Cloud Evolves From Point Solution To Strategic Enabler Of The New Connected Economy

Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA Tel: +1 617.613.6000 | Fax: +1 617.613.5000 | www.forrester.com Cloud Evolves From Point Solution To Strategic Enabler Of The New Connected Economy by Liz Herbert, January 2, 2015 For: CIOs Key TaKeaways The Cloud economy will Disrupt Business Models With business accelerating, adapting to market changes has huge sway over your enterprise’s survival. Those businesses that dominate their markets will function at cloud speed and fluidity. They are tech companies positioning their technology for specific purposes. Traditional businesses will be crushed by these powerhouses. Rightsourcing Is The Key Challenge To Cloud success A supply chain is crucial not only to physical products and logistics, but the cloud economy as well. Choose your partners wisely and implement capabilities to alter your supply chain quickly and easily. Cloud services make this much easier. Such rightsourcing is a strategic asset in any economy, but especially in cloud. you will Orchestrate The Cloud and It will Orchestrate you In a cloud economy, you consume cloud and others consume what you offer to the broader ecosystem. Either way, orchestrating the various moving parts in the whole economy is central to your success. Open but risk-balanced automation is behind effective consumption and delivery of cloud capabilities. Cloud will Become your Brand How well you master the cloud economy will directly relate to your firm’s appeal to customers. As full members of the cloud economy, some customers will be cloud consumers themselves. They will choose your cloud offerings when you exhibit the same value you desire from your own providers -- speed, flexibility, and trust. © 2015, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To purchase reprints of this document, please email [email protected]. For additional information, go to www.forrester.com. For CIos why ReaD ThIs RepORT Cloud is evolving from an internal-facing point solution to an enabler of connected cloud economies. In this next phase of cloud, leading CIOs will orchestrate cloud ecosystems — which connect employees, customers, partners, and devices — to serve rising customer expectations. These cloud ecosystems have the potential to disrupt business models and revolutionize the customer experience. In this new cloud landscape, firms in every industry will shift from being simply cloud adopters to becoming cloud companies themselves. This report gives an overview of the transformation that is taking place as we move to a world of connected cloud ecosystems and describes how this evolution should change your thinking about cloud. Table of Contents New Cloud Models will Transform The Business and Disrupt Industries a winning Cloud ecosystem Requires Rightsourcing Cloud Options your Cloud Is your Brand reCommendaTIons partner, Outsource, and Divest To Thrive WHaT IT means In The Cloud economy, you are The Cloud supplemental Material notes & resources This report is based on vendor briefings, client inquiries, consulting engagements, and numerous end user interactions on the topic of cloud. related research documents Benchmark Your enterprise Cloud adoption september 19, 2014 Understand The Cloud service Provider market Landscape may 19, 2014 The seismic shift In application Portfolios march 12, 2014 Cloud evolves From point solution To strategic enabler Of The New Connected economy Vision: The Cloud Computing Playbook by Liz Herbert with Glenn o’donnell and michael Caputo 2 3 8 9 10 10 JanUarY 2, 2015 For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 2 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 New ClOuD MODels wIll TRaNsFORM The BusINess aND DIsRupT INDusTRIes The new metric for cloud success is not cost-efficiency or even business agility. Cloud is not just a technology transformation opportunity — it’s a business transformation opportunity. Leading CIOs must now build cloud-centric ecosystems that connect employees, partners, and customers in real time, going beyond tasks that just focus on the benefits of cost and speed (see Figure 1). These ecosystems will: ■ Simplify real-time engagement with employees, partners, and customers. Cloud models simplify engagement inside and outside your company’s four walls because any customer or business partner can connect to the same real-time cloud system with a simple web browser or mobile device. This enhances collaboration across parties and can deliver a better (and stickier) customer experience. For example, a leading appliance manufacturer uses cloud to connect its customers with service technicians and parts dealers so they can address any service issue more efficiently, ultimately saving the company money and delivering a better consumer experience. Also, in B2B models such as car dealerships, customers, dealers, and automotive manufacturers can engage in a real-time network for sales and service needs. ■ Enable new business models and create new sources of value. Business models are in flux across all industries, as digital disruption is threatening established models and enabling upstarts. Your connected cloud ecosystem can be a launch pad for these next-generation business models, including anything-as-a-service (XaaS). For example, through its new cloud ecosystem connecting devices, patients, and hospitals, a leading medical device manufacturer can now sell patient services in addition to its core business of selling devices to hospitals (e.g., heart-monitoring-as-a-service). ■ Aggregate information to enable smarter processes and unique analytics. Cloud ecosystems offer much more than simply a new deployment model. The power of a cloud ecosystem is that it can generate analytics of aggregated information as well as use the network for smarter processes. For example, a cloud ecosystem connecting