The document discusses strategic CFOs embracing cloud computing. It notes that CFOs recognize the strategic benefits of the cloud for quickly upgrading applications and delivering new capabilities. While the cloud provides cost savings and flexibility, obstacles to adoption include concerns about niche vendors and "siloed" applications that are not integrated. Going beyond basic cloud usage, the document discusses leveraging new applications developed for the cloud like enterprise social media and mobile computing. Managing the transition between on-premise and cloud systems will be an ongoing challenge for organizations.
KEMP Powers Application Migration to Public CloudJason Dover
The document discusses challenges that enterprises face when migrating applications to public clouds. It outlines technical, financial, and application experience problems that can occur. These include issues with ensuring applications have the same functionality in the cloud as on-premise, high costs of rearchitecting applications or using third-party services, and unpredictable performance. The document then introduces KEMP 360 Cloud as a solution that provides application delivery capabilities for public clouds in a flexible consumption-based model to help address these challenges and make migrations simpler.
Achieve Economic Synergies by Managing Your Enterprise Assets In The CloudDr. HJ Raza, Ph.D/MBA
Time to market and rapid response to market demands are now utmost priorities for any size organization. When compared to conventional internal infrastructure, Cloud-based solutions meet this requirement better than ever. Cloud-based solutions are easy to implement, more cost efficient, and robust enough to meet enterprise demands such as auto-scalability, disaster recovery, and fail-over.
How ci os-and-ctos-can-accelerate-digital-transformations-through-cloud-platf...Ketut Widya
This document discusses how CIOs and CTOs can accelerate digital transformations through cloud platforms. It outlines three key things companies need to do: 1) Focus cloud investments in business domains where cloud can increase revenues and margins; 2) Select a technology and sourcing model aligned with business strategy; and 3) Develop an operating model oriented around the cloud. Traditional cloud implementations that focus on siloed initiatives or "lift and shift" migrations fail to capture cloud's full value. Companies must treat cloud adoption as a business-technology transformation affecting many parts of the organization.
Optimizing Cloud Computing Through Cross- Domain ProvisioningGaletech
Read how the Enterprise Management Associates (EMA) assesses GaleForce a flagship of Gale technologies as a provider of effective & flexible ways of optimizing virtualized & hybrid infrastructures without hampering the application performance.
- Many first generation private clouds lack effective management and fail to deliver expected agility, resulting in higher costs and user dissatisfaction.
- To achieve true agility, private clouds require automated, policy-based management of the entire cloud infrastructure lifecycle, including continuous monitoring, workload optimization, and dynamic resource allocation.
- Without such "enterprise cloud management", private clouds cannot adapt quickly to changing business needs or optimize resources and costs over time.
This document discusses how F5 solutions can help organizations transition to cloud computing by providing dynamic control points that can adapt to changing traffic flows. It introduces F5's dynamic control plane architecture, which coordinates various application delivery, security, optimization, and management solutions to create an ecosystem that extracts more value from existing investments and enables on-demand IT. The control plane acts as an intelligent mediation layer that optimizes connections for users based on context like location, devices, and applications.
Analysts Brief VMware and CA on Enterprise Management Challenges Carl Terrantroy
CA is poised to succeed in virtualization management due to:
1) The right strategy of enabling enterprises to manage virtualization and clouds and helping cloud providers manage clouds.
2) The right integrated solutions like Spectrum Automation Manager and existing solutions extending to new areas.
3) The right customer relationships in industries like financial services, healthcare, and government.
This document summarizes Pivotal Cloud Foundry, an open source cloud platform designed to accelerate software delivery for modern enterprises. It discusses how Pivotal Cloud Foundry provides standardization, automation, and encapsulation to simplify operations and enable rapid, iterative development of cloud native applications. It also outlines key capabilities of Pivotal Cloud Foundry like polyglot development, multi-cloud deployment, elastic container runtime, CI/CD integration, and security. The document argues that Pivotal Cloud Foundry offers enterprises a compelling platform to help accelerate their digital transformations.
KEMP Powers Application Migration to Public CloudJason Dover
The document discusses challenges that enterprises face when migrating applications to public clouds. It outlines technical, financial, and application experience problems that can occur. These include issues with ensuring applications have the same functionality in the cloud as on-premise, high costs of rearchitecting applications or using third-party services, and unpredictable performance. The document then introduces KEMP 360 Cloud as a solution that provides application delivery capabilities for public clouds in a flexible consumption-based model to help address these challenges and make migrations simpler.
Achieve Economic Synergies by Managing Your Enterprise Assets In The CloudDr. HJ Raza, Ph.D/MBA
Time to market and rapid response to market demands are now utmost priorities for any size organization. When compared to conventional internal infrastructure, Cloud-based solutions meet this requirement better than ever. Cloud-based solutions are easy to implement, more cost efficient, and robust enough to meet enterprise demands such as auto-scalability, disaster recovery, and fail-over.
How ci os-and-ctos-can-accelerate-digital-transformations-through-cloud-platf...Ketut Widya
This document discusses how CIOs and CTOs can accelerate digital transformations through cloud platforms. It outlines three key things companies need to do: 1) Focus cloud investments in business domains where cloud can increase revenues and margins; 2) Select a technology and sourcing model aligned with business strategy; and 3) Develop an operating model oriented around the cloud. Traditional cloud implementations that focus on siloed initiatives or "lift and shift" migrations fail to capture cloud's full value. Companies must treat cloud adoption as a business-technology transformation affecting many parts of the organization.
Optimizing Cloud Computing Through Cross- Domain ProvisioningGaletech
Read how the Enterprise Management Associates (EMA) assesses GaleForce a flagship of Gale technologies as a provider of effective & flexible ways of optimizing virtualized & hybrid infrastructures without hampering the application performance.
- Many first generation private clouds lack effective management and fail to deliver expected agility, resulting in higher costs and user dissatisfaction.
- To achieve true agility, private clouds require automated, policy-based management of the entire cloud infrastructure lifecycle, including continuous monitoring, workload optimization, and dynamic resource allocation.
- Without such "enterprise cloud management", private clouds cannot adapt quickly to changing business needs or optimize resources and costs over time.
This document discusses how F5 solutions can help organizations transition to cloud computing by providing dynamic control points that can adapt to changing traffic flows. It introduces F5's dynamic control plane architecture, which coordinates various application delivery, security, optimization, and management solutions to create an ecosystem that extracts more value from existing investments and enables on-demand IT. The control plane acts as an intelligent mediation layer that optimizes connections for users based on context like location, devices, and applications.
