1. Servizi Cloud Computing:
Scenario, Strategia e Mercato
Nicoletta Maggiore
Executive Advisor
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its af filiates. This publication may not be reproduced or distributed in
any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on
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or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research
organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a
discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its
shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these
firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information
on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
15/09/2014

2. Argomenti
 Cos’è il cloud computing
o Modelli di cloud computing
o Il cloud service broker
o Il personal cloud
 La strategia di cloud computing
o Come approcciare il cloud computing
o Pubblico o privato
o Opportunità e sfide
 Il mercato del cloud computing
o Previsioni Gartner e risultati sondaggi
o Principali fornitori/forniture
o L’hype cycle delle tecnologie
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

3. Argomenti
 Cos’è il cloud computing
o Modelli di cloud computing
o Il cloud service broker
o Il personal cloud
 La strategia di cloud computing
o Come approcciare il cloud computing
o Pubblico o privato
o Opportunità e sfide
 Il mercato del cloud computing
o Previsioni Gartner e risultati sondaggi
o Principali fornitori/forniture
o L’hype cycle delle tecnologie
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

4. Il cloud computing
Definizione: Gartner definisce cloud computing lo stile di computing dove risorse IT condivise
scalabili ed elastiche sono fornite come servizio a clienti tramite tecnologie Internet
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5. Cloud pubblico e privato
Closed Private Open Public
Company A Company A
Owner Company Company Provider Provider Provider
Operator Company Provider Provider Provider Provider
Level of
Control
Full High High Low None
Service
Access
Closed
(enterprise)
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Closed
(enterprise)
Closed
(enterprise)
Limited group
(community)
Open
Virtual
Private Cloud
Company A
Company B
Company A
Company B
Provider X
User Z
Community
Private Cloud
Public
Cloud
Packaged
Private Cloud
Company A
Custom
Private Cloud

6. L’IT ed il cloud computing ibridi
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

7. Il panorama dei servizi cloud
Providers are developing
offerings across multiple
segments, making market
segments increasingly
interconnected
Cloud
Service Broker
(CSB)*
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Film Forecaster
Business Proc. Serv.
Information Services
Application Services
App. Infrastructure Services
SaaS
PaaS
System Infrastructure Services
Mgmt. and Security
Cloud Enablement
IaaS
BPaaS
Cloud Brokerage
CSB

8. Il broker di servizi cloud computing:
I tre ruoli principali
Aggregation
Brokerage
Definizione:
Il CSB (Cloud Service Broker)
assolve tre ruoli principali
aggiungendo valore a uno o
più servizi cloud per conto dei
consumatori di tali servizi.
See "Cloud Services Brokerage Is Dominated by Three Primary Roles," (G00226509)
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Customization
Brokerage
25%
50%
100%
75%
Integration
Brokerage
Providers of CSB compete
on the relative strengths of
the three CSB roles.
You
Either
• Are a brokerage
• Enable brokerage
• Leverage brokerage

9. Il broker di servizi cloud computing interno
Attributi di un CSB(1) interno:
• Percepito come una
responsabilità "core”
• L’IT è il "prime contractor"
• L’IT è responsabile per
tutti i ruoli di CSB
• Attributi di un CSB
interno:
- Investire in nuovi skill legati al
cloud
- Usare servizi cloud privati e
pubblici
- Aiutare l’organizzazione IT a
riconfermare il ruolo di centro di
di valore
1 — See "Internal CSB Role Is Emerging Within IT Organizations," G00237193
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Who will be responsible for end-to-end
delivery of cloud services?(2)
Answer: 80% of respondents say it should be the
"CIO" or "Designated IT Manager"
2 — See "Survey Analysis: Cloud Services Brokerage Playing a Larger Role in the Future of IT Services," G00228550

10. Il nesso delle forze disruptive
Circles of
Influence
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Pervasive
Access
Global-Class
Delivery
Big
Data

11. Altri segmenti di cloud computing che
emergono e si intersecano
Cloud in the
Nexus of Forces
Cloud + Info.
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Cloud + Mobile
Personal Cloud
Cloud
Collaboration
Il cloud
costituisce le
fondamenta
del nesso,
ma il nesso a
sua volta
alimenta
nuovi
segmenti di
cloud
Cloud + Social
External and
Internal Cloud
Brokerage

12. Il personal cloud
The Personal Cloud becomes the center of the user’s personal
workspace synchronizing data and services across multiple devices
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Shared Areas
Desk
Touch, Voice, ...
Keyboard, Mouse
Gesture
GlanceablePocketable Grab & Go Portable
High Productivity
Availability
Collaboration

