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Enterprise IT:
Staying Relevant in the Cloud Era
A Cloud Ecosystem Webcast
Moderated by Rodney Brown,
Editor in Chief, CloudEcosystem.com
Webcast Logistics
Today’s Presenters
Daryl Plummer, Managing VP and
Gartner Fellow
Vishnu Bhat, Vice President and Global
Head - Cloud, Infosys
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2012 Gartner, Inc. and/or its affiliates. All rights reserved.
Daryl Plummer
Cloud Services Brokerages — Intermediation Helps Drive the Cloud Alternate Delivery Model
Are You Really Prepared for Hybrid IT? Cloud Provider 1
Cloud Provider 2
Cloud Provider 3 e.g., Sales Automation
e.g., VMI/ E-commerce
e.g., Contact Verification
Cloud Provider 4
e.g., HR
You manage this
Your IT Organization
Public Cloud
Traditional On-Premises Private Cloud
Can you manage this?
Who will manage this?
Key Issues
1. What is cloud services brokerage, and what is its role in cloud computing?
2. When should companies use cloud services brokerage?
3. Which providers will succeed in cloud services brokerages?
All Consumed Cloud Must Be Managed
Public Cloud
Private Cloud
Required Skills
• Provisioning
• Billing
• Support
• APIs
• Migration
• Integration
• Customization
• Management
• Backups
• Security
• DR
• etc.
Questions
• Do you want to do these tasks?
• If so, do you have the right skills?
• If not, who can you trust to do them?
Questions
• Be a brokerage
Definition: Cloud Services Brokerage
Aggregation
Brokerage
Customization
Brokerage 25%
50%
75%
100%
* = Alignment with traditional IT services terminology
Integration
Brokerage
ISV*
System
Integrator*
Definition: CSB is composed of three primary roles in which an intermediary adds value to one or more cloud services on behalf of consumers of those services.
Providers of CSB compete on the relative strengths of the three CSB roles
Distributor
*
You Either
• Are a brokerage • Enable brokerage • Leverage brokerage
Aggregation Brokerage
See "Cloud Services Brokerage Is Dominated by Three Primary Roles," G00226509
• Definition - Delivering two or more (can be many) services
to service consumers, or other service providers
• Characteristics - Deliver cloud in scale to many customers
- No net new services functionality, per se
- No integration or customization of services
- Many-to-one or one-to-many services delivery
• Capabilities - Ability to support large-scale cloud provisioning
- Normalized discovery, access, billing, support
- Centralized management, SLAs, security, etc.
• Typical Scenarios - IT distribution
• e.g., distributors, resellers and VARs doing cloud provisioning
- App Stores, marketplaces
• e.g., telcos, cloud providers, companies provisioning cloud
Example Providers IT Distributors, Resellers, etc.
• Ingram Micro
• Insight
• Parallels
• Synnex
• Tech Data
CSB Enablers
• Avnet
• AppDirect
• FullArmor
• Jamcracker
• Verecloud
Integration Brokerage
See "Cloud Services Brokerage Is Dominated by Three Primary Roles," G00226509
Example Providers Evolving B2B/EC Providers
• Edicom
• GXS
• HubSpan
• IBM (Sterling Commerce)
• Liaison Technologies
• SAP (Crossgate)
iPaaS Providers Offering IB
• Dell (Boomi)
• IBM (Cast Iron)
• Informatica
• Jitterbit
• Pervasive
• Definition - Making independent designed services work
together as a combined outcome for consumers • Characteristics
- Can be IT stack or data/process integration - Substantial new value through integrated result - One-to-many, many-to-one, many-to-many - Increasingly implemented via some form of iPaaS
• Capabilities - Messaging, adapters, translation, orchestration - Community management (think: LinkedIn for e-commerce)
- Governance (e.g., policy and API management) - Shared services (e.g., management and security)
• Typical Scenarios - Cloud-to-cloud integration
• e.g., synchronizing contacts between Gmail, salesforce.com
- Cloud to on-premises integration • e.g., synchronizing order-to-cash between NetSuite, Quickbooks
- Traditional supply chain integration • e.g., for large communities of suppliers, customers, 3PLs, etc.
