stay ahead in the cloud
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8/8/2019 Stay Ahead in the Cloud
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Stay Ahead
in
the
Cloud:
How
to
Grow
Your Cloud‐Based Services Business
Debra Osswald
Global Communications Industry Strategy Leader IBM Corporation
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IBM Global Communications Industry
© 2009 IBM Corporation1
The changes in the communications industry ecosystem have not worked
out very well for our CSP friends, Cloud presents new opportunities…
Source: Forrester, “Farewell to the Traditional Telecom Ecosystem,” May 2009.
“ Each t i e r i s d i rec t l y connec ted to t he ad jacen t l eve l . Service to customerscan only be provided if the tiers areinterconnected...”
“ The ecosystem is in t e rdependen t as a w ho le . Just as eachpiece in the jigsaw must fit, the whole puzzle must also makesense. It is important that the whole ecosystem fit together.”
“ Each t i e r i s b roader in w ha t i t encomp asses .Rather than the relatively simple linear verticalsilo, the supply chain has added horizontalconnections too. Furthermore, each tier is more
complex than the one above it.”
NEW NEW OPPOR OPPOR - -
TUNI TI ES TUNI TI ES
NEW NEW THREATS THREATS
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IBM Global Communications Industry
© 2009 IBM Corporation2
SaaS & Cloud Computing Have Emerged as the Next Enterprise Computing Platform
This Model Creates Opportunities for CSPs to Use Cloud Computing to Deliver an Expanded Set
of Services Providing Greater Value with Potentially Lower Infrastructure and Operating Costs
Source: Saugatuck Technology
Wave III: 2008‐2013Workflow‐Enabled
Business Transformation
Beyond Software‐as‐a‐Service: Cloud Computing
Wave I: 2001‐2006Cost‐Effective
Software Delivery
A d o p t i o n
Low
High
Wave II: 2005‐2010
IntegratedBusiness Solutions
SaaS 1.0
Early SaaS Adoption• Stand‐alone Apps• Multi‐tenancy
• Limited
Configurability• Focus on TCO / rapid
deployment
Mainstream SaaS Adoption• Integrated w/ Business• SaaS Integration Platforms
• Business Marketplacesand SaaS Ecosystems
• Customization
Capability• Focus on Integration
SaaS 2.0
Ubiquitous SaaS Adoption• Optimized Business Ecosystems• IT ‐Targeted Ecosystems• SaaS Development Platforms• Inter ‐enterprise Collaboration• IT Utility / SaaS Infrastructure• Customized, Personalized Workflow
• Focus on
Business
Transformation
2006 2007 2008 2009 2010 2011 2012 20132004 2005 2014 2015 20162003
Cloud Computing
Post‐SaaS Adoption• End‐to‐End Business Processes• Integrated with Services Anywhere• Intelligent Hubs Linking Platforms• Mobile Device‐ and Sensor ‐Controllable• SLAs for Composite Service Offerings• Dynamically Scalable Infrastructure• Focus on Optimal Business Process
Wave IV:
2011‐2016Measured, Monitored, Managed
Business Processes
The focus of SaaS shifts over time from cost‐effective delivery of stand‐alone application services (Wave I), to integrated
business solutions
enabled
by
web
services
APIs
and
ESBs (Wave
II),
to
workflow
‐and
collaboration
‐enabled
business
transformation (Wave III), leading to measured, monitored and managed business processes (Wave IV). By 2013, at least
20 % of enterprise IT workloads – that historically would have operated on‐premise – will be run in the cloud, providing significantly enhanced functionality, lower costs, fewer staff, and a reduced carbon footprint.
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IBM Global Communications Industry
© 2009 IBM Corporation3
Cloud: Consumption & Delivery Models Optimized by Workload“Cloud” is a new consumption and delivery
model inspired by consumer Internet
services.
