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Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Cloud Computing – Time for delivery.
The question is not...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Agenda
2
Themes in context
- Evolution of Cloud Ecosyste...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
3
Copyright © 2012 Capgemini Consulting. All rights rese...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Cloud is a global phenomenon
4
Country Services tag
data...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
But Cloud is rapidly evolving around the world in
emergi...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Its not “if” but how to position and drive these
opportu...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
From a Consumer perspective
Economics of Innovation
7
Ex...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
The potential is a broad range of business and
technolog...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Business Services Focus – 360o and 3 dimensional
Underst...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Markets
 Creating the Strategic Context
10
Seeing the b...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Services
 Creating the Strategic Context
11
Building Ec...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
A
B
C
What is needed is a strategy and delivery focus
, ...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Challenges - getting ahead
In Context driven
13
Strategy...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
On-Premise
/ Cloud
Hosting
Reseller
Broker
Services
Hybr...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Setting the strategic path for Cloud
15
Cross Dept / Gov...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Cash flow models – shared models
From the Provider persp...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Differentiation & Competitiveness
Defining the context a...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Development
and Partner
Sourcing
Deployment
and Channel
...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
This enables part or whole cloud strategy and operating ...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Cloud Service Orchestrator CSO
pioneering
20
http://www....
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
The journey and delivery of results
21
Vision
Strategic
...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Time for delivery. Its is not “If” , but
“how”, “when an...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Capgemini
A global Company
23
http://www.capgemini.com/s...
Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
Experience
24
InnoEnergy is a joint-venture between a nu...
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Capgemini cloud expoeurope jan 25 2012 m skilton v1.4

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Cloud Computing – Time for delivery.
The question is not “if”, but “how, when and where”
Capgemini Cloud Strategy - Technology thought leadership. Mark Skilton

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  • Cloud Computing - Time for Delivery. The question is not "if", but "how, when and where".This session will introduce views and aspect of the cloud computing phenomenon and how individuals, companies, and whole industries have begun and continue into the journey of cloud computing. We will examine the themes that are emerging from the early initial stages of virtualization and onto the commodization of IT services and now onto the new social enterprise and new business models emerging across many markets in local, regional and global sectors. Themes  in contextExploring the technology and business viewpoints around cloud computing including open data, big data,  mobility and cloud computing service ecosystems.  The new trends “inside-out” and “outside-in” we are seeing in how cloud computing inside the organization and outside is affecting the way people, citizens, commerce and markets are evolving in the new decade. The emerging strategies of CloudThe question  is not if cloud is here, but how to understand, rationalize and align where cloud computing potential can best deliver value to employees, communities, enterprises and markets.We will explore three examples of new business model ecosystems  and look at the value case in each around monetization strategies for consumers and providers of cloud based products and services.This also will highlight the underpinning topologies of networks, data center and service access issues that area affected by changes in security, standards, interoperability and portability choices.Ecosystems3 examples• Federated Cloud Ecosystem• Supply chain Cloud• Community Social Cloud Platforms Monetization strategiesThe ROI value case for cloud from the inside and outside perspectives of Public and Private sectors • Macro economic view• Micro economic viewPublic and private sector trends to Cloud AdoptionThe “when” and “where” of cloud is briefing examining in examples of scope of where Cloud is being used in public and private sectors. This includes a few case studies to illustrate  how we see this in real practice delivery in the G cloud in the UK public sector and in the private sector.Constructing the Cloud StrategyWe explore the dimensions of strategy and roadmap development for cloud computing.    We will discuss Capgemini approaches to strategy  and roadmap development.Delivering the CloudThe session is concluded with the summary of the practical delivery of sustainable , secure cloud and a summary of Capgemini  positioning and approach to cloud.Mark Skilton, Global Director, Strategy, Capgemini Infrastructure ServicesCapgemini Group
  • Not just a faster delivery or smarter strategy.
  • PtI curves are sensitive to base cost, cash-flow unit size and rate and a range of other fungible dimensions.Beyond initial setup the sustainability of the demand and the additional costs of scaling need to be taken into account versus cash flow.Different financing models and charge back models together with licensing arrangements may affect cash flow performance that is independent of the technology conditions.
