Cloud Computing – Time for delivery. The question is not “if”, but “how, when and where”


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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.
  • Cloud Computing – Time for delivery. The question is not “if”, but “how, when and where”

    1. 1. Capgemini Cloud Computing – Time for delivery. The question is not “if”, but “how, when and where” 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 Copyright © 2012 Capgemini Consulting. All rights reserved. Group
    2. 2. Agenda Themes in context 1 - Evolution of Cloud Ecosystems The value case for Cloud 2 - the Business Case for real Cloud ROI Constructing the Cloud Strategy 3 - Cloud Service Orchestrator CSO 4 Delivering the Cloud - Journey to the Cloud Copyright © 2012 Capgemini Consulting. All rights reserved. Group 2
    3. 3. Cloud is a global phenomenon Copyright © 2012 Capgemini Consulting. All rights reserved. Group 3
    4. 4. Cloud is a global phenomenon Edge Networks and community building Edge Network data edge data ExternalInternal This Node has edge data in two networks Country Services tag Virtual “worlds” Virtual “Worlds” data set Copyright © 2012 Capgemini Consulting. All rights reserved. Group 4
    5. 5. But Cloud is rapidly evolving around the world in emerging and mature advanced economies Mobility ConnectednessReaching InfrastructureNew enabledCitizens economiesand servicesNew Value Basic Services rights & access Digitization of Objects, events New alternative Everything as a Service Business Models Copyright © 2012 Capgemini Consulting. All rights reserved. Group 5
    6. 6. Its not “if” but how to position and drive theseopportunities 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. Copyright © 2012 Capgemini Consulting. All rights reserved. Group 6
    7. 7. Economics of Innovation Andy Mulholland, Global CTO, VP, Capgemini From a Consumer perspective New Business-Technology Types ofDemand Investment Models Services Mobility New Value INaaS Industry New Business On-demand Services BPaaS Business Process Internet of Things models and behavior Connected SaaS Infrastructure PaaS Digital enabled Existing Business Models Products & Speed of IaaS Traditional Services change, new Ownership & channels Investment Time Copyright © 2012 Capgemini Consulting. All rights reserved. Group 7
    8. 8. The potential is a broad range of business and technology levers We need to Drive Higher Value Stack Services to create differentiation Business Value Types of Services OutsideGovernment -In Agencies IndustryaaSDepartments BPaaSCommunities Groups SaaS Inside- Individuals Out PaaS IaaS Scale and Leverage Potential Copyright © 2012 Capgemini Consulting. All rights reserved. Group 8
    9. 9. Business Services Focus – 360o and 3 dimensional Understanding network effects and interactions is not a “Flat pack” experienceInside-Out Outside-In Global View points and Services Departments, Business units My department views Agencies, Markets Government, Bodies My networks My Devices My regional views & interactions Social Networks and Interactions Human 2 Human H2H Internet of Things Human 2 Machine H2M Machine 2 Machine M2M Copyright © 2012 Capgemini Consulting. All rights reserved. Group 9
    10. 10. Markets CIEL – in development Seeing the bigger picture Notation Creating the Strategic Context Strategic Context in country Dynamic markets World views Energy & Economics Utility & Finance Smart Services Country Grid Security Sustainability & Defence & Green Energy Services Security Global Services Sustainable Systems Defence Citizen Services Regional Services Commerce & Trade Citizens Marketplace services Industry Services Infrastructure Services Employment Smart Smart Country City Country, Industry or Global specific Services Cities Social Services R&D Systems Education Health Legal Intercontinental Services Systems Systems Science & Research Health Legal Services Services Service Copyright © 2012 Capgemini Consulting. All rights reserved. Group 10
    11. 11. Services Building Ecosystem Services  Creating the Strategic Context Comprehensive City & City Infrastructure Services Development Governance Services Services Messaging Portal Cloud Catalog Smart Service Human service Non- hypervisor Scheduler Services City Infrastructure Services Messaging City City Portal Cloud Catalog Messaging Service Scheduler Non- Portal hypervisor Development Governance Cloud Development Governance Catalog Services Services Service Services Services Scheduler Non- hypervisorCloud supported Smart Human Smart Human City InfrastructureServices Messaging Services City Infrastructure Services Services ServicesEcosystems Cloud Portal Catalog Service Messaging Messaging Scheduler Non- hypervisor Portal Portal Cloud Catalog Cloud Catalog Service Service service Messaging Scheduler Scheduler Non- Non- hypervisor hypervisor Portal Messaging Cloud Catalog Portal Service Scheduler Cloud Catalog Non- hypervisor Service service Scheduler Non- hypervisor Copyright © 2012 Capgemini Consulting. All rights reserved. Group 11
    12. 12. What is needed is a strategy and delivery focus , inside and outside Long tail Strategy Operation Design Delivery Community CloudAvailability Federated Cloud Devices Data Services Resources Orchestrator Cloud A B Internet of things C Copyright © 2012 Capgemini Consulting. All rights reserved. Group 12
