Cloud conf2012

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Palestra feita na CloudConf Latam 2012. O tema foi Cloudnomics, ou inovação

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Cloud conf2012

  1. 1. Cloudnomics:The Power of CloudClouds “game changing” attributes are revolutionizing industryvalue chains, forcing companies to embrace new business models Cezar TaurionIM AR Technical Evangelist © 2012 IBM Corporation
  2. 2. 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, HorizonWatch2 IM AR © 2012 IBM Corporation
  3. 3. 3 IM AR © 2012 IBM Corporation
  4. 4. 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 investmentsSource: (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 ofcloud 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_First4 IM AR © 2012 IBM Corporation
  5. 5. Today, at least two thirds of companies of all sizes are activelyeither 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 RevenuesSource: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders, Q4, n=3635 IM AR © 2012 IBM Corporation
  6. 6. 6 IM AR © 2012 IBM Corporation
  7. 7. 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 20107 IM AR © 2012 IBM Corporation
  8. 8. 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 services8 IM AR © 2012 IBM Corporation
  9. 9. Envisioning the full potential of cloud requires organizations tochallenge 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?9 IM AR © 2012 IBM Corporation
  10. 10. Cloud is a real Paradigm Shift 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/Weeks10 IM AR © 2012 IBM Corporation
  11. 11. In addition to enhancing internal efficiencies, organizationsclearly intend for cloud to improve their business capabilities How Important are the Following Objectives for Adopting Cloud? % of Respondents Increased collaboration with external partners 35% 27% 62% Competitive/cost advantages thru vertical integration 28% 29% 57% New delivery channels/markets 30% 26% 56% New/enhanced revenue streams 25% 29% 54% Competitive differentiation thru specialization 29% 22% 51% Rebalanced mix of products/ services 31% 15% 46% Flexible pricing models 26% 17% 43% Business Capabilities Internal Efficiencies Important Very ImportantSource: 2011 IBM/EIU Cloud Survey Results, Q5: How Important are the Following Objectives for Adopting Cloud?, n= 57211 IM AR © 2012 IBM Corporation
  12. 12. How is Cloud Substantially Changing Your Customer Value Proposition? % of Respondents 61% Changing product/service mix 68% 54% Finding additional sources of revenue 63% 36% Developing flexible pricing models 48% 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 revenues12 IM AR © 2012 IBM Corporation
  13. 13. What is the Primary Focus of Your Organization’s Cloud Adoption Strategy? % of Respondents Improve existing capabilities in single area of 47% our value chain 10% Improve existing capabilities across multiple 37% areas of our value chain 48% 8% Change our role within industry ecosystem 16% 3% Redesign our industry ecosystem 17% 3% Enter a new industry 4% 2% Create a new business model/new industry 5% Today In 3 years Creation of new enterprise or industry value chains or ecosystems can drive value through industry model innovationSource: 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 3years) = 57213 IM AR © 2012 IBM Corporation
  14. 14. Cloud harnesses the capabilities borne out of these trends toempower 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 Analysis14 IM AR © 2012 IBM Corporation
  15. 15. Cloud enables businesses to reduce fixed IT costs and shift toa more variable, “pay-as-you-go” cost structure 1 Cost Flexibility Characteristics Shifts CapEx to OpEx, when and as needed Shifts cost from fixed to variable Generates faster payback and higher ROI Finding 31% of executives see cloud’s ability to provide pay-as-you go, cost flexibility as a top benefit1 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=57215 IM AR © 2012 IBM Corporation
  16. 16. Cloud enables businesses to reduce fixed IT costs and shift toa 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=57216 IM AR © 2012 IBM Corporation
  17. 17. Cloud enables businesses to grow efficiently, expanding therange of business options 2 Business Scalability Characteristics Rapid / elastic provisioning of resources No scale limitations Benefit from scale economics without achieving large volumes on your own Finding 32% of executives see business scalability as a top cloud benefit1 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.html17 IM AR © 2012 IBM Corporation
  18. 18. Cloud enables businesses to grow efficiently, expanding therange 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.html18 IM AR © 2012 IBM Corporation
