability to measure, senseand see the exact condition of everything.
•Today, there are 1 billion transistors for each person on the planet.•By 2010, 30 billion RFID tags will be embedded into our world and across entire ecosystems.•Typically, hospitals over-procure mobile assets by 20-30% while critical staff spend 10-30% of their time searching for them.
Smarter health systems connect people to information, experts and each other and act proactively to better manage and deliver preventive and therapeutic care.
IDC DSI Symposium 2009 – 17 mars 2009
INTERCONNECTED
People, systems and objects can communicate and interact with each other in entirely new ways.
•The Internet of people is 1 billion strong. Almost one third of the world’s population will be on the Web by 2011.•There will be nearly 4 billion mobile phone subscribers worldwide by the end of 2008.•In 2007, 56% of American adults sought information about a personal health concern on the Internet—up from 38% in 2001.
Smarter health systems remove information barriers and work as a networked team with the individual to make smarter health and care decisions.
IDC DSI Symposium 2009 – 17 mars 2009
INTELLIGENT
We can respond to changes quickly and accurately,and get better results by predicting and optimizingfor future events.
•Every day, 15 petabytes of new information are being generated. This is 8x more than the information in all U.S. libraries.•More than 3,600 statistical articles are published each year on the topic of coronary heart disease alone.•Increasing digitization and medical imaging will lead to a 41% annual increase in storage requirements between 2008 and 2012.
Smarter health systems analyze information to meet the changing needs of the organization, optimize performance, integrate predictive models and deliver greater value to the individual.
IDC DSI Symposium 2009 – 17 mars 2009
A SMARTER PLANETINSTRUMENTED
INTERCONNECTED
INTELLIGENT
PEOPLE
COMPANIES, INSTITUTIONS, INDUSTRIES
MAN-MADE SYSTEMS
NATURE’S SYSTEMS
How is IBM making the world work better today?
IDC DSI Symposium 2009 – 17 mars 2009
+ + =
CIOs, with their end-to-end view of the business,provide a unique systems perspective of the enterprise that is
critical to driving new growth and opportunity
Smarter planet: Thinking and acting in new ways to make our systems more efficient,
productive and responsive.
IDC DSI Symposium 2009 – 17 mars 2009
What does the Smarter Planet mean to me?
Smarter planet is a vision for IBM and our customers to work together in partnership to make the world a better place to live, work, and play.
Smarter planet provides a forum to engage the customer in how they and their project can be used to improve the business by leveraging the integration of IT and business assets to drive new levels of productivity.
Smarter planet addresses the challenges facing business today, while always looking for ways to improve.
Smarter planet encompasses people, organizations, machines, processes, and nature, showing how they are interconnected and interdependent.
IDC DSI Symposium 2009 – 17 mars 2009
Efficiency and benefit metrics for IT value & efficiency areas
IT value & efficiency area
Efficiency / Value Metrics
IBM experience in cost cutting, in average
IT investment optimization
% of strategic IT investments / projects% of reachable project benefits
20 % of IT project investments
IT supplier consolidation Unused supply capacities within IT (%)Amount of IT suppliers (scaled)
25 % of license & maintenance contract volume
Infrastructure sourcing/tasking
IT infrastructure service portfolio benchmarks (TCO)Flexibility degree of IT infrastructure OpEx
20% of infrastructure sourcing/tasking scope
IT operations efficiency IT service quality metrics (service downtimes)Standardization degree of IT operation processes
10% of operations costs
IT infrastructure architecture
Standardization degree of IT infrastructureComplexity degree of IT infrastructure architecture
30% of asset costs20% of operations costs
IT organizational restructuring
% of shared service center for IT commodity servicesIT organizational productivity
30% of IT labor costs
Application services Maintenance costs (TCO)Cost flexibility of application maintenance & support
40% labor costs (application maintenance & support)
IDC DSI Symposium 2009 – 17 mars 2009
IBM’s smarter planet vision
The world has become flatter and smaller. Now it must become smarter.
Four major IBM initiatives
New Intelligence
New Intelligence
SmartWorkSmartWork
Dynamic Infrastructure
Dynamic Infrastructure
Green & Beyond Green & Beyond
Dynamic Infrastructure
Dynamic Infrastructure
How do I create an infrastructure that drives
down cost, is intelligent and secure, and is just as
dynamic as today’s business climate ?
IDC DSI Symposium 2009 – 17 mars 2009
The business model disruption has challenged every industry and geography, and its predicted that this market condition will exist for an extended period of time.General Market Condition
The world is currently experiencing an unprecedented and unsettled time (?).
Today’s business model environment is under attack…
Overstressed financial marketsAccess to financing extraordinarily limitedGrowth and profitability impacted by Foreign currency exchange Increased cost of borrowing Raw material and commodity costs are escalatingDemand for goods and services (companies and consumers) is decliningInnovation not focused on optimization is put on hold
… resulting in a focus on short-term financial matters
Increasing cost savingsImproving cash flowMeeting financial covenants Obtaining/maintaining access to financing
IDC DSI Symposium 2009 – 17 mars 2009
Cloud Computing – an example of leveraging smart technology to help build a smarter planet (?)
Smart service delivery model
-Standardized-Elastic scalability-Based on open standards-Delivered as a service, available anywhere
Smarter business benefits
-Increase ROI of existing assets-Deploy new services more rapidly-Free up capital to deploy strategically-Improve “customer” experience
Cloud is emerging at the convergence of three major trends: service orientation, virtualization and standardization of
computing through the Internet. - Gartner