1.
OUTLOOK 2019
CLOUD
MANAGEMENT
9 FORCES
SHAPING
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2.
The pace of cloud innovation
and adoption is rapidly accelerating…
bringing compelling new opportunities
as well as greater complexity and risk.
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3.
WHAT ARE THE
MARKET FORCES
DRIVING CHANGE…
BOTH TODAY
AND BEYOND?
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4.
The Hyper 3 providers invested a total $30+ billion
in CAPEX to build and scale their global footprints
in 2017. That’s $1 billion per month each.
A vast array of innovative cloud offerings keep the
Hyper 3 well ahead of other potential providers and
provide IT teams with access to unprecedented
innovation and scale.
CAPEX INVESTMENTS
SECURE THE HYPER 3 WINNERS
1
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5.
IMPLICATIONS FOR CIOS
• Focus on the Hyper 3 providers to meet
cloud needs now and well into the future.
• Consider a multi-cloud approach. Qualify and
choose at least two of the Hyper 3 providers
to reduce uncertainty and risk, and capitalize
on their innovations.
• Discover and guide “shadow IT” efforts by
keeping tabs on who in the enterprise is
buying cloud services and for what.
CAPEX INVESTMENTS
SECURE THE HYPER 3 WINNERS
1
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6.
PRIVATE CLOUD
FINDS ITS SPECIALTY
The definition of private cloud varies and
confusion is rampant. While virtualization
exists, few true private clouds deliver
anything close to public cloud attributes.
The opportunity to focus on a specific
use case; such as edge case, compliance
or data sovereignty exists.
Newer offerings like Azure Stack and
VMware on AWS provide some utility value.
2
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7.
IMPLICATIONS FOR CIOS
• Agree upfront on what you define as a private
cloud.
• Understand the trade-offs of a two-step legacy
migration—first to private and then public
cloud—if public cloud is the ultimate destination.
Satisfying an initial corporate or IT requirement
can significantly increase migration cost over time.
• A learning curve is inevitable as new, immature
private cloud models emerge. Most use cases are
only temporary.
PRIVATE CLOUD
FINDS ITS SPECIALTY
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2

8.
The “tipping point,” where a substantial part of
enterprise workloads move to the public cloud,
requires a new operating model with new skills
and roles that support a cloud-based business.
Most enterprises struggle to define their new
operating model and tend to treat the cloud as
just another data center. Wrong.
Organizations have difficulty re-skilling current
staff and simultaneously cannot attract new talent.
CLOUD TIPPING POINT
FORCES IT TO RUN DIFFERENTLY
3
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9.
IMPLICATIONS FOR CIOS
• Focus on acquiring new skills and organize
them in ways that fuel collaboration,
innovation, and growth. Run bi-modal.
Create centers of excellence.
• Concentration of talent is essential. Be careful
of mixing old and new. Speed in whatever path
is critical or risk failure. Fail fast. Identify bias.
• Proactively manage the metamorphosis. Not all
legacy staff will take to cloud-fueled innovation
and thrive.
CLOUD TIPPING POINT
FORCES IT TO RUN DIFFERENTLY
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3

10.
Enterprises will likely source from multiple providers
and the steady adoption of cloud services creates a
complex computing environment.
Experience and agility are key. There’s a need to
overcome legacy bias and take action, realizing that
not all strategies or decisions will hold over time.
The ability to manage cloud usage, set policy, control
costs, and ensure compliance should be universal and
not provider-specific.
MULTI IS THE NEW
CLOUD REALITY
4
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11.
IMPLICATIONS FOR CIOS
• Focus on three critical capabilities: policy, cost,
and security.
• De-risk the journey with a cloud management
solution with a robust approach to discovery,
tag management, and new controls. Tagging
is critical. What you don’t tag, you don’t see.
What you don’t see, you can’t manage.
• Implement and fine-tune a cloud management
strategy to smooth the road to the effective
management of complex environments.
MULTI IS THE NEW
CLOUD REALITY
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4

