Cloud & Virtualisation Conference


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A look at the dimensions of cloud computing that you need to look at before deciding on making the leap to a cloud computing solution.

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  • hyper-hybrid clouds are an advanced form of cloud services in the early stages of adoption, but the approach is rapidly becoming the norm for cloud services architecture. All types of organisations are trending towards hyper-hybrid clouds. Start-ups have a cloud-first mentality, since spending is prioritised towards market-facing products and services, rather than capital-intensive data centers, infrastructures and on-premise licensed software. In fact, these organisations are setting the standard for the hyper-hybrid environment, using it to guide both new operating structures and IT delivery models. Larger enterprises are seeing cloud services extend and enhance their ERP and large legacy system investments.Core in-house systems can form the foundation upon which emerging technologies can be deployed, without sacrificing business compliance and controls. Organisations that can bridge hyper-hybrid clouds with their core systems will be at the forefront to elevate business performance with the next wave of digital innovation.
  • Cloud & Virtualisation Conference

    1. 1. Cloud ComputingOne size fits all … and otherMythsKamal Ramsingh : Technology Services Leader @CIOAnywhere ©2012 Deloitte. All rights reserved
    2. 2. The Current CloudTruths we’ve come to realise © 2012 Deloitte Touche Tohmatsu Limited
    3. 3. Hyper-Hybrid CloudHybrid cloud model will be a dominant approach for large enterprise(private & public clouds) with the emergence of competency basedcloudsAs the services catalogue grows within the enterprise, there is aneed for integration, monitoring and management capabilities –multi-cloud, multi-provider.An emerging need for the subscriberand their ecosystem of providers tobe able to share services forintegration, workflow, business rulesand business policy – cloud-to-cloud, in the cloud! © 2012 Deloitte Touche Tohmatsu Limited
    4. 4. New Businesses The Cloud provides a launch pad for new agilebusinesses who can take advantage ofthe quick “go-to- market” and scalability of cloud computing. © 2012 Deloitte Touche Tohmatsu Limited
    5. 5. New Business Models CloudComputing has intrinsically changed the way in which businessesoperate. They are moreagile, efficientand profitable. © 2012 Deloitte Touche Tohmatsu Limited
    6. 6. New JobsCloud Computing does not takeemployment away– but rather offers additional employment as new skills and specialities are essential. © 2012 Deloitte Touche Tohmatsu Limited
    7. 7. Service DeliveryCloud Computing hasrevolutionised the way in which services are delivered. They are flexible, on- demand and cost-effective. This is critical for SMMEs as well as the Public Sector in Africa. © 2012 Deloitte Touche Tohmatsu Limited
    8. 8. The Cloud PromiseManaged Optimism © 2012 Deloitte Touche Tohmatsu Limited
    9. 9. The Cloud Promise Support of Business Imperatives Readiness and Maturity Alignment to StrategicWHY ? Applications/ Position Process Architecture Risks Maturity of Industry Segment Regulatory andWHAT? ComplianceHOW? UNDERSTAND YOUR VALUE AND READINESS PROFILE © 2012 Deloitte Touche Tohmatsu Limited
    10. 10. Assess Your Cloud Readiness Alignment to Strategic Position1. Does your business model lend itself to collaboration2. Is there high geographic dispersion of operations with common applications3. Stage of Growth Should time to market be a significant driver of success in your industry and technology a key determinant of getting products /services to market quickly; then cloud is highly relevant for you.Mis-aligned AlignedLimited value Business valuesave for creation morepossible Price feasiblePredictability through cloud © 2012 Deloitte Touche Tohmatsu Limited
    11. 11. Assess Your Cloud Readiness Maturity of your industry segment1. Are you operating in an industry / segment where growth is still intense2. Is the differentiation based on product innovation and service level3. Barriers to entry low for this sector Industry segments that are mature demand innovation in order for organisations to remain profitable. Organisations in this space will find it necessary to explore and introduce cloud computing offerings as internal as well as client facing solutions.Growing MaturePotential Clouddifferentiation represents avalue limited key catalyst for innovation © 2012 Deloitte Touche Tohmatsu Limited
