Step Up to the Plate: Take Your Cloud Strategy from the Minor League to the Majors
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Many enterprises are working on cloud computing strategies. Unfortunately, most are taking a tactical view of the situation and optimizing on the wrong things. In short, they are playing "small ball," which will result in suboptimal outcomes and possibly failed projects. To ensure your cloud project has the best chance of success, you'll need to think through a larger strategy. You'll need to step up to the major leagues. This presentation can help.
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Step Up to the Plate: Take Your Cloud Strategy from the Minor League to the Majors
- 1. THE AGILE IT PLATFORM Step Up to the Plate Take Your Cloud Strategy from the Minor League to the Majors Dave Roberts Vice-President, Strategy dave.roberts@servicemesh.com Personal Twitter: @sandhillstrat Company Twitter: @servicemesh
- 2. ServiceMesh Corporate Background ServiceMesh provides an enterprise cloud platform that’s the bridge between cloud implementation technologies and real enterprise business value. Customers include some of the world’s largest and most sophisticated companies in: Financial services Health care Consumer Other IT-intensive industries Global presence with headquarters in Los Angeles and offices in Austin, London, New York City, Sydney, and Washington D.C. 3X revenue growth in 2010 3rd consecutive year of profitability
- 3. Why?
- 4. 1. Cloud is Big. 2. Innovation is key. 3. Innovation requires…
- 5. Conventional Thinking: Cloud is “Virtualization, Phase 2”
- 6. Conventional Thinking: Cloud = Hypervisor + Automation + Billing
- 7. Provisioning 10 Years Ago Total Time: ~12 – 16 Weeks Developer IT Department 1 Request 6 Installation and Configuration 7 Ready 4 Purchase Order 3 Approved 2 OK? 5 Shipment Manager Vendor
- 8. Today: Self-Service Portal + Automated Orchestration Total Time: 5 minutes Developer IT Department 2 Request 3 Create instance Self-Service Orchestration Portal 4 Ready 1 Create service offerings
- 9. This is “small ball.”
- 10. 1. Cloud is Big
- 11. Technology Waves Capabilities / Business Value Incremental Improvement ~10 - 15 Years Intense Value Creation Time
- 12. Technology Waves 2010s: Cloud Capabilities / Business Value 1995: The Web 1980s: Personal Computing Time
- 13. Technology Waves 2010s: Cloud Capabilities / Business Value 1995: The Web 1980s: Personal Computing Fortunes are won and lost here Time
- 14. Technology Waves 2010s: Cloud Capabilities / Business Value 1995: The Web 1980s: Personal Computing Winners enforce the status quo Time
- 15. Lesson: Big value capture happens during rapid technology adoption
- 16. Value Capture: Market Share Revenue Profitability
- 17. 2. Innovation is Key
- 19. “Bayer is an inventor company with a long tradition of research. By applying science to the major global challenges, we deliver innovations that address unmet customer and market needs.”
- 20. “At Lenox, our core mission is to innovate, create and execute. Innovation is the lifeblood of our businesses — it drives new products, expansion into new product categories and improvement of our business processes. Innovation made Lenox a leader in the past and will remain the key for success in the future.”
- 21. << GENERIC >> “Our mission, simply put, is to provide our customers with the world's best and most innovative products and customer support. Powered by excellent people and the most current technology available, we strive to be a customer-driven, high-performance company that delivers superior value.”
- 22. Think about the Web…
- 23. Winners: “Let’s use the web to change the way we engage with our customers and transact business.”
- 24. Losers: “Let’s buy a server and put up a home page.”
- 25. $37B revenue
- 26. Bankrupt
- 27. Agile IT and cloud computing are at least as transformational to enterprises as the web.
- 28. Test: Did you alter your company’s earnings per share?
- 29. Test: Did you alter your company’s earnings per share for the better?
- 31. Consultants!
- 33. Initiative
- 34. Back to First Principles New Products Revenue Consumes Enterprise Creates Profit Margin IT Market Share Resources Business Unit Customer Engagement Brand Awareness
- 35. Previously, IT Dept. Built and Managed the Resources IT Department New Products Revenue Consumes Enterprise Creates Profit Margin IT Market Share Resources Business Unit Customer Engagement Brand Awareness
- 36. Now, IT Resources Available as-a-Service IT Department IT Resources New Products Revenue Consumes Enterprise Creates Profit Margin Market Share External Service Business Unit Customer Engagement Provider Brand Awareness IT Resources
- 39. No Problem. Just restrict access, limit choices, or require approvals. Or all three.
