CBS February 2013 Cloud Computing in the context of outsourcing

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What impact does the Cloud Delivery model have on SO business. What is the market and SO is not just for IT but for several processes , therefore BPaaS.

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CBS February 2013 Cloud Computing in the context of outsourcing

  1. 1. 4.500successful cloud projects 4.5M daily client transactions >1M managed virtual machines through public cloud 80 % revenue Growth in 2012 Cloud Computing in the context of Outsourcing Henrik Hasselbalch Cloud Leder, IBM Danmark © 2012 IBM Corporation
  2. 2. Cloud’s business enablersMobility, social media, increasing digitization and new analyticscapabilities are conspiring to drive broad business change Major Technology Trends driving Business Change Mobile revolution  Connectivity, access and participation are growing rapidly  Smart devices are becoming the primary route to get connected  Devices are getting smarter as they are increasingly enriched by mobile apps Social media explosion  Social media is quickly becoming the primary communication and collaboration format  GenY’s or “digital natives” use of technology and social media platforms is accelerating adoption  Enterprises are adopting social media but are struggling to realize the value and manage risk Hyper digitization  Digital content is produced and accessed more quickly than ever before  Internet traffic is growing globally driven by consumer use of video, mobile data, interconnectedness  An increasing number of connected devices and sensors is further driving growth The power of analytics  New capabilities for real time analysis, predictive analytics and micro-segmentation are emerging  Top performing companies use analytics to drive action and business value  Analytics are making information “consumable” and is transforming all parts of the organization, from customer intimacy to supply chain managementSource: IBV Analysis © 2012 IBM Corporation
  3. 3. IT is Being Challenged by Business Business Opportunity Time to Operations of IT LOST BUSINESS © 2012 IBM Corporation
  4. 4. The Current It Challenge - Sprawl © 2012 IBM Corporation
  5. 5. Is IT ready for the challenge? New server spending Power & cooling costs Server mgmt & admin costs 2013 1996 29% 68% 68% of IT Only 1 in 5 operating costs in 2013 will be for organizations allocate more than management and 50% of IT budget to new administration * IDC; Converged Systems: End-User Survey Results projects presentation; September 2012; Doc #236966 * 2012 IBM Global Data Center Study © 2012 IBM Corporation
  6. 6. Danish CIOs 10 top priorities in 2013 1. Implementing new solutions: 27.3 procent 2. Support multiple platforms and operatingsystems: 26.8 procent 3. Modernise the infrastructure and/or applications: 26.4 procent 4. Improve and automate IT processes: 25.9 procent 5. Adjust IT-systems to changes business requirements: 23.6 procent 6. Reduce cost: 23.2 procent 7. Improve service: 19.5 procent 8. Secure a secure infrastructure: 17.3 procent 9. Optimise business processes by using IT: 16.8 procent 10. Keep old systems running: 10.9 procent Kilde: IDC © 2012 IBM Corporation
  7. 7. Cloud’s business enablersCloud harnesses the capabilities born out of these trends toempower six potentially “game changing” business enablers Cloud’s Business Enablers Business 2 Scalability Cost  Provides limitless, cost- Market 1 Flexibility effective computing capacity 3 Adaptability to support growth  Shifts fixed to variable cost  Faster time to market  Pay as and when needed  Supports experimentation Ecosystem Masked 6 Connectivity 4 Complexity  New value nets  Expands product sophistication  Potential new Context-driven  Simpler for customers/users businesses 5 Variability  User defined experiences  Increases relevance Source: IBV Analysis © 2012 IBM Corporation