Analysts Brief VMware and CA on Enterprise Management Challenges Carl Terrantroy
CA is poised to succeed in virtualization management due to:
1) The right strategy of enabling enterprises to manage virtualization and clouds and helping cloud providers manage clouds.
2) The right integrated solutions like Spectrum Automation Manager and existing solutions extending to new areas.
3) The right customer relationships in industries like financial services, healthcare, and government.
This document summarizes Pivotal Cloud Foundry, an open source cloud platform designed to accelerate software delivery for modern enterprises. It discusses how Pivotal Cloud Foundry provides standardization, automation, and encapsulation to simplify operations and enable rapid, iterative development of cloud native applications. It also outlines key capabilities of Pivotal Cloud Foundry like polyglot development, multi-cloud deployment, elastic container runtime, CI/CD integration, and security. The document argues that Pivotal Cloud Foundry offers enterprises a compelling platform to help accelerate their digital transformations.
This jointly authored white paper examines how organizations are confronting
the challenges of integrating cloud-based services into a traditional managed
services model. General considerations around industry- and company specific
objectives are outlined, and case studies are used to illustrate a range
of scenarios, strategies and benefits achieved.
If you ask a group of IT leaders about their strategic goals, their responses will likely
address business growth. Today’s IT leaders understand they have an unprecedented
stake in corporate success, thanks to transformational IT-led business trends such as
social networking and crowd sourcing, m-commerce and virtual teaming, analytics-driven
decision making and “everything as a service.” For these leaders, “innovation” and
“agility” are not just words on a PowerPoint slide, but a mandate for corporate value and
differentiation.
The document discusses CA's solutions for enterprise cloud computing. It outlines how CA helps customers accelerate agility, control, and optimize business value through solutions that enable private and hybrid cloud environments. CA's portfolio includes solutions for automating service provisioning, managing identities and access, assuring service quality, and gaining insights to optimize sourcing decisions. The solutions help customers overcome obstacles to cloud success by bringing innovations like Amazon/Google-like agility to their internal IT environments.
The document discusses how cloud computing provides companies flexibility and efficiency during tough economic times. It allows companies to rapidly scale computing resources up or down as needed without large capital investments. This enables companies to innovate faster, bring products to market quicker, and improve operational efficiency. Cloud computing provides automated provisioning of services, virtualized infrastructure, security, and standardized offerings to help companies work smarter and be more responsive to changing business needs.
Business success increasingly depends on
the ability to apply new and innovative
business models and supporting IT solutions
more quickly than one's competitors can. In
short, it requires an agile enterprise. Recent
advancements in cloud computing can provide
an enterprise with the essential capabilities it
needs to become an agile enterprise
A framework for ERP systems in sme based On cloud computing technologyijccsa
This document proposes a framework for implementing ERP systems for SMEs using cloud computing technology. It begins with an introduction discussing issues with current ERP systems and how cloud computing could address them. It then reviews background literature on ERP systems and cloud computing. The objectives of the research are outlined as comparing ERP before and after moving to cloud, proposing a generic cloud-based ERP framework for SMEs, and testing the framework. A case study of a company called Awal is discussed for evaluating the proposed framework.
This document discusses the challenges of estimating projects for cloud computing applications. It notes that cloud computing is still a new technology with different characteristics than traditional application development. Key challenges for estimation include lack of experience with cloud technologies, new development approaches like agile methodology, and differences in database technologies which are often non-relational. The document provides an overview of cloud computing models and types of cloud application development to provide context on where estimation difficulties may occur.
1) IBM implemented private clouds internally to standardize and automate key IT workloads in order to dramatically reduce costs and improve efficiency.
2) The three workloads that produced the most benefits were development and test, analytics, and storage. Development and test workloads saw provisioning times drop from 5 days to 1 hour and eliminated testing backlogs. Analytics workloads consolidated siloed business intelligence projects, saving tens of millions over 5 years. Storage workloads reduced costs by nearly 50% while accommodating 25% annual data growth without increased budgets.
3) Through internal cloud implementations, IBM saw firsthand the transformative impact on business from improved efficiency and lower costs. Workload selection is critical to cloud success
This document discusses how enterprises can achieve agility in the cloud through integrated solutions from VMware, F5, and BlueLock. It provides an overview of how each company's technologies - VMware's virtualization platform, F5's application delivery networking solutions, and BlueLock's managed cloud services - can work together to provide enterprises with platform agility, network agility, and flexible cloud services. It then provides an example scenario of how these integrated solutions could help a company dynamically scale its applications between its private cloud and BlueLock's public cloud during periods of high traffic.
The document discusses the growing adoption of cloud-based enterprise applications like ERP and CRM by businesses. While some businesses still have concerns about security and service quality with cloud-based ERP, the survey found that 71% of respondents are using business-critical cloud applications. CRM was the most commonly used cloud application at 52%. The document argues that cloud-based ERP offers benefits over traditional on-premise ERP like lower costs, easier upgrades, and greater flexibility, and that cloud will likely become the ERP standard over the next decade.
The document discusses IBM's Cloud Service Provider Platform which aims to help communications service providers (CSPs) transition to becoming cloud service providers and capitalize on the cloud services market opportunity. The platform provides an integrated service management solution to help CSPs create, deliver, manage and assure cloud services. It also discusses solutions to help CSPs accelerate time to market, infuse innovation, energize cloud sales and monetize their cloud investments.
Cloud computing is emerging as an alternative way for SAS software to be delivered due to various technological and economic forces. Several factors are driving this change, including improvements in telecommunications infrastructure, the commoditization of hardware, the rise of open source software, advances enabled by Web 2.0, the growth of social networks, and the establishment of cloud computing services by major companies. For SAS to remain competitive, it will need to adapt to this new cloud computing environment.
The mainstream of technology pros are still well and truly wedged in the past relative to the strategic behaviors of cloud computing. All but a few are embracing cloud as “just another technology”, leaving choices on what way to implement, own and administer to engineers. To get the maximum business value from your cloud investments enterprises need to appreciate that it is NOT a technical judgment but it’s a strategic one.
However, don’t get me wrong. It’s necessary for technical people to be involved. But let’s be crystal clear, any enterprise strategy will collapse before first execution if it doesn’t embrace beyond I.T departments.
Five reasons to make the move to converged infrastructureDellLatam
This document discusses the benefits of adopting a converged infrastructure in the data center. It provides 5 reasons to make the move: 1) Growing disparity between business demands and IT resources. 2) Need for IT to be more agile when provisioning services. 3) Risk of business disintermediating IT by using public clouds. 4) Convergence simplifies management and changes by consolidating infrastructure components. 5) Convergence complements virtualization with automation that eliminates manual processes and waste.