13. Argomenti
 Cos’è il cloud computing
o Modelli di cloud computing
o Il cloud service broker
o Il personal cloud
 La strategia di cloud computing
o Come approcciare il cloud computing
o Pubblico o privato
o Opportunità e sfide
 Il mercato del cloud computing
o Previsioni Gartner e risultati sondaggi
o Principali fornitori/forniture
o L’hype cycle delle tecnologie
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

14. Domande per definire la Strategia Cloud
Essential Cloud Strategy Elements
Dove e come l’organizzazione dovrebbe utilizzare
1 servizi di cloud computing?
Dove e come l’organizzazione dovrebbe
implementare ambienti di cloud privato?
Come mettere in sicurezza, gestire e governare
servizi cloud attraverso ambienti interni, esterni ed
ibridi?
2
3
Come il cloud computing si inserisce nella strategia
applicativa e nell’architettura?
4
Ci sono opportunità per il business di diventare un
5 fornitore di servizi cloud computing?
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

15. Analisi dell’impatto dei servizi cloud:
capire possibili rischi/costi
Security
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
How can we ensure our processes and data are
protected?
Transparency
How can we ensure we have visibility into how the
provider delivers our value?
Assurance
How can we be confident that the technology and
the services will work continuously and effectively?
Lock-In
How can we prevent ourselves from being locked
into a provider with no ability to migrate?
Integration
How can we make services from independent
providers work with each other and with us?
Financial
How can we ensure the financial model is effective
over time?

16. Entro il 2016 ogni strategia cloud critica
richiederà un’alternativa “Hot-service”
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
From a Edward Snowden
Moment:
"Don't Tread on Me!"
To a Nirvanix Moment: "You got two
weeks. Now 'Git yer stuff' an GO!"
…You Need an
Exit Strategy
to Be Safe!
No Matter
the Threat …

17. Analisi dell’impatto dei servizi cloud:
Capire possibili valori/benefici
Agility
Cost
Reduce
Complexity
Focus
Leverage
Innovation
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
How can we use the cloud to make change easier,
quicker or more effective?
How can we reduce operating/startup costs, and
spend more effectively?
How can we reduce complexity and shift work off
our shoulders?
How can we focus more on what we need to do
and not on what we don't?
How can we leverage the knowledge and skills of
others?
How can we do things that were hard or
impossible to do before?

18. Pubblico o privato?
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

19. Computing tradizionale vs cloud privato
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
18

20. L’IT Ibrido è un’opportunità
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Liaisons with
business
leaders
Forges
relationships
Builds and
manages
private cloud
Maintains the
traditional IT
environment

21. Argomenti
 Cos’è il cloud computing
o Modelli di cloud computing
o Il cloud service broker
o Il personal cloud
 La strategia di cloud computing
o Come approcciare il cloud computing
o Pubblico o privato
o Opportunità e sfide
 Il mercato del cloud computing
o Previsioni Gartner e risultati sondaggi
o Principali fornitori/forniture
o L’hype cycle delle tecnologie
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

22. Previsione Gartner: I cervizi cloud pubblici* crescono ma
fino al 2016 sono sempre meno del 3% di tutti i servizi IT
5,000
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
Overall IT
Public Cloud Services
4%
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
43
50
58
70
84
100
117
*
2010 2011 2012 2013 2014 2015 2016
$US Billions
Public Cloud Services
0
2010 2011 2012 2013 2014 2015 2016
19%
Source: Gartner, IT Spending Forecast, 2Q12 Update & Public Cloud Services Forecast 3Q12 Update, Sept 2012 (G00238928)
* Excluding Cloud Advertising

23. Sondaggio presso 305 SMB europee vs 14 italiane (ultimo trimestre 2013):
Utilizzo del public cloud e motivazione
Using Public Cloud and Primary Reason for Investing - Continent= EMEA, 2 Revenue Levels
Using Public Cloud and Primary Reason for Investing - Country= Italy, 2 Revenue Levels
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
17%
47%
2%
11%
14%
11%
0% 10% 20% 30% 40% 50%
Overall cost reduction
Operational agility/ scalability
Financial considerations
Innovation expected in cloud
services
Quality and reliability improvements
Other
Primary reason for investing in public cloud
Yes,
22%
No,
78%
67%
33%
0%
0%
0%
0%
0% 20% 40% 60% 80%
Overall cost reduction
Operational agility/ scalability
Financial considerations
Innovation expected in cloud
services
Quality and reliability improvements
Other
Primary reason for investing in public cloud
Yes,
21%
No,
79%
Revenue Level of=( Less than $250 million, $250 million to less than $500 million)

