Tech Trends: Major trends in cloud computing to watch - David Linthicum - April 2022
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Tech Trends: Major trends in cloud computing to watch David Linthicum – April 2022
The major movements are clear
Industry
clouds
Obtaining
sustainability
2022 2023-2025
Cloud-scale
solutions
Work from
anywhere
enablement
Copyright © 2022 Deloitte Development LLC. All rights reserved. 2
Industry clouds Member firms and DTTL: Insert appropriate copyright Presentation title 3 [To edit, click View > Slide Master > Slide Master] [To edit, click View > Slide Master > Slide Master]
The research is just now evolving… Copyright © 2022 Deloitte Development LLC. All rights reserved. 4
The emergence of industry clouds
As much as 64% of the US$1 trillion cloud market could benefit from industry clouds — a $640 billion potential market.
Five industries with high interest in adopting industry cloud solutions for end-to-end digital transformation priorities
Percentage of respondents by sector that expressed interest in industry cloud
Retail: in processes such as risk management
95%
and procurement 91%
Consumer products: to support supply chain business processes
92%
Discrete manufacturing: to improve digital supply networks
88%
Banking and insurance: for data management and insights Deloitte visualization of data
based on: SAP News Center,
87% “Emerging opportunities to
Public sector: for tax and revenue operations deploy industry processes in the
cloud,” October 16, 2018.
86%
Analysis based on data from: Nadia Ballard et al., Industry CloudPath 2021: Executive Summary Report, IDC, accessed October 26, 2021. Of the respondents who said that they’re already using applications in the cloud, 35% are using industry-specific cloud applications,
35% are using horizontal apps designed for multiple industries, and 29% have customized applications to fit their industry. Our analysis uses industry-specific and customized applications as indicators for the demand for industry clouds.
Copyright © 2022 Deloitte Development LLC. All rights reserved. 5
Industry clouds recalibrate the strategy and engineering equation
Rebalancing the buy vs. build equation to find your strategic buy and build
Business strategy
External partner focus:
and internal build focus:
• Set competitive strategy for digital • Analyzing industry scenarios
• Identify opportunities to leverage industry and opportunities
clouds • Creating whole-product, end-to-end, pre-
• Customize and layer in differentiated integrated solutions
capabilities to derive • Continuously evolving industry clouds
competitive advantage and capabilities
• Build with integrated business and • Increasing interoperability across
tech teams technology platforms
Key benefits from this approach
• Better align top digital use cases to the organization’s enterprise and digital strategies
• Accelerate development for these top use cases aligned to the ability to win to improve
revenues, reduce costs, and accelerate time-to-market for new products or services
• Hypercharge an organization's capacity to change with best of breed tech and talent
• Free up internal resources to focus on areas of competitive differentiation
Copyright © 2022 Deloitte Development LLC. All rights reserved. 6Obtaining sustainability Member firms and DTTL: Insert appropriate copyright Presentation title 7 [To edit, click View > Slide Master > Slide Master] [To edit, click View > Slide Master > Slide Master]
Major cloud providers are leading here, but enterprises need to be involved.
Source: https://aws.amazon.com/blogs/architecture/optimizing-your-aws-infrastructure-for-sustainability-part-i-compute/
Copyright © 2022 Deloitte Development LLC. All rights reserved. 8Cloud-scale solutions Member firms and DTTL: Insert appropriate copyright Presentation title 9 [To edit, click View > Slide Master > Slide Master] [To edit, click View > Slide Master > Slide Master]
Architecture at the center of cloud-scale
Requester
(Human or Automation)
Resource Management Node Management
Auto-Scaling Intra-Cloud Infrastructure Governance and Cross Region Node Data/Storage
(AI and Procedural) Federation Elasticity Security Management Management
Billions or actions per second
Copyright © 2022 Deloitte Development LLC. All rights reserved. 10Emerging “cloud scale” logical patterns
Orchestration
and Process
Applications
Partner Clouds
Devices
Consumer/Producer Pool Applications
Service Focused
Application Services/Microservices
Logical Abstracted
Management
Cloud
Services
Service/API
Management &
Development
Management/Monitoring/CloudOps/Complexity Management
Security and Governance/SecOps&GovOps
Logical Abstracted Storage
Data
Orchestration
and Data Resource
Cloud Service Brokering
Management
Data Integration
Cost Governance
Data Focused Cloud
Abstracted
Compute
Virtual
Databases
(Abstraction)
Infrastructure Management
Network Management
Cloud-
Based
Databases
OLTP Analytical Common Special
Storage Purpose
Services
Native APIs
Legacy Public Cloud/AWS Private Clouds
Copyright © 2022 Deloitte Development LLC. All rights reserved. 11Work from anywhere enablement Member firms and DTTL: Insert appropriate copyright Presentation title 12 [To edit, click View > Slide Master > Slide Master] [To edit, click View > Slide Master > Slide Master]
How do we support a dynamic and distributed workforce: We Need to Recognize that Becoming a High-Performance IT
Organization will be a Multi-year Phased Journey for Cloud-Using Enterprise IT in Order to Run Smarter, Grow Stronger,
and Transform Faster Future State – High performing IT
