Tag Archives: Bernard Golden

Cloud Computing Economics

In my 27th May post I responded to a thought provoking article by Bernard Golden stating that “CIOs are not Business Leaders”.

We exchanged details and I had the good fortune to meet with Bernard this week in London.

Bernard is one of the “Rock Stars” of Cloud Computing and has recently joined enStratus as its new Vice President of Enterprise Solutions.

“In this new role, Bernard will help enStratus customers leverage the cloud and build best-practice operations based on the enStratus cloud management platform. Bernard brings vast experience working with CIOs around the world to incorporate new IT technologies and meet their business goals”.

We discussed various Cloud topics and I would like to focus on two themes.

Cloud Economics

Mark Teter, CTO at Advanced Systems Group, discusses the economics of cloud computing today.

Cloud Providers have a Chinese Menu of charges

What is your Total Cost of Assets?

Substituting a one time Capex model for a Re-ocurring Opex model

Divorce is expensive from a Cloud Provider

“Recently, ASG conducted a detailed financial analysis of three cloud computing solutions:

1) public cloud from Amazon EC2;

2) purchased private cloud infrastructure; and,

3) a leased private cloud infrastructure. Here’s what we found:

Based on our analysis, a private cloud computing solution whether leased or purchased would seem the way to go. In addition to the financial benefits, we feel that there’s a propensity for additional flexibility and greater uptime.

This analysis shows a $513,295 cumulative cost savings over three years for the private cloud purchase versus the public cloud option. The private cloud lease saved $489,874 versus the public cloud option over the same three years”.

The Truth About Cloud Economics

By Drue Reeves and Daryl Plummer of Gartner – LINK to full HBR article

“For companies, cloud computing’s new economic model stands in stark contrast to the traditional economic model of IT where we buy technology from a vendor as a capital investment and continue to invest in maintaining and servicing it over time. Traditionally, much of the money allocated to technology has been locked away in capital expense allocations used for buying physical goods. However, cloud services are just that, a service, and require reallocating money to operating expense budgets”.

New Delivery Model

Verizon offers customers guarantees about how fast data will travel between one cloud and the other. Verizon bought Terremark in 2011 to competes with providers such as Savvis or Rackspace.  This short video takes a creative approach to exploring how Verizon and its Terremark IT services delivery arm are fundamentally changing how businesses and consumers will access content.

The Cloud is Democratizing Technology

The Network is going to evolve into an IT Platform

Must be able to Deliver Metered Billed It Services

So the Cloud Computing Economic model is compelling:

  • No initial capital spend required
  • A flexible TCO model for service provision can be lower (typically in the short term)
  • Good way to align and scale “technical capacity” with “business demand” (e.g. Xmas trading, Summer trading, Financial Period end)

Senior Business Stakeholders are investigating how, when and what to migrate to the Cloud without compromising security and regulatory requirements.

The Business needs to have transparency in order to evaluate whether it is buying the right cloud services and managing them in the right way.

There are many companies providing advisory services however the Vendors tend to sell the benefits of their cloud enterprise solutions [e.g. IBM SmartCloud, Citrix CloudStack, SAVVIS Symphony] and typically ignore the radical set of new people and process challenges.

CloudSM

As a Service Management Practitioner I believe there is a gap in the market which I am calling  CloudSM – Cloud Service Management is typically a managed service or a dedicated on-premise private solution.

The Cloud Service Management provider is accountable for end-to-end governance and delivers key process capabilities including orchestration, service provisioning, automated workflows, monitoring and metering.

External managed Cloud Service Providers have the people know how and mature processes to be more compliant than internal IT shops.  In addition they will definitely deliver CAPEX and OPEX savings that can be re-invested in enabling Business change.  

Welcome to the new world of Cloud Service Management that is required to manage the New Delivery Models.

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If CIOs are not Business Leaders are they Change Agents and Innovators?

In recent posts I have been banging the drum about how COBIT 5 provides Business Executives and Technology Leadership with a common language to drive the Business forward in a joined-up way. 

So the article below, which appeared on CIO.com on Friday 18th May, made me sit up and take notice.

  

Bernard Golden is CEO of consulting firm HyperStratus, which specializes in virtualization, cloud computing and related issues. He is also the author of “Virtualization for Dummies,” the best-selling book on virtualization to date

CIOs Don’t Need to Be Business Leaders – LINK

“Given the complexity of today’s applications, it’s folly to suggest that the future role of the CIO is less technical and more businesslike, columnist Bernard Golden writes. If anything, it’s the opposite — the business side of the enterprise should embrace technology.”

Notion of CIO as Business Leader Just Plain Wrong

You Can’t Discuss Tech Without Knowing Tech

In Today’s Economy, CIOs Obligated to Know Tech

“Frankly, that issue of talking to the CEO in business language with which he or she is comfortable is a red herring. The fact is, businesses today are technology businesses. Information technology is core to what they do.”

Please find below two real world examples of the CIO as the driving force for Transformational Change and how Innovation is taking Systems of Engagement to another level.

IT transformation drives the business forward

Mike Wolfe – Senior Vice President and CIO @AMD

IT Transformation is a bit of a slippery term

Typically IT spends 70% of the budget on keeping the lights on which is not acceptable as the CEO gets 30 cents back on each dollar of their investment

Blank sheet innovation, doing things radically different is difficult for people to do

03:20 – You have to get to the place where a very complex topic can be stated very simply in a way that it applies to everyone in the company.  For our Business Leaders it has to be about how does this impact the company, they don’t care about the technology frankly.  They just want to know how it is moving the bottom line forward – more sales, more profitability, less cost.

Philip Clarke at Tesco is one of the few CIOs (Group IT Director) who have made it to the top job.  He became CEO in March 2011 and made the following statement at the annual results presentation in April 2012.

“I’m announcing today our 1 billion pounds plan to put the heart and soul back into Tesco,” Chief Executive Phil Clarke told reporters after the group reported a small full-year profit rise that met market expectations.

“The plan isn’t radical, isn’t a radical change of direction, but it’s a radical change of pace,” he said.

From ‘Broccoli Cam’ to electronic shelf edge labels, Chief Information Officer Mike McNamara shows us around the latest technology innovations in store, as well as a short preview of technology currently being worked on in the labs.

This video clip showcases hand scanners to staff badge sized computers.  The convergence of physical and online is best shown when you buy the DVD physical product and the film is available to view online in the customers Blink Box Digital Locker.

Labs are working on bringing to life an Augmented Reality application that enables a smartphone to take a flat image and give it three dimensions, e.g. providing serving suggestions for the customer.   

In my view, any successful CIO has to demystify the Technology and show how transformational change will deliver value to the Business.

I keep repeating the same mantra that any Technology capability only exists to serve the Business.

Its not about the CIO being an expert in either Business or Technology it is about the CIO having a foot in both camps.

Tesco will bounce back because the Company has invested heavily in accelerating change by delivering innovation in-store.  The CEO “gets it” and is sure to provide full support for the CIO.

 

 Creativity is thinking up new things. Innovation is doing new things.

Theodore Levitt

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