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493144 infosys slides_v5

  1. 1. Enterprise IT:Staying Relevant in the Cloud Era A Cloud Ecosystem Webcast Moderated by Rodney Brown, Editor in Chief, CloudEcosystem.com
  2. 2. Webcast Logistics
  3. 3. Today’s Presenters Daryl Plummer, Managing VP and Gartner Fellow Vishnu Bhat, Vice President and Global Head - Cloud, Infosys
  4. 4. Cloud Services Brokerages — Intermediation Helps Drive the Cloud Alternate Delivery Model Daryl PlummerThis presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or otherauthorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied,distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.© 2012 Gartner, Inc. and/or its affiliates. All rights reserved.
  5. 5. Are You Really Prepared for Hybrid IT? Cloud Provider 1 Cloud Provider 2 Public Cloud e.g., Sales Cloud Provider 3 Automation e.g., VMI/ E-commerce e.g., Contact Cloud Provider 4 Verification Your IT Organization e.g., HR Who will manage this? You manage this Can you manage this?TraditionalOn-Premises Private Cloud
  6. 6. Key Issues1. What is cloud services brokerage, and what is its role in cloud computing?2. When should companies use cloud services brokerage?3. Which providers will succeed in cloud services brokerages?
  7. 7. All Consumed Cloud Must Be Managed QuestionsPublic Cloud • Be a brokerage Required Skills • Provisioning • Customization • Billing • Management • Support • Backups • APIs • Security • Migration • DR • Integration • etc. Questions • Do you want to do these tasks? • If so, do you have the right skills? • If not, who can you trust to do them? Private Cloud
  8. 8. Definition: Cloud Services Brokerage Aggregation Brokerage Distributor * 100% 75% 50% CustomizationDefinition: Brokerage 25%CSB is composed of threeprimary roles in which an ISV*intermediary adds value toone or more cloud serviceson behalf of consumers of Providers of CSB competethose services. on the relative strengths of Integration the three CSB roles Brokerage System You • Are a brokerage Integrator* • Enable brokerage Either • Leverage brokerage* = Alignment with traditional IT services terminology
  9. 9. Aggregation Brokerage • Definition - Delivering two or more (can be many) services to service consumers, or other service providers • Characteristics - Deliver cloud in scale to many customers - No net new services functionality, per se - No integration or customization of services - Many-to-one or one-to-many services delivery Example Providers • Capabilities IT Distributors, Resellers, etc. • Ingram Micro - Ability to support large-scale cloud provisioning • Insight - Normalized discovery, access, billing, support • Parallels - Centralized management, SLAs, security, etc. • Synnex • Tech Data • Typical Scenarios CSB Enablers - IT distribution • Avnet • e.g., distributors, resellers and VARs doing cloud provisioning • AppDirect • FullArmor - App Stores, marketplaces • Jamcracker • e.g., telcos, cloud providers, companies provisioning cloud • VerecloudSee "Cloud Services Brokerage Is Dominated by Three Primary Roles," G00226509
  10. 10. Integration Brokerage • Definition - Making independent designed services work together as a combined outcome for consumers • Characteristics - Can be IT stack or data/process integration - Substantial new value through integrated result - One-to-many, many-to-one, many-to-many - Increasingly implemented via some form of iPaaS • Capabilities Example Providers - Messaging, adapters, translation, orchestration Evolving B2B/EC Providers - Community management (think: LinkedIn for e-commerce) • Edicom • GXS - Governance (e.g., policy and API management) • HubSpan - Shared services (e.g., management and security) • IBM (Sterling Commerce) • Typical Scenarios • Liaison Technologies - Cloud-to-cloud integration • SAP (Crossgate) iPaaS Providers Offering IB • e.g., synchronizing contacts between Gmail, salesforce.com • Dell (Boomi) - Cloud to on-premises integration • IBM (Cast Iron) • e.g., synchronizing order-to-cash between NetSuite, Quickbooks • Informatica • Jitterbit - Traditional supply chain integration • Pervasive • e.g., for large communities of suppliers, customers, 3PLs, etc.See "Cloud Services Brokerage Is Dominated by Three Primary Roles," G00226509