patients, drugs, devices, and healthcare providers is exponentially more beneficial than simple patient-provider relationships because the network can detect and analyze patterns across the whole population and thus has more complete data on patients. For example, the network could alert the whole ecosystem in real time if a drug recall were issued. For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 3 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 Figure 1 Cloud-Centric Ecosystems Can Optimize Processes Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.120506 Public/free Internet Customers Partners Connected devices/M2M Company Data a wINNINg ClOuD eCOsysTeM RequIRes RIghTsOuRCINg ClOuD OpTIONs Cloud is a given. CIOs no longer ask whether they should use the cloud but rather how they should use it. You therefore have some important considerations when planning the right strategy to drive your cloud ecosystem. Don’t assume you have a Clean slate; Most CIOs Must Deal with De Facto Cloud use Much of the cloud adoption to date has been siloed; line-of-business (LOB) execs have gone out and self-provisioned cloud apps (such as Salesforce or SuccessFactors). Even within the CIO’s organization, developers have self-provisioned various instances. For example, one leading construction firm recently told us about 20-plus instances it had of a single software-as-a-service (SaaS) app. Unfortunately, the ease of deployment and pay-as-you-go pricing of cloud has left many CIOs with a tangled web to unweave. For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 4 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 Take the following two key steps in the clean-up process: ■ Get a handle on what you already use and how you are using it. You need to get an inventory of cloud services in use across your company. This will not be easy, so leverage technologies that can automate the discovery of such usage and then discuss the purpose behind these services with the leaders of the respective organizations. This dialogue is important to understanding the business purpose of each service. You cannot play a role in the cloud economy until you gain this understanding. ■ Stop the bleeding — make it easier for the business to go through the right channels. This could mean cloud stores, cloud usage policy, etc. Most direct cloud consumption by the business is caused by the business’ perception of your organization as an impediment rather than a desirable partner. If you give your business partners what they need, with low friction, you will gain their trust. Make them want to engage your organization as you build your cloud economy together. That philosophical partnership is the explosive power of cloud-based business domination. Customers are drawn to such businesses. Your main goal here is to balance low-friction business adaptation of the solution with the right level of governance over cloud usage in your enterprise. Cloud undeniably enables adaptation by orders of magnitude, but don’t expose the enterprise to excessive risk. Find your “Goldilocks” point of governance — not too little and not too much, but just right. Also, note that Goldilocks herself changes over time, so continually reassess your governance using feedback from the business key performance indicators (KPIs) that are important to your CEO and board of directors. saas, paas, and Iaas are On The Rise — But The Key Is Knowing what To use when Our recent survey of infrastructure and operations professionals shows that cloud is still heavily in growth mode. Only 6% of respondents said they were decreasing their use of cloud services (such as SaaS, platform-as-a-service [PaaS], and infrastructure-as-a-service [IaaS]), whereas 51% of respondents in the same survey said they would be increasing usage (see Figure 2). The key is to know when and where to use XaaS — and to know which specific XaaS options will give you the best outcomes. For example: ■ Understand the need, not the desire. Your employees, customers, and business partners likely do not know what their technology options are, and they may not even truly know what business capabilities they need. Needs are initially expressed as desires, and the two can be very different. Sometimes the business has trouble framing its technology needs based on the “as-is” state of technology; it sometimes feels that the existing process must be replicated in any new technology or expresses frustration with the current system. What the business feels is some level of pain that must be alleviated (e.g., competitive pressure, urgency to respond to market changes). It is the job of business technologists to deliver the needed capabilities. Translate For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 5 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 desires into needs collaboratively via dialogue with the stakeholders. This is more commonly referred to as service portfolio management (SPM), but it is much more engaging on a continual basis than some older ITIL-oriented notions of SPM.1 ■ Match the cloud tool to the job. The real needs will expose which XaaS options will be best. Make sure you consider risk and control elements in addition to features and functions. For example, if the need requires keeping data on-site for regulatory reasons, that may dictate a private cloud model or a model where the database remains on-premises while a SaaS solution interacts with encrypted data from that database. Or, if your business need requires extending the system to business partners and customers, you’ll need to move toward more public cloud models, such as PaaS or SaaS. Do not choose services primarily on price. If you need the added value of PaaS over IaaS, the extra cost will pay handsome dividends in business agility, flexibility, and speed-to-value. ■ Resist paranoia over vendor lock-in. Lock-in is a pervasive fear. Some caution