idc maturityscape: hybrid cloud management · enterprise-strength hybrid cloud environment.risk...

January 2015, IDC #253611

Industry Developments and Models

IDC MaturityScape: Hybrid Cloud Management

Mary Johnston Turner

IDC OPINION

While most enterprises are accelerating their organization's shift to the cloud, the majority of IT leaders

expect that, for the next five years or more, their computing requirements will be supported by hybrid

environments built on a mix of public cloud services; offsite, dedicated private cloud datacenters; on-

premise private clouds; and traditional noncloud on-premise, outsourced, and hosted IT resources.

The mix will change dynamically depending on the development of new applications and the evolution

of mature mission-critical systems of record. These systems of record will coexist and integrate with

rapidly changing Web and mobile systems of engagement for some time. Cloud provides line-of-

business (LOB) teams with greater flexibility, control, and access to innovative services than has been

possible in traditional enterprise IT environments. With the swipe of a credit card, developers, business

analysts, and marketing strategists can take advantage of robust public cloud services for rapid

development and advanced data analytics. In the early days of cloud, the viral proliferation of

individual cloud projects helped to accelerate adoption and highlight the need for IT to adapt to an on-

demand IT economy. However, as the use of cloud has escalated, business leaders are discovering

that it can be costly and risky to rely on line-of-business end users and departments to manage a

myriad of independent public cloud services. Confidential data needs to be protected, compliance

reporting needs to be completed, and large organizations need to ensure that they are taking full

advantage of their buying power to keep costs low. In addition, lessons learned by one team need to

be shared with others and end users need consistent access to, reporting of, and support for all types

of IT. As enterprises embrace hybrid cloud architectures, IT organizations must partner with business

stakeholders to evolve management processes, people, and technologies in ways that empower LOB

end users and improve business agility, even as the mix of enabling services and resources evolves.

IDC's Hybrid Cloud Management MaturityScape will enable IT decision makers to:

Reduce business risk, improve productivity, and accelerate agility by better managing hybrid

cloud resources and services using common, integrated workflows, tools, and standards.

Create a road map and vision for delivering hybrid cloud IT as a service (ITaaS) based on end-user and business needs, independent of where the infrastructure or software is deployed.

Evolve business and IT governance processes and SLAs to enable more effective use of

cloud self-service, automation, and analytics technologies.

Evaluate and update IT skills, policies, standards, and best practices to improve the

organization's delivery of services across a hybrid cloud environment.

©2015 IDC #253611 1

IN THIS STUDY

The purpose of this IDC MaturityScape is to assist senior IT leaders in assessing the current state of

their hybrid cloud management processes, governance models, technologies, and skills in order to

identify gaps and create a road map for better aligning the organization's management model and

tools with the emerging needs of complex, dynamic self-service hybrid cloud environments. This

document identifies five maturity stages for hybrid cloud management based on a set of specific

people, process, and technology dimensions and outcomes. The document provides actionable

guidance to senior IT decision makers and line-of-business stakeholders who are tasked with ensuring

that their organization is effectively embracing cloud-based innovation.

Executive Summary

By design, hybrid cloud environments shift the focus of IT management away from the simple

configuration, provisioning, and support of individual IT components to prioritize the automated, policy-

based optimization of resource utilization, workload consumption, and user self-service — across a

range of diverse public cloud services, on-premise IT, and hosted or colocated resources that include

traditional physical and virtual server platforms as well as modern pooled and shared cloud

architectures.

In this type of environment, IT teams may not always have direct access to all the infrastructure and

middleware components or application code that supports their mission-critical business processes.

Where it was once good enough for IT teams to keep servers up and running and patch software as

needed, now they must monitor a range of services, platforms, and workflows and ensure that

business users are getting what they need in a manner that is consistent with corporate compliance,

security, and data protection requirements, regardless of whether IT directly owns and operates the

resources. Consistent use of open industry standards, automation, orchestration, and analytics —

paired with collaborative business and IT governance — is critical for IT teams that need to ensure

SLAs for high-value business services across these complex environments.

To achieve these goals, most organizations will need to gradually mature their management strategies

over time as their organization's use of hybrid cloud solutions evolves. Figure 1 summarizes these five

stages of maturity.