Cloud enables:
Self-service
Sourcing options
Economies-of-scale
“Cloud” represents:
The Industrialization of Delivery for IT
supported Services
Multiple Types of Clouds will co-exist:
Private, Public and Hybrid
Workload and / or Programming Model
Specific
Cloud Services
Cloud ComputingModel
Key Attributes of Cloud Services Shared, standard service – built for a market (public),
not a single customer Solution-packaged – a “turnkey” offering, integrates
required resources Self-service – admin, provisioning; may require some
“on-boarding” support
Elastic scaling – dynamic and fine-grainedUsage-based pricing – supported by service meteringAccessible via the Internet/IP – ubiquitous
(authorized) network access Standard user interface (UI) technologies –
browsers, RIA clients and underlying technologies Published service interface/API – e.g., web services
APIs Key Attributes Source: IDC, Cloud Computing 2010 Update, Sept. 2009.
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IBM Global Communications Industry
© 2009 IBM Corporation4
IT Cloud Services Forecast Indicates Cloud Services MarketOpportunity is Large and Fast-Growing
26%
CAGR
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IBM Global Communications Industry
© 2009 IBM Corporation5
Cloud market is composed of three sub-marketsComponents SupplyComponents Supply Business ServicesBusiness Services
Services
Software
Hardware
Infrastructure ServicesInfrastructure Services
Business Processas a Service (BPaaS)
Platformas a Service (PaaS)
Softwareas a Service (SaaS)
Infrastructureas a Service (IaaS)
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IBM Global Communications Industry
© 2009 IBM Corporation6
A CSP must develop a Cloud Computing strategy that leverages theirassets & the unique aspects of Cloud to generate new, low-cost revenue
Cloud is changing the service deliveryparadigm. Can CSPs benefit?
Increasing number of workloads able toshift to the cloud, especially to privateclouds
The market is expressing stronger
interest in Private vs. Public Cloud – though both are appealing
Global economic situation highlightinglow cost and high quality service
Highly flexible compute model demandsa flexible delivery model
Range of network requirements createopportunities for cost savings when
networks are matched to workload;otherwise, risk of cost inefficiencies exists
CSPs are well-positioned to delivercertain cloud services given their assetsand expertise in the network domain
Cloud delivery networks haveunique requirements
Careful development and management of a cloud strategy are required to ensure that a CSP can deliver the value cloud promises at the lowest cost possible
Source: MI Cloud Computing Market Adoption August 2009.
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IBM Global Communications Industry
© 2009 IBM Corporation7
Creating Your Cloud-Based Services Business
Identify the market opportunity most relevant for your business and the bestservice category to leverage core competencies and any unique assets
Assess the barriers to entry and competitive landscape
Identify several plays (service offering areas) with the highest probability forproviding differentiated value and financial success (e.g., 15% targetmarket penetration with 32% net profit margins on average per services).
Understand the required IT and network capabilities, ecosystem partnersand other interdependencies needed to deliver the identified services, aswell as how to best market and promote them.
Identify the most likely inhibitors to adoption and key counter measures.
Analyze the market to identify attractive price points and service bundles, aswell as other distribution channels and go-to-market strategy aspects, etc.
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IBM Global Communications Industry
© 2009 IBM Corporation8
Two strategic frameworks to analyze the opportunityKey framework elementsKey framework elements Strategic frameworkStrategic framework
Industry / Segment / Sub-Segment
C o m m u n i t y v a l u e d r i v e r
• Financial svcs.
