Palestra do Cezar Taurion no dia 25 de junho de 2012, na PUC Rio

1. Cezar Taurion
Technical Evangelist
Cloudnomics:The Power of Cloud
Driving Business Model Innovation
IM AR © 2012 IBM Corporation

2. 2 IM AR © 2012 IBM Corporation

3. História da Computação e da IBM se fundem…
3 IM AR © 2012 IBM Corporation

4. 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
4 IM AR © 2012 IBM Corporation

5. Talking about trends....
5 IM AR © 2012 IBM Corporation

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

7. 7 IM AR © 2012 IBM Corporation

8. 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

9. 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
9 IM AR © 2012 IBM Corporation

10. 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
10 IM AR © 2012 IBM Corporation

11. 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
11 IM AR © 2012 IBM Corporation

12. 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
12 IM AR © 2012 IBM Corporation

13. 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.
13 IM AR © 2012 IBM Corporation

14. Cloud Service Models
Financials CRM/ERP/HR
Industry Specific
Collaboration
Applications
Software/ Application-as-a-Service
Web 2.0 Applications Development
Middleware
Runtime Tools
Database Desktop
Platform-as-a-Service
Data Center
Servers Networking Storage
Fabric
Consolidated, standardised, virtualised,
shared, dynamically provisioned, automated
Infrastructure-as-a-Service
14 IM AR © 2012 IBM Corporation

15. 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
15 IM AR © 2012 IBM Corporation

16. 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 &
3rd party Services Services
BM
I m
I
P
A
BPaaS
Pg
services, Service
nt
Customer Service Service Composer
a
e
Partner
s
c
r
f
t
Service Delivery Catalog
Cloud Service Account Offering Offering
Integration Ecosystems Management Catalog Management
Tools
I
A
&
a
P
t
n
m
p
o
l
D
c
i
v
r
e
S
Service Automation Management
I
A
&
l
a
t
P
m
u
s
n
o
C
c
i
v
r
e
S
Contracts & Service Offering
Order
Agreement Request Manager
Service Management
Management Management
I
P
A
Integrator SaaS Service Change & Image
Request Configuration Lifecycle
a
e
n
s
c
r
f
t
I
m
M
w
S
Management Management Management
Service Creation
g
e
a
o
r
t
f
Subscription Entitlement
Consumer Pricing
Business Incident & IT Service
Management Management Tools
Manager Provisioning Problem Level
Management Management Service
Management
I
P
A
Consumer In- PaaS Monitoring & IT Asset & Capacity & Metering Rating Billing Development
Event License Performance Tools
a
e
n
s
c
r
house IT
f
t
I
M
m
P
Management Management Management
g
o
a
r
f
t
l
Business
Processes
Service Runtime
Clearing & Accounts Accounts
t
m
g
n
a
M
c
i
v
r
e
S
Platform & Virtualization Management Settlement Payable Receivable Development
Applications Tools
I
P
A
IaaS Software
Middleware Service Provider Portal & API
Development
e
u
a
n
c
s
m
M
Tools
r
t
f
I
a
e
n
g
s
c
r
f
I
t
Infrastructure Deployment Transition Operations Security & Customer
Architect Manager Manager Risk Manager Care
Image Creation
Tools
Consumer
Administrator Inf rastructure
Security, Resiliency, Performance & Consumability
IM AR
16 Governance © 2012 IBM Corporation
2011

17. 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
17 IM AR © 2012 IBM Corporation

18. 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
18 IM AR © 2012 IBM Corporation

19. 19 IM AR © 2012 IBM Corporation

20. 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
20 IM AR © 2012 IBM Corporation

21. Major factors driving cloud
Virtualization of
Infrastructure
Drives lower capital
Hardware
Leverage
requirements
Utilization of Virtualized environments only
get benefits of scale if they
Infrastructure
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
21 IM AR © 2012 IBM Corporation

22. 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
22 IM AR © 2012 IBM Corporation

23. Bechtel’s New Benchmarks
COMPANY TECHNOLOGY BENCHMARK WHAT BECHTEL LEARNED
COM P ANY B ECHT EL
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
23 IM AR © 2012 IBM Corporation

24. Mobility, social media, increasing digitization and new analytics
capabilities are conspiring to drive broad business change
Major Technology Trends driving Business Change
Mobile revolution
Social media explosion
Hyper digitization
The power of analytics
Source: IBV Analysis
24 IM AR © 2012 IBM Corporation

25. Vivemos uma rápida evolução da internet
25 IM AR © 2012 IBM Corporation

26. 26 IM AR © 2012 IBM Corporation

27. 27 IM AR © 2012 IBM Corporation

28. 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
28 IM AR © 2012 IBM Corporation

29. Trigger for transformation
The 3rd phase of the internet “colliding” with the
3rd generation of computing platform
Phases of the Inter
n et
Internet Web2
.0
Web
Mobi
3. 0 (
le, So Cloud,
cial)
1964 1981 1994 2003 2008 2012
2020...
s,
phone
(Smart
evi ces
Generations of Mobile Dc)
, et
s
Tablet
Computing Platforms
C
er ver / P
C lient S
am e
Mainfr
Source: HorizonWatch: Top Technology Trends To Watch In 2012, Bill Chamberlin
29 IM AR © 2012 IBM Corporation