  11. 11. Customization Brokerage • Definition - Altering or adding to the capabilities of a service to change or improve its function • Characteristics - Net new functionality via new, modified services - Original cloud services can be modified, enhanced - One-to-many or many-to-one service delivery • Capabilities - Modifications (services combined, enhanced, etc.) Example Providers - Implementation (of new services, applications, BPS Providers • BlinkHR processes, user interfaces, master data, etc.) • E2open - Analytics (messages, services, processes, etc.) • eBuilder • Typical Scenarios • psHealth • Wipro - New and composite applications System Integrators • e.g., new custom reports on Force.com for salesforce.com CRM • Appirio - Process or data enhancement • Atlantic Technologies • Celigo • e.g., price comparing service for "less than truckload" booking • Infosys - Business process services • Tieto • Configurable processes (e.g., VMI, delivered on one-to-many basis)See "Cloud Services Brokerage Is Dominated by Three Primary Roles," G00226509
  12. 12. Comparing Cloud Services Brokerage toDirect ("Internal CSB") Cloud Consumption Strengths • Low barrier to adoption Direct Cloud • Direct provider relationship Consumption, • Perception of "control" i.e., Internal CSB Challenges • "Take it or leave it" services • Multiple provider complexity • You are cloud "prime contractor" • You must own more IT assets Strengths • Unified contracts, SLAs • Value-added services Cloud • Centralized governance Intermediation, Challenges i.e., External CSB • CSB perceived as "in the way" • Immature, varied CSB skills • Inconsistent governanceSee "How to Determine When to Use a Cloud Services Brokerage," G00226112
  13. 13. Emergence of Internal CSB Role Attributes of Internal CSB • Alternative to third-party CSB role: - You are "prime contractor" - Think: cloud-enhanced traditional IT multisourcing Maximum Public Cloud • IT responsible for all CSB roles:Internal CSB - Aggregation Scope - Integration - Customization • Scope of internal CSB role: - Minimally applies only to private Private Cloud cloud - Can also apply to private and Minimum public (hybrid) cloudInternal CSB - Can include "broker of broker" Scope role, for cascaded brokerage - Can optionally also include traditional IT assets Traditional IT
  14. 14. How the Internal CSB Role Compares to Traditional IT Multisourcing Integrator Role Traditional IT Service Emerging MSI Role Attributes CSB Role• Smaller ecosystem • Larger ecosystem - Up to a dozen Ecosystem - Up to hundreds• Fewer larger services • More smaller services - More coarsely grained Granularity - More finely grained• Fewer SLAs, T&Cs • More SLAs, T&Cs - Fewer KPIs to track Outcome - More KPIs to track• Fewer, static providers • More, dynamic providers - Trust, experience lead Dynamics - Value, innovation lead• More centralized, simple Help Desk • More federated, complex - Manual escalation OK - Automated escalation• Limited use, manual Governance • More usage, automated - Fewer policies to track - More policies to track• More control of IT assets Control • Less control of IT assets - Assets in one DC - Assets across cloud See "Essential Provider Selection Criteria to Use When Outsourcing the CSB Role," G00230681
  15. 15. When to Consider Internal CSB RoleConsider internal CSB when: • You would prefer to fund the CSB with capex versus opex. • Being a CSB is considered a required internal core competency. • An internal CSB will reduce your risk of consuming services. • You have and/or desire the requisite CSB skills and technology. • An internal CSB can meet time-to-deployment requirements quickly. • An internal CSB better meets your internal constituents needs. • An internal CSB is mandated by management (e.g., for compliance). • No viable external CSB is available for your IT project requirements. • You have a strong desire for centralized, internal control of all IT. • Your full project life cycle TCO will be lower via an internal CSB.See "Predicts 2012: Cloud Services Brokerage Will Bring New Benefits and Planning Challenges," G00227370