  8. 8. Cloud Enablement FrameworkOrganizations are leveraging cloud to enhance, extend and invent newcustomer value propositions Cloud Enablement Framework Customer Value Proposition Enhance Extend Invent Enhance Extend Invent Xerox’s “Mobile Print” cloud-based service Animoto’s Cinematic Artificial Intelligence Apple has used its iOS platform to create a enables customers to print documents technology leverages cloud to affordably new need and a market for a range of office remotely without installing printer drivers and analyze and edit user multimedia content from productivity tools, gaming and entertainment without a direct connection a myriad of potential sources yet retain simple options and various other applications on a self-service. mobile device like a tablet or phone. Retain/attract customers for existing products and services through enhanced user Generates new revenue by appealing to The Apple iOS brings together an ecosystem experience. novice/ intermediate computer users entering with a radically different value proposition that market and drawing customers away from has allowed Apple to generate entirely new traditional commercial software revenue streams and dominate the market8 © 2012 IBM Corporation
  9. 9. Cloud-enabled Business Model archetypesOrganizations can be classified across three archetypes using the CloudEnablement Framework: Optimizers, Innovators, and Disruptors Positioning a Cloud initiative on the Disruptors framework involves understanding the impact Create of the resulting Cloud business model. Organization Value Chain Transform Innovators North Carolina State University Virtual Computing Lab Optimizers 3MImprove Visual Attention Service Comcast XCloud-based Television Platform Enhance Extend Invent Customer Value Proposition © 2012 IBM Corporation
  10. 10. Cloud-enabled Business Model (CeBM) AcceleratorIBM’s Cloud-enabled Business Model Accelerator aims to help clientsenvision new business models using cloud’s game changing enablers The objective of this engagement is to identify business model innovation Objective Objective opportunities for your organization that are enabled using the ‘game- changing’ attributes of the cloud. Our approach includes  Discussions with key stakeholders  Presentations and education sessions Approach Approach  Workshop based brainstorming  Joint analysis guided by insights from IBM  Synthesis and recommendations Key takeaways from this engagement are a prioritized set of opportunities for Takeaways Takeaways cloud-enabled business model innovation and recommended next-steps. © 2012 IBM Corporation
  11. 11. Cloud is widely recognized as an increasingly important technology;adoption is expected to accelerate rapidly in the coming years What is Your Organization’s Level of The Global Cloud Computing Market is Cloud Adoption? Forecast to Grow 22% per year through 2020 % of Respondents 91% $250B $241B 21% Piloting 72% $200B $150B 28% Adopting $150B 38% +33% $100B Substantially 21% 41% Implemented $50B +215% $41B 13% $0B Today 3 yrs 2011 2015 2020 Source: Sizing the cloud, Forrester Research, Inc., April 21, 2011 Source: (1) 2011 joint IBV/EIU Cloud-enabled Business Model Survey of 572 business & IT leaders; Q4. Which of the following most accurately describes your organisation’s level of cloud technology adoption today and which do you expect will best describe it in three years? Sizing the cloud , Forrester Research, April 21, 2011; http://www.cio.com/article/684338/Survey_CIOs_Are_Putting_the_Cloud_First © 2012 IBM Corporation
  12. 12. Cloud Computingin the context of Outsourcing © 2012 IBM Corporation
  13. 13. The market will continue to grow across all categories ofcloud services Across all cloud services, an average of 40% of European SMBs are considering adding each in the next 3 years Highest Highest Web hosting is used by more than 50% of SMBs penetration penetration that have a website, and more SMBs plan to add it. Largest in Largest in SaaS applications will be the largest cloud 2015 2015 service category by 2015, reaching €7.4B. Hosted communication and collaboration is the Fastest Fastest fastest growing cloud service category in Europe Growing Growing with a CAGR greater than 57%.Source: Parallels SMB Cloud Insights™ (EUNA regional), 2012 © 2012 IBM Corporation
  14. 14. Growth is not equal, however, and market composition is changing The SMB cloud services market in Eastern and Southern Europe is growing 2x faster than in Northern and Western Europe 2012 % 2015 % of market CAGR of market Northern 23% 23% 19% Western 35% 20% 26% Eastern 8% 45% 11% Southern 34% 46% 44%Source: Parallels SMB Cloud Insights™ (EUNA regional), 2012 © 2012 IBM Corporation