©2015 IDC #253611 2

FIGURE 1

IDC's Hybrid Cloud Management MaturityScape Stage Overview

Source: IDC, 2014

SITUATION OVERVIEW

Effective cloud computing environments empower end users, facilitate business agility, optimize cost

and resource consumption, control business risk, and enforce regulatory compliance via the use of

automation, analytics, and standards. In so doing, cloud transforms IT priorities from supporting

individual components and devices to enabling the on-demand delivery of mission-critical business

services anytime and anywhere.

In most enterprise-class IT organizations, large-scale use of cloud demands significant departures

from the IT management status quo. Traditionally, IT management skills, organizational structures,

processes, governance, and tools have been optimized for control and support of dedicated, physical

IT assets. Skills, processes, and tools have been aligned around specific segments of the technology

stacks (servers, storage, network, database, middleware, security, monitoring, service desk, etc.).

©2015 IDC #253611 3

Internal IT organizations, or their outsourcers, typically had dedicated access and control over the

enabling technologies and worked closely with business stakeholders to procure, develop, deploy, and

manage specific applications. The rate and pace of change to the datacenter and application

architectures were heavily controlled and modulated by IT (see Figure 2).

FIGURE 2

Traditional IT Enterprise Computing Management and Sourcing Model

Source: IDC, 2014

©2015 IDC #253611 4

By comparison, cloud architectures shift the balance of control significantly while opening the doors for

a much wider range of sourcing choices and trade-offs. As shown in Figure 3, in dynamic cloud

environments, business and IT teams must embrace a much more collaborative approach to IT

planning, sourcing, and provisioning to empower end users and improve business agility. They must

also navigate a much wider array of sourcing choices for infrastructure and services.

FIGURE 3

Hybrid Cloud Demands Collaborative Business and IT Management

Source: IDC, 2014

©2015 IDC #253611 5

Most organizations will transition through several stages of maturity before they achieve an optimized

state of hybrid cloud management. In a fully mature environment, LOB end users will have on-demand

access to a wide range of business services defined in terms of policies and SLAs. IT organizations

will optimize the provisioning and performance of the services while masking the underlying complexity

caused by the interplay of multiple generations of technologies and the use of on-premise and third-

party service providers.

Stages of IDC's Hybrid Cloud Management MaturityScape

IDC's Hybrid Cloud Management MaturityScape identifies the five stages most organizations will move

through as they shift the focus of IT management from hardware and in-house resources to optimized

on-demand delivery of ITaaS — enabled by a broad range of cloud and noncloud resources (refer back

to Figure 1).

Stage 1: Ad Hoc

Description: Risky business. The ad hoc stage is characterized as a period of haphazard, often business-led, experimentation with a wide range of public cloud services including IaaS,

PaaS, and SaaS. Individual LOB users can quickly access new capabilities and resources at a speed and cost far superior to what they achieved working with corporate IT. LOB users embrace self-service and essentially become their own IT support staff. In many cases,

corporate IT may be unaware of LOB public cloud use. Over time, however, concerns about security, compliance, costs, and lost LOB productivity come into play. Internal IT teams become involved and begin the process of bringing order to the madness. Gradually, the

organization recognizes that IT and LOB teams need new models for collaborative governance and IT investment planning.

Business outcomes. After the first wave of innovation, the challenges of managing confidential data, optimizing IT spend, dealing with a large number of vendors, leveraging business insight

and information across services, and integrating more traditional systems all become too complex and cumbersome for LOB teams to manage on their own. IT teams respond with innovation of their own including private cloud pilots and developing corporate policies for

working with public cloud vendors. Gradually, IT and LOB recognize a new set of ground rules are required.

Stage 2: Opportunistic

Description: Better together. A hallmark of the opportunistic stage is recognition that IT and

LOB decision makers need to find a new way to collaborate in the planning, design, sourcing,and operation of cloud solutions. Generally, in this phase, the day-to-day management of

cloud solutions is largely separate from the management of traditional IT assets. The emphasis is on defining common standards, SLAs, and security templates and developing agreement on the types of configurations, templates, and personas that will be used to drive

more automated and consistent provisioning across multiple cloud services. The organization begins to pilot unified self-service solutions, and IT begins to ramp up use of automation and orchestration for application and middleware as well as infrastructure provisioning and

support.