30. Internet das Coisas permite integrar o mundo da infraestrutura
física com o mundo digital
Number of Connected Devices
50 Billion
50
40
30
20
15 Billion
10
7 Billion
2010 2015 2020
Multiple Sources: Intel, Ericsson, Gartner, etc.
Source: Company data, IDC, Yankee, Gartner, in Macquarie Group, March 2009
30 IM AR © 2012 IBM Corporation

31. 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
...
31 IM AR © 2012 IBM Corporation

32. 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 Flexibilit effective computing capacity 3
y 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 Context-driven  Simpler for customers/users
businesses 5 Variability
 User defined experiences
 Increases relevance
Source: IBV Analysis
32 IM AR © 2012 IBM Corporation

33. 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
33 IM AR © 2012 IBM Corporation

34. 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
34 IM AR © 2012 IBM Corporation

35. Escalability + Cost Flexibility
50.000 core cloud utility supercomputer in the AWS cloud
that was projected 12.5 years of computing time with a US$ 21 million
cost, to a 3 hour simulation with a cost of US$ 4.828,85 per hour to run.
AWS built the 42° fastest supercomputer in the world.
35 IM AR © 2012 IBM Corporation

36. 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
 Minimizes requirements of user to
a cloud to convert and process print requests
understand how product works or
from any mobile device (e.g. tablet, smartphone)
how to maintain it
to a 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
36 IM AR © 2012 IBM Corporation

37. 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?
37 IM AR © 2012 IBM Corporation

38. Enterprises are leveraging cloud to enhance, extend and invent new
customer value propositions
Cloud Enablement
Framework
Customer Value Proposition
Enhance Extend Invent
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 and services “need” and own the market
products 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
38 IM AR © 2012 IBM Corporation

39. 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%
Developing flexible  A completely new ecosystem of
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
39 IM AR © 2012 IBM Corporation

40. Cloud is also being leveraged to improve, transform and create new
organization and industry value chains
Create
 Build a new industry value chain or
Create
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
40 IM AR © 2012 IBM Corporation

41. 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
2%
Create a new business model/new industry 5% model to 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
41 IM AR © 2012 IBM Corporation

42. 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
Enhance Extend Invent
Customer Value Proposition
Organizations should determine how and to what degree
cloud can be used to enable their business model
42 IM AR © 2012 IBM Corporation

43. 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
through creation of new or disruption of may not succeed
existing industry
 Fast followers are often more
Disruptors  Invent new customer needs or define
entirely new markets successful than first movers
 Take advantage of and sustain first
mover advantage
43 IM AR © 2012 IBM Corporation

44. 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
Innovators
Transform
Virtual Computing Lab
Xerox
Mobile Print
3M
Optimizers Visual Attention Service
Improve
Animoto
Custom Presentations
Force.com
Application Platform
Enhance Extend Invent
Apple
Customer Value Proposition
Application Platform
44 IM AR © 2012 IBM Corporation

45. 45 IM AR © 2012 IBM Corporation

46. 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
Innovators
Transform
Virtual Computing Lab
Xerox
Mobile Print
3M
Optimizers Visual Attention Service
Improve
Animoto
Custom Presentations
Force.com
Application Platform
Enhance Extend Invent
Apple
Customer Value Proposition
Application Platform
46 IM AR © 2012 IBM Corporation

47. 3M Visual Attention Service
47 IM AR © 2012 IBM Corporation

48. 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
Innovators
Transform
Virtual Computing Lab
Xerox
Mobile Print
3M
Optimizers Visual Attention Service
Improve
Animoto
Custom Presentations
Force.com
Application Platform
Enhance Extend Invent
Apple
Customer Value Proposition
Application Platform
48 IM AR © 2012 IBM Corporation

49. 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
Flexibility
Value Chain
Market
Transform
3
Adaptability Cloud Enablement Innovators
Framework
Ecosystem
6 Masked
Improve
Connectivity 4 Optimizers
Complexity
Context-driven Customer Value Proposition
5
Variability
Enhance Extend Invent
Customer Value Proposition
Organizations need to assess themselves using the Cloud Enablement Framework
and examine the potential to innovate by leveraging the cloud’s business enablers
49 IM AR © 2012 IBM Corporation

50. 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
4. Look beyond your organization’s borders to maximize value
derived from your cloud adoption
 Strategize whether your organization will be an Optimizer,
Innovator or Disruptor through the use of cloud-enabled
business models
50 IM AR © 2012 IBM Corporation

51. 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
resources to scale your on their individualized
business? preferences 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
51 IM AR © 2012 IBM Corporation

52. 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
resource boundaries  Flexible delivery
Consolidate
 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
52 © 2012 IBM Corporation

53. 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
53 IM AR © 2012 IBM Corporation

54. 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.
54 IM AR © 2012 IBM Corporation

55. 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
55 IM AR © 2012 IBM Corporation

56. 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
56 IM AR © 2012 IBM Corporation

57. 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
www.ibm.com/cloud-computing/
57 IM AR © 2012 IBM Corporation

58. Obrigado!
ctaurion@br.ibm.com
www.ibm.com/developerworks/blogs/page/ctaurion
@ctaurion
Facebook, Linkedin, BranchOut
58 IM AR © 2012 IBM Corporation