take the wheel: build your cloud computing strategic plan …€¦ · · 2018-02-13take the...

Take The Wheel: Build Your Cloud Computing Strategic Plan NowStrategic Plan: The Cloud Computing Playbook

by Dave BartolettiOctober 28, 2016

FOr InFrastructure & OperatIOns prOFessIOnals

forreSTer.Com

Key takeawaysCloud Computing Is Now A foundational enterprise Technologycloud services are powering customer-facing apps, empowering sales teams, speeding software development, hosting core business apps, and transforming data centers. Without a unified strategic plan to guide and govern the use of cloud services, such broad disruption will create chaos.

Strike The right Balance Between Business, Developer, And Tech management Prioritieseveryone wants to move faster. Beyond that, business leaders, developers, and tech managers have very different objectives, concerns, constraints, and expectations of cloud services. the key to strategy — and the hard part — is enabling multiple paths to the same destination without introducing too much friction.

I&o Pros Should Be In Charge of Setting Cloud Strategyregardless of who buys, downloads, signs up for, or creates a cloud app or platform in the first place, eventually tech management will be called on to monitor, secure, optimize, or upgrade it. the earlier I&O is involved, the better prepared the entire business will be to safely expand cloud use everywhere.

Why read this reportYour customers demand more cloud-enabled experiences. Your business leaders want the latest cloud applications. Your developers want new cloud-native tools to deliver software faster. and your tech managers need cloud infrastructure platforms to run it all. You’ll only realize these benefits with a comprehensive strategic plan. this report makes the case for infrastructure and operations (I&O) leaders to take the wheel and build a comprehensive cloud strategic plan that recognizes the primary needs of all stakeholders.

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table Of contents

Every Company Needs A Strategic Cloud Plan Today

Cloud Strategy Is A Team Effort: Know Your Players

Business leaders Want cloud software that Helps them Win, serve, and retain customers

Developers Want cloud platforms to Build and Deliver compelling software Faster

tech leaders Want cloud platforms that enable Greater Infrastructure agility

recommendations

Develop A Cloud Strategy Based On What Your Partners Need

What It Means

Nobody Will Wait For You To Set A Cloud Strategy

Supplemental Material

notes & resources

Forrester based the guidance in this report on research interviews and inquiries with more than 50 enterprise companies adopting a wide range of cloud platforms and services, as well as data from Forrester’s Business technographics® surveys on cloud services adoption, drivers, and challenges.

related research Documents

application adoption trends 2016: saas expands across the enterprise and across the Globe

the Four app-Delivery strategies For a customer-Obsessed Operating Model

the public cloud services Market Will Grow rapidly to $236 Billion In 2020

FOr InFrastructure & OperatIOns prOFessIOnals

Take The Wheel: Build Your Cloud Computing Strategic Plan NowStrategic Plan: The Cloud Computing Playbook

by Dave Bartolettiwith Glenn O’Donnell and Michael caputo

October 28, 2016

http://www.forrester.com/go?objectid=RES117364






http://www.forrester.com/go?objectid=BIO2796

http://www.forrester.com/go?objectid=BIO1933

For InFrastructure & operatIons proFessIonals

Take The Wheel: Build Your Cloud Computing Strategic Plan Nowoctober 28, 2016

© 2016 Forrester research, Inc. unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378

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Strategic Plan: The Cloud Computing Playbook

every company needs a strategic cloud plan today

cloud computing is a ubiquitous linchpin of today’s enterprise business technology agendas. You might start with a simple software-as-a- service (saas) replacement of your email or crM system, build a new mobile app in the public cloud, or close a backup site in favor of a cloud-based disaster recovery solution. Most likely, you’ll be doing all three at once. Forrester fields hundreds of inquiries every year from technology management clients trying to leverage the cloud in all of its forms without weakening governance or disappointing stakeholders. cloud services are already at the heart of your firm’s three most important strategic priorities — increase revenues, improve the customer experience (cX), and reduce costs — and in our view, every company needs a strategic cloud plan immediately. I&O leaders need to proactively drive the development and execution of this strategic plan. Forrester sees that:

› Tech management and business leader goals are finally in sync. the common notion that I&O leaders only care about and are only measured on cost savings and operational efficiency is outdated — business and tech leaders’ top priorities are now remarkably well-aligned (see Figure 1). they agree on what is required for business success, and both prioritize increasing revenues and improving cX over reducing costs. Why does that matter to your cloud strategy? Because business leaders use cloud apps to grow revenues, developers use cloud platforms to create exciting cX, and tech managers use cloud platforms to govern infrastructure costs and minimize risks such as outages and security breaches.

