Cloud Services Embraced by More Progressive Leaders

Once again, we return to the topic of managed cloud services lessons-learned, and the associated best practices that have been gleaned by the early-adopters. The need for agile organizations and adaptive business processes continues to fuel demand for alternatives to the legacy IT status-quo.

According to the latest market assessment by IDC, cloud computing is being adopted more widely for a larger portfolio of business applications, as IT and business leaders discover what works well -- and what doesn't work so well.

The active ingredients for cloud enablement are: just-in-time software stacks that are ready to provision, on-demand deployments, a self-service catalog of cloud services, the scalability to meet growing demand for computing resource and the flexibility to scale down resources -- when they're no longer needed by the user.

Cloud computing uses still focus primarily on public cloud services, with the early adopters leveraging cloud computing for application development, data back-up or archiving, and hosted collaboration solutions. IDC says that Software as a Service (SaaS) adoption has also been responsible for driving usage of cloud computing.

Cost Reduction is Still a Common Goal
No surprise, given the current global economic conditions, reducing IT operational costs has been a common goal of most cloud service adopters.

Moreover, the use of cloud technology is expected to speed time-to-market for new business services, to reduce ongoing operational costs through greater IT efficiency – and to make it inherently easier for users to consume and pay for IT services only when needed.

That said, IDC believes that users will have access to both old and new styles of computing within the enterprise, mapping specific apps to specific deployment models, including non-cloud implementations. Leaders are thereby reserving the right to change the IT service deployment model to fit the evolving business requirements.

A key trend that has surfaced is the selection cloud services from a number of different providers, raising the importance of service federation -- the ability to move from one cloud to another.

Apparently, support for federation is still nascent, with interoperability standards and interfaces that are in the process of being defined. Regardless, interoperability will become a gating-factor for cloud computing to become more widely adopted.

For the less progressive companies, moving their IT applications to the cloud typically requires considerable testing and eventually convincing the reluctant managers to experiment with small projects. Launching apps on private clouds can build confidence in the cloud services model, while minimizing concerns about security and data integrity.

Quest for Better Business and IT Alignment
IDC says that it appears the most critical factors to the success of cloud computing projects can hinge on human factors, not technical. Reason being, cloud computing is about aligning IT technologies to business processes, in a way that reflects the business imperatives and organizational structure.

IT and computing technologies are mere mechanisms, not ends in themselves. Therefore value is best reflected in business impact results, rather than system deployment benchmarks.

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Business Technology Leader Maturity Framework

As 2009 comes to a close, a recent editorial in CIO magazine sums-up a nagging issue -- "Despite the emergence of improved IT management tools over the past decade, CIOs continue to grapple with the same IT challenges they dealt with five and even 10 years ago. Which can make a CEO wonder: when are we going to get there?"

Forrester Research believes that CIOs have typically run "the tech factory" for their firms -- responding to business needs with solutions and operations from both internal and external sources. These IT leaders have pursued operational maturity to optimize solution delivery.

Forrester says that CIOs won't ever get away from delivering on operational maturity. But as technology becomes pervasive -- more stable, standardized, and available as a business-centric service -- it's inevitable that business executives will take greater direct control over technology investment decisions.

Forrester calls this evolutionary transition the shift from Information Technology (IT) to Business Technology (BT). Let's review the key drivers of this transition once more. It's the essential "there" destination that many CEOs eagerly anticipate for their organization.

Greater Response to Business Demand
Traditional IT establishes prioritization criteria and IT governance processes. Weighed down by growing legacy maintenance, typically a third of IT spending is reserved for new projects. IT therefore creates conflict among business organizations -- who must lobby for those limited IT resources.

Broader Focus on Business Value
IT should help deliver business results, yet it's often consumed by technical issues -- re-educating staff, deciding what to re-architect, and debating whether to build or out-task. Meanwhile, new capabilities are increasingly available through managed cloud services -- and purchased directly by business groups via software-as-a-service.

Significantly Faster Pace of Change
The rate of business change continues to accelerate, forcing CIOs to be reactive -- while attempting to increase agility. The CIO's dilemma: either their business organizations will move ahead without internal IT, or, their business executives will fail to take full advantage of new technologies in time to use them effectively.

Framework for the Required Transformation
To help CIOs understand best practices, Forrester has developed a BT Leadership Maturity framework in the form of a self-assessment. This tool is designed to provide a candid benchmark of how well they are performing -- highlighting specific areas where additional work needs to be done.

Forrester concludes that CIOs who fail to move quickly will find their firm falling behind more agile competition. Those who assess and improve their organization's BT leadership maturity are responding to changing market realities -- as well as reducing the likely chaos that would result from allowing the business to move forward on its own with BT, without the CIO's close involvement.