MODAClouds - Underpinning the Leap to DevOps Movement on Clouds scenariosOliver Barreto Rodríguez
MODAClouds - Underpinning the Leap to DevOps Movement on Clouds scenarios is a white paper made with the intention to provide insights of MODAClouds project and easily identify valueble usage by cloud players
This document provides guidance for CFOs considering moving an organization's ERP system to the cloud. It begins with definitions of cloud computing models and terms. It then discusses potential benefits of cloud ERP, such as cost savings, improved scalability, and enhanced security. Common concerns with cloud ERP are also addressed, like data security, ownership, and control. The document provides 35 questions for CFOs to consider in evaluating cloud vendors and solutions to understand related costs, capabilities, risks and flexibility.
- Outsourcing IT infrastructure to the cloud can significantly reduce capital costs (up to 50%) and operating costs (up to 40%) for organizations compared to owning an on-site data center. This is especially beneficial for organizations where technology is not central to their core mission.
- Cloud computing offers various service models like SaaS, PaaS, and IaaS that allow organizations to outsource different aspects of their IT needs to cloud providers and reduce costs.
- Transitioning to cloud computing can free up resources that can be reallocated to an organization's core mission rather than spending on physical IT infrastructure and support.
Telecommunications Company Lowers CRM TCO and Unifies Business Processes with...Jade Global
The Jade Global team helped to deploy an out-of-the-box Salesforce.com Community for Harmonic’s self-service portal, retiring an overpaid legacy system, thus providing more adaptability over the Salesforce.com ecosystem
This study examines senior fi nance
executives’ cost-management
achievements in the course of the
downturn and explores the role that
continued cost discipline will play in
midsize companies’ growth efforts in
the months and years to come.
Small and midsize companies are experiencing some recovery from the economic downturn but expect only modest improvement in business prospects over the next year. Most companies are pursuing relatively low-risk growth strategies like increasing market penetration of existing products rather than riskier strategies. While companies previously focused on bottom-line profitability, most now aim for sustained profitable growth balancing top and bottom lines. Finance executives believe maintaining a lean cost structure will provide an important competitive advantage as the recovery continues. Companies have improved at managing costs over the past two years but see opportunities to further consolidate spending and help employees adapt spending behaviors.
Mastering Big Data strategies for CFO'sMiguel Garcia
This document discusses the role of big data and analytics for CFOs and finance organizations. It defines big data as large volumes of diverse data that is growing rapidly. It provides examples of how big data is creating value for retailers through personalized offers, for healthcare through remote patient monitoring, and for financial services through new insurance products. The document argues that CFOs should play a leadership role in assessing big data initiatives to help drive growth and decision making.
This jointly authored white paper examines how organizations are confronting
the challenges of integrating cloud-based services into a traditional managed
services model. General considerations around industry- and company specific
objectives are outlined, and case studies are used to illustrate a range
of scenarios, strategies and benefits achieved.
If you ask a group of IT leaders about their strategic goals, their responses will likely
address business growth. Today’s IT leaders understand they have an unprecedented
stake in corporate success, thanks to transformational IT-led business trends such as
social networking and crowd sourcing, m-commerce and virtual teaming, analytics-driven
decision making and “everything as a service.” For these leaders, “innovation” and
“agility” are not just words on a PowerPoint slide, but a mandate for corporate value and
differentiation.
The document discusses CA's solutions for enterprise cloud computing. It outlines how CA helps customers accelerate agility, control, and optimize business value through solutions that enable private and hybrid cloud environments. CA's portfolio includes solutions for automating service provisioning, managing identities and access, assuring service quality, and gaining insights to optimize sourcing decisions. The solutions help customers overcome obstacles to cloud success by bringing innovations like Amazon/Google-like agility to their internal IT environments.
The document discusses how cloud computing provides companies flexibility and efficiency during tough economic times. It allows companies to rapidly scale computing resources up or down as needed without large capital investments. This enables companies to innovate faster, bring products to market quicker, and improve operational efficiency. Cloud computing provides automated provisioning of services, virtualized infrastructure, security, and standardized offerings to help companies work smarter and be more responsive to changing business needs.
Business success increasingly depends on
the ability to apply new and innovative
business models and supporting IT solutions
more quickly than one's competitors can. In
short, it requires an agile enterprise. Recent
advancements in cloud computing can provide
an enterprise with the essential capabilities it
needs to become an agile enterprise
A framework for ERP systems in sme based On cloud computing technologyijccsa
This document proposes a framework for implementing ERP systems for SMEs using cloud computing technology. It begins with an introduction discussing issues with current ERP systems and how cloud computing could address them. It then reviews background literature on ERP systems and cloud computing. The objectives of the research are outlined as comparing ERP before and after moving to cloud, proposing a generic cloud-based ERP framework for SMEs, and testing the framework. A case study of a company called Awal is discussed for evaluating the proposed framework.
This document discusses the challenges of estimating projects for cloud computing applications. It notes that cloud computing is still a new technology with different characteristics than traditional application development. Key challenges for estimation include lack of experience with cloud technologies, new development approaches like agile methodology, and differences in database technologies which are often non-relational. The document provides an overview of cloud computing models and types of cloud application development to provide context on where estimation difficulties may occur.
1) IBM implemented private clouds internally to standardize and automate key IT workloads in order to dramatically reduce costs and improve efficiency.
2) The three workloads that produced the most benefits were development and test, analytics, and storage. Development and test workloads saw provisioning times drop from 5 days to 1 hour and eliminated testing backlogs. Analytics workloads consolidated siloed business intelligence projects, saving tens of millions over 5 years. Storage workloads reduced costs by nearly 50% while accommodating 25% annual data growth without increased budgets.
3) Through internal cloud implementations, IBM saw firsthand the transformative impact on business from improved efficiency and lower costs. Workload selection is critical to cloud success
This document discusses how enterprises can achieve agility in the cloud through integrated solutions from VMware, F5, and BlueLock. It provides an overview of how each company's technologies - VMware's virtualization platform, F5's application delivery networking solutions, and BlueLock's managed cloud services - can work together to provide enterprises with platform agility, network agility, and flexible cloud services. It then provides an example scenario of how these integrated solutions could help a company dynamically scale its applications between its private cloud and BlueLock's public cloud during periods of high traffic.
The document discusses the growing adoption of cloud-based enterprise applications like ERP and CRM by businesses. While some businesses still have concerns about security and service quality with cloud-based ERP, the survey found that 71% of respondents are using business-critical cloud applications. CRM was the most commonly used cloud application at 52%. The document argues that cloud-based ERP offers benefits over traditional on-premise ERP like lower costs, easier upgrades, and greater flexibility, and that cloud will likely become the ERP standard over the next decade.