› Cloud services enable a customer-obsessed operating model. now that priorities and goals are aligned across key cloud stakeholders, your cloud strategy must drive real change. I&O leaders should take direction from the four principles of customer-obsessed operations: 1) Be customer-led in all you do; 2) change course when the data tells you to; 3) prioritize speed over perfection; and 4) tear down silos (see Figure 2). that means giving preference to cloud services that directly improve cX, encouraging the adoption of advanced analytics tools to turn data into insights, embracing true self-service and continuous delivery, and shifting from project teams to product teams.

› There are multiple simultaneous paths to cloud value. You won’t stick to one path on the journey to your cloudy future (see Figure 3). cloud maturity is not a one-lane road; it’s a multilane highway. cloud services have matured to the point that they can replace, augment, and host an increasingly wide range of enterprise workloads. Gone are the days when cloud platforms were only suited to new mobile or web apps. a rich collection of database, analytics, messaging, and integration services are now available to modernize and extend the most complex on-premises app environments, from database and analytics to financial and production apps. Just as you won’t engage your customers in a single marketing channel, you won’t have a single cloud strategy behind the scenes.

“We have three cloud-related problems: what to replace with saas, whether to develop in amazon Web services or Microsoft azure, and what to do with the 300-plus virtual machines in a data center we want to close.” (Head of It, southeastern us university)




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fIGUre 1 Business and technology priorities are nearly perfectly aligned For 2017

37%

62%

75%

71%

73%

Accelerate our digitalbusiness

Improve differentiationin the market

Reduce costs

Increase revenues

Improve the experienceof our customers 71%

64%

55%48%

51%

Technology decision-makers (N = 14,248)

Business decision-makers (N = 5,488)

“Which of the following initiatives are likely to be your organization’s top business priorities over the next 12 months?”(High or critical priority)

Base: global business and technology decision-makers and influencers

Source: Forrester’s Global Business Technographics® Priorities And Journey Survey, 2016

fIGUre 2 align Your cloud strategy With the customer-Obsessed Operating Model

Insights-driven

Fast

ConnectedSiloed

Data-rich

Customer-aware

Perfect

Customer-led

From To

Principles of customer-obsessed operations Cloud strategy guidance

Prioritize cloud platforms and services thatdirectly improve the customer experience.

Encourage the adoption of cloud data analyticsservices to improve customer insights.

Embrace cloud developer self-service andcontinuous delivery platforms and tools.

Create product teams that include business,development, and tech management staff.




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fIGUre 3 enterprises take Multiple simultaneous paths as they adopt cloud services

Systems ofrecord

Systems of insight

Originalcloud-nativeenvironment

New enterpriseworkloadsmigratingto cloud

Systems of engagementMobileWeb

Sales

Analytics

CRM Financials Production

Omnichannel

BI Predictive

Business process reinventionSystems ofinnovation

Enterprise workloads migrate to the cloud

Path 0:

Path 1:

Path 2:

Path 3:

cloud strategy Is a team effort: Know Your players

cloud services, from cloud applications (saas) to cloud business services to cloud platforms — i.e., infrastructure-as-a-service (Iaas) and platform-as-a-service (paas) — shake up traditional sourcing and consumption models. they are easy to try and (relatively) easy to buy. Without a cloud strategy, business units and developers often source cloud services themselves and bring in tech management after the fact, when they need help or support. I&O pros should get out in front of cloud demand today with a unified cloud strategy that meets the needs of their three primary cloud stakeholders: business leaders, development teams, and technology managers themselves.