• Definition - Altering or adding to the capabilities of a service
to change or improve its function
• Characteristics - Net new functionality via new, modified services
- Original cloud services can be modified, enhanced
- One-to-many or many-to-one service delivery
• Capabilities - Modifications (services combined, enhanced, etc.)
- Implementation (of new services, applications, processes, user interfaces, master data, etc.)
- Analytics (messages, services, processes, etc.)
• Typical Scenarios - New and composite applications
• e.g., new custom reports on Force.com for salesforce.com CRM
- Process or data enhancement
• e.g., price comparing service for "less than truckload" booking
- Business process services
• Configurable processes (e.g., VMI, delivered on one-to-many basis)
Customization Brokerage
See "Cloud Services Brokerage Is Dominated by Three Primary Roles," G00226509
Example Providers BPS Providers
• BlinkHR
• E2open
• eBuilder
• psHealth
• Wipro
System Integrators
• Appirio
• Atlantic Technologies
• Celigo
• Infosys
• Tieto
Comparing Cloud Services Brokerage to Direct ("Internal CSB") Cloud Consumption
See "How to Determine When to Use a Cloud Services Brokerage," G00226112
Strengths
• Low barrier to adoption
• Direct provider relationship
• Perception of "control"
Strengths
• Unified contracts, SLAs
• Value-added services
• Centralized governance
Challenges
• CSB perceived as "in the way"
• Immature, varied CSB skills
• Inconsistent governance
Direct Cloud Consumption,
i.e., Internal CSB
Cloud Intermediation,
i.e., External CSB
Challenges • "Take it or leave it" services • Multiple provider complexity • You are cloud "prime contractor" • You must own more IT assets
Emergence of Internal CSB Role
Public Cloud
Traditional IT
Private Cloud
Attributes of Internal CSB
• Alternative to third-party CSB role:
- You are "prime contractor"
- Think: cloud-enhanced traditional
IT multisourcing
• IT responsible for all CSB roles:
- Aggregation
- Integration
- Customization
• Scope of internal CSB role:
- Minimally applies only to private
cloud
- Can also apply to private and
public (hybrid) cloud
- Can include "broker of broker"
role, for cascaded brokerage
- Can optionally also include
traditional IT assets
Minimum Internal CSB
Scope
Maximum Internal CSB
Scope
How the Internal CSB Role Compares to Traditional IT Multisourcing Integrator Role
Emerging CSB Role
Traditional MSI Role
• Larger ecosystem
- Up to hundreds
• More smaller services
- More finely grained
• More SLAs, T&Cs
- More KPIs to track
• More, dynamic providers
- Value, innovation lead
• More federated, complex
- Automated escalation
• More usage, automated
- More policies to track
• Less control of IT assets
- Assets across cloud
IT Service Attributes
Ecosystem
Outcome
Dynamics
Help Desk
Governance
Granularity
Control
• Smaller ecosystem
- Up to a dozen
• Fewer larger services
- More coarsely grained
• Fewer SLAs, T&Cs
- Fewer KPIs to track
• Fewer, static providers
- Trust, experience lead
• More centralized, simple
- Manual escalation OK
• Limited use, manual
- Fewer policies to track
• More control of IT assets
- Assets in one DC
See "Essential Provider Selection Criteria to Use When Outsourcing the CSB Role," G00230681
When to Consider Internal CSB Role
Consider internal CSB when:
• You would prefer to fund the CSB with capex versus opex.
• Being a CSB is considered a required internal core competency.
• An internal CSB will reduce your risk of consuming services.
• You have and/or desire the requisite CSB skills and technology.
• An internal CSB can meet time-to-deployment requirements quickly.
• An internal CSB better meets your internal constituents' needs.
• An internal CSB is mandated by management (e.g., for compliance).
• No viable external CSB is available for your IT project requirements.
• You have a strong desire for centralized, internal control of all IT.
• Your full project life cycle TCO will be lower via an internal CSB.
See "Predicts 2012: Cloud Services Brokerage Will Bring New Benefits and Planning Challenges," G00227370
When to Consider Outsourced CSB Role
Consider external CSB when:
• You would prefer to fund the CSB with opex versus capex.
