Tag Archives: cloud computing

cloud_lock

Keep it Secure… the Business of Cloud

cloud_lockMy latest, hosted at ComparetheCloud.net

Depending on where you go or what you read, the issues vary but the underlying concerns about Cloud security seem fairly standard: concern about the lack of control over cloud-based environments; concern about access to data and systems from outside of the walls of the business combined; concern and uncertainty as to how to manage current threats, both targeted and random, let alone whatever comes next.

Truth be told, much of this stuff is, relatively speaking, straight-forward if not easy once you’ve done the work, determined your needs and selected the correct, trusted partner (who has passed the requisite due diligence which any business with any significant level of security requirements or concerns should insist on).

Read the rest at ComparetheCloud

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puzzle

Keep it Clear… the Business of Cloud

puzzle

For a CEO not up on the tech side of things, asking a techie “What is Cloud?” would be as useful as asking a meteorologist the same question… there are too many wrong answers – for the particular needs of any particular CEO – amongst the right ones, not to mention that the term itself has become almost redundant.

To be fair, the term ‘cloud’ itself has probably contributed to the rapid uptake in both use and press coverage. To paraphrase George Carlin, “Cloud is such a friendly sounding word… It sounds like a snack, doesn't it? New Nabisco Clouds! And new Cheese Clouds, Corn Clouds, Pizza Clouds, Sesame Clouds, Onion Clouds, Tater Clouds”…" Broad, cross-functional, magical… and more – it is a great catch-all term, just not a specific one.

I’ve discussed, argued, positioned (and worse) the topic of cloud with peers, clients and colleagues at dinners, meetings, events, forums and pubs (the noisy ones being the best as I can’t hear half of the argument)… we, they who work in and around this space, seem for the most part to know what we’re talking about, even when at cross-purposes or in disagreement. One thing I have noticed across the board, though, is that there exist four intersecting loops of cloud belief: those who see it as

  1. a technology modelq1
  2. a utility (or service) model
  3. an operational model
  4. a commercial model

And, as is often the case in IT, the anomaly is the norm: none of those views are incorrect or correct, necessarily: like the work required to get there and the reward on arrival, it depends on the point of view of the beholder. When finding my way to a solution I often take hybrid as my first target and from there work towards either end as needed. To me, that is the only position from which to start with this cloud thing.

And you know what? This is not the complicated stuff… what really has become complicated is the marketing, the messages, the myriad of names and labels and the one-size-fits-all promises that business users are being hit with  (not to mention the contracts!). Dozens of choices at a coffee shop doesn’t phase me (or the average consumer who knows, broadly, what they want to drink) BUT twenty price plans with eight levels of up-front spend for thirty different handsets with fifteen different network add-ons at the local mobile phone wareshopstorehouse can be rather vexing…

Does this mean it time for a new term? (no, please!)  As an industry we need to provide clarity and consistency (along with some good solid honesty). While not a big fan of regulation and often less than thrilled with how (and why) standards are (sometimes) implemented, I do rather like both when they are done properly and result in a level playing field and I reckon that clarity and consistency of terminology typically happens when standards are applied. The National Institute of Standards and Technology’s (NIST) “Definition of Cloud Computing” is a strong starting attempt to clarify the ambiguity that is cloud, starting with the following five identifiers:

  • On-demand self-service
  • Broad network access
  • Resource pooling
  • Rapid elasticity enabling quick scale-out
  • Measurable services

But of course it wouldn’t be cloud if we didn’t have several strong starting points, including the Open Group, Distributed Management Task Force, Cloud Security Alliance, Storage Network Industry Association, and Open Cloud Consortium all have cloud standards efforts ranging from terminology to security.

q2Cloud computing is not a trend (although the rush to the marketplace is) but rather a fundamental shift in capabilities that enables a fundamental re-think from “what can we do?” into “what do we want to do?” offering a focus on growth and opportunity across industries and world-wide, including all sides of the equation – manufacturers and vendors, service providers, techies and end users and businesses of all sizes.

Clever ways to sell and describe products is a game that will not stop but a little consistency and clarity by vendors describing just what it is that they bring to the table would go a long way… (just like the relationships created by doing so).

I am open and interested to comments and either agreeing or opposing points of view… and come back next week for "Keep it Secure… the Business of Cloud."

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switch

Keep it Simple … the Business of Cloud

switchA complicated business, this cloud thing, if you want it to be… of course you don't want it to be, nor do your customers, but it isn't "simple" any more than IT is simple: it is made to look that way, though, by people who know what they're doing.

The cloud message I hear most comes across as a variation of the POOF methodology: "quick, easy, click here, pay there, flick the switch and POOF! You're in the cloud!" This does set an expectation that things are (and will continue to be) simple, quick, and easy (oh, and don't forget, cheap: chances are that somewhere along the way that things like "low entry costs," "cost-effective," and "no CapEx," were translated to "cheap," "cheap," and "cheap.")

Seth Godin says that "You can't sell complicated to someone who came to you to buy simple" to which I add a corollary that "you can't sell expensive to someone who came to you to buy cheap!" However you look at it, while things are (or can be) simpler and more cost-effective than they ever have been, simple to understand does not always equate to not complicated and cost-effective does not in any sense of the word guarantee inexpensive (and it is all relative: specifically to each specific set of customer requirements to which you are delivering).

