Impact van de Cloud

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Cloud technologie wordt door sommigen bekeken als oude wijn in nieuwe zakken gedachtig de ASP structuren van enige jaren geleden. Niets is echter minder waar. Ondanks dat er bepaalde technische vergelijkingen zijn te treffen gaat de Cloud technologie vele stappen verder en voegt het een werkelijk nieuwe dimensie toe aan openheid en samenwerking. De Cloud raakt financiële, organisatorische, juridische en sociale facetten. In deze presentatie zal de toehoorder worden meegenomen in hoe de wereld verandert, hoe het IT landschap verandert, hoe de IT zelf verandert en hoe klanten en leveranciers zich een positie verwerven in dit interessante speelveld.

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  • 2010 Gartner Hype Cycle for emerging technologies
  • Cloud and mobile is driving the consumerisation of IT
  • http://tech.fortune.cnn.com/2011/02/07/idc-smartphone-shipment-numbers-passed-pc-in-q4-2010/
  • http://techcrunch.com/2011/06/20/flurry-time-spent-on-mobile-apps-has-surpassed-web-browsing/
  • For the first time in history, consumers have access to better IT at home than at workPP – Discuss the issues when people in the workplace complain about this and explain the corporate challenges around this, such as cost, standardization, support, security, etc
  • PP - Discuss the perceived issues with allowing social media in the workplace, such as loss of productivity, doing personal things in work time, etc. The reality is that some companies are slow to understand the generational shift in how people communicate.
  • The infiltration of technology in our personal lives is now reversing back into our corporate lives.
  • Hi My name’s Justin PirieI’m the Cloud Strategist here at Mimecast but I’m best known as an Analyst Blogger in the SaaS and Cloud space.
  • But IT aren’t entirely to blame- they’re struggling to find a balance between employee empowerment and control.PP – A lot of this is because IT are guided by HR departments with a possibly out-dated and misunderstood view of how people want to work against how people used to work. There is an a valid argument that too much empowerment creates a higher reputational risk strategy for the organisation. 
  • So what are the two challenges to adopting Cloud we’re going to address today?
  • Is it people?
  • Or Technology
  • Part of the problem is choice- what do you move to the cloud? Email? CRM? Applications? Virtualised Machines?
  • In Dan Arielys Predictably Irrational he talks about a paradox. The common belief is that more choice leads to greater uptake and satisfaction. A study proved that this is actually not the case
  • A simple example of this paradox is an experiment they ran on people choosing Jams.
  • When only 6 Jams were displayed- shoppers purchased Jams 30% of the time
  • When 24 Jams were displayed, shoppers purchased Jam only 3% of the time.
  • The conclusion of the research was that too much choice actually caused people to refuse to make a decision, preferring to not have any Jam rather than make a decision that might leave a better choice unselected.
  • And the corporate IT real estate is a large and complex beast with choice literally everywhere. We need a way of simplifying it so we can make choices.
  • We need a frame of reference to make these choices simpler.
  • Is it people?
  • Mixing these people up and expecting them to deliver the same stuff isn’t easy. And asking people to operate in an area outside their capabilities is a recipe for disaster.
  • So are we asking IT to do exactly that? It’s not surprising then if we run into some issues…PP – Often, IT departments are not clear on the business requirements. They are often asked to ‘save money’ or ‘do more with less’. This invariably means that decisions are taken that are not necessarily in step with the real business requirement.
  • So how do people outside of their comfort zone react? Not well normally…
  • More often than not- the response is “it’s not secure”PP – This is a sometimes justified, after all IT departments are relied upon to use their knowledge to make judgements on whether putting information in the cloud is secure and in the company’s interests.
  • Actually what they’re saying is- I’m not comfortablePP – This is really interesting. In countless meeting throughout my career, I’ve never had anyone in IT saying that they’re not comfortable.
  • And secondly it’s outside of my control. I like controlling things. What do you expect when you ask a town planner a question for a pioneer?PP – Again, this can be justified in some cases, although things are changing fast, and most offerings these days offer a level on control that is more than adequate for most scenarios.
  • These are the two key areas to tackle if you’re to succeed with your implementation with people.PP – Buy in from the IT team is vital if transitioning services to the cloud is to be successful, so it is important that the IT department are able to air their views, but also understand the business drivers.