12.
The complexity of hybrid and multi-cloud
environments means that no single tool or service
can tackle all enterprise management needs.
Providers offer dashboards to manage their
environment, but not across environments.
Achieving a unified view across the estate is
a considerable challenge.
Building or customizing tools for special needs
is likely to create more complexity. One-offs or
point solutions won’t deliver value.
CLOUD MANAGEMENT
EMERGES AS A BIG CHALLENGE
5
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13.
IMPLICATIONS FOR CIOS
• Seek talent, field-tested tools, and comprehensive
services to deliver your long-term cloud strategy.
• Carefully evaluate the capabilities required from
a cloud management platform and choose one
that delivers as many functions as possible to
the end user.
• Choose a leading Managed Service Provider
that can deliver outcome-based services and
flex capabilities as needed. Make sure they have
real-world experience managing large
environments.
CLOUD MANAGEMENT
EMERGES AS A BIG CHALLENGE
5
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14.
Native cloud providers are increasingly releasing features or
components of cloud management, although none have a
comprehensive tool. These features are exclusive to a single provider.
Niche vendors offer very specific management components
such as governance, cost management, capacity planning,
security and compliance, and configuration management,
but they don’t offer these components as a service and they
can require heavy customization.
CFOs are stepping up as key buyers as cost over-run and bill
shock are becoming real problems. The ability to continuously
cost optimize is now a real need.
NATIVE
VS. NICHE
6
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15.
IMPLICATIONS FOR CIOS
• Think Continuous Integration, Continuous
Delivery and Continuous Optimization.
• Understand the limitations and benefits of
native consoles and how they support your
strategy and operating model.
• Avoid being quick to solve multi-cloud
complexity by jumping into easy, limited
solutions that you need to heavily customize.
• Take a holistic view of the estate to avoid
future tool integration issues and additional
costs down the road.
NATIVE
VS. NICHE
6
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16.
Enhanced cloud security, not as a blocker but as an enabler, is
fueled by operating multiple clouds and the rapid release of new
services. New policies and controls, a robust audit capability to
alert on compliance, and the ability to act are now the norm in the
cloud. Threat vectors have also changed—the actions of individuals
can impact the security of the environment.
Cloud vendors offer “good-enough” free security controls,
with the option to pay for specialized controls.
The Hyper 3 are advancing security services by incorporating
machine learning and artificial intelligence.
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SECURE
FROM START
7

17.
IMPLICATIONS FOR CIOS
• Standardize the security approach across
cloud services for consistency and better
economics. Refresh your Security Reference
Architecture for the cloud.
• Acquire the ability to perform real-time
environment scans across your entire cloud
estate. Actively alert, and immediately
remediate to maintain compliance.
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7 SECURE
FROM START

18.
As Cloud innovation drives complexity, speed is required to
deliver to user demands. At the same time, organizations attempt
to commoditize providers and add their own private capabilities—
thinking these are just as good as the providers’.
Enterprises can become locked into proprietary approaches or
costly compute models (missing out on the innovation and pace
inherent in the cloud model) trying to avoid vendor lock-in.
Legacy bias may impact the ability to innovate at speed.
Copyright © 2018 Accenture. All rights reserved
CLOUD’S PACE OF INNOVATION
DRIVES FEAR OF MISSING OUT
8

19.
IMPLICATIONS FOR CIOS
• Help govern and manage multiple vendors
and seamlessly integrate a variety of platforms
with a cloud management platform.
• Decide where to be locked-in so it’s both
acceptable and beneficial. Some lock-in is
inevitable to enjoy Hyper 3 innovation.
• API integration with native providers helps
leverage the discovery and integration of
pre-existing estates and allows the use of
constantly emerging new features.
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8 CLOUD’S PACE OF INNOVATION
DRIVES FEAR OF MISSING OUT

20.
We are still very early in the cloud maturity cycle—it’s a
nascent market with huge opportunities.
Key vendor acquisitions and/or pivots will eliminate or
consolidate niche players.
New functionally-focused features are expected to enter
the market, either standalone or as a bundled product.
Strategic acquisitions can resolve key functionality gaps,
but also skew roadmaps in favor of one vendor or another.
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GAME OVER.
LET THE GAMES BEGIN.
9

21.
IMPLICATIONS FOR CIOS
• Competitive intensity in cloud remains high but
consolidation is inevitable. Organizations benefit
as innovation is available at continually lower cost.
• Implement a comprehensive approach across
operating model, tooling, and skills to manage
risk and yield success.
• Navigate a dynamic environment that demands
an agile response from technology leaders as
they map out their cloud journey.
• Don’t try to build your own.
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9 GAME OVER.
LET THE GAMES BEGIN.

22.
Your organization can be ready to take
advantage of new cloud opportunities
while governing usage, managing costs,
and securing your cloud estate.
For more information:
acp.sales@accenture.com
www.accenture.com/us-en/cloud-platform-management
WITH THESE
9 FORCES IN MIND,
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23.
ABOUT ACCENTURE
Accenture is a leading global professional services company,
providing a broad range of services and solutions in strategy,
consulting, digital, technology and operations. Combining
unmatched experience and specialized skills across more
than 40 industries and all business functions—underpinned
by the world’s largest delivery network—Accenture works at
the intersection of business and technology to help clients
improve their performance and create sustainable value for
their stakeholders. With approximately 449,000 people
serving clients in more than 120 countries, Accenture drives
innovation to improve the way the world works and lives.
Visit us at www.accenture.com
AUTHOR
Michael Liebow
Global Managing Director,
Accenture Cloud Platform
This document makes descriptive reference to trademarks that may be owned by
others. The use of such trademarks herein is not an assertion of ownership of such
trademarks by Accenture and is not intended to represent or imply the existence of an
association between Accenture and the lawful owners of such trademarks.
Copyright © 2018 Accenture.
All rights reserved.
Accenture, its logo, and High
performance. Delivered. are trademarks
of Accenture.