  15. 15. Parallels estimates the SMB cloud market in Denmark isabout kr 830M and will grow to kr 1.6B by 2015 kr 1.6B 25% 3yr 25% 3yr CAGR CAGR ($280M USD) kr 830M GR ($144M USD) CA 33% R % CAG 46 A GR 9% C A GR 27% C 2012 2015Source: Parallels SMB Cloud Insights™ (EUNA regional) 2012 © 2012 IBM Corporation
  16. 16. IBM ourselves looked at a 4 tier approach Key Most Critical applications:  Our application portfolio is 5% of total Tier 1 segmented into four tiers 24x7 Support  We are migrating as many of the Tier 4 applications as possible and 30% of total Tier 2 24x7 Support valuable to a production cloud  Lowest-risk, lowest service applications are being moved first. 21% of total Tier 3 Apply lessons learned to Primary hours subsequent migrations support 44% of total Tier 4 Limited support 95% 98.5% 99.7% 100% Availability © 2012 IBM Corporation Production
  17. 17. The fundamentals of cloud value … Cloud value varies by workload and deployment model Where you are coming from is as important as where you want to be • Don’t forget the journey Cloud is about reducing costs and increasing flexibility Cloud is not rocket science, but it is computer science © 2012 IBM Corporation Cloud value
  18. 18. Does cloud always result in lower cost? Reduced Cost Increased Flexibility Whether cloud saves money for the service consumer is a function of • The value they get from the cloud • What it takes to move their workload into the cloud • Other things they’ll need to provide if they move into the cloud • The cost for all the above With most private clouds the enterprise takes on the provider role • Like traditional hosting, the enterprise owns the risk to balance supply and demand … and the costs associated with that • True cost should be measured at the enterprise level “ … cloud computing does not always save money. In fact, it can drive cost up if it is used simply to replace on-premises work with an exact duplicate of that work in the cloud. Knowing when to redesign or when to use cost savings as a justification for cloud computing is critical." -- “The (Not So) Future Web”, Gartner Inc. © 2012 IBM Corporation Cloud value
  19. 19. The “other benefit” of cloud Reduced Cost Increased Flexibility “… All the emphasis (with cloud) “… All the emphasis (with cloud) is on cheaper and efficient ways is on cheaper and efficient ways to deliver IT. In reality its also aa to deliver IT. In reality its also way of delivering new industrial way of delivering new industrial value -- thats the more exciting value -- thats the more exciting thing." Erich Clementi, IBMs thing." Erich Clementi, IBMs Hidden Cloud on Forbes.com Hidden Cloud on Forbes.com The “other” benefit of cloud -- the increased flexibility it provides – enables a new way of delivering IT • In some applications, it may be the biggest (or only) benefit • Enables quicker time-to-value, or new applications, shorter project lifecycles, etc. • Industry analysts: The ability of cloud to enable speed to deliver will be bigger than cost savings in driving adoption Cloud will be a foundational mechanism in the “as-a-service" transformation of IT delivery © 2012 IBM Corporation Cloud value
  20. 20. The future is Hybrid Sourcing Source: IDC © 2012 IBM Corporation
  21. 21. IBM SmartCloud represents the IBM vision for cloud computing Business Process as a Service Software as a Service Platform as a Service Infrastructure as a Service Design Deploy Consume Cloud Enablement Managed Cloud Cloud Business Technologies Services Solutions Enables private/hybrid cloud service Secure and scalable cloud managed Pre-built Cloud SaaS business delivery and management services platform applications and solutions Proven Strategy Consulting, Migration, & Management Expertise Common Open Standards Technology and Industry Ecosystem © 2012 IBM Corporation
  22. 22. An enterprise-grade IaaS is the foundation for our Cloud servicesincl PaaS and SaaS. Rapid access, multi-tenant solution Robust multi-tenant solution, including scaled and priced based on usage. managed production services. Workloads Ideal for developing and deploying new Ideal for migration of traditional and higher application designs availability applications Operating system Linux, Windows Windows, Linux, AIX Management level Self Service with advanced Fully managed premium support Availability 99.9% 99.9% Security Virtual and some physical isolation Multiple levels of isolation Software usage Bring your own / pay as you go / free developer use IBM provides operating system and tool licenses Pricing Hourly usage-based with reserved options Monthly usage-based and fixed contract © 2012 IBM Corporation