Business outcomes. Business and IT teams develop more collaborative and productive

governance processes that allow many groups across the organization to more effectively

©2015 IDC #253611 6

learn from one another and lay the groundwork for a more consistent, integrated, and enterprise-strength hybrid cloud environment. Risk management improves as the organization

begins to more consistently enforce access control and data management policies. This more collaborative, policy-based approach to planning, sourcing, and provisioning of IT capabilities sets the stage for more flexible hybrid cloud operations in the future.

Stage 3: Repeatable

Description: Automated agility. This stage represents a significant step in the maturity of an organization's hybrid cloud management strategy. By embracing a standards-based, policy-

driven model for defining business needs and service levels, IT and LOB teams are now able to extend on-demand self-service management and provisioning capabilities across the organization. Increasingly, LOB users are freed from the need to worry about which vendor

enables a business service or thinking about whether it is an on-premise or hosted solution.

Business outcomes. Repeatable, automated business service provisioning and workload

portability allows IT to scale resources, optimize costs, and respond more rapidly to business needs. It also improves the overall cost model by making it easier to optimize resources and

service consumption. Business innovation, productivity, and agility improve.

Stage 4: Managed

Description: Predictive performance. As the provisioning and configuration of hybrid cloud

environments become more repeatable, standardized, and automated, IT and LOB teams move on to Stage 4, which is characterized by proactive and predictive management of hybrid environments using sophisticated application and end-user performance monitoring and

advanced predictive IT and business analytics. In Stage 4, insights pulled from public and private cloud resources, as well as traditional IT, can be correlated and combined to provide insights about IT consumption and end-user behavior — including customers, partners, and

suppliers. As more and more business moves online, application and end-user performance monitoring becomes business performance monitoring. Advanced analytics allow collaborative business and IT teams to better predict IT requirements and business activity.

Business outcomes. Organizations that are most effective in deriving business insights across

their online applications and assets will gain competitive business advantage as they anticipate customer and partner priorities and position to effectively scale, migrate, and innovate as needed.

Stage 5: Optimized

Description: Dynamic ITaaS. Organizations at the most mature level of hybrid cloud management have implemented real-time, policy-based, unified self-service portals that

automatically broker and optimize the selection of enabling resources and services used to provision requested business services. These organizations take full advantage of open standards, automation, orchestration, and advanced IT and business operations analytics to

empower end users, promote business agility, and facilitate rapid and ongoing business innovation.

Business outcomes. LOB end users and business strategists are able to rapidly access required services, gain deep insight for real-time user behaviors and performance, and adapt

and innovate more rapidly and proactively than competitors that have not yet achieved this stage. Effective hybrid cloud management has become a critical enabler of the business.

©2015 IDC #253611 7

Dimensions of IDC's Hybrid Cloud Management MaturityScape

Table 1 describes the vision, technology, people, process, and portability and integration dimensions

of IDC's Hybrid Cloud Management MaturityScape, along with their sub-dimensions.

©2015 IDC #253611 8

TABLE 1

IDC MaturityScape: Hybrid Cloud Management — Overview of Stages, Dimensions, and Sub-Dimensions

Dimensions/

Sub-Dimensions Stage Names

Ad Hoc Opportunistic Repeatable Managed Optimized

Vision

Strategy Project-driven cloud

management investment

is based on immediate

project or LOB needs.

The organization pilots

and evaluates the

benefits of unified and

automated approaches to

hybrid cloud

management.

Selected cloud

workloads and services

are managed using

common open

standards, automation,

and analytics.

Business and IT leaders

are committed to broad

use of automated self-

service for hybrid cloud

access and control.

The dynamic, automated

management environment

optimizes cost,

performance, security, and

innovation across hybrid

resources.

Leadership Individual project heads

and departments adopt

solutions that are best for

their own needs.