is warranted, because lock-in guides your governance, but fear is irrational, as it can impede your organization and even paralyze it. The paranoia springs from decades of undelivered promises by traditional vendors, but such is not the case with cloud providers; however, some lock-in is inevitable. Still, unresponsive cloud providers have short life expectancies. If you and other customers get value from a vendor, lock-in is not just acceptable, it is desirable. At that point, it is a partner, not a mere vendor. Partners remain viable because you want to do business with them. Figure 2 Cloud Service Usage Continues To Grow Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.120506 “How do you expect your rm’s spending on the following IT infrastructure expenses to change over the next 12 months?” (cloud services) Base: 2,838 global business and technology decision-makers (20+ employees) Source: Forrester’s Business Technographics® Global Infrastructure Survey, 2014 Decrease more than 10% 1% Decrease 5%-10% 4% Stay about the same 35% Increase 5%-10% 34% Increase more than 10% 18% Don’t know 8% For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 6 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 hybrid Remains The Norm Your success in the cloud economy requires more than just various flavors of cloud. Your portfolio of cloud services will still complement your internal environments, and your developers will still compose business services across those choices, intermixing in-house resources and data with externally hosted resources and data. The emerging cloud ecosystem will center on the new cloud services and view most in-house systems as legacy. To enable this ecosystem: ■ Systems of engagement must link seamlessly with systems of record. Business executives are enamored with sleek cloud and mobile apps that provide a more responsive and intuitive way to engage with customers and partners. But these apps are limited or even detrimental if they lack context and data from systems of record. This means that integration and orchestration are critical components of your cloud strategy. For example, a user-friendly cloud POS system might contribute to a world-class in-store shopping experience — but if it isn’t linked to real- time inventory information, your customers will inevitably be disappointed. ■ Legacy systems and services must be composable as software. Everything — even legacy hardware — can now be treated as software elements in the software-defined view of business technology. When defined by software models, every element becomes an abstracted cloud- like service in the overall ecosystem. You can apply automation to anything defined as software. Everything can be “cloud” in its adaptability. Automation makes it fast, consistent, and low-risk. ■ Back-end systems need an overhaul. You will fail to achieve the promise of business agility enabled by real-time, flexible cloud solutions if legacy systems are left as they are. Massive amounts of downtime or out-of-date information are two sure-fire ways to thwart business outcomes. Your cloud road map should include legacy modernization plans as well. In some cases, firms might leapfrog a legacy modernization project by migrating to a next-generation cloud alternative. Orchestration and Integration underpin The New Cloud Model The shifting makeup of your own organization continues. Accelerated by cloud solutions that remove lower-level, non-differentiated tasks from your plate, your organization must increasingly focus on being an orchestrator of solutions rather than a builder. In a recent survey, we found that 40% of respondents were investing in internal capabilities to support and manage cloud platforms (see Figure 3). This is one example of the evolution of skills required for strong technology management; you need more orchestration and architecture skills and fewer programmers (as more of the programming is inherent in your cloud service). You must: ■ Invest in and partner for next-generation skills. The people who will catapult your pace in the cloud economy will be architects, service designers, automation engineers, and business relationship managers. You should upskill your existing staff where it makes sense and hire For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 7 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 or partner to fill gaps. In some firms where an aging technology management department is getting close to retirement, you can augment the existing skills by filling open positions with new types of skills (such as architects or mobile specialists). But the story is not all about your technology management department. This ecosystem requires partnering with third-party sources of talent, even communities that effectively participate at little cost to you.2 For example, companies will often get better results using third-party partners for functions such as data scientists or designers. Bear in mind that people with the hottest skills come with substantial salary demands — and that they may be hard to retain and keep motivated. ■ Keep an eye on the evolving tools market for orchestration and integration. With the XaaS market still very fragmented and with no full-suite solutions geared toward large enterprises, you may find it difficult and overwhelming to manage integration — often across dozens or hundreds of XaaS solutions. But third-party integration tools are available to alleviate this challenge; some ship with thousands of prebuilt integrations across common XaaS tools. Examples include Dell Boomi, IBM WebSphere Cast Iron, Informatica Cloud, and various cloud broker tools, such as Accenture Cloud Platform. Cloud automation suites are more than a simple packaging of legacy management software. Seek automation solutions that take a fresh approach.3 ■ Apply systems thinking to the highest levels of business processes. Treat all