  16. 16. When to Consider Outsourced CSB RoleConsider external CSB when: • You would prefer to fund the CSB with opex versus capex. • Being a CSB is not a required internal core competency. • An external CSB will reduce your risk of consuming services. • You lack and/or dont want the requisite CSB skills and technology. • An external CSB can meet time-to-deployment requirements fast. • An external CSB better meets a B2B communitys needs. • An external CSB is mandated by an external agency. • Theres a viable CSB available for your IT project requirements. • You wish to focus more on business outcomes, not IT enablement. • The CSB will add significant value to consumed cloud services.See "How to Determine When to Use a Cloud Services Brokerage," G00226112
  17. 17. How Will You Navigate the CSBLandscape? Full-Service Provider Cloud-Enabled BPO Domain-Specific Provider Cloud-Enabled IT Outsourcing Discrete Services Provider Cloud-Enabled System Integration Distributor/VAR SaaS Aggregation, Customization Specialist SaaS Integration and Governance (iPaaS), SaaS Cloud-Based Technology Services (IaaS, PaaS, Security, Storage, etc.) More Comprehensive Services = Type of provider See "Cool Vendors in Cloud Services Brokerages, 2012," G00231938, and "Cool Vendors in Cloud Services Brokerage Enablers, 2012," G00231937 = Type of service See "Cool Vendors in Cloud Services Brokerage, 2011," G00212316
  18. 18. CSB Role Relevancy Varies by IT Service Service Types Provider Types CSB B2B Infrastructure Application IT IT BPU/ Roles E-Commerce Services Services Distribution VAR BPaaS BPO Provisioning Aggregation Management Financing Application Integration Integration Technology Integration Governance Customization Modification Implementation Analytics = very important = moderately important = limited importanceSee "The Role of CSB in the Cloud Services Value Chain," G00218960
  19. 19. CSB (Provider) Ecosystem: Evolving B2B/ECProviders Doing Integration Brokerage Aggregation Integration Example Providers* • Amalto Technologies • GXS • Basware • IBM (Sterling Commerce) • Easylink International • HubSpan • Edicom • Liaison • Elemica • SAP (Crossgate) • GCommerce • SPS Commerce Essential Vendor Selection Criteria • International B2B network, fulfillment capacity • References for cloud/SaaS integration Customization • Explicit SLAs plus viable DR strategy • Federated service desk involving cloud Ecosystem/Provider Attributes • Mature B2B integration competency Provider Challenges • Large B2B "partner ecosystems" • Potential disintermediation by cloud providers • Immature governance, support • SaaS APIs are "just another adapter" • Sufficient investment in SaaS integration • Emerging Hybrid Cloud + EC projects • Perception as irrelevant "EDI legacy" • Cloud "immigrants" (vs. iPaaS providers)* Representative, not complete, list
  20. 20. Beyond the Three Primary CSB Roles: Key Technical CSB Evaluation Criteria x  • Disaster recovery  Is CSBs RPO/RTO reconciled with all cloud providers? • Management  Can your CSB manage all cloud services in one domain? • Migration  Is there help for moving users and data to cloud apps? • Security  Will your CSBs SSO integrate with your existing SSO? • Transparency  Is performance, availability visible for all cloud services? • SLAs and reporting  Are SLAs reconciled with all third-party cloud providers? • Help desk (support)  Is first-line support, escalation credible for all services? • Upgrades  Are rollouts smooth for services/APIs across providers?See "Essential Provider Selection Criteria to Use When Outsourcing the CSB Role," G00230681
  21. 21. Beyond the Three Primary CSB Roles:Key Commercial CSB Evaluation Criteria • Experience  Does the CSB have sufficient skills and references? • Pricing  Does the provider offer transparent, predictable pricing? • TCO  Is the CSBs total project cost of ownership favorable? • Risk  Is CSB, relative to others, an acceptable business risk? • IP protection  Are rights and procedures to access your IP well-defined? • Compliance  Can CSBs meet required industry and government specifications? • Indemnification  Does the provider share risk? Escalate for nonperformance? $ • Switching costs  Are fees, development involved in changing providers?