• CPG/Retail
• Government
• Energy & Utilities
• Healthcare
• Processes
• Information
• People
C o n s u m p t i o n m o
d e l
Workload
• Public cloudservices
• Shared cloudservices
• Private cloudservices
• Componentssupply
• Transactionprocessing anddatabase
• Analytics andhigh performancecomputing
• Businessapplications
• Web, collaborationand infrastructure
EnterpriseData Center
PrivateCloud
EnterpriseData Center
PrivateCloud
WWW
WWW
WWW
WWW
WWW
WWW
WWW
WWW
WorkloadsWorkloads Consumption modelConsumption model
Industry verticalsIndustry verticals Community value driversCommunity value drivers
x
x
UserA
UserB
UserC
UserD
UserE
Public Cloud
Services
Enterprise
IBM owned andoperated
IBM owned andoperated
Hosted PrivateCloud
IBM owned andoperated
IBM owned andoperated
Hosted PrivateCloud
Enterprise A
Enterprise B
Enterprise C
Shared CloudServices
ComponentsSupply
Infrastructure
Services
BusinessServices
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IBM Global Communications Industry
© 2009 IBM Corporation9 9 Cloud Computing
It is critical to identify workloads with an affinity for Cloud Risk and migration cost may be too high
– Database
– Transaction processing
– ERP workloads – Highly regulated workloads
Can be standardized for cloud – Web infrastructure applications
– Collaboration infrastructure
– Development and test
– High Performance Computing
Made possible by cloud – High volume, low cost analytics
– Collaborative Business Networks
– Industry scale “smart” applications
9
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IBM Global Communications Industry
© 2009 IBM Corporation10
Developing your Cloud requires addressing multiple ecosystems& providing a single, high-quality experience to cloud service users
S i n
g l e
W i n
d o w
Virtualized Infrastructure – Server, Storage, Network
A n c h o r
S a a
S I S V
,
P a r t n e r s
I n d u s
t r y P a r t n e r s
D e s
k t o p
C l o u
d
D e v e
l o p
e r
C l o u
d
Common Cloud Service Platform
I S
V
I S
V
I S
V
Single access to
all services onthe CSP Cloud
Developers
and Users
Application ISV, Client/
Partner Ecosystems
CSP Cloud
E c o s y
s t e m
E n a
b l e r
O t h e
r I B M p
l a y s
/
o
t h e r
I S V s
PaaS Tooling
BSS plugin OSS plugin
2 3
…
A P I
Common Cloud Platform
+
CSP Cloud Ecosystem
Platform ISVs4
CSP Users1
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IBM Global Communications Industry
© 2009 IBM Corporation11
The right systems management software and tools can addressthe many challenges of deploying secure, cloud-based services.
Centralized Identity and Access Control policies
Well-defined input/output interfaces
Consistent enrollment, proofing, validation and management of trusted usersPeople and
Identity
Computing services running in isolated domains as defined in service catalogs
Default encryption of data in motion & at rest
Virtualized storage for better inventory, control, and tracking of master dataInformation
and Data
Autonomous security policies and procedures
Personnel and tools with specialized knowledge of the cloud ecosystem
SLA-backed availability and confidentialityProcess &Application
Automated provisioning and reclamation of hardened runtime images
Dynamic allocation of pooled resources to mission-oriented resources
Simplified, built-in security controlsNetwork Serverand Endpoint
Closer systems coupling for management of physical & logical identity/access
Strong platform of compute resources with workload-balancing and resiliency
Highly-fortified physical data centersPhysical
infrastructure
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IBM Global Communications Industry
© 2009 IBM Corporation12
CSP Challenges are Making Cloud-based SDPs Attractive
Business challenges are increasing and putting more pressure on CSPs: Grow customer base for existing service offerings. Increase ARPU and retain customers (especially higher value customers).
Reduce time-to-market for new service offerings. Quickly respond to changes in market demand and competitive offerings. Enable innovative and flexible billing/business models for service offerings. Deliver services with shared infrastructure and cost-effective security model.
Greater number of competing priorities for capital funding:
The pressure in allocating limited capital funding drives CSPs to outsource many non-network systems (and recently, to outsource the operations of their networks as well). CSPs should invest their funds in developing the services that ride on the SDP rather
than on building and maintaining the SDP itself.
SDPs are often more complex than some CSPs are prepared to manage:
Large scale SDP deployments integrate many technologies across network, Internetand partner interfaces and require capacity planning and performance monitoring. After some first-hand experience with early SDP systems, some CSPs are finding they
do not have all the skills in-house to manage, grow and expand these platforms. Many CSPs would prefer to partner and share the deployment risk with an experienced
vendor rather than take on the total project risk alone.
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IBM Global Communications Industry
© 2009 IBM Corporation13
The SDP can leverage traditional IT computing investments and link
services and applications to the business processes that monetize them.Many CSPs consider their SDP the main engine of revenue generation and Brand growth .
