Cezar Taurion                                    Technical EvangelistCloudnomics:The Power of CloudDriving Business Model ...
2   IM AR   © 2012 IBM Corporation
História da Computação e da IBM se fundem…3                          IM AR                 © 2012 IBM Corporation
Inovação na IBM: inserido no DNA corporativo    The US Patent and Trademark Office awarded IBM an    average 22.6 patents ...
Talking about trends....5           IM AR              © 2012 IBM Corporation
What are general trends in the IT industry?                                                                               ...
7   IM AR   © 2012 IBM Corporation
Cloud is a new Consumption & Delivery Model that relies on the     industrialization of delivery for IT supported Services...
Cloud computing is more than the sum of the parts…                                                        Cloud Computing ...
Standardization, Automation and Self Service havechanged many other industries become more efficient.       Telcos automat...
Cloud Service Models                         Financials                             CRM/ERP/HR     Industry Specific      ...
A range of deployment options     Private                                                  Hybrid                         ...
Cloud Computing Reference Architecture (The Open Group)      Cloud Service                                                ...
Cloud is widely recognized as an increasingly important technology;adoption is expected to accelerate rapidly in the comin...
Today, at least two thirds of companies of all sizes are activelyeither experimenting with or implementing cloud          ...
16   IM AR   © 2012 IBM Corporation
IT and Business are attracted to cloud for different reasons.     IT is drawn to cloud’s cost, efficiency and control…    ...
Major factors driving cloud                       Virtualization of     Infrastructure                                    ...
IT benefits from Cloud Computing are real     Value delivered                                 From traditional           T...
Bechtel’s New Benchmarks     COMPANY   TECHNOLOGY                   BENCHMARK                           WHAT BECHTEL LEARN...
Mobility, social media, increasing digitization and new analyticscapabilities are conspiring to drive broad business chang...
Vivemos uma rápida evolução da internet22                         IM AR               © 2012 IBM Corporation
23   IM AR   © 2012 IBM Corporation
O que acontece na Internet em apenas 1 minuto!24                     IM AR                          © 2012 IBM Corporation
Mobile explosion     “By 2013, mobile phones will overtake PCs as the     most common Web access device worldwide”        ...
Trigger for transformation            The 3rd phase of the internet “colliding” with the                 3rd generation of...
IT Strategy for the next decade:                   an evolution of today‘s focus topics             IT Service Provider   ...
Cloud harnesses the capabilities borne out of these trends toempower six potentially “game changing” business enablers    ...
Cloud enables businesses to reduce fixed IT costs and shift to amore variable, “pay-as-you-go” cost structure             ...
Cloud enables businesses to grow efficiently, expanding the rangeof business options                                      ...
Cloud enables businesses to attract a broader range of consumerswith elegantly simple solutions      4      Masked Complex...
Cloud business enablers are already driving innovation acrosscompany/industry value chains and customer value propositions...
Enterprises are leveraging cloud to enhance, extend and invent newcustomer value propositions                             ...
Invent: Some organizations are using cloud to invent entirely newcustomer experiences by creating new offerings         Ho...
Cloud is also being leveraged to improve, transform and create neworganization and industry value chains     Create       ...
Create: Organizations expecting to use cloud to redesign their businessmodel or industry, will quadruple over the next 3 y...
We classify organizations according to the extent to which their useof cloud impacts value chains and value propositions  ...
Optimizers, innovators and disruptors each face strategicopportunities and significant risks     Organizational           ...
Organizations generally fall into one of the three categories:optimizers, innovators or disruptors                        ...
3M Visual Attention Service40                        IM AR   © 2012 IBM Corporation
Organizations generally fall into one of the three categories:optimizers, innovators or disruptors                        ...
Cloud’s business enablers are fuelling innovation and empoweringorganizations to optimize, innovate and disrupt business m...
There are three initiatives you can start today to capture value fromcloud-enabled business models     1. Establish shared...
Envisioning the full potential of cloud requires organizations tochallenge existing approaches in their business and indus...
Cloud Computing deployment became part of the      existing IT optimization strategy and roadmap                          ...
Some workloads are ready for cloud delivery                Sensitive                        Analytics                  Dat...
The realities of cloud versus hype           Reality Today                        Cloud Hype                     Future Re...
Cloud Computing has moved beyond the hype. It is a highlydisruptive trend that brings with it new opportunitiesDisruption“...
What is coming?                  In 2021, cloud computing is simply computing,                  corporate office parks are...
Acessem agora!Saiba mais sobre Cloud na Comunidade Cloud Computing Brasil:                          http://ibm.co/cloudcom...
Obrigado!                  ctaurion@br.ibm.com     www.ibm.com/developerworks/blogs/page/ctaurion         www.computingonc...