  22. 22. CSB "Didnt Know I Needed It" CapabilityNo. 1: Application Governance Application Services Governance = API Management + SOA GovernanceWhat cloud service policies are likely to be enforced?• Security - User/service/API authentication — Fine-grained/role authorization• Technical SLAs - Schema validation — service/API throughput, availability, failover• Business SLAs - Approve POs of more than $1,000; give "Gold" customers priority routing; archive invoices from France; encrypt personally identifiable data
  23. 23. CSB "Didnt Know I Needed It" Capability No. 2: Community Management Community management capabilities include some combination of: • Community master data • Think: "Supplier/Customer MDM" • Also for organizations, users, maps, keys • Campaign, portfolio management • Community collaboration tools • Think: "LinkedIn for E-commerce" • Member provisioning, testingModern B2B projects leverage both: • Notifications, communications• Integration infrastructure • Community compliance - To technically integrate data and • Think: "Supplier Scorecarding" processes between companys systems • Policy management, enforcement• Community management • Transaction and data validation - To facilitate collaboration between people • Process visibility, analytics involved in B2B processes
  24. 24. Recommendations• Recognize that the "service" in CSB has both business and technical connotations, with the emphasis on "outcome."• Interpret the CSB role through its primary three IT services roles: CSB aggregation, integration and customization.• Use Gartner evaluation criteria to help determine if you should deploy an internal CSB or use an external CSB.• Leverage providers of CSB-enabling technology for internal CSB roles, providers of CSB services if you are outsourcing.• Evaluate CSB providers (or your internal CSB role) via: 1. Assessing relative strength of each of the three primary CSB roles 2. Evaluating the additional CSB technical and commercial criteria
  25. 25. Recommended Gartner Research Cloud Services Brokerage Is Dominated by Three Primary Roles Daryl Plummer, Benoit Lheureux, Michele Cantara (G00226509) Cool Vendors in Cloud Services Brokerages, 2012 Tiffani Bova, Daryl Plummer and others (G00231938) Predicts 2012: Cloud Services Brokerage Will Bring New Benefits and Planning Challenges Daryl Plummer, Benoit Lheureux and others (G00227370) Essential Provider Selection Criteria to Use When Outsourcing the CSB Role Benoit Lheureux, Jim Longwood (G00230681) The Role of CSB in the Cloud Services Value Chain Benoit Lheureux, Daryl Plummer, Tiffani Bova (G00218960)For more information, stop by Gartner Solution Central or e-mail us at solutioncentral@gartner.com.
  26. 26. Vishnu Bhat Vice President and Global Head – Cloudwww.infosys.com/cloud © 2012 Infosys Limited
  27. 27. The changing enterprise landscape 60% of enterprise workloads will move to the Cloud in 5 – 7 years Today 5 – 7 years Traditional Private Cloud Public Cloudwww.infosys.com/cloud 26
  28. 28. A FRAGMENTED LACK OF A CLOUD ECOSYSTEM UNIFIED ENTERPRISE VIEW Comprehensive lifecycle ownership.Traditional Private Cloud Alignment with enterprise IT standards. Multiple Public Clouds Integration with existing enterprise IT assets.www.infosys.com/cloud 27
  29. 29. To become a gateway to an enterprise ‘hybrid’ cloud ecosystem Private Cloud Services Public Automation Cloud Services Governance Enterprise IT Services Enterprise IT Standards www.infosys.com/cloud 28
  30. 30. August 7 7 th th August St. Regis, New YorkREGISTER EventTODAY http://www.informationweek.com/events/infosyscloud Live streaming http://www.informationweek.com/events/infosyscloudsimulcast www.infosys.com/cloud 29
  31. 31. THANK YOU www.infosys.com The contents of this document are proprietary and confidential to Infosys Limited and may not be disclosed in whole or in part at any time, to any third party without the prior written consent of Infosys Limited. © 2012 Infosys Limited. All rights reserved. Copyright in the whole and any part of this document belongs to Infosys Limited. This work may not be used, sold, transferred, adapted, abridged, copied or reproduced in whole or in part, in any manner or form, or in any media, without the prior written consent of Infosys Limited.www.infosys.com/cloud
  32. 32. Q&APlease Submit Your Question Now Please Complete Our Survey Daryl Plummer, Managing VP and Gartner Fellow Vishnu Bhat, Vice President and Global Head - Cloud, Infosys
  33. 33. Resources For more information please visit: www.cloudecosystem.com