The document discusses IBM's Cloud Service Provider Platform which aims to help communications service providers (CSPs) transition to becoming cloud service providers and capitalize on the cloud services market opportunity. The platform provides an integrated service management solution to help CSPs create, deliver, manage and assure cloud services. It also discusses solutions to help CSPs accelerate time to market, infuse innovation, energize cloud sales and monetize their cloud investments.
Cloud computing is emerging as an alternative way for SAS software to be delivered due to various technological and economic forces. Several factors are driving this change, including improvements in telecommunications infrastructure, the commoditization of hardware, the rise of open source software, advances enabled by Web 2.0, the growth of social networks, and the establishment of cloud computing services by major companies. For SAS to remain competitive, it will need to adapt to this new cloud computing environment.
The mainstream of technology pros are still well and truly wedged in the past relative to the strategic behaviors of cloud computing. All but a few are embracing cloud as “just another technology”, leaving choices on what way to implement, own and administer to engineers. To get the maximum business value from your cloud investments enterprises need to appreciate that it is NOT a technical judgment but it’s a strategic one.
However, don’t get me wrong. It’s necessary for technical people to be involved. But let’s be crystal clear, any enterprise strategy will collapse before first execution if it doesn’t embrace beyond I.T departments.
Five reasons to make the move to converged infrastructureDellLatam
This document discusses the benefits of adopting a converged infrastructure in the data center. It provides 5 reasons to make the move: 1) Growing disparity between business demands and IT resources. 2) Need for IT to be more agile when provisioning services. 3) Risk of business disintermediating IT by using public clouds. 4) Convergence simplifies management and changes by consolidating infrastructure components. 5) Convergence complements virtualization with automation that eliminates manual processes and waste.
MODAClouds - Underpinning the Leap to DevOps Movement on Clouds scenariosOliver Barreto Rodríguez
MODAClouds - Underpinning the Leap to DevOps Movement on Clouds scenarios is a white paper made with the intention to provide insights of MODAClouds project and easily identify valueble usage by cloud players
This document provides guidance for CFOs considering moving an organization's ERP system to the cloud. It begins with definitions of cloud computing models and terms. It then discusses potential benefits of cloud ERP, such as cost savings, improved scalability, and enhanced security. Common concerns with cloud ERP are also addressed, like data security, ownership, and control. The document provides 35 questions for CFOs to consider in evaluating cloud vendors and solutions to understand related costs, capabilities, risks and flexibility.
- Outsourcing IT infrastructure to the cloud can significantly reduce capital costs (up to 50%) and operating costs (up to 40%) for organizations compared to owning an on-site data center. This is especially beneficial for organizations where technology is not central to their core mission.
- Cloud computing offers various service models like SaaS, PaaS, and IaaS that allow organizations to outsource different aspects of their IT needs to cloud providers and reduce costs.
- Transitioning to cloud computing can free up resources that can be reallocated to an organization's core mission rather than spending on physical IT infrastructure and support.
Telecommunications Company Lowers CRM TCO and Unifies Business Processes with...Jade Global
The Jade Global team helped to deploy an out-of-the-box Salesforce.com Community for Harmonic’s self-service portal, retiring an overpaid legacy system, thus providing more adaptability over the Salesforce.com ecosystem
This study examines senior fi nance
executives’ cost-management
achievements in the course of the
downturn and explores the role that
continued cost discipline will play in
midsize companies’ growth efforts in
the months and years to come.
Small and midsize companies are experiencing some recovery from the economic downturn but expect only modest improvement in business prospects over the next year. Most companies are pursuing relatively low-risk growth strategies like increasing market penetration of existing products rather than riskier strategies. While companies previously focused on bottom-line profitability, most now aim for sustained profitable growth balancing top and bottom lines. Finance executives believe maintaining a lean cost structure will provide an important competitive advantage as the recovery continues. Companies have improved at managing costs over the past two years but see opportunities to further consolidate spending and help employees adapt spending behaviors.
Mastering Big Data strategies for CFO'sMiguel Garcia
This document discusses the role of big data and analytics for CFOs and finance organizations. It defines big data as large volumes of diverse data that is growing rapidly. It provides examples of how big data is creating value for retailers through personalized offers, for healthcare through remote patient monitoring, and for financial services through new insurance products. The document argues that CFOs should play a leadership role in assessing big data initiatives to help drive growth and decision making.
This document summarizes upcoming CSS features like Box Alignment Level 3, CSS Grid Layout, CSS Shapes, CSS Feature Queries, and CSS Custom Properties. It explains what each feature does at a high level and provides example code snippets. The document also encourages developers to get involved by filing issues on browser bug trackers, requesting new features, and creating blog posts/demos to help drive adoption of these new CSS specifications.
The reality for companies that are trying to figure out their blogging or content strategy is that there's a lot of content to write beyond just the "buy now" page.
My books- Hacking Digital Learning Strategies http://hackingdls.com & Learning to Go https://gum.co/learn2go
Resources at http://shellyterrell.com/classmanagement
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses how large organizations can balance flexibility and oversight when adopting cloud technologies. While cloud offers benefits like on-demand resources and pay-as-you-go models, it can undermine IT's control if not properly governed. Effective cloud initiatives must be integrated into existing service delivery models and governance mechanisms are needed to ensure alignment with business needs over time. Key areas for governance include demand management, capacity planning, service level management, and invoice/chargeback management. Governance helps organizations maximize cloud benefits while mitigating risks.
The document is a report from a survey of CFOs on their perceptions of cloud computing. The key findings of the survey are:
- Over 30% of CFOs surveyed have already implemented or are considering implementing cloud computing solutions, seeing benefits like reduced upfront costs and increased flexibility. However, security and loss of control were major concerns.
- While CFOs believe cloud computing can offer cost savings, they want issues like security and loss of control to be addressed before fully adopting cloud models.
- Responsibility for cloud adoption is split, with about a third of CFOs seeing it as their role and the majority believing it falls under the CIO's duties.
- There
The document is a report on a survey of CFOs and senior finance professionals regarding their perceptions of cloud computing. Some key findings of the survey include:
- Over 30% of respondents are already using or considering using cloud computing, seeing benefits like reduced upfront costs, increased flexibility, and competitive advantage. However, security and compliance concerns remain an impediment.
- While cloud computing can offer savings and process flexibility, CFOs need to be convinced it is proven and addresses issues like security, compliance, and loss of control.