“What we’ve done in the cloud so far has all been tactical. We have a saas strategy but no infrastructure strategy. there is no concerted effort to get to cloud, so we’re probably falling behind.” (ctO, global investment management and financial advisory firm)

Business Leaders Want Cloud Software That Helps Them Win, Serve, And retain Customers

Business leaders, including cMOs and sales leaders, need a strategic plan for cloud that includes access to feature-rich and innovative cloud software (saas). they rely on commercial packaged applications to support and simplify complex sales, finance, operations, and product processes. But saas is more than just a new packaged app deployment model; to your business leaders, benefits include more sales, better fulfillment, and better products. Indeed, saas adoption is often a firm’s first cloud adoption effort and the one with the most impact. Make sure to address business saas buyer needs and concerns in your cloud software strategy (see Figure 4):




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› Include a SaaS complement and replacement plan for critical business functions. More than 20% of companies have already replaced most or all of their legacy commerce, sales force automation, marketing, supply chain management, and human resource management apps with saas; many more plan to in 2017.1 Your business colleagues want saas because it makes them more agile, with speedy deployments that quickly deliver new functionality to a large number of mobile and remote users. they also expect saas to be easier to maintain and upgrade.

› Document plans for SaaS security, privacy, compliance, integration, and cost control. Business leaders on the front lines with your customers worry about how saas affects data security and compliance, especially those responsible for global operations where local data sovereignty and locality laws vary by country. Your saas strategy should clearly document governance and data security policies and outline plans for integration and cost control.




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fIGUre 4 understand What Your Business colleagues expect From cloud software (saas) solutions

58%

56%

57%

66%

Compliance with local data privacy lawsand access by foreign agencies

55%

Higher total cost

Integration with other applications

Unauthorized data access by foreigngovernments and agencies

Data security and protectionagainst cybercrime

73%

68%

69%

70%

Rapid delivery of functionality not availablein traditional packaged software

Easier to maintain thantraditional software solutions

68%

Support for large numbers ofmobile and remote users

Speed of implementationand deployment

Improved business agility

Top priorities“How important were the following benefits in

your firm’s decision to use SaaS?”(Responses of 4 or 5 on a scale from

1 [not at all important] to 5 [very important])

Top concerns“How concerned is your firm with the following

potential issues around using SaaS?”(Responses of 4 or 5 on a scale from

1 [not at all important] to 5 [very important])

Base: 1,564 global software decision-makers whose firms have implemented SaaS or are planning to (1,000+ employees)Source: Forrester’s Global Business Technographics® Software Survey, 2015




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Developers Want Cloud Platforms To Build And Deliver Compelling Software faster

every company is becoming a software company to attract and delight increasingly tech-savvy, demanding, and fickle customers. In the age of the customer, cloud platforms (both Iaas and paas) have become the foundation for developing and running new applications. Indeed, developers building new apps have driven the astonishing recent growth of public cloud platforms from amazon, Google, IBM, and Microsoft. Over the next two years, migration of legacy enterprise apps to cloud platforms, new microservices-based app designs, and container technologies will create further disruption and fuel innovation.2 Your cloud platform strategy for developers must recognize that:

› You must satisfy both digital native and digital transformation developer types. today, there are two main types of enterprise developers: Digital natives prefer to use only newer cloud-native services, whereas digital transformers prefer to incrementally add cloud-native services to existing development tool chains, processes, and platforms. While each group has different skills and appetites for risk, both must move faster. the best cloud platform strategy will include a mix of new cloud-native services like containers, microservices, and continuous improvement and delivery tools along with a road map for updating existing development and release tools.3

› Developers value speed, simplicity, and fit most when choosing cloud platforms. rather than limiting themselves to the platforms I&O pros might have provided for them in the past, developers want cloud platforms well-suited to the type of app they need to build today, and they need simplicity, ease of use, comprehensive tools, support for their preferred languages, and cost efficiency. Including cheap, self-service access to just the right cloud platforms and services will keep development teams happy and ensure that they are on board with an I&O-led cloud strategy (see Figure 5).