Business and IT decision

makers pilot the use of

jointly developed

provisioning standards

and automated

deployment tools.


test and evaluate

automated, policy-based

provisioning and access

across selected hybrid

resources.


expand collaboration on

defining SLAs,

configuration standards,

and self-service offerings.


actively collaborate on

defining SLAs,

configuration standards,

and self-service offerings.

Risk management The monitoring and

enforcing of consistent

data protection,

compliance, and SLAs

are difficult.


identify how hybrid cloud

architectures change the

needs for data protection,

security, and disaster

recovery.

The organization tests

and validates automated

data protection,

compliance, DR, and

access control across

hybrid cloud resources.

The enforcement of data

protection, compliance,

DR, and access control is

automated selectively

across hybrid cloud

resources.

The enforcement of data

protection, compliance,

and access control is

automated consistently

across hybrid cloud

resources.

©2015 IDC #253611 9

TABLE 1


Dimensions/



Technology

Management solution

scalability/extensibility

Management solutions

are chosen without

regard for scalability,

integration, or reuse;

immediate priorities drive

choices.

The organization

experiments with unified

monitoring across

multiple public cloud,

private cloud, and

noncloud resources.

Hybrid clouds use

common monitoring and

configuration tools;

legacy system plug-ins

enable broader

integrations.

The organization adds

deeper infrastructure and

middleware monitoring

and analytics combined

with self-service

provisioning and

configuration automation.

Hybrid cloud management

is highly extensible and

integrates on-prem and

cloud seamlessly.

Policy-driven

automation and

orchestration

Administrators create

and maintain their own

scripts and product-

specific automation tools.

Administrators and

developers implement

open source automation;

central IT experiments

with self-service.

Broad-based

orchestration integrates

and streamlines many

cloud and noncloud

workflows.

The organization begins

to move beyond simple

IaaS to offer

comprehensive

automated workflows and

processes.

Workload, middleware,

and infrastructure

configurations are

consistently provisioned

and maintained across

hybrid resources.

Self-service

empowerment

The organization has a

traditional ITIL-based

approach to service

request, problem,

incident, and

configuration

management.

Selected end users get

self-service from the

public cloud.

A unified self-service

portal is introduced to

streamline self-service

provisioning and control

for selected services.

Access to IT resources

via a self-service portal is

becoming the norm but is

not available for all cloud

and noncloud IT

solutions.

LOB end users

consistently request,

monitor, and provision a

wide range of services via

a common portal/service

catalog.

Monitoring and

analytics

Traditional monitoring

supports the legacy, but

many cloud solutions

have minimal visibility.

Monitoring is selectively

extended to cloud but is

still not well integrated

with legacy systems.

The use of APM and

end-user monitoring as

well as IT operations

analytics is growing.

Real-time user insights

and predictive analytics is

applied to IT and selected

business performance

requirements.

Predictive end-user

insights become critical

business differentiators

while helping to improve

service performance.

©2015 IDC #253611 10

TABLE 1


Dimensions/



People

Skills Many cloud projects are

self-managed by users.

Individual administrators

begin to experiment with

configuration automation

for core provisioning

services.

Designated staff builds

skills in key areas such

as open source,

automation, and CSP

management.

Hiring priorities shift to

emphasize business

awareness, IT-as-a-

service, and hybrid cloud

management skills.

Cloud management skills

including CSP evaluation,

SLA management,

automation, and LOB

collaboration are

expected.

Training On-the-job learning is on

a need-to-know basis.

Individual departments

may send selected

employees for training as

needed.

IT and LOB teams

conduct gap analysis to

identify hiring and

training priorities.

The enterprise invests in

employee training on new

management tools,

processes, and standards

based on gap analysis.

The enterprise continues

to invest in additional

training as needed.

Process

Controls/

governance

IT and business teams

pursue individual

agendas, inconsistent

efforts are made to align

agendas, and

consumption-aware

chargeback is rarely

implemented.


partner to selectively

evaluate public cloud

services and define

private cloud templates.


partner to expand shared

efforts. Consumption-

aware showback is

considered by some.

Highly collaborative

business and IT decision

making is in place,

including consumption-

aware showback or

chargeback.

The collaborative LOB/IT

governance process is

institutionalized and

provides ongoing cloud

management leadership.

