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The business value of cloud maturity

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What is the real value of being cloud mature? Find out in survey by Radar and Tieto.

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The business value of cloud maturity

  1. 1. Public The business value of cloud maturity Cloud Maturity Index 2016 September 2016
  2. 2. © Tieto Corporation Methodology • Survey and interviews with IT decision makers in Norway and Sweden conducted by the research firm Radar on behalf of Tieto. • The study includes 200 organizations with 250 or more employees including public sector • Cloud maturity is determined by a number of key indicators, subjective assessments and self-assessments under six main areas, weighed differently as below. 2 Strategic Operational 50% 30% 20% 30% 30% 40%
  3. 3. © Tieto Corporation Public About Cloud Maturity Index 3 The result of the 2015 study was published in the report Benefits of Cloud Maturity. 1 2 3 4 5 6 7 Created by the Radar Group in 2014 on behalf of Tieto A model to establish an organizations operational and strategic Cloud maturity The model is based on some 30 key performance indicators, assumptions and self-assessed indices Strategic and operational maturity is assessed in three categories. The categories are weighted according to importance and impact (see next slide) Quantitative studies undertaken 2015 and 2016 The result of the 2016 study was published in the report A new way to embrace Cloud.
  4. 4. © Tieto Corporation Public Conclusions 4 Cloud Mature Organizations show business benefits in terms of cost management and efficiency 1 2 3 4 5 6 7 8 9 Cloud usage is increasing in both Sweden and Norway Cloud Services penetrate a larger part of the business operation The way Cloud Services are perceived by the customers are gradually changing Strategic and operational Cloud Maturity is higher 2016 than in 2015, in both Norway and Sweden The gap between the least mature and the most mature organizations is increasing Cloud Mature Organizations achieves substantially better business outcomes from Cloud Services Diversification of forms of production and delivery is rapidly growing Organizations with a more hybrid IT portfolio show higher positive business outcomes.
  5. 5. © Tieto Corporation Public Cloud usage in Sweden and Norway 5 60% 46% 77% 64% Sweden Norway Organizations using Cloud services: 2015 2016 23% 32% 24% SaaS PaaS IaaS Cloud spend, growth 2015/2016:
  6. 6. © Tieto Corporation Public Cloud usage in Sweden and Norway 6 Customers are using Cloud Services for more diverse applications that penetrate a larger part of the business operation The Cloud is leveraged for more complex components in the production of IT than before Growth is also partly explained by industry restructuring on the supply side. Cloud Services constitutes 4.9% of Swedish IT Spend and 4.2% of Norwegian IT Spend Market penetration has increased dramatically in the past two years and is predicted to continue Cloud spend is predicted to increase by 22% in Sweden and 24% in Norway in 2016
  7. 7. © Tieto Corporation Public Drivers for Cloud usage 7 27% 12% 13% 10% 60% 78% 2015 2016 Perceived best form of production for a short time-to-deployment: In-house Outsourcing Cloud 39% 28% 24% 25% 37% 47% 2015 2016 Perceived best form of production to support innovation: In-house Outsourcing Cloud
  8. 8. © Tieto Corporation Public Benefits of being Cloud mature 8 Cloud mature organizations have 34% lower cost for IT operations. Cloud mature organizations have at least twice the IT budget for innovation. Cloud mature organizations have a higher contribution to business development. 34%
  9. 9. © Tieto Corporation Public Cloud Mature Organizations achieve substantially better business outcomes from Cloud than peers 9 4.0 4.7 4.0 4.3 4.0 4.7 3.7 2.5 2.7 2.8 2.7 2.6 2.4 2.8 Increased flexibility Support digitalization Support business development Support innovation Support business competitiveness Reduce costs Support business efficiency Currently used Cloud services impact on IT strategic priorities (indexed 1-5): Cloud mature organizations Non mature organizations No impact High impact
  10. 10. © Tieto Corporation Public Benefits of being Cloud mature 10 Cloud Mature Organizations show advantages in terms of cost management and efficiency Cloud Mature Organizations have a higher capacity to support business IT demand Cloud Mature Organizations show better outcomes in the execution of Cloud Services Cloud Mature Organizations are better equipped to deliver IT to the core business allowing the business to stay competitive.
  11. 11. © Tieto Corporation Public Cloud maturity 2016: Country differences 11 Sweden [5,7-4,2] Norway [4,3-3,7] Cloud mature [9,1-8,1] 0 2 4 6 8 10 0 2 4 6 8 10 Operational Strategic Average Cloud maturity 2016: 3.7 5.2 3.0 3.8 4.2 5.7 3.7 4.3 Strategic Operational Strategic Operational Sweden Norway Cloud maturity 2015-2016, by country: 2015 2016