“Our developers are convinced that we can open up new business opportunities using cloud paas. We don’t understand whether on-premises or public cloud paas makes the most economic sense. Is it the same business case we use for Iaas?” (Vp of infrastructure, large retail bank in asia pacific)




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fIGUre 5 understand What Your Business colleagues expect From cloud software (saas) solutions

“Why did your development team choose the cloud environments that youcurrently use?”(Multiple responses accepted)

Base: 216 North American or European software developers whose �rms have implemented public cloud or are planning to do so (500+ employees)Source: Forrester’s Global Business Technographics® Developer Survey, 2016

28%

28%

27%

25%

25%

25%

23%

23%

23%

22%

21%

It’s the fastest way for me to get my projectdone and deployed

It supports .NET

It supports cloud deployment from many providers

It’s a corporate mandate or standard

It’s popular with many developers

It’s a comprehensive development environment

The development environment extended anexisting application

It’s cheaper than on-premises environments

It makes it easy for me to create applications

It supports deployment to both public cloudproviders and our internal data centers

It was well-suited to the type of app I needed to build

Tech Leaders Want Cloud Platforms That enable Greater Infrastructure Agility

I&O pros have never felt as much pressure to help their business leaders and developers become customer-obsessed as they do today. leading the way with a comprehensive cloud infrastructure plan will quash fears that I&O is fighting the cloud. Your business depends on you to decide whether to upgrade aging infrastructure or replace it with external cloud, whether to migrate existing systems or leave them in place, and whether to build a private cloud or not — and to know how much all of this will cost. In short, the business needs a cloud management plan from you.4 to get business buy-in for your cloud infrastructure and management plan:




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› Understand how the business wants I&o to make cloud easier. rather than ask your infrastructure teams what they want in a cloud strategy, ask your business stakeholders what they need. Forrester’s Business technographics survey data reveals that business decision-makers want I&O pros to make cloud services safe and secure, monitor costs and performance on their behalf, and regularly optimize resources (see Figure 6). In short, they want frictionless access to a range of cloud services with the confidence that someone is helping them use cloud safely, efficiently, and within budget.

› Take charge of the public versus private cloud debate. I&O leaders must set the long-term goals for data center infrastructure — how to modernize the systems the company will continue to own and maintain — while resolving short-term questions of where to source and deploy specific cloud services, such as development platforms. private and hosted private clouds not only help extract new value from existing systems, but can be a safer option than the public cloud for modernizing apps that require access to sensitive or very large data sets. the business looks to I&O to decide whether the company should build a private cloud; if so, why and to what end; and how the firm will measure success.5

“We’re definitely going to have a hybrid cloud model. right now, we’re putting our 1,500 or so apps into three strategy buckets: move it now, don’t move it at all, move it when we update it. For each bucket, I need a different economic model.” (Global cIO, insurance company)




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fIGUre 6 understand How the Business expects I&O pros to Deliver cloud services

“What can IT do to make it more likely that the business will procure, buy, leverage, or consume cloud services?”(Multiple responses accepted)

Base: 1,271 global infrastructure business decision-makersSource: Forrester’s Global Business Technographics® Infrastructure Survey, 2015

43%

36%

34%

34%

30%

24%

24%

22%

21%

21%

Quick, automated cloud service purchasing

Single sign-on

Self-service, catalog, or cloud service portal

Service-level agreement management

Billing management

Compliance (e.g., monitoring, data sovereignty)

Resource optimization

Performance monitoring

Cost monitoring

Security services (e.g., encryption, monitoring)

recommendations

Develop a cloud strategy Based On What Your partners need

I&O pros should start with a mission statement that answers the question: “Where are we going?” perhaps you want to replace half of your packaged software with saas by 2019 or to reduce your data center footprint from 10 to three in the next four years. Or your goal might be to increase your software delivery cadence from one to four releases per year. Whatever your goal, you need to structure your plan to address the wants, needs, and concerns of the business, developers, and tech management. as you refine your plan, Forrester recommends that you:

› evaluate your portfolio before starting any cloud development or migration effort. not every application is equally suited to running on public cloud platforms or being replaced with a saas