cloud services as cogs in the business machine, but optimize the machine to make your business superior. In any complex system — like your cloud economy — the parts themselves may not be very potent, but they interact in ways that yield profound benefits. This is the very definition of ecosystem.4 In your cloud economy, the individual cloud services may not be very interesting, but the business capability they collectively produce can be revolutionary. Such systems thinking is why you need to design and engineer your ecosystem. It takes special strategic and systems engineering talent that you may not yet have in your organization. For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 8 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 Figure 3 Customers Are Using Management Tools For Their Cloud Deployments Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.120506 “How does your rm support and manage cloud computing platforms?” (primary support) Base: 797 global technology decision-makers who are piloting, have implemented, or are expanding cloud platforms (20+ employees; China and India excluded) Source: Forrester’s Business Technographics® Global Infrastructure Survey, 2014 We manage cloud platform deployments centrally using internal expertise and tools 40% We manage cloud platform deployments centrally using third-party SaaS-based solutions 14% We manage cloud platform deployments centrally using third-party on-premises software 21% Our developers manage their own instances via internal expertise and tools 9% Our developers manage their own instances via third-party SaaS-based solutions 4% Our developers manage their own instances via on-premises open source tools (such as Chef or Puppet) 3% Our developers manage their own instances via on-premises commercial third-party tools 5% A third-party service provider manages our instances for us 3% Other 0% yOuR ClOuD Is yOuR BRaND Software will become your brand, and your cloud strategy will be a fundamental part of your brand. If you can master your place in the cloud economy, your firm becomes a go-to choice in that broader economy. You can become a provider of cloud services, not just a consumer of them. you will Compete with Companies In adjacent sectors To Own The Cloud economy Cloud economies mean that your competition can come from outside your industry just as frequently as inside your industry. For example, in healthcare, winners could be the providers (Kaiser Permanente), the medical device companies (Abbott), pharma (F. Hoffmann-La Roche), technology suppliers (Accenture, IBM’s Watson for Healthcare), or others. In reality, there will not be just one winner. Multiple cloud ecosystems will thrive — and the most successful ones will be open and connected. For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 9 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 you will start To Deliver everything-as-a-service The new cloud economy is only a foundation for you to be able to deliver everything-as-a-service. Healthcare providers are starting to deliver medical-care-as-a-service (e.g., nurses or x-ray technicians). Big appliance manufacturers will now deploy technicians-as-a-service or could even sell appliances-as-a-service. To avoid Jeopardizing your Brand, Don’t skimp On Due Diligence Or security Your brand is on the line. Make sure you have the right cloud security and governance framework and technologies to support it. Forrester’s Cloud Maturity Assessment Tool can help you identify gaps in your cloud strategy and assess your cloud readiness.5 Use Forrester’s Zero Trust Security Model to define your security approach.6 And also make sure your cloud services live up to acceptable standards of performance and service.7 R e c o m m e n d at i o n s paRTNeR, OuTsOuRCe, aND DIvesT TO ThRIve You don’t need to own it all. The core tenet on which the cloud economy is built is open collaboration and data sharing. The shift to the cloud economy will require you to be more open with data and to foster more partnerships, even partnerships with your competitors. All key strategic decisions on which you need to execute will center on what to own versus where to partner, including: ■ What elements of the cloud economy you intend to own and where to connect. In the cloud economy, no one company will own the full economy — but cloud models and open standards mean that your cloud can and should connect to others. These could come from adjacent spaces (e.g., an automotive supply chain cloud could connect to an insurance cloud) or they could come from services providers (e.g., the Dell Healthcare Cloud for medical imaging). You will need to decide what the differentiators are and what makes sense for your focus versus where to connect into other clouds. As these cloud models shake out, consolidation is likely. For example, how many different connected automotive platforms are really needed? ■ What to manage in-house and what to outsource to a services firm. Forrester recently spoke with a leading services provider that is taking over the cloud ecosystems of some of its clients, including a major healthcare company. In this example, the healthcare company did not have enough funds to keep the platform modern and did not have the right level of next-generation vision or talent to move the platform ahead. It made more sense, financially and technically, to outsource this to a trusted provider. Even if you do not outsource a whole cloud ecosystem in this way, you will likely partner for some specific skills or outsource some components to services partners. Take note that sourcing decisions should For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 10 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 be made carefully. If you are going to revolutionize your business, you need to keep the unique strategic functions in-house. Otherwise, you become just another player