Cloud Computing: da curiosidade para casos reais

Cezar Taurion
Technical Evangelist

Cloudnomics:The Power of Cloud
Driving Business Model Innovation

IM AR © 2012 IBM Corporation

História da Computação e da IBM se fundem…


Inovação na IBM: inserido no DNA corporativo
The US Patent and Trademark Office awarded IBM an
average 22.6 patents per working day in 2010, for a total
5,896.
6,180 U.S. patents in 2011 IBM e Governo Federal anunciam
centro de pesquisas no Brasil
The top-10 receivers of patents in 2010,
according to IFI Claims Patent Services: de 2010 – 19h22
08 de junho

Primeiro da América do Sul.
1. IBM (5896); United States Tecnologias para tornar o Planeta Mais Inteligente.
2. Samsung (4551); South Korea Sistemas humanos inteligentes para grandes eventos,
3. Microsoft (3094); United States como Copa 2014 e Olimpíadas 2016.
4. Canon (2552); Japan Sistemas inteligentes para automação de serviços.
5. Panasonic (2482); Japan Sistemas inteligentes para descobertas de recursos
6. Toshiba (2246); Japan naturais (petróleo e gás) e logística.
7. Sony (2150); Japan
8. Intel (1653); United States
9. LG Electronics (1490); South Korea
10. HP (1480); United States


Talking about trends....


What are general trends in the IT industry?

IBM Horizon
Gartner Forrester IDC Ovum Watch 2012
Cloud Computing Smart Computing Cloud IT Security Cloud
Mobile Empowerment Computing in the Data Computing
Applications & Cloud Computing Datacenter Management Virtualization
Media Tablets IT as Business Public Cloud Business Social Business
Next-Generation Technology Services Analytics Mobile
Analytics Mobile Enterprise Platform-as-a- Mobility Computing
Social Analytics Apps Service Datacenter Big Data
Social Disruption-as-a- Enterprise Transformation Analytics
Communications Service Mobility Cloud IBM Watson
& Collaboration HW-SW- Free SW, Open Computing Human /
Video Appliances Source Collaboration Computer
Context-Aware Next-Gen BPM Platforms IT and Interaction
Computing Analytics BI and Analytics Sustainability Security
Ubiquitous IT and Enterprise Data Drive IT as Sustainability &
Computing Sustainability Social Media Business Green IT
Storage Class Social Media Smart Devices Context-Aware Consumerization
Memory Computing of IT
Fabric-Based
Infrastructure and
Computers

Source: Gartner, cio.de, IBM MD Germany, IBM MI, HorizonWatch


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

“Cloud” is: “Cloud” enables:

a new consumption and Self-service
delivery model inspired by Sourcing options
consumer Internet Economies-of-scale
services.

“Cloud” represents: “Cloud” can be:

The Industrialization of Private, Public and Hybrid
delivery for IT supported Workload and/or
Services Programming Model Specific

8 Cloud Computing - Strategic View IM AR © 2012 IBM Corporation

Cloud computing is more than the sum of the parts…

Cloud Computing

Virtualization + Standardization + Automation + Self Service

With With With With
Enables flexibility Simplification Low human involvement User in control
Increase utilization Few configurations Rapid deployment & mgt Cost and usage choices
Energy efficient Enables automation Repeatable configuration Increased visibility
Soft configuration Easier support Improves compliance IT/Business alignment
Infrastructure abstraction
Without Without Without Without
Physically constrained Physically constrained Manually intensive Dependency of availability
of data centre staff
Capital intensive Many configurations Skill dependent
Lack of awareness
Hard configuration Error prone
Linked to PO process Costly


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

Telcos automate traffic
through switches to assure
service and lower cost.

Manufacturers use robotics
to improve quality and
lower cost.

Banks use automated
teller machines to improve
service and lower cost.