    13. 13. Challenges - getting ahead In Context driven Strategy Alignment Stakeholder alignmentFacades & On-boarding Channels & Economics &Security Off-boarding Sustainability Contracts Copyright © 2012 Capgemini Consulting. All rights reserved. Group 13
    14. 14. The Cloud Orchestrator “H” Model for On-demand Products and ServicesInside-Out Service Private Shared Outside-In Customer Portal Portal Market Service Installed Solutions Partitioned for Customers Partitions Customers Customer Channels Buyers SaaS SaaS SaaS SaaS Management Resellers Assurance Installed SaaS vendors Solutions Service Security Legacy Integration, aggregation, brokering, Orchestration SaaS PaaS SaaS OEMs IaaS ISVs Vendors Providers Partner Hybrid Reseller On-Premise Hosting Cloud Broker / Cloud Cloud Switching Services Hosting Copyright © 2012 Capgemini Consulting. All rights reserved. Group 14
    15. 15. Setting the strategic path for Cloud Graham Colclough, Global VP, GPS, Capgemini Outside Business Bias -In Cross Dept / Govt Re-Inventing Process Streamlining Customer Service /Experience • community safety / event response • Collaboration • Job loss / find Case • BPO / BPM services many • Business start up study 1 • Supply chain sync • Learning • Mobility as a service • New customer channels CRM/MKT Efficiency of the Enabling (Outside-In) Technologies Interoperable ICTsIT Bias • DC consolidation • Unified access Case • Email as a service • Modular DC federated services study 2 • Self service • Open data Inside- Out Admin Centric Customer Centric Copyright © 2012 Capgemini Consulting. All rights reserved. Group 15
    16. 16. Cash flow models – shared models From the Provider perspective Capex Double amortization Triple amortization investment distribution distributionCash flow Cash flow Cash flow time Cost time time Cost to setup to setup SaaS SaaS SaaS SaaS SaaS SaaS IaaS …. PaaS Multi- IaaS Shared PaaS Outside-in .. e.g. agent, base service mgmt IaaS Increasing Loose Coupling Copyright © 2012 Capgemini Consulting. All rights reserved. Group 16
    17. 17. Differentiation & Competitiveness Defining the context and positioning, inside and outside Strategy Custom Orchestration Commodity Productization Shared Service Double/Triple amortization Effectiveness Efficiencies Innovation Copyright © 2012 Capgemini Consulting. All rights reserved. Group 17
    18. 18. How, when and Where Linking the inside and outside – from strategy to provisioning and performance Strategic Planning Stakeholders Policies Strategy Operational planning & Strategy Markets Measurements.. Operation Finance Contracts..ProductionEcosystem Sourcing Ecosystem Deployment Design and Development Delivery Orchestration and Channel Development and Partner Delivery SourcingDevicesNetworks Secure, trusted Assurance Secure, trustedDCs Services Certification ServicesJVs Trust…. Identity Encryption Nomenclatures VisibilityGovernance Transparency Standards Policy Copyright © 2012 Capgemini Consulting. All rights reserved. Group 18
    19. 19. Cloud Service Orchestrator This enables part or whole cloud strategy and operating context optimization Align Strategic Roadmap INaaS Industry BPaaS Business Process Cloud Service Define Orchestrator SaaS Operating Delivery Model PaaS IaaS Rapid Design & Visualization Copyright © 2012 Capgemini Consulting. All rights reserved. Group 19
    20. 20. Cloud Service Orchestrator CSO Cloud Strategies Of The Leading IT Global Service Providers pioneering Devices Networks Vertical DCs Industry Mobility JVs …. Private Customer/ Buyer Channels Onboarding H2H H2M M2M Pubic Partitions, Private Sybase SaaS SaaS SaaS SaaS Security CSO Platforms Service Development Management Hybrid and Partner Public Hybrid Private Hosting / Sourcing Clouds Clouds Clouds Cust Own Vendor, ISV Onboarding Product Rapid Design & Industrial/ MDU Services Design & Public Dev VisualizationCommunitiesMarketplaces CSO CatalogCatalogs Testing as a Messaging as a Eco Smart Metering as a DR as a Service Security as a Software as a Industry as a Service Service Service Service ServiceServices Development Service BPO/BPM as a Information as Infrastructure Archive as a Service mgmt Platform as a as a Service a Service as a Service Service as a Service Service Service Copyright © 2012 Capgemini Consulting. All rights reserved. Group 20
    21. 21. JourneyThe journey and delivery of results to the Time, cost, performance Cloud Strategic Vision Priorities Programmatic Change Existing New Open Market places Closed Cloud Services Private Orchestration CSO Solutions Public Adaptive, flexible, innovative Speed, efficient, cost effective Hosting Copyright © 2012 Capgemini Consulting. All rights reserved. Group 21
    22. 22. Time for delivery. Its is not “If” , but“how”, “when and “where”Providing and using what you want, whenyou want it, where ever you want it with value, speed and innovation Copyright © 2012 Capgemini Consulting. All rights reserved. Group 22
    23. 23. A global Company Copyright © 2012 Capgemini Consulting. All rights reserved. Group 23
    24. 24. Experience Examples 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. 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. 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. Copyright © 2012 Capgemini Consulting. All rights reserved. Group 24