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alternative. use a portfolio evaluation method such as strategic rightsourcing to identify candidates and match them to the various cloud service delivery models.6 For each app, look for a saas or cloud business service to complement or replace it before looking to rehost it. For each data center facility and custom development project, assess the maturity and suitability of cloud platforms to complement or replace existing infrastructure.7

› Keep your switching options open for SaaS applications. One of the biggest risks with saas apps is becoming locked into a vendor, because saas’s rental model means that you have less leverage than when you own licensed software. restrict your saas contracts to two or three years to preserve flexibility. establish mechanisms to keep control of your data. Identify and actively engage with a few strategic saas vendors as a starting point.8

› Align your Devops and PaaS strategies to enable even faster app delivery. Giving cloud developers access to development platforms (paas) won’t unilaterally speed up app delivery. embracing DevOps principles means embracing both continuous integration and improvement as well as continuous infrastructure delivery. start by setting a strategy to standardize and automate development environments. this will benefit every application, regardless of delivery frequency, and encourage DevOps principles everywhere.9

› Take a fresh look at public cloud IaaS platforms to replace or extend data centers. two years ago, public cloud Iaas was not a good fit for highly customized or complex legacy applications with predictable capacity needs. But prices have come down; the ecosystem of cloud managed services providers has grown; cloud security is likely far better than your existing data center security; and there are plenty of database, integration, and migration services available to ease the transition. While rehosting won’t necessarily improve cX or activate elastic cloud economics, globally distributed cloud platforms are now well-suited to hosting many core business workloads.10

› Include a plan for how you’ll operate a growing multicloud portfolio. By 2020, your technology portfolio will be a mix of existing systems, saas apps, cloud business services, and cloud platforms. the pace of innovation across all of these cloud technologies makes it unlikely that you’ll find everything you need from one vendor — or even in one cloud category. Bring the I&O team together with its application development and delivery peers to plan for and allocate responsibilities for cross-cloud operations, including app integration, migration, and performance management. You need a plan before you start to move infrastructure, data, and apps both to and from the cloud and between clouds.11

› Don’t go it alone: re-engage with your trusted tech and managed services providers. Given the pace of change and innovation across cloud platforms, most I&O leaders will need help crafting a strategic plan to satisfy multiple internal stakeholders and unify cloud app, data, and infrastructure modernization plans. all of the major infrastructure management suppliers recognize this need and now offer a range of strategy consulting and implementation services to evaluate app portfolios, perform migrations, and even manage public cloud deployments for you.12




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What It means

nobody Will Wait For You to set a cloud strategy

I&O pros can no longer treat cloud software and platform services as just a development and testing sandbox for new apps, just a hosted adjunct to packaged software, or just a place to get some cheap servers or storage. cloud is all of those things at once. Your entire business — from sales to marketing, from operations to product development, and from the data center to a customer’s mobile device — will consume more and more cloud services every year. and so will your competitors. While no single group in any enterprise is likely to completely own the cloud strategy, I&O has the best opportunity to rise to the challenge and start laying the foundation. In the long run, I&O will be responsible for operating and maintaining the enterprise cloud in all of its service delivery models (saas, paas, and Iaas) and deployment models (public, private, and hosted private).

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supplemental Material

Survey methodology

Forrester’s Global Business technographics priorities and Journey survey, 2016 was fielded in December 2015 and January 2016. this online survey included 18,610 respondents in australia, Brazil, canada, china, France, Germany, India, new Zealand, the uK, and the us from companies with two or more employees. Forrester’s Business technographics ensures that the final survey population contains only those with significant involvement in the planning, funding, and purchasing of business and technology products and services.

Forrester’s Global Business technographics software survey, 2015 was a mixed-methodology phone and online survey fielded in July and august 2015 to 3,691 business and technology decision-makers in australia, Brazil, canada, china, France, Germany, India, new Zealand, the uK, and the us from companies with two or more employees.

Forrester’s Global Business technographics Developer survey, 2016 was fielded in January 2016. this online survey included 1,867 respondents in australia, Brazil, canada, china, France, Germany, India, new Zealand, the uK, and the us. Forrester’s Business technographics ensures that the final survey population contains only those with significant involvement in the planning, funding, and purchasing of business and technology products and services.