©2015 IDC #253611 11

TABLE 1


Dimensions/



Management

integration


and workflows supporting

different public cloud,

private cloud, and

noncloud platforms are

rarely integrated.

IT teams are learning how

to leverage cloud service

management features;

teams test integrations

with on-prem

management.

IT commits to transition

to a hybrid management

strategy that integrates

data feeds and

workflows across public,

private, and noncloud

platforms.

IT extends transition to a

hybrid management

environment that

integrates data feeds and

workflows across public,

private, and noncloud

platforms.


and workflows are fully

integrated across all

resources regardless if

they are public or private.

Cloud service provider

(CSP)

evaluation/contract

management

CSP evaluations and

contracts are managed

by individual groups with

no coordination.

Individual groups run

evaluations; CSP

contracts are extended

internally based on word

of mouth.

The enterprise aligns

around a minimal set of

CSP evaluation criteria

and centralizes larger

contracts.

Collaborative LOB and IT

teams define preferred

CSPs and implement

enterprisewide contracts

and SLAs.

CSP evaluations and

contracts are based on

measurable metrics and

policies defined by a

collaborative LOB/IT

process.

Portability and

integration

Workload SLAs Cloud services and

workload SLAs are rarely

documented, making it

difficult to optimize

workload placement.

Selected public and

private cloud services

provide access to real-

time management insight,

but services are managed

independently.

IT and LOB begin to

proactively monitor end-

to-end service levels for

many cloud workloads

and focus on availability

and performance.

Enhanced hybrid cloud

SLA monitoring adds

advanced analytics and

end-to-end root cause

analysis.

IT automates policy-based

brokering of service

requests across hybrid

resources.

©2015 IDC #253611 12

TABLE 1


Dimensions/



DevOps automation

and analytics

Configuration and

release automation are

limited, with little use of

open solutions. There is

no real analytics.

Individual

administrators/developers

use internal scripts, but

corporate libraries and

configuration standards

are lacking.

Modern applications are

being designed for

continuous release and

constant APM monitoring

and analytics.

The organization ramps

up use of configuration

automation and

introduces consistent use

of predictive analytics.

Life-cycle management

processes are highly

proactive and informed by

near-real-time application

and public cloud service

monitoring and predictive

analytics.

Open standards The organization has no

current strategy to

leverage open standards

such as OpenStack,

Docker, or TOSCA.

Individual cloud

management standards

experts emerge internally.

The organization aligns

around OpenStack,

Docker, and TOSCA to

promote seamless

workload portability

across hybrid resources.

Hybrid cloud

management extends the

use of open APIs,

configuration automation,

and software-defined

datacenter communities.

The hybrid cloud

management environment

takes full advantage of

appropriate open

standards for APIs,

configuration automation,

and software-defined

datacenter operations.

Source: IDC, 2014

©2015 IDC #253611 13

FUTURE OUTLOOK

IDC expects that most enterprise-scale organizations will need three to five years to transition from ad

hoc to optimized hybrid cloud management at scale. Even at that point, pockets of more traditional

management and monitoring are likely to remain for systems and applications that are reaching end of

life. IT organizations and their business partners will need to maintain an active collaborative

governance process throughout this transition.

IT decision makers should expect to see significant change in their management software portfolio and

strategic vendor relationships as well. Many organizations will find that the shift to hybrid cloud

management allows them to consolidate and simplify the number and diversity of individual

management solutions that are actively used across the enterprise. In some cases, public cloud

services such as Amazon Web Services or IBM SoftLayer or integrated private cloud platforms such

as HP CloudSystem will include core monitoring and control capabilities that were once provided by

paid software. IDC expects most organizations will optimize around a mix of on-premise and cloud-

delivered management tools that are integrated using widely supported open standards.

ESSENTIAL GUIDANCE

As the use of cloud solutions increases, both business and IT leaders are recognizing that the safety

and success of their business depends on them finding ways to take full advantage of cloud innovation

while also ensuring consistent service levels, load testing, patching, security, data management, and

user experiences. Hybrid cloud management represents a new challenge and opportunity for corporate

IT leaders. Even as public and off-premise hosted or colocated private clouds reduce the need for in-

house IT to manage hardware and OS level resources, the organization will demand that the CIO lead

the charge when it comes to aligning the organization around service levels, cost control, security, and

IT-enabled innovation.