- Responsibility for implementing cloud solutions is seen as both the CFO's role for costs and the CIO's role for technology. More education is needed on cloud
Cloud ROI and Implementation - A TechBlocks Solutions GuideTechBlocks
Realize your business potential in the cloud. This guide includes:
- How to improve business productivity in the cloud
- How to measure cloud ROI
- A step-by-step process for building your roadmap for success
1. Putting together a qualified team
2. Creating a written business case and strategy
3. Picking the right deployment and service model
4. Creating governance rules
5. Overcoming compliance and security issues
6. Integrating, validating and managing the cloud
7. Moving forward into the cloud - long term management
Cloud Migration Key Points to Consider.pdfniahiggins21
The document discusses key considerations for migrating a business to the cloud. It covers potential benefits like improved performance, faster innovation, enhanced resilience and security. It also discusses important factors to consider like choosing the right cloud platform, budgeting, data security and common challenges. The cloud migration process involves discovery, design, migration, going live and ongoing support phases. Different migration strategies like rehosting, replatforming, repurchasing, refactoring, retiring and retaining are also outlined.
Top 10 Reasons to Choose Oracle ERP Cloud FinancialsLiz Kensicki
The top three reasons to choose Oracle ERP Cloud Financials are:
1) It works and provides a complete set of required feature functionality in a fully operational manner.
2) It leverages best-of-breed business flows based on years of ERP expertise to streamline processes.
3) It provides an enhanced reporting layer via the robust Oracle BI toolset to leverage transactional and multi-dimensional reporting.
Despite years of industry advocacy, cloud adoption in larger firms remains slow. There are many logos for many vendors dotting the cloud technology landscape and many competing architectures. But there are also few standards that guarantee the interoperability of different approaches.
The latest buzz in enterprise cloud technology is around “hybrid cloud data centers” in which large enterprises “build their base” – that is, their core infrastructure, possibly as a “private cloud” – and “buy their burst” – that is, obtain additional public cloud- based resources and services to augment their on-premises capabilities during periods of peak workload handling, for application development, or for business continuity.
Ultimately, the adoption of cloud architecture will be gated by how successfully organizations are able to leverage emerging technologies in a secure and reliable manner and whether the resulting infrastructure actually delivers in the key areas of cost-containment, risk reduction and improved productivity.
A managed journey to the cloud requires that IT Leaders:
- Engage Lines of Business leaders as partners
- Establish a cloud migration strategy that meets the needs of the business
- Enlists their key technology providers' commitment to that strategy
Hear more at the 2016 Quest Executive Forum in Las Vegas on April 12.
Overcoming Operational & Financial Barriers to CloudTrustmarque
Discover some best practices and potential solutions to help your organisation simplify the biggest financial and operational challenges currently associated with cloud adoption in 2017.
Hybrid cloud strategies provide the key to unlocking the innovative potential of cloud computing for organizations. A hybrid cloud allows organizations to tailor their cloud platform to meet their needs by combining public clouds, private clouds, and on-premise systems in a dynamic and interoperable way. Establishing a hybrid cloud strategy is an important opportunity for enterprise leadership to define the future technology state and create a roadmap for transitioning applications and workloads between on-premise and cloud environments over time.
Cloud computing has come of age. Though it started out as an idea, cloud computing has now outgrown its initial premise. Infrastructure scalability, virtualization-led savings, faster development cycles, and private cloud-driven efficiency are only a part of what the cloud can offer to enterprises, and there is the promise of more to come.
#IBM Open technology platforms, pre-integrated and pre-tested systems, and optimised configurations that´s
IBM Cloud Infrastructure Alliance especially designed to help you accelerate your journey to the Cloud. Contact me for more details. #ibmcloud
This is a whitepaper by LTIMindtree on hybrid multi-cloud management. It discusses the market opportunity and need for effective hybrid multi-cloud strategies to boost agility and flexibility. For more information https://www.ltimindtree.com/
Why deploy business in the cloud? What part and form of the business? and How? Business investment assumes that the answers will line up to allow a return. Lack of alignment will certainly dis-allow it.
Cloud computing provides opportunities for organizations to reduce IT costs and complexity while improving efficiency. As expectations increase around access to real-time information and service innovation, cloud computing allows organizations to scale resources up or down as needed without increasing budgets. Some key benefits of cloud computing include increased flexibility, ability to scale resources based on business needs, and faster delivery of new offerings. However, strategic approaches are needed to manage integration challenges across cloud and traditional IT environments and ensure security, integrity of data, and management of business processes in the cloud.
Similar to Strategies to embrace-cloud for CFO's (20)
El documento presenta un modelo de administración de capacidad propuesto por CAM-I. El modelo clasifica la capacidad en tres categorías: ociosa, no productiva y productiva. Además, divide cada categoría en subcategorías específicas. El modelo integra mediciones operativas con métricas financieras para proveer una visión completa de la capacidad y apoyar la toma de decisiones.
Activity Based Profitability ManagementMiguel Garcia
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of profits, costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the profitablitiy, cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
Activity Based Profitability Management and Budgeting as a support tool for D...Miguel Garcia
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1. “The New Competitive Advantage”
Strategic CFOs Embrace the Cloud
A FSN & Oracle White Paper
2. “The New Competitive Advantage” - A FSN & Oracle White Paper 2
Contents Strategic CFOs Embrace the Cloud 3
The Cloud: The New Catalyst for Change 3
The Obstacles to Change 4
Going Beyond the Cloud 6
Managing the Transition 7
How Oracle Meets the Challange 7
Summary 8
3. “The New Competitive Advantage” - A FSN & Oracle White Paper 3
Strategic CFOs “My initial perception of the cloud was that it was a conduit to get to a service, application,
Embrace the Cloud or technology. It’s shifted to being an opportunity for enablement. The security services we
receive, the technical expertise, and the ability to have our systems managed effectively has
all been possible through the cloud.”
- Steve Ayala, Senior Vice President, Accounting, LPL Financial
Fact: In the next three years, 53% of CFOs estimate that over half of their enterprise transactions will
be delivered through the cloud, up from the 12 percent who use that delivery mechanism today. In
addition to non-core business processes like project management and email, strategic CFOs are also
starting to embrace the cloud to deliver core ERP processes, including financial management, human
capital management, and procurement. Rather than view the cloud just as a cost-saving platform,
they recognize the strategic benefits that the cloud delivers to get critical growth initiatives up and
running quickly, whether that’s using the cloud to quickly upgrade to a new application, or delivering
new mobile or analytical capabilities to employees.