24. Sondaggio presso 305 SMB europee vs 14 italiane (ultimo trimestre 2013):
Aree di investimento del public cloud
Continent= EMEA, 2 Revenue Levels
43%
40%
9%
70%
60%
50%
40%
30%
20%
10%
For CIOs who have made significant public cloud investments
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
64%
4% 4%
0%
System Infrastructure as a Service (IaaS)
Application Infrastructure/Platform as a Service (PaaS)
Business Process as a Service (BPaaS)
Software as a Service (SaaS)
Cloud Advertising Services
Other
Country= Italy, 2 Revenue Levels
67%
0% 0%
33%
0% 0%
80%
70%
60%
50%
40%
30%
20%
10%
0%
For CIOs who have made significant public cloud investments
System Infrastructure as a Service (IaaS)
Application Infrastructure/Platform as a Service (PaaS)
Business Process as a Service (BPaaS)
Software as a Service (SaaS)
Cloud Advertising Services
Other

25. Sondaggio presso SMB europee: Servizi ususfruiti oggi
come SaaS in public cloud
E-mail
Backup/Restore
CRM
HR
Payroll
E-mail services only
Other Storage
Security
dev/test
Collaboration
Office
n=55
Enterprise Social Network
Project Management
Financial management
Other
Don’t know
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
11%
9%
5%
4%
4%
4%
4%
20%
4%
7%
11%
16%
20%
24%
27%
33%
47%
Not using public cloud
Multiple responses allowed

26. Sondaggio presso SMB europee: Servizi che saranno
ususfruiti in futuro come SaaS in public cloud
4%
3%
2%
1%
1%
E-mail
CRM
HR
Backup/Restore
Payroll
E-mail services only
Other Storage
Office
dev/test
Security
Financial management
Collaboration
ERP
Web
Other
Don’t know
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
26%
12%
11%
10%
9%
1%
3%
10%
12%
14%
23%
23%
None
n=111
Multiple responses allowed

27. Sondaggio presso SMB europee: Le principali sfide
tecnologiche per il 2014
1%
1%
1%
Security/Compliance
Cloud
Cost Optimization/Pressure
Storage growth/costs
Staffing/Skills
Mobility
ERP
Project Management
IT/Business Alignment
app/data Integration
BYOD
CRM
BI/Analytics
Big Data
Availabilty
Business Growth
Infrastructure mgt
Outsourcing
Meet Business Demand
Business Process Optimization
Performance
Budget/Funding
Legacy Systems/Modernization
Private Cloud
Cloud Security
Network/Bandwidth refresh
innovation
Fast provisioning of IT services
Collaboration
Mobile Apps
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
2%
2%
2%
2%
3%
3%
3%
3%
3%
3%
3%
3%
3%
5%
5%
5%
5%
6%
6%
6%
6%
6%
8%
8%
8%
15%
18%
25%
Social Media
n=118
Multiple responses allowed

28. Sondaggio presso SMB europee: Tecnologie che avranno
impatto sul business nei prossimi 2 anni
Cloud
Mobile
Big Data
Mobile devices
Mobile apps
BI/Analytics
Virtualization
BYOD
Desktop Virtualization/VDI
Private Cloud
SaaS
Social
SharePoint
CRM
Storage
IaaS
PaaS
ERP
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
1%
1%
1%
2%
2%
3%
3%
3%
4%
4%
5%
5%
7%
8%
8%
9%
10%
14%
13%
Security
n=118
Multiple responses allowed

29. Sintesi di quanto fornito dai principali fornitori
Build Private Offerings
Private
Services
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Enabling
Tech.
Amazon
salesforce.com
Google
Microsoft
IBM
VMware
Oracle
SAP
HP
Services Delivered*
Deliver
Services IaaS
PaaS SaaS
Significant None
Note: This is not an evaluation of capabilities, but rather of emphasis.
* The provider may offer public, community or
virtual private services
Packaged
Cloud
None
None
None
None

30. L’Hype Cycle per il Cloud Computing, 2014
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

31. The Cloud Computing Scenario
Grazie
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its af filiates. This publication may not be reproduced or distributed in
any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on
gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner di sclaims all warranties as to the accuracy, completeness
or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research
organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a
discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its
shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these
firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information
on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."