Cloud Service Models

Financials CRM/ERP/HR

Industry Specific
Collaboration
Applications

Software/ Application-as-a-Service

Web 2.0 Applications Development
Middleware Tools
Runtime

Database Desktop

Platform-as-a-Service

Data Center
Servers Networking Storage
Fabric
Consolidated, standardised, virtualised,
shared, dynamically provisioned, automated

Infrastructure-as-a-Service


A range of deployment options

Private Hybrid Public

IT capabilities are provided Internal and external IT activities /
“as a service,” over an service delivery functions are
intranet, within the enterprise methods are provided “as a
and behind the firewall integrated service,” over the
Internet

Enterprise Users
Enterprise Enterprise Enterprise
data center data center A B A B

Private cloud Managed Hosted private Member cloud Public cloud
private cloud cloud services services
Private Third-party operated Third-party owned and Mix of shared and dedicated Shared resources
On client premises Client owned operated resources Elastic scaling
Client runs/ manages Mission critical Standardization Shared facility and staff Pay as you go
Packaged applications Centralization Virtual private network (VPN) Public Internet
Security access
High compliancy
Internal network Subscription or membership
Internal network based


Cloud Computing Reference Architecture (The Open Group)
Cloud Service Cloud Service Provider Cloud Service
Consumer Creator

Cloud Services Common Cloud Service Business
Service
Management Platform Manager Manager
Component
Developer
Consumer End OSS – Operational Support BSS – Business Support
user Existing &
Services Services

BP Mgmt
3rd party

Interfaces
API
services, BPaaS Service
Partner Service Delivery Catalog
Customer Service Service Composer
Cloud Service Account Offering Offering
Integration Ecosystems Management Catalog Management
Tools

Service Development Portal & API
Service Consumer Portal & API
Service Automation Management
Contracts & Service Offering
Order
Software Mgmt
Agreement Request Manager
Service Management
Interfaces
Management Management
API

Integrator SaaS Service Change & Image
Request Configuration Lifecycle
Management Management Management
Subscription Entitlement Service Creation
Consumer Pricing
Business Incident & IT Service
Management Management Tools
Manager Provisioning Problem Level
Management Management Service
Platform Mgmt

Management
Interfaces
API

Consumer In- PaaS Monitoring & IT Asset & Capacity & Metering Rating Billing Development
Event License Performance Tools
house IT Management Management Management

Business
Processes
Service Runtime
Service Management

Clearing & Accounts Accounts
Platform & Virtualization Management Settlement Payable Receivable Development
Tools
Mgmt Interfaces

Applications
Infrastructure
API

IaaS Software
Middleware Service Provider Portal & API
Development
Tools
Infrastructure Deployment Transition Operations Security & Customer
Architect Manager Manager Risk Manager Care
Image Creation
Tools
Consumer
Administrator Infrastructure

Security, Resiliency, Performance & Consumability
IM AR
13 Governance © 2012 IBM Corporation
2011

Cloud is widely recognized as an increasingly important technology;
adoption is expected to accelerate rapidly in the coming years
What is Your Organization’s Level of The Global Cloud Computing Market is
Cloud Adoption? Forecast to Grow 22% per year through 2020
% of Respondents
91% $250B $241B

Piloting
21%
72% $200B

$150B
Adopting $150B
38% 28%

+33% $100B

Substantially
21% Implemented $50B
41%
+215% $41B
13%
$0B
Today 3 yrs
2011 2015 2020
Source: Sizing the cloud, Forrester Research, Inc., April 21, 2011
Nearly half (48%) of CIOs surveyed evaluate cloud options first, over
traditional IT approaches, before making any new IT investments
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders; Q4. Which of the following most accurately describes your organisation’s level of
cloud technology adoption today and which do you expect will best describe it in three years?
Sizing the cloud , Forrester Research, April 21, 2011; http://www.cio.com/article/684338/Survey_CIOs_Are_Putting_the_Cloud_First

Today, at least two thirds of companies of all sizes are actively
either experimenting with or implementing cloud

What is Your Organization’s Level of Cloud Adoption?
% of Respondents; Today
82%
76%

67%

43% Piloting
44%
32%

21% Adopting
22% 34%

14% 10%
Substantially
5% Implemented

<$1B $1B - $20B >$20B
Company Annual Revenues

Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders, Q4, n=363


IT and Business are attracted to cloud for different reasons.

IT is drawn to cloud’s cost, efficiency and control…

of CIOs plan to use cloud—
up from 33% two years ago.

Transformation
Efficiency

of business executives believe cloud
enables business transformation and
leaner, faster, more agile processes.