  • http://www.capgemini.com/services-and-solutions/challenges/cloud/overview/http://www.capgemini.com/services-and-solutions/challenges/cloud/publications/g-cloud/
  • Transcript of "Capgemini cloud expoeurope jan 25 2012 m skilton v1.4"

    1. 1. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Cloud Computing – Time for delivery. The question is not “if”, but “how, when and where” Capgemini Mark Skilton Global Director, Strategy, CSO lead, Capgemini Global IS G cloud Global Portfolio Lead Co-Chair, Cloud Computing Work Group, The Open Group January 25, 2012 14.55 – 15.20 V1.4
    2. 2. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Agenda 2 Themes in context - Evolution of Cloud Ecosystems 1 The value case for Cloud - the Business Case for real Cloud ROI 2 Constructing the Cloud Strategy - Cloud Service Orchestrator CSO 3 Delivering the Cloud - Journey to the Cloud 4
    3. 3. Copyright © 2012 Capgemini Consulting. All rights reserved. Group 3 Copyright © 2012 Capgemini Consulting. All rights reserved. Cloud is a global phenomenon
    4. 4. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Cloud is a global phenomenon 4 Country Services tag data set Virtual “worlds” Virtual “Worlds” Internal External Edge Network edge data data Edge Networks and community building This Node has edge data in two networks
    5. 5. Copyright © 2012 Capgemini Consulting. All rights reserved. Group But Cloud is rapidly evolving around the world in emerging and mature advanced economies 5 New alternative Business Models Mobility Connectedness Everything as a Service Reaching New Citizens and services Infrastructure enabled economies New Value Basic Services rights & access Digitization of Objects, events
    6. 6. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Its not “if” but how to position and drive these opportunities and changes  Mobility – in emerging economy regions where local telecommunications infrastructure may have limited access, wireless services through mobile cellular communication continues to grow at a pace to spread access to data services and a wide range of devices.  Connectedness – in advanced and developing economies the extent of connections between citizen to citizen , citizens and Government and with government and citizens is growing at a pace, changing business and social models.  Everything as a Service - The growth of basic services such as email, collaboration, buying and selling online are increasingly now through cloud enabled devices and business service models. Machine 2 Machine M2M, Human 2 Machine H2C as well as Human 2 Human interactions H2H  Open Source - is a choice available to many users, organizations and governments and in new and existing Vendors provided as alterative business models. 6
    7. 7. Copyright © 2012 Capgemini Consulting. All rights reserved. Group From a Consumer perspective Economics of Innovation 7 Existing Business Models New Business-Technology Investment ModelsDemand Time INaaS Types of Services BPaaS SaaS PaaS IaaS Industry Business Process On-demand Services Internet of Things Mobility New Value Connected Infrastructure New Business models and behavior Speed of change, new channels Digital enabled Products & ServicesTraditional Ownership & Investment Andy Mulholland, Global CTO, VP, Capgemini
    8. 8. Copyright © 2012 Capgemini Consulting. All rights reserved. Group The potential is a broad range of business and technology levers 8 We need to Drive Higher Value Stack Services to create differentiation Scale and Leverage Potential Business Value IndustryaaS BPaaS SaaS PaaS IaaS Outside -In Individuals Departments Groups Communities Government Agencies Types of Services Inside- Out
    9. 9. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Business Services Focus – 360o and 3 dimensional Understanding network effects and interactions is not a “Flat pack” experience 9 Global View points and Services My department views My networks My regional views Human 2 Human H2H Human 2 Machine H2M Machine 2 Machine M2M My Devices & interactions Agencies, Markets Government, Bodies Social Networks and Interactions Inside-Out Outside-In Departments, Business units Internet of Things
    10. 10. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Markets  Creating the Strategic Context 10 Seeing the bigger picture Dynamic marketsStrategic Context in country Global Services Infrastructure Services Regional Services Marketplace services World views Country, Industry or Global specific Citizen Services Smart Cities Science & Research Services Smart Grid Health Services Education Services Energy & Utility Services Security & DefenceSustainability & Green Legal Service Economics & Finance Employment Commerce & Trade Health Systems Industry Services Sustainable Systems Energy Services Social Services Legal Systems R&D Systems City Services Security Defence Citizens Smart Country Intercontinental CIEL – in development Notation Country