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IT Managers Share Their Cloud Experiences

The common best-practices associated with managed cloud service utilization are hard to find, since the early-adopters rarely share their insights. Of course, for all the other people that are still assessing the potential benefits, that guidance is truly invaluable.

Therefore, it's very helpful that Forrester Research was able to interview more than 60 organizations that are currently leveraging Infrastructure as a Service (IaaS) cloud-based solutions within their business environment.

Forrester defines public IaaS cloud computing as the delivery of compute (virtualized servers, storage, and networking) on-demand as a shared service. Based on their findings, they say that the evolving usage characteristics fall primarily into three emerging practices.

Test and Development in the Cloud
The most common practice they found among enterprise users of IaaS cloud platforms was to build and validate new apps. Cloud platforms provide relief for in-house test and development teams who face resource constraints. Moving these actions to the cloud relieves a significant IT burden, but only for apps that are suited to the cloud -- those that can fit within the confines of a virtual server.

Deploying Web Applications
The majority of applications deployed on public cloud infrastructures are Web-based apps. Early users of IaaS clouds have found the greatest benefits with Web apps that are short-term oriented and/or unpredictable or volatile traffic patterns. These types of apps can best take advantage of the pay-per-use element of cloud infrastructures to right-size the cost of deployment to the behaviors of the apps.

High-Performance Computing
Another good fit with IaaS cloud platforms is high-performance computing. These often massively parallel programs can be scaled-out to effectively tackle very large problems, and the constraints of HPC are usually the size of compute grid that can be deployed. Enterprises are constantly having to trade off grid size and cost against speed of getting the result. Apparently, IaaS clouds provide relief to this tension.

Next Wave of Manage Cloud Service Apps
According to Forrester, given the above mentioned IaaS best practices, the next wave of cloud services best practices that infrastructure and operations professionals should focus on are as follows:

• Leveraging cloud management applications and services.
• Cloud bursting -- to maximize scaling within the cloud.
• Integrating cloud services with data center services.
• Leveraging cloud-scale services.
  

The Beginner's Guide to Cloud Adoption
So, where should you start? Forrester suggests, make sure you have supportive executives who will view your use of cloud computing as empowering for the business -- not as a threat to infrastructure and operations. Then, start experimenting with the common applications listed.

Clearly, IT and network out-tasking has a place in most organizations. Forrester says that their key findings show that cloud, while truly compelling, shouldn't be viewed as a replacement for the data center. It is, however, a viable alternative approach to consider.

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Five Proven Benefits of Cloud Services

How can your company get started with cloud computing? Well, consider following the market leaders. With a few more months of client experience, Forrester Research recently addressed the major questions that executives have about the adoption of cloud services.

The key benefits that most early adopters report do not start with costs -- but rather with business flexibility. According to those that have deployed it, the benefits of cloud computing, in order of importance, are:

1. Improving time-to-application deployment. Cloud platforms give you the option of developing and deploying new applications on existing infrastructure as quickly as desired. Traditional platforms can take up to three or four months to procure, install, and configure, stalling the application deployment process.

2. Aligning IT budgets with application demand. How many Web applications does your organization deploy without exactly knowing how popular they’ll be or how much capacity you’ll need to accommodate that popularity? Many of the early cloud adopters host customer and public-facing Web applications with cloud providers for this reason. They can pay just for the resources they use, hour by hour.

3. Accommodating peaks in demand for data center capacity. Cloud computing is also good for handling episodic spikes in demand for computing, storage, and network resources. Rather than provision for the expected peak of the holiday shopping season, retailers can push the additional demand into a cloud environment. Big batch jobs also fit this model.

4. Delivering applications without raising the budget. Cloud computing gives you the ability to deliver new applications without having to buy systems, avoiding an investment of your firm’s capital in new equipment. Application development and delivery can all be handled using pay-as-you-go operating expenses.

5. Sharing without putting the data center at risk. Many of the early adopters of cloud computing are looking for an inexpensive and easily accessible way to share information. Medical researchers are an example. Cloud services enable these organizations to host data on public clouds, rather than making their internal data center available to external parties.

Three Questions to Ask a Cloud Service Provider
How do you know if a managed cloud service provider is a good-fit for your business? Forrester concludes that you should ask all providers the following three basic questions:

• What are your enterprise references and what kinds of applications do those organizations run in your cloud?
• For which application scenarios does your cloud environment deliver the maximum flexibility and scalability?
• What security and reliability commitments do you make to your customers?
  

