Promoting Cloud Inside Your Company
•Download as PPTX, PDF•
1 like•287 views
Michael Crandell, CEO at RightScale, led this session at the RightScale User Conference 2010 in Santa Clara. Session Abstract: Are you facing internal resistance deploying company projects to the cloud? You may already be a convert to the benefits of leveraging the cloud for your business. It's easy to have faith in cloud projects when you're surrounded by other believers in conferences like this one – but at home, you may be facing internal resistance ranging from inertia to skepticism to opposition. To be fair, it's reasonable for everyone to expect that cloud projects are well-justified and offer tangible benefits. This session will empower you with the tools, data, and approaches – from pilot projects to ROI analysis – that you can use to help win over colleagues to accelerate cloud deployments in your company.
Recommended
More Related Content
What's hot
What's hot (14)
Similar to Promoting Cloud Inside Your Company
Similar to Promoting Cloud Inside Your Company (20)
More from RightScale
More from RightScale (20)
Recently uploaded
Recently uploaded (20)
Promoting Cloud Inside Your Company
- 1. Promoting CloudInside Your Company Michael Crandell & Chris Horne RightScale
- 2. Why? 5 Steps Resources & tools Q&A Promoting Cloud
- 3. Most of the time people are interested in cloud computing but have to sell their colleagues on the idea or overcome internal objections. Why?
- 6. Crossing the Chasm Early Adopters Buying a change agent Get a jump on competition Patient with glitches Early Majority Driven by practicality Productivity improvements Won’t tolerate bugs
- 7. The VP of NO
- 8. The VP of GO
- 9. People buy from people they think understand their needs People buy solutions to problems (not technology or features) People buy from credible companies they trust Consultative selling
- 10. People buy from people they think understand their needs People buy solutions to problems (not technology or features) People buy from credible companies they trust Understand problem & needs Get experience Demonstrate solutions Give references Propose a project Consultative selling
- 11. #1 – Understand needs Agility / flexibility scaling quickly requisition times capexvs. opex resistance to buy for transient use Cost hard $$ opportunity cost of focus
- 12. #1 – Understand needs Ask questions: What are decision maker's top priorities and concerns? What are potential objections? Security Reliability Latency/performance Clarify misunderstandings by digging down into objections
- 13. #1 – Understand needs
- 14. #2 – Get experience Learn the architecture & lay of the land Base-line definitions NIST definitions of IAAS, PAAS, SAAS Education-based marketing -- wealth of contents Free Developer Edition Come to events like this User Conf Note other breakout sessions that apply
- 15. #3 – Demonstrate solutions Webinars Cloud Basics, Security, Dev & Test, Social Gaming White papers TCO Benefits, Grid, Dev & Test Wiki, product briefs, distributable slides Weekly training calls TCO calculator Live conference calls & demos Enlist the help of an account manager
- 16. #3 – Demonstrate solutions What type of information do your colleagues prefer to review and is it going to be presented E.g. board meeting, ppt presentation, etc Provide materials specific to problem or opportunity with an actionable solution Example: Live demo access a pre-configured deployment (in this case, the IBM middleware stack), make a modification and launch You are demonstrating control, agility and rapid provisioning Chins from the IBMers were on the floor when they saw a full IBM middleware stack provisioned in 6 mins.
- 17. #4 – Give references Provide references & describe real life use cases
- 18. #5 – Propose a project Not an all-or-nothing, either/or discussion Any given project may or may not be suited for cloud Don't boil the ocean Use small, well-defined projects to kick off a POC Once the first couple of applications are up and operational you can expand from there Low hanging fruit: Dev & Test edition Pilot project VIP account
Editor's Notes
- Early AdoptersThey “buy into new product concepts very early in their life cycle, but unlike innovators, they are not technologists. Rather they are people who find it easy to imagine, understand, and appreciate the benefits of a new technology, and to relate these potential benefits to their other concerns. Because [they] rely on their own intuition and vision, they are key to opening up any high-tech market segment.”Early MajorityThey “share some of the early adopter’s ability to relate to technology, but ultimately they are driven by a strong sense of practicality. … They want to see well-established references before investing substantially. Because there are so many people in this segment—roughly one-third of the whole adoption life cycle—winning their business is key to any substantial profits and growth.”Change Agent “What the early adopter is buying [is a] change agent. By being the first to implement this change in their industry, the early adopters expect to get a jump on the competition… They are also prepared to bear with the inevitable bugs and glitches.”Productivity Improvement “By contrast, the early majority want to buy a productivity improvement for existing operations. … They want technology to enhance, not overthrow, the established ways of doing business.” And “they do not want to debug somebody else’s product.”
- Early AdoptersThey “buy into new product concepts very early in their life cycle, but unlike innovators, they are not technologists. Rather they are people who find it easy to imagine, understand, and appreciate the benefits of a new technology, and to relate these potential benefits to their other concerns. Because [they] rely on their own intuition and vision, they are key to opening up any high-tech market segment.”Early MajorityThey “share some of the early adopter’s ability to relate to technology, but ultimately they are driven by a strong sense of practicality. … They want to see well-established references before investing substantially. Because there are so many people in this segment—roughly one-third of the whole adoption life cycle—winning their business is key to any substantial profits and growth.”Change Agent “What the early adopter is buying [is a] change agent. By being the first to implement this change in their industry, the early adopters expect to get a jump on the competition… They are also prepared to bear with the inevitable bugs and glitches.”Productivity Improvement “By contrast, the early majority want to buy a productivity improvement for existing operations. … They want technology to enhance, not overthrow, the established ways of doing business.” And “they do not want to debug somebody else’s product.”