  23. 23. Serving clients - Our Capabilities CLOUD29,000 employees in EMEA Healthcare60 Data Centres (99.000 sqm - Gross) managed by IBM25 Strategic Data Centres, 11 European cities99.9960% Data Centre Availability (with 99.9999% for strategic DCs)65,000 servers, z, p, i, x Series; 118,000 logicalpartitions 3.3M electronic software distributions p/ yearHosting about 155 petabytes of data for our clients 2.1M client initiated software distributions p/year49,5% of the logical server images virtualised 60,000 network devices managed in Europe880 000 devices have remote and on-site support 42 European countries covered 4 million mobile users with secure access 1.2 million contacts to service desks per month 23 languages 400 applications 20 different desktop images © 2012 IBM Corporation
  24. 24. Our delivery model balances risk, cost and operational efficiency Globally Integrate Achieves the optimum combination of quality, stability and skills Onsite Local Regional Global Service that requires a Service that needs to be Service that needs to be Service that can be     physical presence at the delivered from the same delivered from the same standardized to achieve client location country continent maximum savings Consulting Processing of sensitive data Similar time zone Ongoing operations     Front-end analysis Legal restrictions Similar culture Monitoring     Development  Central Europe China  Brno  Shenzhen North America  Székesfehérvár   Shanghai Boulder  Wroclaw  Columbia  Dalian   Beijing Dubuque New  East Fishkill  Raleigh Malaysia  Canada India  Bangalore Latin America  Pune New  Buenos Aires  Delhi  Costa Rica  Chennai  Hortolandia  Hyderabad  Sao Paolo All follow uniform, best-practice service management processes2012 IBM Corporation ©
  25. 25. In SO Service Delivery, we execute on our strategy by investing ininnovative technologies, processes and skill portfolios Standardize: Implement standard solutions for all services, maximizing economies of scale and ease of enhancement Globally Integrate: Source the Automate: Eliminate manual right skills at the right time globally tasks to drive up quality and reduce error We are continually investing in key innovations and intellectual property to differentiate our services through exceptional quality outcomes © 2012 IBM Corporation
  26. 26. Energy Efficient Data Centers EU Code of ConductAwarded - created in response to increasing energy consumption in data centersIBM awarded participant status in the and the need to reduce the relatedEuropean Union Code of Conduct. Largest environmental, economic andportfolio of data centers from a single energy supplycompany to receive the recognition security impacts.(January 2012)The area ofsubmission 27 Data Centers -aim is to inform and stimulate dataSame best practices 15 Countries center operators and owners toand controls 70749 m² RF reduce energy consumption in a cost-effective manner without Austria 2 hampering the mission critical Belgium 2 Germany 2 function of data centers. Denmark 3 Spain 1 Finland 1 - achieves this by improving France 2 understanding of energy demand Hungary 1 Ireland 1 within the data center, raising Italy 1 Netherlands 1 awareness, and recommending Poland 1 energy efficient best practice and Portugal 4 Sweden 2 targets. UK 3 © 2012 IBM Corporation
  27. 27. The 4 catagories of ”Cloud Services” Employee Procurement Benefits Mgmt. Business Industry- Travel specificLayer 4 Processes Business Process-as-a-Service Collaboration CRM/ERP/HR Industry Financials ApplicationsLayer 3 Software-as-a-Service Middlewar Web 2.0 Application Java e Runtime Runtime Developmen Database tLayer 2 Tooling Platform-as-a-Service Data Center Servers Networking Storage Fabric Shared virtualized, dynamic provisioningLayer 1 Infrastructure-as-a-Service © 2012 IBM Corporation