As CFOs increasingly take over responsibility for their companies’ IT investment strategy, they are
looking at the benefits of cloud computing to deliver business value in the form of improved business
processes – especially those able to increase operational efficiencies and support new growth
initiatives. This Oracle FSN white paper provides CFOs with a strategic playbook on how to leverage
the cloud to drive greater agility in response to economic and competitive change, and more flexibility
and choice in how you deploy and manage enterprise applications.
The Cloud: The New “When the Internet first started, the primary device connected to it was the personal
Catalyst for Change computer. Now we’ve migrated that complexity off the desktop and moved it to Internet
servers. That has been recast as cloud computing.”
– Larry Ellison
Since the early days of the Internet, the World Wide Web has been characterized as a cloud,
depicting its ubiquity and the fact that organizations cannot touch and feel the hardware on which the
applications are hosted. But the Cloud manifests itself in a variety of ways, from public clouds where
application vendors host their applications on a platform or infrastructure provided by themselves or
a third party (Infrastructure as a Service) and charge for their applications on a subscription basis;
private clouds, built and managed by a third-party cloud provider and often referred to as a managed
cloud service; and hybrid clouds, combination of private and public cloud service components
deployed to meet specific business and industry needs.
Not surprisingly, the need to drive down costs in today’s tough economy is a major incentive for
CFOs to explore cloud computing. Recent research confirms that companies that have ventured into
the Cloud have been able to cut costs as a result2 (35 percent of cases). The savings derive from
the subscription model, the ability to consolidate onto a single platform from disparate systems
and through process standardization. Savings are significantly more pronounced for Public Clouds
than Private Clouds or Hosted solutions. Furthermore, when cash is constrained CFOs are broadly
welcoming of the ability to shift capital expenditure from ‘big ticket’ IT projects into operational
expenditure associated with the Cloud subscription model.
4. “The New Competitive Advantage” - A FSN & Oracle White Paper 4
The most common cloud trigger is when companies have to consider a new application or an upgrade
to their current systems. In a survey5 of CFOs and cloud computing conducted by Oracle in the spring
of 2012, 58 percent said that their use of the cloud was triggered by the need to deploy an upgrade
or new implementation. And CFOs aren’t looking to the cloud for just any upgrade, but ones that are
critical to finance, including upgrades to enable regulatory reporting and compliance. Pennsylvania-
based engineering and design firm Michael Baker upgraded to Oracle E-Business Suite 12 using
Oracle’s managed cloud services, not only saving hundreds of thousands of dollars in implementation
fees, but reducing reporting and compliance risk in the process:
“One advantage of moving to Oracle Cloud Services was to better deal with reporting required
by Sarbanes-Oxley. With Oracle’s rigorous structure, we can rely on its reporting, which is
based on SAS 70 [Statement on Auditing Standards No. 70]. Oracle provides this information
to us, and our auditors can depend on those findings. That takes away a large set of control
concerns and allows us to focus on the functional side of things.”
– Jeremy Gill, CIO, Michael Baker Corporation
But the Cloud is also widely appreciated by CFOs and others for its ability to more easily
accommodate business change. The ability to bring Cloud applications on board very quickly, to
absorb a reorganization, an acquired business unit, or simply to test a new market venture, liberates
businesses from the technical constraints of old and inflexible legacy systems. The same survey5
noted that in addition to cost savings, around a third of participants using the Cloud experienced
increased flexibility and scalability to adapt to changes in business requirements – no doubt helped by
being able to deploy solutions much more quickly than in the past and without requiring IT resources.
When General Electric sold its Morpho Detection Unit to Safran several years ago, the $300 million
company was faced with building a new IT infrastructure from scratch. Management wanted to avoid
asking the company’s new owners for an infusion of funds to support that effort. “We needed a system
that could manage our cash flow,” said Morpho CFO Jeremy Avenier. “We also wanted to keep our
costs down after the initial investment.” Morpho Detection turned to Oracle Cloud Services to host
its entire ERP system, including Oracle Financials, Oracle Order Management, Oracle Supply Chain
Management, and Oracle Hyperion applications.
Avenier appreciates the security and compliance that Oracle’s cloud services provide.
“Data security and credit card information security - that is one of our highest priorities. Working with
Oracle and being in the cloud has made me, as CFO, a lot more comfortable with what I am approving.”
There are also significant advantages from an operational view point. Applications hosted in the Cloud
are usually available and supported 24/7 which is a major advantage for distributed organizations
working in different time zones. Furthermore, access to the applications requires no more than a
browser on a PC, or perhaps a mobile device such as a laptop, tablet ( i.e. iPad) or mobile phone.
Such flexibility not only suits a mobile workforce but also empowers other employees to work on a
self-service basis as and when they like.
The Obstacles However, despite the apparent advantages of Cloud computing this method of deployment does not
to Change always enjoy universal support and there are a number of impediments to change.
The pedigree of Niche vendors
The Public Cloud is the most prevalent example of Cloud computing in practice, popularized initially
by the small to medium sized enterprises (SME’s) and a large number of niche vendors. SME’s and
early stage businesses have been attracted by the low entry costs of the Cloud, the subscription
model and the ease with which they can deploy without specialist IT skills in-house. Mid-sized
businesses also have the advantage that they are not encumbered by large investments in legacy
systems and, in general, do not suffer the business complexity of larger organizations. As a result
they have been able to migrate, say, financial systems to the Cloud with relative ease.
But larger organizations have been wary of niche Cloud vendors that have grown up around the SME
sector. Many of these vendors have a limited track record and, like the companies they serve, are
relatively new to the market. They do not have ‘deep pockets’ and struggle to turn a profit with a
5. “The New Competitive Advantage” - A FSN & Oracle White Paper 5
wholly subscription-based model. Worse still the SaaS model for niche vendors is often predicated on
exceptionally low levels of staffing which means that subscribers have little human contact – a distinct
disadvantage for relatively complex financial applications. And there’s a perception that pure SaaS-
based applications offer little customization capabilities. As a result, few niche vendors of financial
applications have been able to attract larger customers.
However, the Public Cloud has made sizeable inroads into larger enterprises in other (non-financial)
application areas, most notably CRM (Customer Relationship Management). This paved the way
for larger deployments and proved that the Cloud can make a valuable contribution to larger
organizations.
Creation of processing ‘silos’
The term “Islands of automation” was coined more than two decades ago and coincided with an era
of distributed computing (minicomputers and small networks of PCs) in which responsibility for
computing was devolved to a divisional or departmental level. The resulting fragmentation posed
significant problems for sharing data and unifying processes and it seems that Cloud computing, if
left to its own devices, can suffer from some of the same limitations.