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Revelations from Online Collaboration Adopters

Cisco conducted one of the first comprehensive studies of the factors associated with successful adoption of network-based collaboration solutions. You can use the study results to maximize your return on investment from today's online collaboration tools.

One way is to implement business practices shown to lead to more enthusiastic collaboration. Another is to identify and then actively support the employees who are most likely to benefit.

Twenty First Century Collaboration
Collaboration is a process that brings people and information together to accomplish a common goal. What's new today is that in a connected world, people no longer have to be in the same location, time zone, or culture to collaborate.

Tools such as videoconferencing (or TelePresence) and web sharing enable real-time collaboration across distance. Blogs, wikis, and shared workspaces enable online collaboration across time boundaries.

Cisco conducted the first formal segmentation study of collaboration tool users. Their objective was to understand how workers choose to collaborate, which tools they use, and how they believe those tools positively affect productivity, innovation, and cost savings.

Study participant collaboration habits and attitudes placed them into one of four segments: Collaboration Enthusiasts, Comfortable Collaborators, Reluctant Collaborators, and Collaboration Laggards.

Lessons Learned and Best Practices
The results from the Cisco collaboration segmentation study suggest that organizations experience the greatest productivity benefits from collaboration when they:

• Recognize that personal attitudes and organizational culture regarding collaboration are as important as collaboration tools.
• Begin by introducing collaboration tools to people and groups meeting the characteristics of Enthusiasts and Comfortable Collaborators. These people tend to be managers or supervisors, have held their job position for 3 to 10 years, and are already using Web 2.0 tools at home.
• Encourage executives to model the desired collaboration practices.
• Reward collaboration by including it in performance reviews, offering rewards for successful outcomes, or both.
• Implement formal collaboration processes. Provide the tools, IT support, and training needed to foster increased collaboration.
  

The survey studied 800 people in a wide variety of U.S. medium-sized and enterprise organizations who: spend at least 20 percent of time at work using a network-connected computer; use a mobile phone or handheld device; and participated in two collaborative activities within the past month.

Enabling the Early-Adopters to Thrive
The researchers conducted a segmentation analysis, separating individuals into distinct groups based on a large set of attitudinal and behavioral variables. Previous knowledge of collaboration habits did not include the personal or cultural factors that influence success.

Do you proactively nurture a culture of collaboration in your organization? What obstacles did you have to overcome before your employees could fully utilize the latest online productivity tools?

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The Secret of Business Growth in 2010

Having had their fill of the economic downside, business leaders are truly ready for the eventual upside. Apparently, U.S. companies are preparing for a global economic recovery to begin in the first half of 2010, according to a new "Road to Growth" market study from AT&T.

Key study findings include the following insights:

Business Agility and ROI Pressures
In today's economic climate, U.S. companies have significantly shortened the time frame over which a Return on Investment (ROI) is delivered.

More than half of U.S. IT executives stated they are under pressure to deliver a return on investment in half the time than their previous efforts. As a result, two-thirds cited that the change has affected their IT budgets, strategies and priorities.

The study found that companies are less willing to invest in longer-term projects -- where the return does not come quickly. One CIO stated that IT projects must give at least a 100% ROI in 12 months -- otherwise, the project is terminated.

Shrinking Costs, While Growing the Upside
No surprise, regarding the top-of-mind challenges. Cost cutting and increasing revenue remain the two primary business goals. To achieve those objectives, survive the recession and move towards growth, business technology strategies are focused on:

Reducing operating costs: 87 percent cited "reducing operating costs" as "extremely or very important." Improve collaboration with customers and partners: 85 percent cited "improved collaboration with customers and partners" as "extremely or very important." Enhancing workforce performance and productivity: 83 percent cited "enhancing workforce performance" as "extremely or very important."

Rise of the Any-Term Business Strategy
The study found that U.S. companies employ multiple strategies to address business goals, and do not distinguish between short-term and long-term strategies. It appears that U.S. companies are reducing the time period for their long-term forecasting until after the recession is over.

Moreover, the role IT plays in helping U.S. companies achieve long-term strategies is very similar to the role IT plays in supporting a company's short-term business strategies.

Ongoing Role of Business Technology
IT investments and priorities are very focused in a couple of key areas. The study found that "business continuity and security solutions" will have the biggest positive impact on business growth as U.S. companies prepare for an economic turnaround.

This is closely followed by "enterprise mobility solutions" and "Web delivery solutions." Areas of IT investment that are expected to have a high to moderate impact on businesses are "unified communications services" and "hosted solutions."

For more information, and a copy of the executive summary, visit the AT&T Road to Growth Study on their website.