OSS/BSSOSS/BSS
Service Fulfillment
Service Assurance
Billing
Mediation
Analytics
Information Managemen
t
Security
ServicePlatformServicePlatform
NetworkNetwork
ServicesServices
SDPSDP
Business Processe
s
DynamicSOA
Service Creation
Desig
n
Build
Deploy
Service Execution
Legacy Services
Next Gen Services
Network
Adaptation NGN // Legacy
Service Exposure Third Party AccessPortals / Web 2.0Mobile Retailing /
Payments
A Cloud-based SDP can provide these same functions in close coordination with the existingCSP model; in some cases to replace functions, in other cases to enhance or extend them.
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IBM Global Communications Industry
© 2009 IBM Corporation14
Leverage Your Service Delivery Platform to Offer Cloud Services
Solution Overview
• Self-service request & subscription model for end users.
• User initiated request and subscription of service offerings through service catalog model.
• Deployment of new service requests based on current resource allocation and utilization.
• Integrated automated provisioning and resource monitoring for efficient service deployment.• Usage metering of services and supporting resources to enable a variety of billing models.
• Comprehensive security framework:
• Privileged User Access, Cloud Identity Federation, Data/Information Security, Infrastructure Security
Solution Benefits
• Enables development of innovative services
• Decreased time to market for new services
• Reduced on-boarding cycle time for new content
• Choreography of standardized businessprocesses across all service offerings
Billing & Metering
Services
Security
Services
Monitoring
Services
Provisioning
Services
Deployment
Services
Workload Mgmt
Services
End User Consumable ServicesRequest & Access Services
Implementation Tools & Services
S er vi c e D el i v er yP l a t f or m
Business Services
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IBM Global Communications Industry
© 2009 IBM Corporation15
Developing the Cloud services strategy & implementation plan is the first step.
Without a solid strategy, attempting to offer Cloud-based services can be a hugeresource drain and an initiative that does not achieve its intended objectives
– Wasted time, energy and money resulting in poor customer perception of the CSP’s Brand
– Customer churn resulting from dissatisfaction with the service experience (QoE)
– Poor control of the services delivered; risk of security threats and data/privacy vulnerabilities With a sound strategy, Cloud computing can be a huge opportunity for many CSPs
– The effort results in a lower cost, more responsive, dynamic infrastructure better able toserve both internal and external user requirements
– Optimized service delivery model enables CSP to offer a broader range of services resultingin higher ARPU, and improved customer satisfaction and loyalty
– Greater flexibility in business models and billing arrangements
5 Steps to Cloud
IT Roadmap ArchitectureWorkload
AssessmentEnterprise & Public
Cloud MixImplementation
Systems Storage
Network
ComputingInfrastructure
Platform &Applications
EmailBus
Apps
BPMSys
Mgmt
InfoMgmt
WebServer
E-Mail,Collaboration
SoftwareDevelopment
Test and Pre-Production
DataIntensive
Processing
Database ERP
Enterprise
Private Public
Hybrid
Trad
IT
Capital
PrivateCloud
HybridCloud
T i m e
TradIT
Rent Financial
W o r k l o a d
C u s t o m
S t a n d a r d
ServiceDefinition
Tools
ServicePublishing
Tools
ServiceFulfillment &Config Tools
ServiceReporting &
Analytics
ServicePlanning
RoleBasedAccess
OSS
BSS
Infrastructure
Platform
Software
EndUsers,
Operators
ServiceCatalog
OperationalConsole
CloudServices
Cloud Platform
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IBM Global Communications Industry
© 2009 IBM Corporation16
IBM’s approach is based on our own transformation
1997 Today
CIOs 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 ITinvestments delivered a cumulativebenefit yield of approximately $4 billion.For every dollar invested, we saw a$4 cumulative benefit.
IBM ITTransformation
Cloud-enabledon demand ITdelivery 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 ontoapproximately 30 IBM System z™ mainframes.
Additional virtualization leveraging System p, System x andstorage across enterprise.
Substantial savings being achieved in multiple dimensions:energy, software and system management and support costs.