  • Security- start understanding what makes a Cloud secure. Read best practice. Do due diligence. PP – Understand the structure of data within your environment and where it is stored.
  • Vendors see the evolving security landscape and react and deploy in real time. Can provide much more effective Security and spend much more money on it- typically 4-7% of revenue which equates to about 10x customer security investment.PP – This is especially true of smaller companies, who simply cannot justify such expenditure.
  • Is control such a good thing if half of those security incidents were initiated internally? Is it always good to let IT have the keys to the safe?
  • IT needs to be focused on delivering sustaining competitive advantage- not just keeping the lights on.PP – This is a key point. It is about the IT team understanding what they business does and being a part of the competitive process. This comes from management and is a shift in traditional cultures for some companies. It means IT not operating in a vacuum.
  • And the big worry of people in IT losing their jobs is just not a reality.
  • PP – In the short to medium term a lot of operational IT will be working on the transition of IT ‘real estate’ to the cloud. As Justin’s previous point states, IT people will be working differently. After all, who really enjoys working on backups ?.....
  • And lastly users- we talked about them right up front. They’re driving the change so by and large it’s welcomed with open arms if the systems are introduced well. They want to use IT on their smartphones and tablets.PP – As IT service providers, we must never lose sight of the fact that we are here to serve our users and make sure that they have the right tools to do their jobs.
  • So what about the Technology?
  • So what we’re really looking at is the transitional risks from shifting from a product to an outsourced utility service.
  • IT is complicated.The challenges facing enterprises building private cloud services or leveraging public cloud services are significantly more complicated than just the technology. Fundamental change is needed in culture, business models, IT architecture, service management and politics — all opportunity areas for the channel to provide business consulting, but very different from the channel's traditional role.PP – The lack of service orientation in a lot of organisations hampers any transition to the cloud. Successful transitions begin with a clearly defined service catalogue.
  • Greenfield sitesPP – Most businesses have legacy environments that are vital to them and their profitability. The problem with legacy environments is that often the people who set them up are the people you need to migrate or transition them, and often these people are no longer around. This is a dilemma, as we are at a stage where a lot of these systems will soon be unsupportable because the technology has moved on so far and the skills no longer exist to support the systems.
  • Risks:TrustSecurity of supplySecurityGovernanceOutsourcing risksLock in to a vendorPricing competitionLoss of strategic controlPP – lack of local knowledge – they don’t understand your business
  • PP – One of the main barriers that need to be overcome in the transition to cloud based services is SLA’s. How good are they, do they meet your business needs, are you comfortable with them ?
  • Risks:TrustSecurity of supplySecurityGovernanceOutsourcing risksLock in to a vendorPricing competitionLoss of strategic control
  • PP – Quality of service, alongside SLA’s are also a concern for organisations transitioning to cloud based services. How good are the eyes, ears and hands of our service providers, and how quickly do they respond when you need them ?
  • Risks:TrustSecurity of supplySecurityGovernanceOutsourcing risksLock in to a vendorPricing competitionLoss of strategic control
  • PP – Discuss jurisdictional issues that require data to be held within certain geographies and comply with local data laws.
  • Outsourcing risksLock in to a vendorPricing competitionLoss of strategic controlPP – Change in the format or structure of held data.
  • Outsourcing risksLock in to a vendorPricing competitionLoss of strategic control
  • PP – It is often easier and more efficient to adapt business processes, rather than try to fit the technology to the process.
  • PP – Business processes need to be looked at in conjunction with IT services. There is often a lot of duplication of work, often because of legacy processes and/or systems, and these systems are often not integrated with the business IT service catalogue. Efficiencies, and ultimately cost savings can be made here.
  • Deliberate strategy- not an all or nothing approach. Do so on a project by project approachPP – Certain IT systems are prime candidates for ‘outsourcing’, such as email management, archiving and backups. There is widespread agreement that these are the ‘low hanging fruit’ for IT departments.
  • But with an eye for the spaghetti- you don’t want to end up with an unmanageable messPP – Do we actually know what we have ?
  • Hybrid architecturesPP – Hybrid architectures are often seen as good ways of transitioning to a cloud based solution. They allow the customer to control migration at a pace and level that they are comfortable with, whilst still allowing them a level of autonomy that they are happy with.