    12. 12. Assess Your Cloud Readiness Support of Business Imperatives 1. Is there a business imperative for agility and scale 2. Will potential savings be relevant 3. Will the be an opportunity to increase focus on core capabilities 4. Will there be tax implications to a cloud initiative Cloud is a disruptive technology and its adoption will have significant impact on the way that business and IT is operated. Strong leadership is required to ensure the necessary management teams are committed to the critical changes.Low Support Visible SupportValue will be Greater change ofconstrained if seeing cloud as acloud is potential businessanother IT value enablerproject © 2012 Deloitte Touche Tohmatsu Limited
    13. 13. Assess Your Cloud Readiness Complexity of Applications / Process Architecture1. Are processes supported my homogenous applications or several point solutions2. Similar consideration for platforms and infrastructure3. Is there a strong integration architecture and discipline Extracting part of a process / discrete application to be placed outside the firewall is easier done within a mature integration disciplineComplex HomogenousBetter suited for Harder tocloud embed cloud © 2012 Deloitte Touche Tohmatsu Limited
    14. 14. Assess Your Cloud Readiness Regulatory & Compliance Constraints1. High levels of client and internal data disclosure2. External regulatory structures3. Internal Compliance / Controls Organisations who deal with highly sensitive data or are in highly regulated industries need to be certain that cloud computing is a suitable solution for them.High Regulation Less RegulationAbility to execute Higher value /clouds solution return as lessmay be harder / complexity duringlonger – reduces deploymentvalue © 2012 Deloitte Touche Tohmatsu Limited
    15. 15. Assess Your Cloud Readiness Business / IT Risks1. Market and Reputational – e.g. Media scrutiny on transactions2. Technical3. Security and Privacy Strong IT governance is required to ensure that IT decisions pertaining to Cloud are done in a timely manner and include the relevant stakeholders, e.g. changing Cloud providers, expanding / extending Cloud use.Un-governed MatureBusiness risk Easier tolevels are high manage– may offset transition –value may impede © 2012 Deloitte Touche Tohmatsu Limited
    16. 16. Assess Your Cloud Readiness IT Readiness and Scale1. Data Analytics and Information Management2. IT Infrastructure3. IT Sourcing & Vendor Management Smaller units have the ability to move and react quickly will able to take advantage of reduced costs and the agility of cloud quicker.Small and MatureFlexible MorePossible faster resistance withadoption to reduced valuecloud demands creation © 2012 Deloitte Touche Tohmatsu Limited
    17. 17. Where to from here …1. Organisations absorb change and realise business value at different rates. Cloud initiatives need to be recognised for the change agents they are ... and managed accordingly2. Cloud computing needs to seek out business value and rapidly move beyond a technical conversation.3. An objective view on Cloud Readiness should drive the rate and pace of adoption ... Low hanging fruit4. The path to hyper-hybrid will likely lead to custom extensions of initial cloud services, increased interfaces to core back- office systems and data, and the pursuit of SaaS application capability cloud offerings. © 2012 Deloitte Touche Tohmatsu Limited
    18. 18. For additional information, please contact:Kamal RamsinghTechnology Leader : Deloitte @CIOAnywhere © 2012 Deloitte Touche Tohmatsu Limited
    19. 19. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate andindependent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.“Deloitte” is the brand under which tens of thousands of dedicated professionals in independent firms throughout the world collaborate to provide audit, consulting, financial advisory, riskmanagement, and tax services to selected clients. These firms are members of Deloitte Touche Tohmatsu Limited (DTTL), a UK private company limited by guarantee. Each member firm providesservices in a particular geographic area and is subject to the laws and professional regulations of the particular country or countries in which it operates. DTTL does not itself provide services toclients. DTTL and each DTTL member firm are separate and distinct legal entities, which cannot obligate each other. DTTL and each DTTL member firm are liable only for their own acts oromissions and not those of each other. Each DTTL member firm is structured differently in accordance with national laws, regulations, customary practice, and other factors, and may secure theprovision of professional services in its territory through subsidiaries, affiliates, and/or other entities.© 2012 Deloitte & Touche. All rights reserved. Member of Deloitte Touche Tohmatsu Limited