Immediate activities Near Term State – One IT organization
O1, O2, O3, O4, S1, S3, S4, C1 S2, S5, D1, D2,D3, C2
Business Alignment /
Today ▪ Propose and validate new IT VISION Delivery Effectiveness
Operating Model
▪ Product Organization (>80%
Adoption)
▪ Fast & Frequent Releases
▪ Continue building out the new
operating model
▪ Outcome Driven Delivery
Performance
▪ Enhance Agile Workplace / Culture
▪ Scale adoption of the new IT ▪ Clear & Accurate Visibility into
as needed
▪ Finalize new IT operating model design and start operating model and build out the Delivery
the transformation focusing on the shared services BSDT’s
▪ Continuous Improvement Across
▪ Enhance delivery based on metrics & the Enterprise
▪ Understand and re-design the IT Governance
Model reporting
▪ Design the new service delivery model and select ▪ Implement Continuous
partner(s) Improvement
▪ Develop a Business Aligned IT Innovation Process
▪ Define a cloud strategy
Build the Foundation Build out the new IT Operating Model Embed the Culture
0 – 1 year 1 – 2 years 3 – 4 years
• Migration towards a fundamentally different model for planning, • Adoption of key delivery practices (i.e. minimum viable product) • Increased return from IT investments
Outcomes
prioritizing, and funding
• Accelerated automation of IT delivery • Target operating model design completed and embedded within
• Structured investment governance with enforced portfolio processes the overall culture
and mindset to increase business outcomes • Decreased infrastructure capacity costs (based on cloud adoption)
• Increased delivery effectiveness
• Consolidation of NA & IO in to one IT organization • Improved cost transparency
Copyright © 2022 Deloitte Development LLC. All rights reserved. 13Several Key Factors with Business Implications can Help to Lead to a more Successful Transformation to Supporting
Remote Work
Success Factors Implications for
Partner with the business for success ▪ Collaborative approach that builds accountability and consensus
Ensuring business engagement is key, requiring dedicated across all stakeholders
resources for future design activities can improve involvement ▪ Business involvement to drive decision making, funding levels and
and accelerate design making ensure joint accountability for success
▪ Business commitment to provide the resources required to drive a
product focused operating model
Focus on business value
Financial transparency – both on the cost and benefits side of ▪ Ability to articulate the case for change, value being captured, and
the equation is key to demonstrate business value of complex the cost to successfully execute the transformation journey
transformation programs
▪ Program decisions anchored towards enabling talent to operate
Consider impact on people effectively in the future state model, providing transparent view to
Prepare internal talent and external stakeholders to manage the future roles, and enhancing business alignment
change inherent in a new target model
Recognize opportunities to transform ▪ Clear identification of capabilities required to operate in an ever-
Enterprise wide programs are an opportunity to drive changing environment
consistency, transform organizations, spur innovation, and ▪ Ability to leverage technology advances to leap-frog traditional
generate true business value capability maturity stages
▪ Comprehensive change and communications strategy and detailed
plans to minimize program execution risk
Communicate early and frequently ▪ Constant and open communication to help neutralize any latent
Reduce “noise” within the organization by planning early and resistance to change
effectively articulating the case for change ▪ Manage strategic and operational disruptions that will occur during
the transformation
Copyright © 2022 Deloitte Development LLC. All rights reserved. 14Remote Work Cloud Strategy
The Value of the Cloud - Organizations are moving to Cloud computing to enable IT agility and greater cost controls through its on-demand model. The
reasons to use Cloud are characterized by several strategic, economic, and architectural benefits
Benefits Overview
▪ Depending on services purchased from the vendor,
Managed
Managed Third-Party externally hosted Cloud services have the potential
Operations
Strategic
Operations Ownership to shift the management burden
▪ Hardware deployment and management potentially
Third-Party
shifted to third-party
Ownership
▪ Workload portability due to virtualization
Virtualized/
Management Self-Service ▪ Cost optimizations through use of shared services
Automation Provisioning Shared Services
CLOUD
▪ Reduction in required time, energy and cost to
Economic
Management
manage and administer infrastructure through ability
Automation
to automate common tasks
▪ Utility-based pricing based on usage
Consumption-
▪ Cost for hosting shifted from capex to opex
Consumption Elastic Resource Based Pricing
Based Capacity
Pricing
▪ Ability to scale up and down based demand
Elastic Capacity ▪ Automated scaling ability
Architectural
Virtualized /
Shared Resources ▪ Quick access to infrastructure and applications
Self-Service
▪ Provision without significant IT involvement for
Provisioning
certain environments
Cloud computing offers increased agility through faster time to market, lower upfront IT capital expenditure and the ability to easily scale up / down and reallocate
resources.
Copyright © 2022 Deloitte Development LLC. All rights reserved. 15About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms. Copyright © 2021 Deloitte Development LLC. All rights reserved.
You can also read