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Cloud Computing: da curiosidade para casos reais

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Palestra do Cezar Taurion na USP, em São Paulo, pelo Programa IBM Smart Professional

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Cloud Computing: da curiosidade para casos reais

  1. 1. Cezar Taurion Technical EvangelistCloudnomics:The Power of CloudDriving Business Model Innovation IM AR © 2012 IBM Corporation
  2. 2. 2 IM AR © 2012 IBM Corporation
  3. 3. História da Computação e da IBM se fundem…3 IM AR © 2012 IBM Corporation
  4. 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 States4 IM AR © 2012 IBM Corporation
  5. 5. Talking about trends....5 IM AR © 2012 IBM Corporation
  6. 6. 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, HorizonWatch6 IM AR © 2012 IBM Corporation
  7. 7. 7 IM AR © 2012 IBM Corporation
  8. 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 Specific8 Cloud Computing - Strategic View IM AR © 2012 IBM Corporation
  9. 9. Cloud computing is more than the sum of the parts… Cloud Computing Virtualization + Standardization + Automation + Self ServiceWith 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 abstractionWithout 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 Costly9 IM AR © 2012 IBM Corporation
  10. 10. Standardization, Automation and Self Service havechanged 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.10 IM AR © 2012 IBM Corporation
  11. 11. Cloud Service Models Financials CRM/ERP/HR Industry Specific Collaboration Applications Software/ Application-as-a-Service Web 2.0 Applications Development Middleware Tools Runtime Database Desktop Platform-as-a-Service Data Center Servers Networking Storage Fabric Consolidated, standardised, virtualised, shared, dynamically provisioned, automated Infrastructure-as-a-Service11 IM AR © 2012 IBM Corporation
  12. 12. 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 based12 IM AR © 2012 IBM Corporation
  13. 13. 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 & Services Services BP Mgmt 3rd party Interfaces API services, BPaaS Service Partner Service Delivery Catalog Customer Service Service Composer Cloud Service Account Offering Offering Integration Ecosystems Management Catalog Management Tools Service Development Portal & API Service Consumer Portal & API Service Automation Management Contracts & Service Offering Order Software Mgmt Agreement Request Manager Service Management Interfaces Management Management API Integrator SaaS Service Change & Image Request Configuration Lifecycle Management Management Management Subscription Entitlement Service Creation Consumer Pricing Business Incident & IT Service Management Management Tools Manager Provisioning Problem Level Management Management Service Platform Mgmt Management Interfaces API Consumer In- PaaS Monitoring & IT Asset & Capacity & Metering Rating Billing Development Event License Performance Tools house IT Management Management Management Business Processes Service Runtime Service Management Clearing & Accounts Accounts Platform & Virtualization Management Settlement Payable Receivable Development Tools Mgmt Interfaces Applications Infrastructure API IaaS Software Middleware Service Provider Portal & API Development Tools Infrastructure Deployment Transition Operations Security & Customer Architect Manager Manager Risk Manager Care Image Creation Tools Consumer Administrator Infrastructure Security, Resiliency, Performance & Consumability IM AR 13 Governance © 2012 IBM Corporation 2011
  14. 14. 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_First14 IM AR © 2012 IBM Corporation
  15. 15. 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=36315 IM AR © 2012 IBM Corporation
  16. 16. 16 IM AR © 2012 IBM Corporation
  17. 17. 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 201017 IM AR © 2012 IBM Corporation
  18. 18. 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 services18 IM AR © 2012 IBM Corporation
  19. 19. 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 “Our commitment to informed decision making led us to consider private cloud delivery of Cognos via System z, which is the enabling foundation that makes possible +$20M savings over 5 years.” – IBM Office of the CIO19 IM AR © 2012 IBM Corporation
  20. 20. 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 200820 IM AR © 2012 IBM Corporation
  21. 21. Mobility, social media, increasing digitization and new analyticscapabilities are conspiring to drive broad business change Major Technology Trends driving Business Change Mobile revolution Connectivity, access and participation are growing rapidly Smart devices are becoming the primary route to get connected Devices are getting smarter as they are increasingly enriched by mobile apps Social media explosion Social media is quickly becoming the primary communication and collaboration format GenY’s or “digital natives” use of technology and social media platforms is accelerating adoption Enterprises are adopting social media but are struggling to realize the value and manage risk Hyper digitization Digital content is produced and accessed more quickly than ever before Internet traffic is growing globally driven by consumer use of video, mobile data, interconnectedness An increasing number of connected devices and sensors is further driving growth The power of analytics New capabilities for real time analysis, predictive analytics and micro-segmentation are emerging Top performing companies use analytics to drive action and business value Analytics are making information “consumable” and is transforming all parts of the organization, from customer intimacy to supply chain managementSource: IBV Analysis21 IM AR © 2012 IBM Corporation