…while business users are drawn to cloud’s simplified,
self-service experience and new service capabilities.
2011 IBM CIO Study, London School of Economics, December 2010


Major factors driving cloud

Virtualization of
Infrastructure

Drives lower capital
Leverage

Hardware requirements

Utilization of Virtualized environments
only get benefits of scale if
Infrastructure
they are highly utilized

Reduced complexity, increased
Standardization of automation possible; reduced
Workloads admin burden
Leverage
Labor

Automation of Take repeatable tasks and
Management automate

Clients who can “serve
Self Service themselves” require less
support and get services

IT benefits from Cloud Computing are real

Value delivered From traditional To cloud
Change management Months Days or hours

Test provisioning Weeks 20 minutes

Install database 1 day 12 minutes
Install of operating system 1 day 30–60 minutes

Provisioning environment ▄ 51% cost savings
Design and deploy business applications Months Days/Weeks

“Our commitment to informed decision making led us to consider private cloud
delivery of Cognos via System z, which is the enabling foundation that makes
possible +$20M savings over 5 years.”
– IBM Office of the CIO


Bechtel’s New Benchmarks

COMPANY TECHNOLOGY BENCHMARK WHAT BECHTEL LEARNED

COMPANY BECHTEL

Data Centers located where there is
Wide-Area Network $10-$15 per megabit $500 per megabit
already a lot of bandwidth lowers
cost and bring data to the network

1 System 1 System
Built whatever, whenever, wherever
Servers Administrator per Administrator per business wanted. Google
20,000 servers 100 servers
standardized server infrastructure

Storage costs 15 Storage costs $3.75 Storage was 'cheap' because storage
Virtualization cents per gigabyte per gigabyte per was virtualized and more highly
per month month utilized

230 Applications up
1 Application for 1 Converting 50 most heavily used
to 5 versions each;
million users. applications into single instance
Applications Upgrades and
Upgraded 4 times software as a service apps run from
training were
per year a Google like portal
constant

Source: CIO Computing, November 2008


Mobility, social media, increasing digitization and new analytics
capabilities are conspiring to drive broad business change
Major Technology Trends driving Business Change

Mobile revolution
Connectivity, access and participation are growing rapidly
Smart devices are becoming the primary route to get connected
Devices are getting smarter as they are increasingly enriched by mobile apps

Social media explosion
Social media is quickly becoming the primary communication and collaboration format
GenY’s or “digital natives” use of technology and social media platforms is accelerating adoption
Enterprises are adopting social media but are struggling to realize the value and manage risk

Hyper digitization
Digital content is produced and accessed more quickly than ever before
Internet traffic is growing globally driven by consumer use of video, mobile data, interconnectedness
An increasing number of connected devices and sensors is further driving growth

The power of analytics
New capabilities for real time analysis, predictive analytics and micro-segmentation are emerging
Top performing companies use analytics to drive action and business value
Analytics are making information “consumable” and is transforming all parts of the organization, from
customer intimacy to supply chain management

Source: IBV Analysis


Vivemos uma rápida evolução da internet


O que acontece na Internet em apenas 1 minuto!


Mobile explosion

“By 2013, mobile phones will overtake PCs as the
most common Web access device worldwide”
Source: Gartner Highlights Key Predictions for IT Organizations and Users in 2010 and Beyond:
http://www.gartner.com/it/page.jsp?id=1278413

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

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


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

Phases of the Inter
net
Internet Web
2.0
Web
Mobi
3 . 0 (C
lo
le, Socia ud,
l)
1964 1981 1994 2003 2008 2012
2020...
,
hones
(Smartp
evices
Generations of M obile Dc)
, et
Tablets
Computing Platforms
Ser ver /PC
Client

ame
Mainfr

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

IT Strategy for the next decade:
an evolution of today‘s focus topics

IT Service Provider “IT as a function of the business“

Data ...
Management
SOA
Service Appliances Big Data
Management
on demand Virtualization Cloud Analytics
Consolidation Mobility
Collaboration
Automation
Cost Pressure Operational Excellence
Service Quality
Open Source Cyber Crime Social Media
Data Center
Optimization Prevention
IT Security Smart Devices
...