  19. 19. 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.19 IM AR © 2012 IBM Corporation
  20. 20. Cloud business enablers are already driving innovation acrosscompany/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 PropositionWhat 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?20 IM AR © 2012 IBM Corporation
  21. 21. Enterprises are leveraging cloud to enhance, extend and inventnew customer value propositions Cloud Enablement Framework Customer Value Proposition Enhance Extend InventEnhance 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 revenues21 IM AR © 2012 IBM Corporation
  22. 22. Invent: Some organizations are using cloud to invent entirelynew customer experiences by creating new offerings Situation Apple’s iOS platform enables anyone to create an application – around gaming, productivity or entertainment – for use on an Apple mobile device. The best apps are sold through the AppStore. Value Created A completely new ecosystem of professional and amateur developers A radically different value proposition that dominates the market 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 22 IM AR © 2012 IBM Corporation
  23. 23. Cloud is also being leveraged to improve, transform and createnew 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 collaboration23 IM AR © 2012 IBM Corporation
  24. 24. Create: Organizations expecting to use cloud to redesign theirbusiness model or industry, will quadruple over the next 3 years Situation Salesforce.com radically altered the traditional software industry by offering a cloud-based, managed solution that automated the critical function of marketing, sales and customer relationship management Value Created Rules for delivery, usage, support and licensing of critical business software were radically rewritten Balance of power in the industry is now shifting from the traditional software licensing model to a software-as-a-service model Creation of new enterprise or industry value chains or ecosystems can drive value through industry model innovationSource: 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 3years) = 57224 IM AR © 2012 IBM Corporation
  25. 25. We classify organizations according to the extent to which theiruse 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 model25 IM AR © 2012 IBM Corporation
  26. 26. These categories map closely to IBM’s innovation classifications,which characterize the spectrum of business innovationIBM’s Innovation Classifications Disruptors Industry Model Business Model Innovation Innovation Revenue Model Innovation Innovators Enterprise Model Innovation Product and Service and Operational Innovation Product and Service Innovation Optimizers Operational Innovation26 IM AR © 2012 IBM Corporation
  27. 27. 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 Enhance Extend Invent Apple Customer Value Proposition Application Platform27 IM AR © 2012 IBM Corporation
  28. 28. 28 IM AR © 2012 IBM Corporation
  29. 29. 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 Enhance Extend Invent Apple Customer Value Proposition Application Platform29 IM AR © 2012 IBM Corporation
  30. 30. 3M Visual Attention Service30 IM AR © 2012 IBM Corporation
  31. 31. 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 Enhance Extend Invent Apple Customer Value Proposition Application Platform31 IM AR © 2012 IBM Corporation
  32. 32. In the next three years, disruptors expect to significantlyoutperform both innovators and optimizers Percentage of respondents expecting to significantly or somewhat outperform peers Anticipated over the next 3 years Disrupters 68% Innovators 57% Optimizers 54%Q9bc1-4(1): Changes to Value Proposition to increase revenue in three years (N=67) q1- How would you describe your organization’s financial performance comparedwith your peers? (over the next 3 years) (Percentage of responses) N= (next 3 years) : Optimizers: 193; Innovators: 335; Disruptors: 44Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders32 IM AR © 2012 IBM Corporation
  33. 33. Cloud’s business enablers are fuelling innovation and empoweringorganizations 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 Chain1 Value Chain Flexibility Market Transform 3 Adaptability Cloud Enablement Innovators Framework6 Ecosystem 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 enablers33 IM AR © 2012 IBM Corporation