“Having a complete cloud solution was extremely important to Blurb. It’s allowed us to extend
the functionality and the feature set to our service, marketing and feedback teams and have
everybody access the same information without having to try and dig through disparate
systems and siloed information.”
– Zo Silver, Director Customer Experience, Blurb.com
In a sense, Cloud computing is a victim of its own success. The subscription model lowers the cost of
entry of Cloud computing and puts Cloud-based applications easily within the grasp of departments
or even individuals within an organization. As a result they can unwittingly side-step the management
and financial controls (CapEX approval) that have traditionally governed IT spending by signing up for
a Public Cloud application and starting to use it without any supervision. Indeed such investments
can go completely unnoticed by the IT function. There is a certain irony in this as contrary to the
popular belief that businesses turn to Cloud as an alternative to their own IT departments, the
impetus for Cloud computing actually comes from IT executives2.
Whether investments are made intentionally or unintentionally without IT involvement, this
relatively new phenomenon poses profound issues for the integrity of information architectures,
data management and management processes. Take for example a straightforward CRM (Customer
Relationship Management) system in the Cloud. Typically, this shares many data elements with an
on-premise ERP system, such as customer information, order history, commentary, price/discount
structures and payment terms, leading to the immediate duplication of data and the data quality
issues this implies.
But the ‘Quote to Cash’ cycle is also broken by the presence of two distinct processing platforms
which straddle the “on” and “off” premises worlds. The inability to integrate workflow and reporting
across these two environments leads to process inefficiency, impaired reporting and loss of
productivity. It’s a pattern that is being replicated across industries as more and more niche Cloud-
based applications appear, reviving concerns about the “Islands of automation”.
SaaS Integration
So the challenge of integration is a rising concern in organizations. Around 27 percent of
organizations say they are concerned that Clouds are “Siloed” and are neither interoperable with
other Cloud instances nor in-house solutions2.
There are two aspects to this, namely, ‘SaaS to SaaS integration’ and ‘SaaS to On-premises’
integration, but early promises by Cloud vendors that integration is easy to achieve is not being
realized. Although the value proposition of integration-platform-as-a-service (iPaaS) solutions is
attractive, the solutions are not yet mature enough and do not provide enough functionality to be
used for a wide range of complex integration requirements3. Global spend on integration solutions
is forecast to grow at a compound annual growth rate (CAGR) of 8.3 percent between 2011 and 2016,
6. “The New Competitive Advantage” - A FSN & Oracle White Paper 6
reaching US$14.4bn by the end of 2016. A significant part of this spend will be for SaaS integration
solutions, uptake of which is being driven by the increasing complexity of enterprise application
portfolios and tight IT budgets3.
“Oracle’s infrastructure has many different modules and they take the time to integrate those
modules so we don’t have to hire the IT resources and worry about many different vendors.
Oracle has so many different applications and the experience on integrating them that we know
we are working with the best in class on infrastructure. And that’s really important to a company
like iRobot. We want best-in-class infrastructure, seamless execution and 24 by 7 access.”
– Maryellen Abreu, Director of Global Customer Service, iRobot Corporation.
Cultural Issues
Other objections to Cloud processing are more prosaic. Chief among these is the lack of
organizational support although curiously Cloud computing seems to have caught the imagination of
the top decision makers within an organization. Although IT management are primarily responsible
for initiating a company’s first foray into Cloud computing (57 percent of cases) more than a quarter
are kicked off by the CEO, CFO or CMO2. Nevertheless, creating the business case and funding model
for investments in the Cloud remains an impediment to progress in around 30 percent of cases5 and
merely gaining organizational support or participation is a challenge in 21 percent of instances5.
More obvious concerns about loss of visibility or control of applications, databases, storage and
systems rank high in the list of barriers to Cloud adoption. But it is important to note that an
organization’s perception of the challenges of Cloud computing can change markedly over time. For
example, more mature Cloud users are far more concerned with cloud integration issues or vendor
‘lock-in’ – 28 percent versus 10 percent for early stage companies2.
On the other hand challenges that decrease over time include cross-organizational support and
dealing with policy, process and role changes. More experienced companies also have a better handle
on Cloud security issues and tend not to be as concerned as newcomers about the safety of their data
and IT assets.
Going Beyond One perspective on Cloud computing is that it is simply another method of deployment, but this would
be to miss the point. Cloud computing is certainly a new platform but it also imbues organizations
the Cloud
with the opportunity to make a step change in productivity and organizational responsiveness by
leveraging all of the new applications and capability that have been specifically developed for the
Cloud, such as enterprise social media and mobile computing. Additionally, for some businesses the
Cloud presents new revenue earning opportunities.
According to a PwC study, “The cloud creates agility. A good CIO will figure out a way to leverage the
cloud to explore business options much more quickly. Faster time to market, incubation—the cloud offers
all of these things. From a business standpoint, when you want to pursue a new business strategy or try
something, you can very quickly get something up and running in the Cloud. And then once it matures, you
can decide whether you want to continue to grow it in the Cloud or whether you want to pull it back in. The
Cloud doesn’t force you into a lot of fixed cost.”4
The user experience in the Cloud is very different from the on premise world – and is attractive to
‘Generation Y’, the Facebook generation entering the workplace now. This generation is accustomed
to a different style of communication and a plethora of informal processes and tools to support them.
For this rapidly growing segment of the workforce, intuitive navigation, embedded social media and
unified communications is second nature and essential.
“iRobot is able to take advantage of some of the innovation that Oracle provides. For example,
we were able to implement the cloud monitor solution to monitor the feeds on Facebook,
Twitter, YouTube.”
– Maryellen Abreu, Director of Global Customer Service, iRobot Corporation.
Cloud platform providers have introduced new social or “Facebook like” functionality directly into
their business applications. It allows users to post or follow conversation streams around information
7. “The New Competitive Advantage” - A FSN & Oracle White Paper 7
held inside a business application such as customers, suppliers, general ledger accounts and
transactions. Enterprise social media users report reductions in emails, conference calls and IM’s
because the conversations occur in context of information or events inside the business application.
The coalescence of these technologies is redefining the way people work in the Cloud, connecting
them to the business and connecting them to each other.
Managing the Cloud computing seems certain to feature in most businesses’ systems architectures, but for
the foreseeable future organizations will need to contend with a blend of on-premise and Cloud
Transition
computing. However, it is doubtful that the ‘Best of Breed’ or niche vendor approach is sustainable
in the long term. The integration issues highlighted earlier are formidable added to which there is
the maintenance burden of managing security, multiple vendors and sign-on’s. Fortunately the Cloud
landscape is starting to change. Early niche vendors and ‘market-makers’ are being augmented
by more reputable suppliers of software with a long track record in business applications who have
developed complete suites of software, for example ERP or HCM (Human Capital Management),
specifically for the Cloud.