Cloud harnesses the capabilities borne out of these trends to
empower six potentially “game changing” business enablers
Cloud’s Business Enablers

Business
2 Scalability
Cost Provides limitless, cost- Market
1 Flexibility effective computing capacity 3 Adaptability
to support growth
Shifts fixed to variable cost Faster time to market
Pay as and when needed Supports experimentation

Ecosystem Masked
6 Connectivity 4 Complexity
New value nets Expands product sophistication
Potential new businesses Context-driven Simpler for customers/users
5 Variability
User defined experiences
Increases relevance

Source: IBV Analysis

Cloud enables businesses to reduce fixed IT costs and shift to a
more variable, “pay-as-you-go” cost structure
Example: Etsy – the world’s handmade marketplace
1 Cost Flexibility

Characteristics
Shifts CapEx to OpEx, when and as
needed Etsy is an online marketplace to buy and sell
Shifts cost from fixed to variable handmade goods. In addition to bringing buyers
Generates faster payback and higher and sellers together, Etsy offers product
ROI recommendations based on analysis of buyer
preferences
Finding Etsy uses cloud based analytics capabilities for
31% of executives see cloud’s ability its targeted marketing approach by renting
to provide pay-as-you go, cost
hundreds of computers every night to analyze
flexibility as a top benefit1 data from a billion views of its website.
Cost flexibility of the cloud allows Etsy access to
tools and compute power that only large
retailers like Gap or Ikea could previously afford.

The cloud frees up capital by significantly
reducing the need for IT investment
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders; Q6a3-Q6b3(1): Expected benefits of cloud – Greater cost flexibility (today and next
three years), N=572

Cloud enables businesses to grow efficiently, expanding the range
of business options
Example: Netflix
2 Business Scalability

Characteristics
Rapid / elastic provisioning of resources
No scale limitations
Benefit from scale economics without Netflix streams movies on-demand with large
achieving large volumes on your own surges of capacity required at peak times.
Use of cloud allowed Netflix to rapidly scale
Finding up its business without having to buy, support
32% of executives see business and operate infrastructure and resources to
scalability as a top cloud benefit1 meet its growth requirements

Cloud’s ubiquitous and nearly unlimited computing
power drives scale economics and enables self-
provisioning and peak/non-peak responsiveness
Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders,; Q6a2-Q6b2(1): Expected benefits of cloud – More scalable and flexible services
(today and next three years), N=572; Source: (2) http://radar.oreilly.com/2011/05/netflix-cloud.html


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

4 Masked Complexity Example: Xerox Mobile Print

Characteristics
Expands feasible range of
sophistication in products and
services
The Xerox Mobile Print platform uses tools via a
Minimizes requirements of user to
cloud to convert and process print requests from
understand how product works or
any mobile device (e.g. tablet, smartphone) to a
how to maintain it
Xerox printer
Finding Removes complexity for users – no need to
Cloud’s ability to mask complexity understand / install / maintain printer device
is one of the lesser known drivers for either their mobile device or targeted
business enablers with less than printer
20% of executives seeing it as a
top benefit1

17% 22%

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

Cloud business enablers are already driving innovation across
company/industry value chains and customer value propositions

What is my role in the value chain?
What to do and when to rely on
others?

Value Chain
Where to specialize and how
to set up interdependent networks? Cloud Enablement
Framework
How will I do what I do?
What kind of delivery structures?
Which operating model?
What is the cost structure?
Customer Value Proposition

What is my customer value Which customers am I serving? How do I generate revenue?
proposition? Which customer segments? Which pricing models?
What mix of products and What type of relationships to How and where to capture
services? maintain? value?
Which customer needs are
Which channels?
being satisfied?

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

Cloud Enablement
Framework


Enhance Extend Invent

Improve current value Extend value proposition to Construct radically different value
proposition to retain/attract attract customers to different proposition to create a new
customers for existing products products and services “need” and own the market
and services Attract existing or adjacent Form new customer segments
Appeal to existing customer customer segments Generate entirely new revenue
segments Generate significant new streams
Garner incremental revenue revenues

Invent: Some organizations are using cloud to invent entirely new
customer experiences by creating new offerings
How is Cloud Substantially Changing Your Customer Example: Apple’s iOS
Value Proposition?
% of Respondents

61%
Changing
product/service mix 68% Situation
Apple’s iOS platform enables
anyone to create an application –
54% around gaming, productivity or
Finding additional
sources of revenue
entertainment – for use on an Apple
63%
mobile device. The best apps are
sold through the AppStore.
Value Created
36% A completely new ecosystem of
Developing flexible
pricing models 48% professional and amateur developers
A radically different value proposition
that dominates the market
Today In 3 years

