It is not the strongest of the species that survives, nor the
most intelligent that survives. It is the one that is the mo...
SaaS vs. IaaS vs. PaaS
• Software as a Service (SaaS): Complete application systems
  delivered over the Internet on some ...
Imagine
 Monday: 25 000 users


Tuesday: 50 000 users


Thursday: 250 000 users
Imagine
Monday: 50-100 servers


 Tuesday: 400 servers


Wednesday: 900 servers


 Friday: 3400 servers
Cloud Power
                                 Animoto and Amazon EC2
                                                      ...
4 TB Data     100 Nodes    11 Million PDFs

100 instancesx 24 hours $0.10 / Hr= $240
                      x
The Internet and its attendant array of
consumer devices, networks and content
sources have fundamentally changed how
cust...
The switch
                                    Web 1.0                                                       Web 2.0
Mainl...
Technology and social factors have converged over
    the past few years to create a phenomenon called
                   ...
Internet statistics
• 100 billion clicks per day

• 55 trillion links

• It uses 5% of the global electricity

• 2 million...
Social Media statistics

•   20 hours of video uploaded   •   700 million photos per day on
    every minute onto YouTube ...
This is your new intranet
Identity? Facebook Connect!
  It’s the social graph that
            counts!
The Perfect Storm has changed
           Business Focus
Business has been hit successively with;

•The Credit Crunch
•Glob...
NEW      ORGANISATIONAL
                                    PARADIGMS
                                    HOW BUSINESS TEC...
So its not just Traditional IT;
there are new technologies too



    People                       Web Services
          ...
Areas where traditional
  EA models often struggle
• Don’t respond to change quickly enough

• Aren’t aligned with current...
The architecture
“stack” is bigger now
Capgemini’s Crown
                   model
 Pressure for
   Business              Personalize
    Change An Individual’s u...
A Services Governance Model – with the
                  Business!
        Business and Technology Architecture Governance...
There is an Interesting Inversion in this
                      …
Business and Technology Architecture Governance Model

 ...
What the heck are
                 Mashups?
   An enterprise mashup is a custom
 application rapidly assembled by (or
 in ...
Impacts on the business operating
                                model
                                                  ...
Types of Multitenancy in the Cloud
                                                                        Resell Multiple...
Types of Multitenancy in the Cloud
              Multi-Tenant Application instances Model
                       Host In C...
Transparency : the provisioning boundary shifts
   in the Cloud to a shared model increasing
                 security nee...
Monitoring becomes more
        important
What is your SLA



Using 5 services with a guaranteed
uptime of 99% will result in a
guaranteed uptime at your site of
  ...
The Required Future Business Model
The Architecture over a PaaS delivering by SaaS




                                                   PDF
               ...
Examples

DOING BUSINESS IN A
NEW WAY
Lego factory
                                                                            SOLUTION
                        ...
P&G connect + Develop
                                                                               SOLUTION
            ...
Nike+, in collaboration with
             Apple                                                       SOLUTION

          ...
Example

CLOUD COMPUTING
Undifferentiated Heavy Lifting
      The 70/30 Switch
 30% of time, energy, and dollars
  on differentiated value creation...
The Capacity Planning
Infrastructure
    Cost $
                Nightmare

                              Irate calls
     ...
Rick Mans
     rick.mans@capgemini.com
          +31 6 512 10 144
     http://twitter.com/rickmans
http://www.linkedin.com...
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
Социальные медии и облачный компьютинг
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Социальные медии и облачный компьютинг