But most organizations are not in a position to make a wholesale change in the way they work. Nor is
the Cloud a panacea for all of their problems. A Cloud based approach may be appropriate for some
applications and business units but totally inappropriate for others. In the meantime organizations
need complete flexibility of deployment, between private, public or hybrid Clouds and the on-premises
world. In practice this is proving challenging since new Cloud vendors tend to be exclusively Cloud
based whereas traditional vendors can more easily straddle both environments.
So how can mature organizations benefit from the Cloud without jeopardizing the integrity of their
data, reporting and processes?
How Oracle Meets Oracle delivers cloud choice. Its users have the flexibility to deploy and consume their applications
any way they want, and change their cloud strategy as their business requirements change. So, in
the Challenge
addition to traditional on-premise models, users can deploy and manage their applications in their
own private cloud, or as managed cloud services. Businesses can also consume Oracle Applications
on a subscription basis, i.e. software as a service, or SaaS. Organizations can also choose any
combination of these i.e. a hybrid cloud model. The diagram below summarizes the choices.
COMPLETE CLOUD CHOICE
BUILD MANAGED SUBSCRIBE
Deploy Oracle in Oracle builds and Consume Oracle
your own privately manages a private as a subscription-
built cloud. cloud for you. based service.
Oracle users also have the flexibility to change their mind, without the risk of being locked into one
particular cloud or deployment model. This is often referred to as having deployment portability—the
flexibility to move from a public cloud back to a private cloud or on-premise, and back again. This
choice of deployment options combined with the latest social, mobile and business intelligence
capabilities provides modern, leading edge capability, in a flexible way to suit individual business
needs.
In addition, Oracle offers a comprehensive portfolio of applications that can be consumed in a SaaS
model. This includes sales and marketing, customer service, e-commerce, human capital and talent
8. “The New Competitive Advantage” - A FSN & Oracle White Paper 8
management, ERP and integrated social collaboration tools. Businesses can also extend Oracle
Applications (whether they are deployed in the cloud or on-premise) or even build their own custom
cloud applications in Oracle Cloud.
Because Oracle manufactures and designs every layer of the technology stack that its cloud
applications run on, it is able to optimize how all these systems work together. This in turn delivers
better performance and scalability that meets the requirements of even large and transaction-
intensive businesses as well as ensuring the Oracle Cloud applications are secure and reliable. In fact
Oracle has offered business applications as managed cloud services to customers across the globe
since 1998. Oracle also provides the technology that powers many of the top public SaaS vendors.
From the physical security in its global data centers, to the logical security embedded at every layer of
the technology stack that supports the business applications, few other vendors are so well positioned
to offer such a complete solution.
“If we’re going to have someone outside of these walls manage our operations, then Oracle was
an easy solution. They own the hardware. They own the software. They own the database. They
own the services. From Oracle, I can buy a business solution and I’m not just buying widgets that
fit together. It was a huge advantage for us and an easy decision at the end of the day”.
– Mark Schissel, Senior Vice President and CIO of Herbalife.
Summary The Cloud computing ‘ecosystem’ is developing rapidly, spurred on by the widespread availability of
inexpensive hardware, improved communications infrastructure, the rapid uptake of mobile devices
and a broad spectrum of business applications and deployment options. Most companies have either
‘dipped their toes in the water’ or are actively considering the benefits of the Cloud.
The initial advantages of the Cloud, such as the ability to cede responsibility for overseeing, managing,
operating and supporting the computing environment are well understood by CFOs, but as the Cloud
matures, businesses are looking for more enduring benefits. Chief among these is the positive
impact that the Cloud can have on a business’s ability to respond to change. The Cloud offers the
prospect of more malleable processes coupled with scalability, flexibility and agility in the face of
constant economic, political and regulatory uncertainty.
But not all organizations are persuaded that the Cloud is the best way forward. Despite the market
hype, only a third of organizations report significant cost savings from venturing into the Cloud and
others have reservations about the quality of software vendors and the creation of processing silos.
Garnering internal support can be a struggle and doubts still surface about visibility and control of
applications.
However, perceptions are changing and early concerns about the security and confidentiality of data
are abating. As a result many companies are assessing Cloud options in parallel with traditional
upgrades of on-premise solutions. But they are wary of the integration issues between Cloud and
on-premise solutions and do not want to be locked into a particular approach, say, a niche vendor
that can only offer deployment in the Cloud with no way back. For many, the flexibility of deployment
holds the key to the way forward, i.e. the ability to adopt public, private and hybrid Clouds as desired
and to alter the mix when business circumstances dictate. But very few software vendors can hope to
offer this range of choice and even fewer can leverage their own hardware and database technology to
optimize performance. Oracle has been offering applications in the Cloud for more than 10 years and
is one of the few vendors that can comprehensively support the disparate needs of small, medium and
large multinational organizations in the Cloud with flexible, modern and secure applications.
Bibliography
Note1 Van Decker, John, “Top 10 Findings From Gartner’s Financial Executives International CFO Technology Study”,
May 16, 2012, p.13.
Note2 “Cloud at the Crossroads”: 2012 OAUG Survey on Applicationn Delivery Strategies.
Note3 Ovum report, “Exploring Different Approaches to SaaS Integration” June 2012.
Note4 “PWC Technology Forecast, Driving Growth With Cloud Computing” 2010, Issue 4
Note5 Oracle CFO Summit March 2012 Cloud Survey
9. “The New Competitive Advantage” - A FSN & Oracle White Paper 9
FSN FSN Publishing Limited is an independent research, news and publishing organization catering for the
needs of the finance function. This white paper is written by Gary Simon, Group Publisher of FSN and
Managing Editor of FSN Newswire. He is a graduate of London University, a Fellow of the Institute of
Chartered Accountants in England and Wales and a Fellow of the British Computer Society with more
than 27 years experience of implementing management and financial reporting systems. Formerly
a partner in Deloitte for more than 16 years, he has led some of the most complex information
management assignments for global enterprises in the private and public sector.
Gary.simon@fsn.co.uk
www.fsn.co.uk
Oracle Oracle Corporation (NASDAQ: ORCL) is the world’s largest enterprise software company. With
the market-leading Hyperion enterprise performance management suite, world class financial
applications, and integrated governance, risk and compliance solutions Oracle helps finance
executives maximize potential and deliver results for their organizations. For more information about
Oracle’s Cloud Solutions, visit us at www.oracle.com/cloud
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typographical errors or technical inaccuracies may exist. This report is of a general nature and not intended to be
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