Invention of new customer value propositions comprise ways in which
cloud is used to create new customer needs and form new markets
Source: 2011 IBM/EIU Cloud Survey Results, Q9ac/bc : How do you intend to change your value proposition ? n (today) = 28; n (in 3 years) = 136. The question has a reduced
sample size, since only those respondents were asked this who affirmatively answered Q9a1/b1 (Impact of cloud on value proposition ) with Substantially changing the value
proposition in order to generate additional revenues

Cloud is also being leveraged to improve, transform and create new
organization and industry value chains

Create

Create
Build a new industry value chain or
disintermediate an existing one
Radically change industry economics

Value Chain
Transform
Cloud Enablement
Transform
Framework
Change organizational role within the industry or
enter a different industry value chain
Develop new operating capabilities

Improve
Enter adjacent industries

Improve
Increase efficiency and effectiveness of the
organization
Increase partnering, sourcing, and collaboration


Create: Organizations expecting to use cloud to redesign their business
model or industry, will quadruple over the next 3 years
What is the Primary Focus of Your Example: Salesforce.com
Organization’s Cloud Adoption Strategy?
% of Respondents

Improve existing capabilities in single area of 47%
our value chain 10%
Situation
Improve existing capabilities across multiple 37% Salesforce.com radically altered the
areas of our value chain 48% traditional software industry by offering a
cloud-based, managed solution that
8% automated the critical function of marketing,
Change our role within industry ecosystem
16%
sales and customer relationship management
3%
Value Created
Redesign our industry ecosystem
17% Rules for delivery, usage, support and
licensing of critical business software were
Enter a new industry
3% radically rewritten
4%
Balance of power in the industry is now shifting
from the traditional software licensing model to
2%
Create a new business model/new industry 5%
a software-as-a-service model

Today In 3 years

Creation of new enterprise or industry value chains or
ecosystems can drive value through industry model innovation
Source: 2011 IBM/EIU Cloud Survey Results, Q8: What is the primary focus of your organisation’s cloud technology adoption strategy ? n (today) = 572; n (in 3
years) = 572

We classify organizations according to the extent to which their use
of cloud impacts value chains and value propositions
Cloud Enablement Framework

Disruptors create radically different value
Disruptors
Create

propositions, generate new customer needs
and segments. They disintermediate existing
industries or even create new ecosystems

Innovators significantly extend customer
Value Chain
Transform

Innovators value propositions resulting in new revenue
streams and transform their role within their
industry or enter a different industry
ecosystem

Optimizers
Improve

Optimizers use the cloud to incrementally
enhance their customer value propositions
while improving their organization’s efficiency



Organizations should determine how and to what degree
cloud can be used to enable their business model

Optimizers, innovators and disruptors each face strategic
opportunities and significant risks
Organizational
Major Opportunities Major Risks
Classification
Deepen customer relationships by Realization of limited revenue
expanding value or market share gains
Increase partnering by applying cloud Increased dependency on
Optimizers Reduce costs by leveraging cost partners
flexibility
Potential industry disruption
Increase overall efficiency from less risk averse player
Expand ability to move into adjacent Rapid replication of innovation
market or industry spaces by competitors
Combine previously unrelated elements Value capture may not be
Innovators of the value chain and value proposition sustainable
to increase total value
Gain competitive advantage

Capture unique competitive edge Untested business models may
through creation of new or disruption of not succeed
existing industry
Fast followers are often more
Disruptors Invent new customer needs or define successful than first movers
entirely new markets
Take advantage of and sustain first
mover advantage


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

Positioning of an organization’s cloud-
enabled initiative within the CeBM framework
Create

Disruptors involves understanding the impact of the
business model, not merely the intent.

Organization
Value Chain

North Carolina State University
Transform

Innovators
Virtual Computing Lab
Xerox
Mobile Print
3M
Optimizers Visual Attention Service
Improve

Animoto
Custom Presentations
Force.com
Application Platform
Apple


3M Visual Attention Service


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

Positioning of an organization’s cloud-
enabled initiative within the CeBM framework
Create

Disruptors involves understanding the impact of the
business model, not merely the intent.