  1. 1. It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.
  2. 2. SaaS vs. IaaS vs. PaaS • Software as a Service (SaaS): Complete application systems delivered over the Internet on some form of "on-demand" billing system: Salesforce.com, Google Apps… • Platform as a Service (PaaS): Development platforms and middleware systems hosted by the vendor, allowing developers to simply code and deploy without directly interacting with underlying infrastructure: Google AppEngine, Microsoft Azure, Force.com… • Infrastructure as a Service (IaaS): Raw infrastructure, such as servers and storage, is provided from the vendor premises directly as an on-demand service: Amazon Web Services, GoGrid…
  3. 3. Imagine Monday: 25 000 users Tuesday: 50 000 users Thursday: 250 000 users
  4. 4. Imagine Monday: 50-100 servers Tuesday: 400 servers Wednesday: 900 servers Friday: 3400 servers
  5. 5. Cloud Power Animoto and Amazon EC2 Amazon EC2 easily scaled up and down to handle additional traffic Number of EC2 Instances Peak of 5000 instances Launch of Facebook modification. Steady state of ~40 instances 4/12/2008 4/13/2008 4/14/2008 4/15/2008 4/16/2008 4/17/2008 4/18/2008 4/19/2008 4/20/2008
  6. 6. 4 TB Data 100 Nodes 11 Million PDFs 100 instancesx 24 hours $0.10 / Hr= $240 x
  7. 7. The Internet and its attendant array of consumer devices, networks and content sources have fundamentally changed how customers, employees and partners expect to interact with the enterprise (Gartner CIO survey 2008/2009).
  8. 8. The switch Web 1.0 Web 2.0 Mainly narrow band Traditional Google Mainly Broadband media search Flickr Alternativ e media netvibes Publishing is complex and Value is created by limited to few traditional aggregating media and online content (portals) Wikipedia merchants Easy and free publication for all Value is generated by tools 2004 2005 allowing to publish easily Broadband is (becoming) a right in Spain and Finland
  9. 9. Technology and social factors have converged over the past few years to create a phenomenon called social computing TECHNOLOGY  Cheap hardware and software reach the masses.  Simple devices that anyone can operate. SOCIAL CHANGE  Consumers look for cost and time efficient technologies, ways to make their voices heard.  Younger techno savvy generations pioneer the use of personal networks and viral communication. Source: Forrester (2006) – Social Computing.
  10. 10. Internet statistics • 100 billion clicks per day • 55 trillion links • It uses 5% of the global electricity • 2 million emails per second • 1 million IM messages per second • 8 terabytes per seconde traffic • 65 billion phone calls per year
  11. 11. Social Media statistics • 20 hours of video uploaded • 700 million photos per day on every minute onto YouTube Facebook • Facebook 600k new members • Twitter 18 million new users per day per year • 900.000 blogs posts put up • 4 million tweets sent daily every day • 1250 text messages per • Second Life 250k virtual second goods made daily
  12. 12. This is your new intranet
  13. 13. Identity? Facebook Connect! It’s the social graph that counts!
  14. 14. The Perfect Storm has changed Business Focus Business has been hit successively with; •The Credit Crunch •Globalisation of Competition •Commoditisation of key Activities •Customisation requirements for Products •Expectations for new levels of online Services and then there is the Technology impacts around; •The Ubiquitous Connectivity •Social Collaboration and Networks •The arrival of ‘The Cloud’ •etc ….. So how do we Harness the forces of Change?
  15. 15. NEW ORGANISATIONAL PARADIGMS HOW BUSINESS TECHNOLOGY IS CHANGING COMPANIES TECHNOLOGY FUELED CHANGE SOCIAL(ISM)? THE FUTURE OF PRODUCT AND SERVICE MARKETING & SALES COMMUNAL ASPECTS OF DIGITAL CULTURE
  16. 16. So its not just Traditional IT; there are new technologies too People Web Services Internal External Applications Computers
  17. 17. Areas where traditional EA models often struggle • Don’t respond to change quickly enough • Aren’t aligned with current business reality • Lack of focus on driving consumption (or network effects) • Too centralized and isolated • Expensive and resource-intensive • Overengineered in the wrong places • Excessively constraining.
  18. 18. The architecture “stack” is bigger now
  19. 19. Capgemini’s Crown model Pressure for Business Personalize Change An Individual’s use of the capabilities of Web 2.0 Differentiate A Business Manager’s Customizable Solution Organize The use of SOA to achieve cohesive executions Comply The Enterprise Transactions and Data; ERP and Legacy Applications Pressure for IT Stability
  20. 20. A Services Governance Model – with the Business! Business and Technology Architecture Governance Model Personalise An Individual’s capability to choose their ‘experience’ in how they wish to ‘Interact’ and ‘collaborate’ Differentiate Loose Coupled Business A Manager’s capability to build locally unique Technology ‘differentiating’ capabilities both externally and internally Organise (SOA) Common, shared core processes that support each SOA the coupling layer differentiated offer above, and connect to transactional IT applications below between both Tight Coupled Comply (ERP, etc.) Information Technology Traditional Enterprise Applications with organised procedures and data integrity, keeping compliant business results