- 43. “This is not going to be fun. Is it worth the hassle?”
- 44. Opportunity: Go fast. Stay safe.
- 45. New Products IT Revenue IT Resources Consumes Enterprise Creates Profit Margin IT Resources Market Share Resources Business Unit Customer Engagement Brand Awareness Most solutions focus on tactical IT automation.
- 46. The game is going to be won or lost here. New Products IT Revenue IT Resources Consumes Enterprise Creates Profit Margin IT Resources Market Share Resources Business Unit Customer Engagement Brand Awareness
- 48. “Policy” ?
- 49. This workload is controlled by a PCI regulatory regime. We need to ensure that it is only deployed in certified data centers, into a specific security “zone” with specific firewall rules, and that it uses disk encryption for all data storage.
- 50. But only when it’s running in a production environment. When developers are working on things, it can run in a non-certified data center with a different security zone, but still has to have the same encryption controls.
- 51. Big finish Cue the blatant product plug…
- 52. ServiceMesh Agility Platform™ Unified, policy-driven lifecycle control for the continuous delivery of enterprise Agile IT solutions Developers Dev, Test, Ops, and Architects Project Mgrs Analysts and Operations and Developers Project Mgrs Admin & Operations External SaaS Private Internal Secure PaaS Providers Private Public Providers
- 53. See ServiceMesh in Booth #515 Tuesday: Demo Theater: 4:00-4:20pm. Anthony Skipper “The Good, the Bad and the Ugly— What Most Early Adopters Encounte Session 11: 5:35 p.m. – 6:20 p.m. Wednesday: “Cloud Superstars” Power Panel Session 1: 7:40 a.m. – 8:10 a.m.
- 54. Thank you Dave Roberts Vice President, Strategy Email: dave.roberts@servicemesh.com Web: http://www.servicemesh.com/ Company Twitter: @servicemesh Personal Twitter: @sandhillstrat
Notes de l'éditeur
- NOTES: What does ServiceMesh do… ServiceMesh sells enterprise software to the Global 2000. Regarding market category… if you over-simplify it… you could say we’re a software company in the Cloud Mgmt space… although that’s a very limiting description. What ServiceMesh really does is help large enterprises adopt what we call “Agile IT operating models”. Cloud is part of this…but its much more than simply moving workloads to the cloud… which we see as very tactical… at least from an enterprise customer perspective. The more strategic market opportunity to us is providing standardized and fully governed “as-a-service” offerings (including infrastructure and platforms), and leveraging them throughout the SDLC to compress cycle times, reduce complexity, and lower costs. This is done through a variety of ways including…. Self-service provisioning of standardized platforms and infrastructure for Dev and Test teams Software build automation… including fully automating the configuration and build of automated test environments Promoting entire deployment environments seamlessly from Dev to Test to Ops. SDLC should be more than moving the code. Should also automate the tracking, versioning, and promotion of the entire deployment environments. (Big time saver. Not constantly recreating the wheel. All assets versioned.)If you do this successfully, Developers focus more of their time writing code instead of IT trouble tickets and resources requests. And IT groups can redirect more of their time to being more innovative and business-driven. 2) That’s where our product comes in. Our software product offering is called the Agility Platform. It provides a unified governance, security, and lifecycle management layer for that portfolio of “as a service” offerings. It’s a lifecycle management platform…. so it helps automate workload planning, building, publishing, deployment and monitoring in the context of an end-to-end workflow. It also places a heavy emphasis on policy-based governance, security, and making workloads portable so they can deploy across heterogeneous internal and external clouds. 3) As a company, we’ve been working on these challenges since early 2008 with large enterprise customers. We feel fortunate to have gotten a good head start. In many ways, we think the Agility Platform has been ahead of the market…. Particularly in terms of our lifecycle management and governance approach. I think we can attribute that to our early exposure to our enterprise customer engagements. Our first customer 3.5 years ago was a Global bank with a $1B annual IT budget… and that continues to fit the general profile of our customers ever since. They’re all Global 2000 enterprises. 4) As a company, we’ve performed very well. (3X growth, profitable)ServiceMesh closed 2010 with a third consecutive year of profitability and tripled year-over-year revenues. ServiceMesh won the coveted UP-START 2010 award for “Fastest Growing Cloud Computing Company.”To keep pace with global demand for its offerings, ServiceMesh opened or expanded offices in Los Angeles, New York City, Austin, London, and Sydney.In 2010, ServiceMesh provided six major product releases of their flagship Agility Platform 5) We’re a global company. We have customers in NA, EMEA, and AP.