  12. 12. © Tieto Corporation Public Cloud maturity 2016 by Industry 12 3.0 4.1 2.9 4.2 3.5 5.2 3.2 4.9 4.3 5.8 3.7 5.1 3.4 5.1 3.8 5.4 3.8 5.4 4.7 5.9 Strategic Operational Strategic Operational Strategic Operational Strategic Operational Strategic Operational Public sector Manufacturing Retail Professional services Finance Average Cloud maturity in Sweden and Norway, by industry: 2015 2016
  13. 13. © Tieto Corporation Public Stages of Cloud maturity 13 %1518% %4951% %2421% %1210% Immature • There is no cloud strategy at all. • Low competence and slim capabilities in dealing with any cloud services • No to very little use of cloud services Basic • Cloud usage is on single services not integrated with the other IT services and functions provided • Driver for investments is commonly cost reduction. • The services tend to be simple and standalone • There is a cloud strategy and most of the procured cloud services are in line with it. • Most likely more than one service and delivery model implemented • On average multiple SaaS services are being used. • Cloud services are clearly defined and an analysis of existing IT functions in a cloud setting has been performed. • Procurement is fully in line with strategy. • Key drivers are development, change and innovation. Proficient Mature
  14. 14. © Tieto Corporation Public A new way to embrace Cloud services 14 2.5 2.4 2.8 3.2 3.4 3.5 3.3 3.8 3.0 3.0 3.1 3.4 3.4 3.6 3.7 3.8 Increased IT security Less business risc Higher quality Positive effects on innovation Cost efficiency Easy to purchase and implement Short time-to-deployment Increased flexibility Drivers for using Cloud services 2016 (indexed 1-5): 2016 2015 Source: Radar/Tieto Cloud Maturity Research 2015, 2016 n: ~200 IT decision makers in Finland (2015), Sweden and Norway
  15. 15. © Tieto Corporation Public Cloud top priorities 2016 15 18% 18% 21% 28% 40% 53% 56% 39% 54% 56% 29% 13% 40% 18% Integrate purchasing of Cloud into existing sourcing process Increase integration of Cloud into other parts of the IT Portfolio Integrate Cloud Services into current IT Strategy Qualify Cloud Services according to IT Security criteria Develop in-house expertise on Cloud Services Cloud top priorities 2016: High priority Priority Not a priority
  16. 16. © Tieto Corporation Public Hybrid Cloud is the new black 16 14% 23% 2015 2016 Share of organizations that use SaaS, PaaS and IaaS: 1.1 1.5 2015 2016 Average number of distribution models used: • Diversification of services has increased (organizations using both SaaS, PaaS, and IaaS). • Average number of employed distribution models increasing, from 1.1 to 1.5 (~30%).
  17. 17. © Tieto Corporation Public Hybrid Cloud is the new black 17 55% 51% 32% 31% 13% 18% Infrastructure Applications Average IT portfolio 2016, by component and form of production: In-house Outsourcing Cloud
  18. 18. © Tieto Corporation Public Hybrid Cloud is the new black 18 1 2 3 4 5 Diversification of forms of production and delivery is rapidly growing Cloud and Outsourcing services are expanding their market share Organizations that show higher positive business outcomes than peers use a more diversified IT portfolio and are more prone to employ hybrid delivery models Growing Cloud Maturity means that they also realize the benefits of different types of Cloud Services’ The Industrialization of IT increases diversification.
  19. 19. © Tieto Corporation19 • Every potential buyer of enterprise Cloud Services should define their preferred form of delivery (supporting long-term business goals), based on industry standard NIST terms & definitions. • A long-term plan for the utilization of Cloud Services is necessary for successful operational outcomes as well as achieving strategic goals. A Cloud Strategy should be based on the individual circumstances of each organization while at the same time allowing for standard methodology and industry best practice. • The IT portfolio should be qualified according to good sourcing practices and Cloud Services should be treated equally to any other form of IT production and delivery. Define cloud services Secure expert resources Establish a cloud strategy Qualify existing IT services • The IT Portfolio will evolve over time but make sure Cloud Services are included in the planned transformation, and commit the necessary resources and skills to make sure there is a controlled process of transformation into the Cloud. Recommendations Commit resources and plan transformation • A large part of the organizations in our survey reported a severe shortage of in-house expertise. To successfully carry out a transformation to Cloud Maturity, decision-makers need to secure and leverage the right people with the right skills.
  20. 20. © Tieto Corporation Public 20 Tieto Cloud Maturity Research Download the study: http://pages.tieto.com/LP-GL-XX- CloudMaturityIndex2016_LP.Downloa dPage.html
  21. 21. Public

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