  21. 21. There is an Interesting Inversion in this … Business and Technology Architecture Governance Model Personalise An Individual’s capability to choose their ‘experience’ in how they wish to ‘Interact’ and ‘collaborate’ Cost or Value? Margin Loose Coupled Differentiate Business A Manager’s capability to build locally unique Technology ‘differentiating’ capabilities both externally and internally $1 $3 Organise (SOA) Common, shared core processes that support each SOA the coupling layer $2 $2 differentiated offer above, and connect to transactional IT applications below between both Tight Coupled Information Comply (ERP, etc.) Technology $3 $1 Traditional Enterprise Applications with organised procedures Revenue and data integrity, keeping compliant business results
  22. 22. What the heck are Mashups? An enterprise mashup is a custom application rapidly assembled by (or in close collaboration with) business users in short timescales to meet immediate business needs. Typically, they combine data, functionality or processes from multiple existing internal or external IT assets to create innovative business value. An enterprise mashup platform is software infrastructure that provides tools to rapidly assemble widgets in a visual environment thereby allowing easy combination of data, functionality and processes, even by business users.
  23. 23. Impacts on the business operating model E.g. Finance BPO, Payroll Business Process Outsourcing Their people, process, application, (BPO) platform + Infrastructure Software-as-a-Service E.g. Salesforce.com, Google Apps Degree of control Commoditisation Their application, platform & (SaaS) Infrastructure Yourpeople, process and operation Platform-as-a-Service E.g. Force.com, Gigaspaces & Appistry (PaaS) Their platform & Infrastructure Your application, people & process E.g. Amazon Web Services Infrastructure-as-a-Service Their infrastructure, operations & (IaaS) support Your application, platform & processes You own everything Internal Software + Service Infrastructure, platform, app’s & & traditional outsourcing process. Contract parts of activities to partners A balance of Control and Standardization
  24. 24. Types of Multitenancy in the Cloud Resell Multiple Versions of IP Multi-Tenant Reseller Model Host In Cloud Create Own IP Application IaaS / PaaS Version of App App App App Multi-Tenant Infrastructure Sustain Model Host In Cloud Application IaaS / PaaS POC – 1 App Latency Move over App App Speed Groups Response of Apps Applications & Infrastructure Maintenance Portfolio Assessment & Migration
  25. 25. Types of Multitenancy in the Cloud Multi-Tenant Application instances Model Host In Cloud Multiple OS Application IaaS / PaaS VMIs of App App App Multiple Multi-Tenant Software Usage Model Tenant versions Multiple Tenants Host In Cloud Of the single SaaS Application Application App Meta Model conversion PaaS API
  26. 26. Transparency : the provisioning boundary shifts in the Cloud to a shared model increasing security needs Provision level Device URL Abstraction SaaS + Increased Shared Network Auth Exposure APaaS IP/MAC ID App OS TCP/IP PaaS Image IaaS Increased Physical Domain Physical Server ID Boundaries
  27. 27. Monitoring becomes more important
  28. 28. What is your SLA Using 5 services with a guaranteed uptime of 99% will result in a guaranteed uptime at your site of 95 %
  29. 29. The Required Future Business Model
  30. 30. The Architecture over a PaaS delivering by SaaS PDF A Degree of Ready Built
  31. 31. Examples DOING BUSINESS IN A NEW WAY
  32. 32. Lego factory SOLUTION • Lego launched the Lego Factory (http://factory.lego.com) – an online model of engagement for potential and existing Lego users, which allows users to design, share and buy their own customized LEGO models THE LEGO FACTORY WEBSITE BACKGROUND • Lego had traditionally been surrounded by a highly active constellation of Lego User Groups - fan communities comprising of both adult and young members • These groups maintained large online presence; operated independently of the company; exchanged and showed creative toy designs and models amongst themselves • Lego needed to move out of closed proprietary mode and adapt a participative strategy for customer interaction, which would utilize existing user creativity in product design BENEFITS - Designer users can - Users interested in - Once the user has • Through the Lego Factory, the company has taken then order the bricks custom-designing their created a design, he can a step further in the evolution of user needed to make their own Lego models have upload the same to the involvement, building strong brand relationship model, and also to download and install online gallery customize their own • The initiative has created high levels of awareness the ‘Lego Digital - Lego approves all box for the model and interest with the consumers Designer’ – designs before they are - Other users