• Being a CSB is not a required internal core competency.
• An external CSB will reduce your risk of consuming services.
• You lack and/or don't want the requisite CSB skills and technology.
• An external CSB can meet time-to-deployment requirements fast.
• An external CSB better meets a B2B community's needs.
• An external CSB is mandated by an external agency.
• There's a viable CSB available for your IT project requirements.
• You wish to focus more on business outcomes, not IT enablement.
• The CSB will add significant value to consumed cloud services.
See "How to Determine When to Use a Cloud Services Brokerage," G00226112
More Comprehensive Services
How Will You Navigate the CSB Landscape?
Domain-Specific Provider
Discrete Services Provider
Full-Service Provider
Distributor/VAR
Cloud-Based Technology Services (IaaS, PaaS, Security, Storage, etc.)
SaaS Integration and Governance (iPaaS), SaaS
SaaS Aggregation, Customization
Cloud-Enabled IT Outsourcing
Cloud-Enabled System Integration
Cloud-Enabled BPO
Specialist
= Type of provider
= Type of service
See "Cool Vendors in Cloud Services Brokerages, 2012," G00231938, and "Cool Vendors in Cloud Services Brokerage Enablers, 2012," G00231937
See "Cool Vendors in Cloud Services Brokerage, 2011," G00212316
CSB Role Relevancy Varies by IT Service
= very important = moderately important
CSB Roles
= limited importance
B2B E-Commerce
Application Services
IT Distribution
BPU/ BPaaS
IT VAR
Infrastructure Services BPO
Provisioning
Management
Financing
Application Integration
Technology Integration
Governance
Modification
Implementation
Analytics
Ag
gre
ga
tio
n
Inte
gra
tio
n
Cu
sto
miz
ati
on
Service Types Provider Types
See "The Role of CSB in the Cloud Services Value Chain," G00218960
CSB (Provider) Ecosystem: Evolving B2B/EC Providers Doing Integration Brokerage
Customization
Integration Aggregation
Ecosystem/Provider Attributes
• Mature B2B integration competency
• Large B2B "partner ecosystems"
• SaaS APIs are "just another adapter"
• Emerging Hybrid Cloud + EC projects
• Cloud "immigrants" (vs. iPaaS providers)
Example Providers*
• Amalto Technologies
• Basware
• Easylink International
• Edicom
• Elemica
• GCommerce
Essential Vendor Selection Criteria • International B2B network, fulfillment capacity
• References for cloud/SaaS integration
• Explicit SLAs plus viable DR strategy
• Federated service desk involving cloud
Provider Challenges • Potential disintermediation by cloud providers
• Immature governance, support
• Sufficient investment in SaaS integration
• Perception as irrelevant "EDI legacy"
• GXS
• IBM (Sterling Commerce)
• HubSpan
• Liaison
• SAP (Crossgate)
• SPS Commerce
* Representative, not complete, list
Beyond the Three Primary CSB Roles: Key Technical CSB Evaluation Criteria
See "Essential Provider Selection Criteria to Use When Outsourcing the CSB Role," G00230681
• Disaster recovery
Is CSB's RPO/RTO reconciled with all cloud providers?
• Management
Can your CSB manage all cloud services in one domain?
• Migration
Is there help for moving users and data to cloud apps?
• Security
Will your CSB's SSO integrate with your existing SSO?
• Transparency
Is performance, availability visible for all cloud services?
• SLAs and reporting
Are SLAs reconciled with all third-party cloud providers?
• Help desk (support)
Is first-line support, escalation credible for all services?
• Upgrades
Are rollouts smooth for services/APIs across providers?
x
Beyond the Three Primary CSB Roles: Key Commercial CSB Evaluation Criteria
• Experience
Does the CSB have sufficient skills and references?
• Pricing
Does the provider offer transparent, predictable pricing?
• TCO
Is the CSB's total project cost of ownership favorable?
• Risk
Is CSB, relative to others, an acceptable business risk?
• IP protection
Are rights and procedures to access your IP well-defined?
• Compliance
Can CSBs meet required industry and government specifications?
• Indemnification
Does the provider share risk? Escalate for nonperformance?