  28. 28. IBM Global Process Services takes a balanced-shore approach COVENTRY SHANGHAI TAUNTON FOSHAN NEWCASTLE BERLIN KRAKOW DALIAN TORONTO GREENOCK SWANSEA ISTANBUL JEONJU TULSA SAINT JOHN BUDAPEST DELHI SAPPORO RTP CHANDIGARH BEAVERTON EDICOTT DUBLIN PARIS GURGAON TOKYO BOULDER SOFIA KASAI GREENVILLE BRAGA PUNE OKINAWA TUCSON BRATISLAVA FREETOWN DALEVILLE MUMBAI KOLKATA FUKUOKA DALLAS MANILA SAN JOSE ATLANTA HORTOLANDIA CAIRO KAMPALA VIZAG QUEENSLAND SAO PAULO F&A BUENOS AIRES BANGALORE CHENNAI BRISBANE HR SYDNEY SCM MONTEVIDEO ANTANANARIVO CRM BALLARAT MELBOURNE Industry-specific © 2012 IBM Corporation
  29. 29. The need:Skype, initially a free, Internet-based communications service, built a portfolio of services offered at a fee.Because of Skype’s rapid growth, it did not have the infrastructure, processes, governance or corporatestructure to deliver satisfactory levels of customer support. Skype recognized that efficient and effectivecustomer service was critical to the growth of its fee-based services and sought a business process operationsprovider that could manage its email customer service operations.The solution:IBM GPS analyzed the client’s needs and created a service and response plan whereby IBM global resourceswould provide email and live chat support for customer queries, service complaints and billing concerns. IBMdivided its activities among 3 sites to support the company’s international customer base: Cairo; Boulder,Colorado; & Manila, Philippines. IBM provides email support in 7 languages and live chat support in English. Inaddition IBM provides web content support for Skype Customer Services from our delivery centre in Bratislava.The benefits: Skype customers experienced a significant improvement in customer services levels: email responses that once took up to 24 hours now take 2 hours or less. At the beginning of the contract 85% of Skype customers corresponded through email. Today up to 50% prefer the quicker response time & resolution rates of chat services. The expansion of live chat greatly improved the speed of problem resolution. When IBM secured the contract, its initial point of contact resolution performance was 70%. As of April 2012, the resolution rate has increased to more than 80%. As a result of the improvements in customer support and cross-selling by IBM Skype has experienced a 50% increase in its fee-based service web pages. And for We do AP, Payroll and © 2012 IBM Corporation TravelExp Mgt
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  31. 31. Unilever Europe: A global CPG company The need: This global consumer products company needed to simplify its complex finance organization across 24 (100) countries and 18 ERP systems. It also needed to Why IBM? achieve cost efficiencies to generate revenue for greater focus on its brand. “The successful partnership between IBM and Unilever Europe along with an The solution: ambitious transformation IBM implemented standardized finance processes and innovative technology under agenda will continue delivering an award-winning joint governance model. Leveraging asset-based process models significant and sustainable and global delivery capabilities, this transformational solution helped integrate the benefits for Unilever Europe.” company and create a more flexible operating and financial model. The benefits:  New, centralized “One-Unilever” finance organization for greater efficiency and Solution components: operational savings contributing to €700M annual savings for the company e-  Accounts payable na thre  Travel & expenseo  End-to-end process ownership and standardized processes and technology i ces for enhanced data quality, tighter controls and greater speed of information ser v  Billss cash roc e to nd  Pan-European service management, including greater visibility and access to n es s p Record to report ia; a d busi cilities in e, In information for decision making and continuous improvement g ed fa ang alor  Flexible, agile delivery model to meet Unilever’s evolving business na ma from its tugal; B ed Por environment and drive greater benefits from economiesvidscaleodel ro of m p IBM elivery nd; Br aga, d a tier ow , Pol ines. p Krak , Philip ila M an © 2012 IBM Corporation
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  39. 39. "The short successes that can be gained in a brief time andwithout difficulty, are not worth much."Everything is relative...The Gazelle in Africa © 2012 IBM Corporation

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