  22. 22. Vivemos uma rápida evolução da internet22 IM AR © 2012 IBM Corporation
  23. 23. 23 IM AR © 2012 IBM Corporation
  24. 24. O que acontece na Internet em apenas 1 minuto!24 IM AR © 2012 IBM Corporation
  25. 25. 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 4-125 IM AR © 2012 IBM Corporation
  26. 26. Trigger for transformation The 3rd phase of the internet “colliding” with the 3rd generation of computing platform Phases of the Inter net Internet Web 2.0 Web Mobi 3 . 0 (C lo le, Socia ud, l) 1964 1981 1994 2003 2008 2012 2020... , hones (Smartp evices Generations of M obile Dc) , et Tablets Computing Platforms Ser ver /PC Client ame Mainfr Source: HorizonWatch: Top Technology Trends To Watch In 2012, Bill Chamberlin26 IM AR © 2012 IBM Corporation
  27. 27. 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 ...27 IM AR © 2012 IBM Corporation
  28. 28. 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 Analysis28 IM AR © 2012 IBM Corporation
  29. 29. Cloud enables businesses to reduce fixed IT costs and shift to amore 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=57229 IM AR © 2012 IBM Corporation
  30. 30. Cloud enables businesses to grow efficiently, expanding the rangeof 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.html30 IM AR © 2012 IBM Corporation
  31. 31. Cloud enables businesses to attract a broader range of consumerswith 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 a Minimizes requirements of user to cloud to convert and process print requests from understand how product works or any mobile device (e.g. tablet, smartphone) to a how to maintain it 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-userSource: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders; Q6a5-Q6b5(1): Expected benefits of cloud – Reduced complexity forcustomers (today and next three years), N=57231 IM AR © 2012 IBM Corporation
  32. 32. 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?32 IM AR © 2012 IBM Corporation
  33. 33. Enterprises are leveraging cloud to enhance, extend and invent newcustomer 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 revenues33 IM AR © 2012 IBM Corporation
  34. 34. Invent: Some organizations are using cloud to invent entirely newcustomer 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% A completely new ecosystem of Developing flexible 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 revenues34 IM AR © 2012 IBM Corporation
  35. 35. Cloud is also being leveraged to improve, transform and create neworganization 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 collaboration35 IM AR © 2012 IBM Corporation
  36. 36. Create: Organizations expecting to use cloud to redesign their businessmodel 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 RespondentsImprove existing capabilities in single area of 47% our value chain 10% SituationImprove 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 model to 2% Create a new business model/new industry 5% 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 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) = 57236 IM AR © 2012 IBM Corporation
  37. 37. We classify organizations according to the extent to which their useof 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 model37 IM AR © 2012 IBM Corporation
  38. 38. Optimizers, innovators and disruptors each face strategicopportunities 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 may through creation of new or disruption of not succeed existing industry Fast followers are often more Disruptors Invent new customer needs or define successful than first movers entirely new markets Take advantage of and sustain first mover advantage38 IM AR © 2012 IBM Corporation
  39. 39. 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 Platform39 IM AR © 2012 IBM Corporation
  40. 40. 3M Visual Attention Service40 IM AR © 2012 IBM Corporation
  41. 41. 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 Platform41 IM AR © 2012 IBM Corporation
  42. 42. 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 enablers42 IM AR © 2012 IBM Corporation
  43. 43. There are three initiatives you can start today to capture value fromcloud-enabled business models 1. Establish shared responsibility for cloud strategy and governance across the Business and IT 2. Look beyond your organization’s borders to maximize value derived from your cloud adoption 3. Strategize whether your organization will be an Optimizer, Innovator or Disruptor through the use of cloud-enabled business models43 IM AR © 2012 IBM Corporation
  44. 44. 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? Organizations that maximize the potential of cloud’s business enablers can position themselves to capture significant value and sustainable advantage44 IM AR © 2012 IBM Corporation
  45. 45. 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 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 = Flexibility45 © 2012 IBM Corporation
  46. 46. 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 Compute46 IM AR © 2012 IBM Corporation
  47. 47. 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 10.47 IM AR © 2012 IBM Corporation
  48. 48. 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 Research48 IM AR © 2012 IBM Corporation
  49. 49. 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, 201149 IM AR © 2012 IBM Corporation
  50. 50. 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 IBMdeveloperWorksBrasil50 IM AR © 2012 IBM Corporation
  51. 51. Obrigado! ctaurion@br.ibm.com www.ibm.com/developerworks/blogs/page/ctaurion www.computingonclouds.wordpress.com @ctaurion Facebook, Linkedin, BranchOut51 IM AR © 2012 IBM Corporation
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