Data CenterEfficiencies
Achieved
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IBM Global Communications Industry
© 2009 IBM Corporation17
An Example: IBM Technology Adoption Program Cloud
Economic Benefits of a Cloud Deployment Model
ImpactReduction of Total Cost of Ownership of
Data Center Infrastructure
Reduced Capital ExpenditureImproved utilization reduces requirement for
new capital purchases
Reduced Operations ExpenditureLower facilities, maintenance, energy, IT
service delivery and labor costs
Additional BenefitsReduced risk, less idle time, more efficient useof energy, acceleration of innovation projects,
enhanced customer service
Business Case Results
Annual savings: $3.3M (84%) Costs went from $3.9M to $0.6M
Payback Period: 73 daysNet Present Value (NPV): $7.5M
Internal Rate of Return (IRR): 496%Return On Investment (ROI): 1039%
ROI Analysis
CurrentIT
Spend
StrategicChangeCapacity
Hardware,
labor &powersavingsreducedannual costof operationby 83.8%
Hardware Costs( - 88.7%)
Labor Costs( - 80.7%)
100%
Deployment (1-time)
Note: 3-Year Depreciation Period with 10% Discount Rate
HardwareCosts
(annualized)
Liberatedfunding for newdevelopment,
transformationinvestment ordirect saving
Labor Costs(Operations and
Maintenance)
Power Costs(88.8%)
PowerCosts
SoftwareCosts
SoftwareCosts
New
Development
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IBM Global Communications Industry
© 2009 IBM Corporation18
VNTT: Telecom Services Cloud for BusinessesVietnam Technology & Telecommunications - State owned telecom joint venture
http://w3.ibm.com/news/w3news/top_stories/2009/06/vn_wins_vnttoncloud.html
Goal:
Become a leading CSP provider of cloud-based ITservices
Support a powerful ecosystem for innovation
Establish an incubator for new business models
Transform how IT is consumed in Vietnam
Pain Points:
Efficiently provide resources & services to surrounding
companiesBenefits:
Accelerated time to market and provides rapid access toapplication services and virtual resources
Provided business flexibility and lowered costs with anattractive “pay per use” model that could be offered toclients
Enabled rapid establishment of a cloud based datacenter
Monitoring(Tivoli Monitoring)
Monitoring(Tivoli Monitoring)
Provisioning(Tivoli Provisioning
Manager)
Provisioning(Tivoli Provisioning
Manager)
Servers Network Storage
Physical and Virtual Resources
Business UsersBusiness Users
IT AdminsIT Admins
Self-service Portal
Backup(Tivoli Storage
Manager)
Backup(Tivoli Storage
Manager)
CollaborationSoftware
VNTT Cloud Center built on IBM Platform and Software (Tivoli monitoring, Tivoli Storage, Tivoli Provisioning Manager, Lotus Domino, Lotus Foundat ion, WebSphere Por tal Express
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IBM Global Communications Industry
© 2009 IBM Corporation
THANK YOU!
Deb OsswaldGlobal Communications Industry Strategy Leaderdjosswald@us.ibm.com
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IBM Global Communications Industry
© 2009 IBM Corporation21
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IBM Global Communications Industry
© 2009 IBM Corporation
BACKUP CHARTS
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IBM Global Communications Industry
© 2009 IBM Corporation23
An architectural model that includes standards based interfaces is key
ServiceCreation & Deployment
ServiceRequest & Operations
ServiceProvider
ServiceDefinition
Tools
ServicePublishing
Tools
ServiceFulfillment &Configuration
Tools
ServiceReporting &
Analytics
ServicePlanning
Role-basedAccess
Operational Support Systems (OSS)
Business Support Systems
(BSS)
Infrastructure Services
Software Platform Services
Application, Process and Information Services
End Users,Operators
ServiceCatalog
OperationalConsole
Standards Based Interfaces
Standards Based Interfaces
Standards Based Interfaces
Cloud Services
Cloud Platform
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IBM Global Communications Industry
© 2009 IBM Corporation24
Services will be workload driven
Web infrastructure applicationsCollaborative infrastructureDevelopment and testHigh Performance Computing
Test for Standardization Examine for RiskDatabaseTransaction processingERP workloadsHighly regulated workloads
High volume, low cost analyticsCollaborative Business Networks Industry scale “smart” applications
Explore New Workloads
Workload characteristics determine standardization
– For example, transaction and information management processes may present challenges and risks
– Other workloads, such as collaboration and development and test, will move faster and can provide rapid return-on-investment and productivity gains.
For most enterprises, the best opportunities will be clear
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