  34. 34. Establish shared responsibility for cloud strategy andgovernance across the Business and IT Place a senior executive Business leader, in partnership with the CIO, in charge of your firm’s cloud adoption. This collaboration should: Cloud’s Business Enablers Business – Clearly communicate and drive cloud as a top 2 Scalability business priority Cost 1 – Ensure that infrastructure and operational Flexibility Market 3 efficiencies are optimized as well as business Adaptability objectives are met Establish a governing committee of Business and IT leaders to oversee cloud 6 Ecosystem Masked business strategy development Connectivity 4 Complexity – Determine which cloud business enablers should Context-driven be leveraged and how they will be used 5 Variability – Clearly link your cloud adoption strategy with your business and marketing strategies – Architect and oversee the implementation of business changes (e.g., processes, outcomes) that cloud will enable within your organization and throughout your industry ecosystem34 IM AR © 2012 IBM Corporation
  35. 35. 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 200835 IM AR © 2012 IBM Corporation
  36. 36. Look beyond your organization’s borders to maximize valuederived from your cloud adoption• Determine how your cloud strategy can impact your industry eco-system • Determine how cloud can help your industry eco- system sustain competitive advantage • Identify new partners that cloud can help draw into your Value Chain eco-system Cloud Enablement • Evaluate whether cloud can change your role in your Framework industry’s ecosystem• Use cloud to respond to your industry’s end customers more effectively Customer Value Proposition • Explore whether cloud can help enhance your value proposition with your current customers • Examine whether you can reach other customer segments by leveraging the cloud36 IM AR © 2012 IBM Corporation
  37. 37. Strategize whether your organization will be an Optimizer,Innovator or Disruptor • Consider organizational and market factors – Illustrative Potential corporate strategy, competitive dynamics, customer cloud Strategies strategy, your firm’s risk profile, how empowered your customers are – that impact your cloud Disruptors Create strategy • Determine where your organization is positioned on the Cloud Enablement Framework today Value Chain Transform • Determine whether your organization should be an Innovators Optimizer, Innovator, or Disruptor in the next three years Improve • Determine whether your cloud strategy should Optimizers involve becoming an consumer or a provider of cloud-based offerings – or include elements of both Enhance Extend Invent • Identify your organization’s operating model Customer Value Proposition requirements, including skills and capabilities, to action your cloud strategy37 IM AR © 2012 IBM Corporation
  38. 38. 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 10.38 IM AR © 2012 IBM Corporation
  39. 39. Cloud Computing deployment became part of the existing Business & 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 = Flexibility39 © 2012 IBM Corporation
  40. 40. 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 & Devicesfor migration Processes & Systems Transactions Business Processes Batch Regulation Infrastructure Processing Sensitive Compute40 IM AR © 2012 IBM Corporation
  41. 41. Cloud Computing has moved beyond the hype. It is a highlydisruptive trend that brings with it new opportunitiesDisruption“Cloud services are interconnected with and accelerated by other disruptive technologies, includingmobile devices, wireless networks, big data analytics, and social networking. As during themainframe and PC eras, the new platform promises to radically expand the users and uses ofinformation technology, leading to a wide and entirely new variety of intelligent industry solutions.” –IDCOpportunity“What supply chain models did to manufacturing is what cloud computing is doing to in-house datacenters. It is allowing people to optimize around where they have differentiated capabilities.” – GartnerMobile 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 Research41 IM AR © 2012 IBM Corporation
  42. 42. 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, 201142 IM AR © 2012 IBM Corporation
  43. 43. 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 Managementon 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 ...43 IM AR © 2012 IBM Corporation
  44. 44. Obrigado! ctaurion@br.ibm.com www.ibm.com/developerworks/blogs/page/ctaurion @ctaurion Facebook, Linkedin, BranchOut44 IM AR © 2012 IBM Corporation
  45. 45. Acessem agora! O Portal de Capacitação da IBM para profissionais técnicos www.ibm.com/developerworks/br * Participe da Comunidade - Cloud Computing Brasil: ibm.co/cloudcomputingbr * Download gratuito - IBM SmartCloud Provisioning ibm.co/QmH626 Crie uma nuvem escalável rapidamente! @soudW IBM developerWorks Brasil45 IM AR © 2012 IBM Corporation
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