without a competitive edge. ■ Whether to spin out the new business models as a new company or unit. You may find that the new business models that your cloud economy can enable are so different from your established business that they will not thrive in the confines of the existing structure. Some companies are spinning out new companies or divisions so the new cloud-enabled business models have their own place to succeed and grow. For example, a lending company whose internal technology group saw the vision for a new banking platform built on the cloud decided to spin out a new company to focus on this next-generation banking platform. W H at i t m e a n s IN The ClOuD eCONOMy, yOu aRe The ClOuD Cloud has come to define services that businesses consume, but the full model of an economy based on cloud means your business and the “cloud” become inseparable. As CIO, you embody your enterprise’s presence in the cloud economy. Your fellow business leaders will either embrace your prowess or they will castigate your incompetence. There is surprisingly little middle ground between these two polar extremes, so play your cloud game wisely. What happens in your technology management organization directly reflects on you. Choose to excel by taking bold steps that may alienate the establishment. Your CEO and board of directors must empower you to disrupt the business far beyond the traditional technology management organization. If you can, you will be exalted as a corporate hero and a favored candidate to eventually run the entire business. In the cloud economy, the cloud is everywhere and everything — and you personify it. suppleMeNTal MaTeRIal survey Methodology For Forrester’s Business Technographics® Global Infrastructure Survey, 2014, Forrester conducted a mixed methodology phone and online survey fielded in June and July 2014 of 3,190 business and technology decision-makers located in Australia, Brazil, Canada, China, France, Germany, India, New Zealand, UK and US from companies with two or more employees. Forrester’s Business Technographics provides demand-side insight into the priorities, investments, and customer journeys of business and technology decision-makers and the workforce across the globe. Forrester collects data insights from qualified respondents in 10 countries spanning the Americas, Europe, and Asia. Business Technographics uses only superior data sources and advanced data-cleaning techniques to ensure the highest data quality. For CIos Cloud Evolves From Point solution To strategic Enabler of The New Connected Economy 11 © 2015, Forrester Research, Inc. Reproduction Prohibited January 2, 2015 We have illustrated only a portion of the survey results in this document. To inquire about receiving full data results for an additional fee, please contact [email protected] or your Forrester account manager. eNDNOTes 1 While ITIL had good intentions for SPM, the community botched its development; a different approach is needed to achieve optimal results from your SPM strategy. For more information on SPM best practices, please see the December 10, 2013, “Five Concerted Steps To Maximize The Business Value Of IT” report. 2 Communities are rich with experts who altruistically contribute their intellectual capital to the world. They generally work in an open model that costs you nothing, but good use of communities means you must dedicate someone to represent your interests in the community and glean the right perspectives for your own benefit. It is another form of necessary investment. Just as there is no free lunch, there is no truly free community. 3 Cloud platforms are increasingly a viable option for a growing set of enterprise workloads. The future enterprise IT infrastructure will be a hybrid mix of public and private clouds, and the right management strategy will maximize the benefits from both of these tools. For more information on best practices for managing your cloud environments, please see the July 30, 2013, “Cloud Management In A Hybrid Cloud World” report. 4 Interacting systems are pervasive in nature (e.g., weather, ant colonies). Highly evolved business ecosystems exhibit almost all of the same behaviors and play by the same rules. Apply systems thinking to your cloud economy if you want truly formidable results. A remarkable — though heavily academic — landmark book on systems thinking is Thinking in Systems: A Primer by Donella Meadows. Source: Donella H. Meadows, Thinking in Systems: A Primer, Chelsea Green Publishing, 2008. 5 As CIOs build out enterprise cloud strategies and mature their cloud implementations, there’s an increased need to evaluate usage and strategy against other enterprises and market best practices. Forrester’s Cloud Computing Maturity Assessment for CIOs provides a rundown of the key elements, people, and practices that will ensure continued cloud success. For more information, please read the upcoming report “Assess Your Cloud Maturity.” 6 Forrester’s Zero Trust Security Model emphasizes protection at all vulnerable points of access, rather than relying on one all-encompassing barrier as in the past. For more information on the Zero Trust Model, please see the October 7, 2014, “No More Chewy Centers: The Zero Trust Model Of Information Security” report. 7 Clients are moving to cloud for more and more mission-critical areas of their business: CRM, HR, collaboration, and even IT applications and ERP. But for many organizations, cloud sourcing and cloud contract strategy are still immature. Forrester has created a checklist that helps you maximize the value from your next cloud computing service contract; for more information, please see the July 13, 2012, “Cloud Contracts Checklist” report. Forrester Research (Nasdaq: FORR) is a global research and advisory firm serving professionals in 13 key roles across three distinct client segments. 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