Organization
Value Chain

North Carolina State University
Transform

Innovators
Virtual Computing Lab
Xerox
Mobile Print
3M
Optimizers Visual Attention Service
Improve

Animoto
Custom Presentations
Force.com
Apple


Cloud’s business enablers are fuelling innovation and empowering
organizations to optimize, innovate and disrupt business models
…that are fuelling innovations …empowering organizations to
Cloud offers six “game changing” across enterprise value chains and optimize, innovate or disrupt
business enablers … customer value propositions… business models

Disruptors
Cloud’s Business Enablers

Create
Business
2
Scalability
Cost Value Chain
1

Value Chain
Flexibility Market

Transform
3
Adaptability Cloud Enablement Innovators
Framework

6
Ecosystem
Masked

Improve
Connectivity 4 Optimizers
Complexity

Context-driven Customer Value Proposition
5
Variability


Organizations need to assess themselves using the Cloud Enablement Framework
and examine the potential to innovate by leveraging the cloud’s business enablers

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

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

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

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


Envisioning the full potential of cloud requires organizations to
challenge existing approaches in their business and industry
Reflecting on your business, question yourself – “What you would do if…

… you could reach hitherto
… you had access to
unaddressed customers or
unlimited computing
markets and target them based on
resources to scale your
their individualized preferences
business?
through analytical insights?

…you could redefine your
role in your industry and
change your competitive
positioning?
…you could give any of your
customers access to any of
your products and services
anytime, anywhere, on any
device?

… you could easily and
seamlessly connect and
… you could inexpensively
collaborate with business
and rapidly develop and
partners and customers?
launch new product & service
offerings?

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

Cloud Computing deployment became part of the
existing IT optimization strategy and roadmap

Dynamic
Standardize
and automate
Standardize services
Virtualize Reduce deployment
cycles
Remove physical Enable scalability
Consolidate resource boundaries Flexible delivery
Increase hardware
Reduce infrastructure utilization
complexity Reduce hardware
Reduce staffing costs
requirements Simplify deployments
Manage fewer things better
Lower operational costs
Cost

IM AR
= Flexibility

45 © 2012 IBM Corporation

Some workloads are ready for cloud delivery

Sensitive Analytics
Data Information
Intensive Ready
Infrastructure
Storage for Cloud
Highly
Customized Isolated Industry
Workloads Applications

Not yet Collaboration
Virtualized Mature
Workloads Development
3rd Party SW
& Test
May not yet
be ready Workplace, Desktop
Complex Pre-Production & Devices
for migration Processes & Systems
Transactions Business
Processes
Batch
Regulation Infrastructure
Processing
Sensitive Compute

The realities of cloud versus hype

Reality Today Cloud Hype Future Reality
So, no “BIG BANG” !

≠
Trad. SO Trad. SO

Everything in the
Internal IT plus 3rd party cloud and all at once Sourcing mixture -
for some things retain legacy, plus
private/hybrid, public
Source: Market Insights and Gartner

People tend to overestimate what will happen two years from now and
underestimate what will happen in 10.


Cloud Computing has moved beyond the hype. It is a highly
disruptive trend that brings with it new opportunities
Disruption
“Cloud services are interconnected with and accelerated by other disruptive technologies, including
mobile devices, wireless networks, big data analytics, and social networking. As during the
mainframe and PC eras, the new platform promises to radically expand the users and uses of
information technology, leading to a wide and entirely new variety of intelligent industry solutions.” –
IDC

Opportunity
“What supply chain models did to manufacturing is what cloud computing is doing to in-house data
centers. It is allowing people to optimize around where they have differentiated capabilities.” – Gartner

Mobile Cloud Services
“In 2012, mobile workers and consumers will embrace tablets, mobile content, mobile video and personal
cloud services at unprecedented levels. Nearly 1 in 5 professionals with three or more devices will adopt a
personal cloud service for online storage, backup and synching.” – Yankee Research


What is coming?

In 2021, cloud computing is simply computing,
corporate office parks are senior housing facilities and
the IT organization of the future has been absorbed by
the business.
Internal IT becomes an internal cloud.
IT becomes a services broker.
IT will become a function of the business.
Gartner, 2011


Acessem agora!

Saiba mais sobre Cloud na Comunidade Cloud Computing Brasil:
http://ibm.co/cloudcomputingbr

*Conheçam o IBM SmartCloud Provisioning – Download gratuito!
(Universidade)
http://www.ibm.com/developerworks/br/downloads/tiv/smartcloud/index.html

dW Brasil: www.ibm.com/developerworks/br/
@soudW IBMdeveloperWorksBrasil

Obrigado!

ctaurion@br.ibm.com
www.ibm.com/developerworks/blogs/page/ctaurion
www.computingonclouds.wordpress.com
@ctaurion
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