For organizations that are currently in the early stages of their hybrid cloud management maturity

journey, IDC offers the following guidance:

Now: Take stock of the current cloud initiatives under way across LOB teams and IT groups,and develop an inventory of management tools and processes being used. Begin to learn

about important open source efforts that will impact cloud management approaches. Engage with business stakeholders to better understand their needs and concerns with regard to sourcing, provisioning, configuration, migration, monitoring, and analytics, and jointly consult

with third-party experts to develop a best practices road map for addressing these management needs in a hybrid cloud environment. Recognize that changing processes and culture is often a critical, if overlooked, step in the successful execution of a hybrid cloud

management strategy.

In the next one to two years (next budget cycle): Set priorities around hybrid cloud

management functionality such as self-service provisioning of specific services or development of specific SLAs for evaluating public and private cloud trade-offs. Work with

business stakeholders to identify specific use cases and pilot projects that can validate the

©2015 IDC #253611 14

agility and productivity benefits, as well as cost savings, from implementing a policy-based, automated approach to provisioning, migrating, and managing hybrid cloud resources. Test

the use of a common self-service portal for multiple services. Develop a core set of open technologies and standards that will be used to underpin your hybrid cloud management architecture. Begin to invest in application and end-user performance monitoring for cloud

services in order to better understand end-to-end business service health and set the stage for proactive business and predictive capacity analytics. Invest in people and training to extend understanding of key open source technologies and best practices for managing cloud service

providers and collaborating with LOB leaders.

In the next three to five years: Continue to extend the service catalog, self-service automation,

and end-to-end service performance monitoring to include noncloud services and IT resources. Ramp up the use of open source and analytics. Take stock of the management

software and services portfolio, and identify opportunities to retire products that are no longer useful. Engage closely with business stakeholders to identify new requirements and to gain additional value from the use of application and end-user analytics to support business

innovation and differentiation. Continue to invest in people.

Table 2 presents guidance specific to each of the five stages of IDC's Hybrid Cloud Management

MaturityScape.

TABLE 2

IDC MaturityScape: Hybrid Cloud Management — Progressing Through the Stages

Stage Guidance

Ad hoc

Develop inventory of public, private, and noncloud management tools already in-house.

Identify hybrid cloud management needs and gaps that are causing the most business disruption.

Engage a vendor or third-party consultant to better understand hybrid cloud management best

practices, processes, and metrics.

Identify two or three specific pilot projects to validate benefits of more unified, automated hybrid

cloud management initiatives such as the creation of a common self-service catalog spanning

several public and private cloud services used by specific user groups that are motivated to

collaborate with IT.

Define success metrics for each pilot and follow through with reporting on successes while

learning from failures.

©2015 IDC #253611 15

TABLE 2


Stage Guidance

Opportunistic

Invest in staff training and research to increase internal knowledge of cloud management open

standards and to research available hybrid cloud management platforms and services.

Define critical requirements and develop gap analysis to inform the evaluation of hybrid cloud

management solutions.

Evaluate and test options for unified and automated hybrid cloud management and monitoring

across selected public and private (or noncloud) services and platforms.

Evaluate existing in-house talent to target staff for additional training to support larger-scale

hybrid cloud management environments. Develop a longer-term staffing plan that considers the

trade-offs between the cost of new hires and training the existing staff.

Continue to build relationships with LOB groups that are managing their own cloud services, and

explore how IT can best collaborate to improve service levels and drive down costs.

Repeatable

Create repeatable processes for integrating management of new cloud services and platforms

and ensuring consistent use of a management framework for new services.

Define corporate requirements for cloud management including specific open standards that

must be supported as well as required hardware and software certifications.

Create a collaborative business and IT governance process to drive corporate cloud standards,

SLAs, and success monitoring activities.

Invest in consistent cloud performance monitoring and log analytics to support more proactive

end-to-end management across hybrid cloud environments.