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How to Unlock the Power of Virtualization

Virtualization uses technology to remove the physical barriers associated with computer servers and applications -- enabling the consolidation or replacement of servers, storage, network and other physical devices.

As a result, your business can better use computing capacity and drive more value from IT resources as well as consolidate data centers and significantly lower energy consumption.

For companies who need guidance on a virtualization project, Verizon Business offers these five tips -- culled from the company's years of experience handling complex IT installations and expertise in implementing and managing virtual environments:

1. Make sure you're looking at the big picture: A business should first complete a thorough assessment of its current IT environment and computing resources, including a full review of all servers. Once the enterprise has a better understanding of its infrastructure, it is easier to determine which computing resources, such as servers and devices, are candidates for consolidation.
2. Enlist vendor support: After compiling a list of applications that can be virtualized, it is important to confirm there will be very few, if any, issues with vendor support. Some vendors, especially smaller ones, do not support their software on virtualized platforms.
3. Evaluate licensing costs: When assessing applications for migration, evaluate the licensing costs associated with them. While consolidating multiple servers and devices into a single virtual machine will lower hardware and facility costs, this does not necessarily apply to software licensing costs. Many vendors still charge based on total available power and the number of physical applications. If that's the case, consider working with vendors that embrace more flexible licensing models.
4. Avoid common bottlenecks: Carefully assess the memory and storage requirements for applications moving to the virtual environment. Memory and storage can severely limit how many virtual machines a host can support. A common scenario is an environment with consolidated storage and a high number of mobile BlackBerry users, requiring large memory and storage needs. Therefore, assessment, management and proper allocation of applications per virtual machine are key.
5. Security, security, security: Security should be a top priority; it should be built in from the ground up to ensure the new environment comes with the right safeguards. Enterprises also should pay close attention to relevant industry regulations. For instance, businesses that store, handle or process customer payment information must maintain compliance with the Payment Card Industry Data Security Standard (PCI DSS), a comprehensive set of requirements for enhancing payment account data security. In that case, PCI DSS compliance would be a key requirement for the new virtual environment.
   

"Virtualization holds huge promise for the enterprise," said Michael Marcellin, vice president of Verizon global managed solutions. "Its ability to increase efficiency and agility while managing costs is unparalleled. With that potential, however, comes complexity concerning deployment and implementation. Our hope is that enterprises will take this promising technology to heart and embrace our suggestions -- based on our more than 10 years experience managing complex IT infrastructures -- on how best to utilize it."

Verizon Business offers a wealth of IT and hosting solutions to help customers meet their most-pressing IT needs in today's dynamic business environment. As we've previously reported on the Business Technology Roundtable, enterprise and small-business executives are actively adopting the selective out-tasking of applications to these managed cloud services.

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IT Power Users Will Lead the Way

Have you ever wondered if your company's utilization of Business Technology is in line with the creative market leaders? The Harvard Business Review recently published an interesting commentary by Susan Cramm entitled "How to Support Your IT Innovators."

Ms. Cramm believes that to realize the full potential from business technology, all enterprises need IT-smart business leaders -- up, down, and across the organization.

According to the results of her ongoing survey, however, business leaders apparently don't feel very smart about their IT adoption and application practices.

• Only 11% personally use and fully leverage the capabilities of the technology currently in place.
• 50% agree with the statement that "business leaders don't understand how to use their systems and technologies."
• And, only 25% of business leaders consider themselves "IT-smart."
  

Liberate the Business Technology Innovators
One person she interviewed said "business groups that have somebody on their team who is an IT expert do much better -- in terms of leveraging technology to meet their needs -- than those who do not." While that may not be profound, it's a noteworthy comment.

Tech-savvy business users perform a valuable function for their less-informed peer group. They are able to determine what is truly possible, with current technology. Why? It's because power-users sometimes have better productivity enhancing tools in their home-based office than they do at their place of work.

How can this be possible? Well, IT managers focused on total control of all physical infrastructure are consumed by operational tasks and remedial user support activity. They have little or no time available to research, test and adopt the best-fit productivity tools for their business user needs.

Don’t Assume, Follow the Informed User
Moreover, there's often a major disconnect between what business users say they need, and what their IT team assumes they would apply. Most organizations use only 64 percent of their enterprise systems core functions, according to a recent Accenture survey.

"About half said they don't need all the capabilities, while a fifth explained that they didn't make use of all the functionality due to lack of time to learn how to apply them," said Accenture.

In summary, Ms. Cramm says that you should identify your lead users, give them more of what they really need, free up your IT team's time to study what they are doing (and why), and then decide how to standardize and scale the most promising innovations to benefit the whole enterprise.

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