on the site • The initiative has put Lego a step ahead of - In the designer, the user added to the online can buy uploaded competition by moving out of closed proprietary can drag and drop to gallery, to filter out designs in the gallery, content mode and involving fresh ideas from create a virtual toy models for and will receive both consumers and community for New Product design appropriateness for all the bricks for the model Development age groups as well as the building instructions Source: MRD Lab Analysis. Capgemini, “ECR Europe Conference: Future Consumer Presentation”, May 2008. coBrandit.com, “Lego Co-creation Presentation by Mark Hansen: Video”, September 2006. Crowdsourcingdirectory.com, “Co-Creation in Lego Factory”, September 2007. European Centre for the Experience Economy, “Lego’s participative army marches on”, April 2008.
  33. 33. P&G connect + Develop SOLUTION • P&G launched the ‘Connect + Develop’ initiative, tapping into a global innovation network comprising of a host of sources, right from independent BACKGROUND innovators to virtual innovator networks such as InnoCentive • Having a clear sense of consumers' needs, the company identifies promising • As P&G grew to a $70 billion enterprise, the global ideas throughout this network and applies its own R&D, manufacturing, innovation model it devised in the 1980s was marketing, and purchasing capabilities to them to enhance the rate of innovation yielding shrinking success rates P&G CONNECT + DEVELOP • Their R&D productivity had leveled off, and innovation success rate had stagnated at about 35%, whereas innovation costs were climbing P&G converts them into P&G identifies ‘science problems and faster than top-line top 10 customer sends into the network needs • While P&G owned a 7500+ strong R&D team, it realized that viable product innovation was increasingly being done externally at small and P&G’s Global Innovation Network midsize entrepreneurial companies BENEFITS • More than 35% of P&G’s new products have elements that originated from outside P&G, up from about 15% in 2000 • R&D productivity increased by nearly 60% P&G’s 7500+ R&D team • R&D investment as a percentage of sales is down work on solutions from 4.8% in 2000 to 3.4% in 2006 suggested and with • P&G’s average two-month cycle of generating internal communities physical prototypes and testing them with consumers has reduced to around 24 to 48 hours INNOVATIONS In Areas Of Packaging, Design, Marketing Models, Research Methods, Engineering, Technology, Etc Source: MRD Lab Analysis. Harvard Business School, Working Knowledge, “P&G's New Innovation Model”. Leveraging Ideas for Organizational innovation Blog, Dr. Kevin Desouza, “ Connect & Develop Innovations the P&G Way”. P&G, “P&G Connect & Develop – Brochure”.
  34. 34. Nike+, in collaboration with Apple SOLUTION HEAR YOU RUN… Sensor in the shoe helps the runner hear 1 through the iPod, the details about pace, time, BACKGROUND distance and calories burned  Nike wanted to create an immediately resonant experience for a broad target SEE YOU RUN… market, from marathoners to fitness On docking and synchronizing the iPod, Nike+ joggers software loads the workout statistics to their 2  Nike+ was born as a multi-channel, multi- website where the user will be able to track his/her workout progress sensory marriage of Nike and Apple technologies  Nike+ provides a robust platform of virtual CONNECT AND CHALLENGE racing, progress tracking, motivational Run data can be used to track progress, set goals and stories, global community 3 goals, motivate runners. win rewards and comparison tools BENEFITS challenge pals or all Nike+ users CUSTOMER CENTRICITY  Nike+ is a unique way to engage with and THROUGH promote higher levels of brand identity Nike.com BETTER INTERACTION USING amongst Nike users III WEB 2.0  Delivers increased value to Nike users I Widgets for setting through a unique way of collaborating challenges,  Engages current and prospective Nike goals… users with uninterrupted and targeted II advertising Blog facility for Nike+ users  20% reduction in ad budgets as Nike is III moving towards developing its own media III Link to purchase network through such technological Nike+ kit and endeavors II other Nike gear  Total Sales worth $59 million and 1.8 I million users  August 2008; 800,000 people globally simultaneously run a 10km race in 26 cities  Share of Source: MRDShoe market: 2006website. ‘Nike does business 3.0’ Phill Butler, 2007. the Sports Lab Analysis. Nike+ – 48% 2008 – 61% (12 month average)
  35. 35. Example CLOUD COMPUTING
  36. 36. Undifferentiated Heavy Lifting The 70/30 Switch 30% of time, energy, and dollars on differentiated value creation 70% of time, energy, and dollars on undifferentiated heavy lifting
  37. 37. The Capacity Planning Infrastructure Cost $ Nightmare Irate calls Large from senior Capital managment Expenditur e Predicted Demand Traditional Hardware Actual Demand Cloud Computing time
  38. 38. Rick Mans rick.mans@capgemini.com +31 6 512 10 144 http://twitter.com/rickmans http://www.linkedin.com/in/rickmans

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