    11. 11. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Services  Creating the Strategic Context 11 Building Ecosystem Services Cloud supported Services Ecosystems Comprehensive City & Infrastructure Services Governance Services Infrastructure Services Development Services Human Services Smart City Governance Services Infrastructure Services Development Services Human Services Smart City Governance Services Infrastructure Services Development Services Human Services Smart City Cloud Service Portal Messaging Catalog Scheduler Non- hypervisor Cloud Service Portal Messaging Catalog Scheduler Non- hypervisor Cloud Service Portal Messaging Catalog Scheduler Non- hypervisor Cloud Service Portal Messaging Catalog Scheduler Non- hypervisor Cloud Service Portal Messaging Catalog Scheduler Non- hypervisor Cloud Service Portal Messaging Catalog Scheduler Non- hypervisor Cloud Service Portal Messaging Catalog Scheduler Non- hypervisor Cloud Service Portal Messaging Catalog Scheduler Non- hypervisor City City City service service service
    12. 12. Copyright © 2012 Capgemini Consulting. All rights reserved. Group A B C What is needed is a strategy and delivery focus , inside and outside Long tail 12 Availability Strategy Operation Design Delivery Federated Cloud Orchestrator Cloud Data Internet of things Devices Services Resources Community Cloud
    13. 13. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Challenges - getting ahead In Context driven 13 Strategy Alignment On-boarding Off-boarding Stakeholder alignment Economics & Contracts Channels & Sustainability Facades & Security
    14. 14. Copyright © 2012 Capgemini Consulting. All rights reserved. Group On-Premise / Cloud Hosting Reseller Broker Services Hybrid Cloud Switching Partner Hosting Cloud The Cloud Orchestrator “H” Model for On-demand Products and Services 14 SaaS SaaS SaaS PaaS IaaS Partitions Shared Service Private Market Service Portal Customer Portal Integration, aggregation, brokering, Orchestration Security Assurance Service Management Installed SaaS vendors Solutions Installed Solutions Partitioned for Customers SaaS Legacy Customers Buyers Resellers Customer Channels SaaS SaaS OEMs ISVs Vendors Providers Outside-InInside-Out
    15. 15. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Setting the strategic path for Cloud 15 Cross Dept / Govt Process Streamlining Efficiency of the Technologies ITBiasBusinessBias Admin Centric Re-Inventing Customer Service /Experience • community safety / event response • Job loss / find • Business start up • Learning • Mobility as a service • New customer channels CRM/MKT Enabling (Outside-In) Interoperable ICTs Customer Centric Inside- Out Outside -In Graham Colclough, Global VP, GPS, Capgemini many Case study 1 Case study 2 • Collaboration • BPO / BPM services • Supply chain sync • Unified access • Modular DC federated services • Open data • DC consolidation • Email as a service • Self service
    16. 16. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Cash flow models – shared models From the Provider perspective 16 SaaS PaaS IaaS SaaS SaaS SaaS PaaS IaaS SaaS SaaS IaaS .. …. Double amortization distribution Capex investment Triple amortization distribution Shared base Multi- Outside-in e.g. agent, service mgmt Increasing Loose Coupling Cash flow time Cost to setup Cost to setup Cash flow time time Cash flow
    17. 17. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Differentiation & Competitiveness Defining the context and positioning, inside and outside 17 Custom Strategy Orchestration Commodity Productization Shared Service Double/Triple amortization Efficiencies Innovation Effectiveness
    18. 18. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Development and Partner Sourcing Deployment and Channel Delivery Sourcing Ecosystem Production Ecosystem How, when and Where Linking the inside and outside – from strategy to provisioning and performance 18 Strategy & OperationStrategy Delivery Orchestration Strategic Planning Stakeholders Policies Markets Finance Contracts.. Operational planning Measurements.. Secure, trusted Services Secure, trusted Services Assurance Certification Trust Identity Encryption Visibility Transparency Policy Design and Development StandardsNomenclatures Governance Devices Networks DCs JVs ….