  • Don’t be afraid of some failure.PP – look at outsourcing some of the services previously mentioned – inline, low risk, such as backups and archiving. These can be run in parallel with current solutions.
  • PP – Understanding contracts up front is vital. What happens when you want to change provider or hosting technologies ? How will you get your data back, and how long will it take, how much will it cost ?
  • Mean professional services
  • Cloud readyness-PP – this is about understanding your service catalogue and business processes.
  • Impact van de Cloud

    1. 1. De impact van cloudPresentator: Marc Verheyen Business Development Manager Nobel
    2. 2. Profiel Nobel is een strategische ICT-partner voor de mid- market en een single-source leverancier van o.a. cloud services, waarmee wij de business van onze klanten ondersteunen.Nobel beschikt over een brede expertise in verschillende markten en een uitgebreid portfolio van ICT- vaardigheden. Al meer dan 20 jaar staat het ontzorgen van deondernemer centraal en helpt Nobel de bedrijfsvoeringvan klanten te optimaliseren en te innoveren, waarmee zij kostenbesparingen en nieuwe business kansen kunnen realiseren.
    3. 3. ProfielKengetallen Nobel Al meer dan 20 jaar een bekende naam in ICT Single-source ICT partner Team van 350 ICT professionals Omzet niveau van ruim 70 miljoen euro Locaties: Naarden, Den Bosch, Deventer en Groningen Private onderneming, aandeelhouders actief binnen NobelCertificeringen NobelKwaliteit ISO 9001, ISO 27001, ISAE 3402Hoogste leveranciers status bij:HP, Microsoft, Citrix, Cisco, VMware, Exactsoftware, Mendix, Xerox, Dell,….
    4. 4. VisieOrganisaties, die willen blijvengroeien en excelleren moeteninspelen op een snelveranderende markt.ICT is de bepalende factor omdeze veranderingen te volgenen mogelijk te maken.
    5. 5. Waar wij in geloven“Het is niet de sterkste van de soort, noch de meest intelligente die overleeft. Het is degene die zich het meest weet aan te passen aan verandering” (Charles Darwin)
    6. 6. Waar staat de cloud ??
    7. 7. bigdigo
    8. 8. gamp
    9. 9. Gebruikersondersteuning drijft innovatie
    10. 10. Kevan
    11. 11. twenty_questions
    12. 12. Rusty Stewart
    13. 13. Leo Reynolds
    14. 14. stev.ie
    15. 15. emilio labrador
    16. 16. DailyPic
    17. 17. Prime R. 41
    18. 18. 3liz4
    19. 19. jldmplnktt
    20. 20. bandinis.on.fire
    21. 21. whittaker_colin
    22. 22. stev.ie
    23. 23. jeffc5000
    24. 24. Daniel Mohr
    25. 25. massdistraction
    26. 26. Leo Reynolds
    27. 27. iLikeSpoons
    28. 28. ~Brenda-Starr~
    29. 29. mbrand
    30. 30. Bohman
    31. 31. Martin Pettitt
    32. 32. sampsyo
    33. 33. David Reece
    34. 34. The Next Web
    35. 35. Carrick
    36. 36. mrjoro
    37. 37. bandinis.on.fire
    38. 38. Robert Crum
    39. 39. peterjroberts
    40. 40. thorinside
    41. 41. Yukon White Light
    42. 42. TF28 ❘ tfaltings.de
    43. 43. leftcase
    44. 44. matthewbradley
    45. 45. UK Parliament
    46. 46. iwishmynamewasmarsha
    47. 47. juhansonin
    48. 48. niet alles of niets Jeffrey Barke
    49. 49. Mike Burns
    50. 50. Opleiding
    51. 51. Hammer51012
    52. 52. jeffc5000
    53. 53. Mark Strozier
    54. 54. Craft Australia
    55. 55. Hoe ??? “We dont try to be successful but we try to be of value”
    56. 56. Meer weten ??info@nobel.nlLinkedin.com/company/nobelTwitter.com/nobel_ictFacebook.com/nobelSlideshare.com/nobelmarketingYoutube.com/nobelictwww.nobel.nl
    57. 57. Partners
    58. 58. Bedankt voor uw aandachtU kunt deze en alle andere presentaties terug zien op: www.cloudxperience.nl

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