We live in a world of many clouds, clouds that are as unique as we are. Today’s IT leaders are helping organizations manage the new demands of rapidly changing business requirements and the delivery of innovative services, all due to the rise in cloud adoption.
“How the Cloud is Changing the Role of Technology Leaders” by Michael Beckley via WIRED Innovation Insights
Yet, according to a recent Wired article, the advancement of cloud computing is also redefining the roles of the CIO and the CTO. An IT leader’s job is becoming more complex as they work to navigate the influx of user-provided devices and ensure consistent performance, security and control across the infrastructure. How can IT leaders continue to offer value to their organizations through a strategic approach to cloud technologies?
There is no one-size-fits-all solution to cloud deployment. IT leaders need to become a broker of change for cloud. They must be empowered to create the right cloud strategy for business needs, support line of business requirements and meet IT demands across disparate clouds without sacrificing security or performance.
Cloud computing is more mainstream today than ever before, but it’s important to note that there are still significant opportunities for IT leaders to innovate and leverage cloud delivery options to capture new business opportunities and implement new IT models.
The Evolution of ITaaS: The Convergence of Two Roads
On one hand, traditional private cloud services within customer IT services are driving different degrees of completeness depending on organizational needs. Virtualization, consolidation and on-premise shared services are some of the drivers within the private cloud space.
On the other hand, public cloud services are evolving to include Infrastructure as a Service (IaaS), Software as a Service (SaaS), and Platform as a Service (PaaS).
Today, these two tracks are intersecting to create demand for a hybrid cloud model. While the concept of the “Hybrid” cloud has developed mostly as a consequence of the availability of different cloud services, this same availability is also driving the evolution of IT as a Service.
What does this mean for business? It means that fundamentally, IT is adopting a supply chain management logic by deciding whether to make or buy a specific service based on a variety of organizational goals, market pressures, and available options.
Disruptive technologies have become more frequent than ever before, making business agility and the ability to adapt key competitive differentiators. Every day I speak with IT executives who are asking how Cisco can help them respond to new requirements across their physical, virtual, and cloud-based environments. They feel compelled to accelerate the delivery of applications, better align IT with business activity, and reduce time to revenue. They want to know if their initiatives will have the impact and outcomes they require. Can they capture the full value of their technology investments? How can they up their game when it comes to delivering IT services that their businesses need to succeed?
Today Cisco introduced its Application Centric Infrastructure (ACI) offerings to manage the health and performance of the applications that you rely upon to run your business. A simplified, flexible, and agile framework, ACI aligns the needs of the entire application lifecycle, overcoming functional silos, and bringing together your infrastructure, security, application, and cloud teams through a holistic architecture and policy-driven framework.
There’s no doubt that BYOD—“bring your own device”—is a huge and growing phenomenon throughout the world. Recent research by the Cisco® Internet Business Solutions Group (IBSG) looked at BYOD and its economic impact in six countries: the United States, United Kingdom, Germany, China, India, and Brazil. In these countries alone, the number of BYOD devices is expected to more than double by 2016, to 405 million.
Clearly, introducing all those personal smartphones, tablets, and laptops into the workplace is causing complexity and uncertainty for many businesses. There is a strong appetite for BYOD, but our research shows that implementation has been largely reactive, resulting in a patchwork of ad-hoc capabilities and policies. Without a comprehensive approach, most companies are not realizing the potential value of BYOD—especially small or midsize businesses that do not have the IT resources or sophistication to manage all that complexity.
Enter the service provider (SP). BYOD opens the door to a number of SP opportunities: Read More »
In the midst of tremendous disruption, it is impossible to tell where the global media industry is ultimately heading. But a recent analysis from the Cisco Internet Business Solutions Group (IBSG) explores four possible future scenarios for the media industry. While they do not “predict” the future, the scenarios help build our understanding of possible outcomes — and how various industry players could be affected.
The Shape of Things To Come: Four Scenarios
We explored the ways certain industry developments could swing future outcomes. Combining these drivers into logical groupings (consumer behavior, regulatory requirements, technology, and macroeconomic conditions), we were able to define the following four scenarios, as shown in Figure 1. These scenarios are differentiated by consumer demand, industry structure, and content supply:
Dark Ages — low demand, consolidated industry, and relatively low content supply
Survival of the Fittest — low demand, fragmented industry, and high content supply
Golden Age of Content — high demand, consolidated industry, and controlled content supply
Wonderland — high demand, fragmented industry, and high content supply
Obviously, each of the scenarios will have different winners and losers. The financial impact and the implications for players across the industry value chain will substantially change by scenario. And in each scenario, distributors and infrastructure providers will need to consider different types of investments. Consequently, each type of player will need to adapt its competitive responses to the future scenario taking shape.
Figure 1. Four Future Scenarios Are Based on Various Groupings of Industry Drivers.
Source: Cisco IBSG, 2013
Following are examples of how two future scenarios could play out: Read More »