    19. 19. Copyright © 2012 Capgemini Consulting. All rights reserved. Group This enables part or whole cloud strategy and operating context optimization Cloud Service Orchestrator 19 Cloud Service Orchestrator Delivery Align Strategic Roadmap Rapid Design & Visualization Define Operating Model INaaS BPaaS SaaS PaaS IaaS Industry Business Process
    20. 20. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Cloud Service Orchestrator CSO pioneering 20 http://www.forrester.com/rb/Research/cloud_strategies_of_leading_it_global_service/q/id/61025/t/2?src=RSS_2&cm_mmc=Forrester-_-RSS-_-Document-_-12 Cloud Strategies Of The Leading IT Global Service Providers Mobility Vertical Industry Devices Networks DCs JVs …. Communities Marketplaces Catalogs Services CSO Catalog Sybase Development and Partner Sourcing Customer/ Buyer Onboarding Vendor, ISV Onboarding Testing as a Service Development as a Service Messaging as a Service Information as a Service Eco Smart Metering as a Service Infrastructure as a Service DR as a Service Security as a Service Archive as a Service Software as a Service Service mgmt as a Service Platform as a Service Industry as a Service BPO/BPM as a Service Rapid Design & Visualization Product Design & Dev Public Clouds Hybrid Clouds Private Clouds CSO PlatformsSecurity Channels H2H H2M M2M Partitions, PrivatePubic Service Management SaaS SaaS SaaS SaaS Hosting / Cust Own Industrial/ MDU Services Public Private Hybrid
    21. 21. Copyright © 2012 Capgemini Consulting. All rights reserved. Group The journey and delivery of results 21 Vision Strategic Priorities Programmatic Change Cloud Services Orchestration CSO Open Closed Private Public New Market places Hosting Solutions Existing Time, cost, performance Journey to the Cloud Adaptive, flexible, innovative Speed, efficient, cost effective
    22. 22. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Time for delivery. Its is not “If” , but “how”, “when and “where” Providing and using what you want, when you want it, where ever you want it with value, speed and innovation 22
    23. 23. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Capgemini A global Company 23 http://www.capgemini.com/services-and-solutions/challenges/cloud/overview/ http://www.capgemini.com/services-and-solutions/challenges/cloud/publications/g-cloud/
    24. 24. Copyright © 2012 Capgemini Consulting. All rights reserved. Group Experience 24 InnoEnergy is a joint-venture between a number of pan-European technology, energy and academic organizations. The goal of InnoEnergy is to connect more than 1500 energy scientists right across Europe in order to encourage innovation and bring new research and ideas to market to enable a climate-neutral Europe by 2050. In doing so, the aim is to help new SME businesses emerge. This requires levels of pan-EU collaboration that were not currently in place, and were not ICT-enabled. A cloud-based collaboration platform has recently been created to effectively connect this community. Information Pool is an example of a security-sensitive cloud implementation, currently in pilot in the Netherlands. Rather than being an everyday use system, Information Pool is designed for use in emergency situations. The system enables multiple public agencies to exchange their data on a single platform to enable high speed information sharing „on the fly‟ at times of crisis. It creates “one truth in the cloud” instead of multiple versions as a result of uncoordinated communications between agencies and their professionals. In emergencies the facility quickly and uniformly shares all necessary data with all the involved parties. This data might include the extent and number of causalities, environmental effects, measurement details, location of first responders and their assets, and weather conditions. It thus creates one common operational picture and improved situational awareness. Capgemini implements the world‟s most ambitious government application for the department, with the potential to save £180m The DfE engaged Capgemini to help shape the Department‟s Web 2.0 information management and collaboration strategy. The resulting Information Workplace Platform (IWP) is based on a virtualised Microsoft SharePoint platform capable of supporting 25,000 users, and has been recognised as the most ambitious government implementation of the technology in the world. The platform facilitates on-demand content management, collaboration, workflow, management information, and sophisticated enterprise search via a web browser. In contrast with the traditional approach to building new systems, the IWP has used a service-orientated approach throughout. This means that the DfE can provision new business information and collaboration services quickly, cheaply and with a high degree of user engagement, accelerating adoption and the release of business benefits. eProcurement Scotland illustrates how organizations can realize significant benefits by taking a multi-agency approach. This procurement solution is used by a huge range of Scottish public bodies, from council offices to hospitals and school kitchens. While public bodies in Scotland are strongly encouraged to use the system, it is not enforced top down. Instead use of the system spread based on its effectiveness. This evolutionary approach has only been possible because the platform was set up with an awareness of the entire Scottish public sector ecosystem and the appreciation that not all agencies would use it from the start. Launched in 2002, eProcurement Scotland (ePS) is, in essence, a private cloud. Over time ePS has evolved into a scalable, „as- a-service‟, multi-tenant and partially pay-per-consumption system. Examples
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