• Switching costs
Are fees, development involved in changing providers? $
CSB "Didn't Know I Needed It" Capability No. 1: Application Governance
What cloud service policies are likely to be enforced?
• Security
- User/service/API authentication — Fine-grained/role authorization
• Technical SLAs
- Schema validation — service/API throughput, availability, failover
• Business SLAs
- Approve POs of more than $1,000; give "Gold" customers priority routing; archive invoices from France; encrypt personally identifiable data
Application Services Governance =
API Management +
SOA Governance
Community management capabilities include some combination of:
• Community master data
• Think: "Supplier/Customer MDM"
• Also for organizations, users, maps,
keys
• Campaign, portfolio management
• Community collaboration tools
• Think: "LinkedIn for E-commerce"
• Member provisioning, testing
• Notifications, communications
• Community compliance
• Think: "Supplier Scorecarding"
• Policy management, enforcement
• Transaction and data validation
• Process visibility, analytics
CSB "Didn't Know I Needed It" Capability No. 2: Community Management
Modern B2B projects leverage both:
• Integration infrastructure
- To technically integrate data and
processes between company's systems
• Community management
- To facilitate collaboration between people
involved in B2B processes
Recommendations
• Recognize that the "service" in CSB has both business and technical connotations, with the emphasis on "outcome."
• Interpret the CSB role through its primary three IT services roles: CSB aggregation, integration and customization.
• Use Gartner evaluation criteria to help determine if you should deploy an internal CSB or use an external CSB.
• Leverage providers of CSB-enabling technology for internal CSB roles, providers of CSB services if you are outsourcing.
• Evaluate CSB providers (or your internal CSB role) via:
1. Assessing relative strength of each of the three primary CSB roles
2. Evaluating the additional CSB technical and commercial criteria
Recommended Gartner Research
Cloud Services Brokerage Is Dominated by Three Primary Roles Daryl Plummer, Benoit Lheureux, Michele Cantara (G00226509)
Cool Vendors in Cloud Services Brokerages, 2012 Tiffani Bova, Daryl Plummer and others (G00231938)
Predicts 2012: Cloud Services Brokerage Will Bring New Benefits and Planning Challenges Daryl Plummer, Benoit Lheureux and others (G00227370)
Essential Provider Selection Criteria to Use When Outsourcing the CSB Role Benoit Lheureux, Jim Longwood (G00230681)
The Role of CSB in the Cloud Services Value Chain Benoit Lheureux, Daryl Plummer, Tiffani Bova (G00218960)
For more information, stop by Gartner Solution Central or e-mail us at [email protected].
www.infosys.com/cloud © 2012 Infosys Limited
Vishnu Bhat Vice President and Global Head – Cloud
www.infosys.com/cloud 26
Traditional Private Cloud Public Cloud
60% of enterprise workloads will
move to the Cloud in 5 – 7 years
Today
The changing
enterprise landscape
5 – 7 years
www.infosys.com/cloud 27
Traditional
Multiple
Public Clouds
Private Cloud
A FRAGMENTED
CLOUD ECOSYSTEM
LACK OF A
UNIFIED ENTERPRISE VIEW
Comprehensive lifecycle
ownership.
Alignment with enterprise
IT standards.
Integration with existing
enterprise IT assets.
www.infosys.com/cloud 28
To become a gateway to an enterprise ‘hybrid’ cloud ecosystem
Enterprise IT Standards
Automation
Governance
Private
Cloud Services
Enterprise IT Services
Public
Cloud
Services
www.infosys.com/cloud www.infosys.com/cloud 29
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The contents of this document are proprietary and confidential to Infosys Limited and may
not be disclosed in whole or in part at any time, to any third party without the prior written
consent of Infosys Limited.
© 2012 Infosys Limited. All rights reserved. Copyright in the whole and any part of this
document belongs to Infosys Limited. This work may not be used, sold, transferred, adapted,
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without the prior written consent of Infosys Limited.
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Daryl Plummer, Managing VP and
Gartner Fellow
Vishnu Bhat, Vice President and Global
Head - Cloud, Infosys
Resources
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www.cloudecosystem.com