Forrester’s Global Business technographics Infrastructure survey, 2015 was a mixed-methodology phone and online survey fielded in May and June 2015 to 3,592 business and technology decision-makers located in australia, Brazil, canada, china, France, Germany, India, new Zealand, the uK, and the us from companies with two or more employees. researchnow fielded this survey on behalf of Forrester. survey respondent incentives include points redeemable for gift certificates. please note that the brand questions included in this survey should not be used to measure market share. the purpose of Forrester’s Business technographics brand questions is to show usage of a brand by a specific target audience at one point in time.

Companies Interviewed for This report

Forrester based the cloud strategy findings and recommendations in this report on more than 50 end user client inquiries and advisory and consulting engagements with enterprises.

endnotes1 saas adoption continues to grow steadily across every major packaged application software category. to benchmark

your current use of saas and identify which apps you should complement or replace with saas, see the “application adoption trends 2016: saas expands across the enterprise and across the Globe” Forrester report.

2 the public cloud platform market is now 10 years old and is fueling not only new app development but also modernization of traditional enterprise apps. For a detailed view of the current state of the public cloud market for






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application development and delivery (aD&D) pros, see the “Vendor landscape: public cloud platforms consolidate, But new Disruptions On the Way” Forrester report.

3 satisfying both cloud native and cloud transformation developers is tough. For guidance on how to offer both new platform services and updated traditional services, check out the third trend: cloud developers split into two camps. see the “Vendor landscape: public cloud platforms consolidate, But new Disruptions On the Way” Forrester report.

4 the key to managing a growing portfolio of cloud services is to offer easy self-service to your business customers with frictionless governance. Include in your cloud strategy a plan for how you will manage a growing multicloud infrastructure. For guidance on becoming an effective multicloud manager, see the “Vendor landscape: Hybrid cloud Management solutions” Forrester report.

5 private and hosted private clouds offer an alternative to public cloud. to understand when and how to deploy private cloud solutions, see the “Vendor landscape: Hosted private cloud, Q3 2016” Forrester report and see the “Vendor landscape: private cloud software solutions, Q2 2016” Forrester report.

6 For help with your strategic rightsourcing analysis, see the “portfolio evaluation Is the Key to Migrating applications to the cloud” Forrester report.

7 Many customers not only take a cloud-first view of migration but also pursue a “public cloud or bust” strategy. step back and take a measured approach to cloud strategy, starting with a detailed portfolio evaluation — including strategic rightsourcing — to identify the right providers and migration candidates. For guidance on running your own portfolio evaluation, see the “portfolio evaluation Is the Key to Migrating applications to the cloud” Forrester report.

8 enterprise aD&D and I&O leaders need strong partnerships with a few key software providers due to the risk of vendor lock-in, particularly with saas platforms and the need for external ideas and innovative thinking. For an explanation of how to build and nurture strong, long-lasting relationships with your most important technology suppliers, see the “Best practices: Building strong software Delivery partnerships” Forrester report.

9 Your DevOps strategy is an essential component of your strategic cloud plan. to master modern application delivery practices, see the “Forget two-speed It; DevOps enables Faster Delivery across the Board” Forrester report.

then make sure your aD&D team is following the guidance, see the “the Four app-Delivery strategies For a customer-Obsessed Operating Model” Forrester report.

10 public cloud Iaas is ready to host traditional enterprise apps. to determine if it’s right for your core business apps, and whether it meets your security, migration, cost, and data residency requirements, see the “the truth Behind enterprise-class cloud” Forrester report.

11 the broad range of public, hosted private, and private cloud platforms, plus the explosion in new infrastructure and application services available on those platforms, means that every enterprise cloud portfolio should be a hybrid mix of the best services to meet your company’s specific needs. to understand how to manage your growing hybrid multicloud portfolio, see the “Vendor landscape: Hybrid cloud Management solutions” Forrester report.

12 Forrester reviews the cloud services, managed services, and advisory and consulting offerings of major technology outsourcing companies. see the “Vendor landscape: cloud strategies Of leading Global Infrastructure Outsourcing providers” Forrester report.





















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