Continue to standardize, automate, and integrate as many cloud provisioning, migration, and

resource configuration workflows and management tools as possible.

©2015 IDC #253611 16

TABLE 2


Stage Guidance

Managed

Provide robust, automated, persona-based end-user self-service capabilities across a spectrum

of public, private, and noncloud services.

Invest in predictive analytics to support hybrid cloud capacity planning and performance

optimization as well as business performance impact and insight.

Continue to build out standard corporate configuration libraries, templates, and tools leveraging

open source community initiatives wherever possible.

Promote active business and IT collaboration for ongoing governance of configurations, SLAs,

and service catalog structure and access controls.

Continue to monitor evolution of OpenStack and related cloud management standards, and

update requirements for RFPs and public cloud service evaluations as needed.

Optimized

Migrate existing noncloud management solutions to a unified hybrid cloud management

environment when possible.

Continue to track open cloud management standards and innovation.

Maintain an ongoing dialogue with strategic hybrid cloud management vendors.

Continue to actively support collaborative business and IT hybrid cloud governance processes

and partner on a way to leverage end-user insight and predictive analytics.

Continue to extend self-service hybrid cloud management, and empower end users as

appropriate based on business priorities.

Source: IDC, 2014

LEARN MORE

Related Research

Hybrid Cloud Strategies Create Management Challenges (IDC #252655, December 2014)

IT Operations Analytics Special Report: Buyer Interviews and Survey Results (IDC #252344, November 2014)

©2015 IDC #253611 17

Worldwide Cloud Systems Management Software 2014–2018 Forecast Update: Open Source Accelerates Market Growth (IDC #251442, September 2014)

Open Source Configuration Automation: Evaluation Criteria and Implementation Best Practices (IDC #249913, July 2014)

Worldwide System Management Software as a Service 2014–2018 Forecast (IDC #249633,

June 2014)

Worldwide Cloud Systems Management Software 2013 Vendor Shares (IDC #249131, June 2014)

Synopsis

This IDC study assists senior IT leaders in assessing the current state of their hybrid cloud

management processes, governance models, technologies, and skills to identify gaps and create a

road map for better aligning the organization's management model and tools with the emerging needs

of complex, dynamic self-service hybrid cloud environments. This IDC MaturityScape identifies five

maturity stages for hybrid cloud management based on a set of specific people, process, and

technology dimensions and outcomes. The document provides actionable guidance to senior IT

decision makers and line-of-business stakeholders who are tasked with ensuring that their

organization is effectively embracing cloud-based innovation.

"As the use of hybrid cloud solutions increases, both business and IT leaders recognize that the

success of their business depends on finding ways to take full advantage of cloud innovation while

ensuring consistent service levels, load testing, patching, security, data management, and user

experiences," explains Mary Johnston Turner, IDC research vice president, Enterprise Systems

Management Software.

About IDC

International Data Corporation (IDC) is the premier global provider of market intelligence, advisory

services, and events for the information technology, telecommunications and consumer technology

markets. IDC helps IT professionals, business executives, and the investment community make fact-

based decisions on technology purchases and business strategy. More than 1,100 IDC analysts

provide global, regional, and local expertise on technology and industry opportunities and trends in

over 110 countries worldwide. For 50 years, IDC has provided strategic insights to help our clients

achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading technology

media, research, and events company.

Global Headquarters

5 Speen Street

Framingham, MA 01701

USA

508.872.8200

Twitter: @IDC

idc-insights-community.com

www.idc.com

Copyright Notice

This IDC research document was published as part of an IDC continuous intelligence service, providing written

research, analyst interactions, telebriefings, and conferences. Visit www.idc.com to learn more about IDC

subscription and consulting services. To view a list of IDC offices worldwide, visit www.idc.com/offices. Please

contact the IDC Hotline at 800.343.4952, ext. 7988 (or +1.508.988.7988) or [email protected] for information on

applying the price of this document toward the purchase of an IDC service or for information on additional copies

or Web rights.

Copyright 2015 IDC. Reproduction is forbidden unless authorized. All rights reserved.

idc maturityscape: hybrid cloud management · enterprise-strength hybrid cloud environment.risk...

Documents