In reality, you actually can do both, but you better do it well if you want it to stick (and remember, the easy-to-sign customer may end up being the one you wished you hadn't closed).

Broadly considering, no Cloud Provider, large or small, truly understand what the entire market wants or for that matter what an entire segment of customers want: part of what we are offering with today's computing and communications capability is the chance to do new things or old things better, stronger faster and cheaper. You are meant to work with them to exploit the cloud to do whatever it is they want to do, which of course starts with listening to what they want and then applying your knowledge, expertise and experience to work with them to translate those wants into needs… and how to deliver them.

I have a favourite trick in getting this process rolling at the start of a new hunt looking to start the build process of a strong, long-term relationship – you know, that space and time when you aren't yet certain of the drivers of those sitting across the table or the focus and appoach that they or their organisation takes to IT in the business, let alone their agendas!

Remember those coloured, layered plastic pages of the human body in the Encyclopedias of our youth? The first picture was of a person (which we'll liken to your cloud business answer for your customer's business problem); turn the top page to reveal first muscles below the skin, next the blood system, then the organs and finally the skeleton (which equates to what, who and how you deliver that business answer). Everything in between is, well, everything in between – but this allows you to start with the big picture if that turns out to be the right starting point – or the bones if that is what your audience needs on the day… while preparing you well for anything in-between.

Don't sell complicated as simple, because it isn't… and what you are about to do with your customers is game-changing, one way or the other and that seldom is simple.

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Compete or Collaborate… or Both? … the Business of Cloud

Get used to the concept of co-existence

The progressive views about your marketing, your customers and your competition as espoused by Seth Godin are seldom things with which I find disagreement…. he walks a different path that started with his book Permission Marketing (summarised nicely here – and I highly recommend the book of the same name, not to mention all of the rest!).

Seth’s views on de-focusing from your competition – which to me only makes sense since you are unlikely to destroy them and so should get used to the concept of co-existence – and applying that attention instead on what you do, say and sell, (and who you do, say and sell it to) is spot-on… but I reckon it stops a little short. While he is far from incorrect I suggest that if you also extend your focus, wisely with research, planning and networking, you might find additional routes to explore.

In other words, pick which of your competitors merit your applying a different focus and perspective – and a different set of goals – to find and define opportunities to exploit for mutual benefit.

shark-and-mackerel shark
Positioning: Which “mackerel” would you rather be?

Now at this point it’s not unfair to think “mutual benefits, ok… which ones are mine, then?” when you are looking at splitting deals. Truth be told it is amazing how far a little quid pro quo can go and most change their views as this approach is applied. So, if you are open to such things (and don’t mind a few bullet points) then consider:

• Extended Propositions and aggregated references supporting the targeting of larger scale opportunities
• Agile delivery with access to a cross-organisation resource base (the ability to afford to win that big deal)
• Opportunities to share costs to engage and share world-class resources
• Scaled buying power reducing costs, increasing pre-sales support and accuracy
• Extended overall reach and raised profiles all ‘round

Now this isn’t a plug (unless of course you’d like to speak further on the subject, in which case feel free to consider it a plug) but I have use my own “Loop” business model which targets accelerated growth by a combination of co-operative competition and the right planning and preparation to “acquire to grow” or to be better positioned for acquisition… and it isn’t rocket science.

The origins of this type of model are simple and I don’t claim to have invented the approach: Top and middle tier Managed Service Providers continue to succeed and to grow largely by using “group credentials” of co-operative consortiums when going for those big opportunities. And, as markets tighten and opportunities diminish, recent trends are showing those big players extending their reach into the lower-margin and higher competition SME space in search of new business: and they can afford to invest in lower margin accounts especially in a space with an on-going need for cost reductions that makes MSP offerings worth another look.

One opportunity to not miss along the way is the small business distrust of Managed Services and even greater distrust of “big business” – so why not disrupt by aggregating, co-operatively, with your “competitors” (selected based on their capability and offerings; track record and size; attitude and goals; and in some cases geography).

Disrupt things with a Consortium model

Not only effective as a countermeasure, a consortium in this case is a natural disruptor which builds on existing structures and frameworks to deliver bigger and better. Collaboration – of resources, networks and partners / supply chain – will support your targeting larger scale opportunities within newly-aggregated current segments. And, as partners learn to trust and work together, it should enable reaching ‘up’ into the growth space to take back your market from those big players.

There is a Cloud Computing point to all of this: we know the Cloud computing playing field is complicated with platforms, delivery vehicles, orchestration, management and we know even better the complications in customer clarity of both requirements and everything they need to deliver to them. Wouldn’t a clever player crossing both of those complex spaces, in a constantly evolving environment (not to mention a rather challenging economic situation, overall) look to find and exploit opportunities from whatever angles might work (in just the same way as my colleagues, competitors, suppliers and customers worked to bring some joint clarity and awareness on this brilliant Tell me why I should use your Cloud? blog here at Compare the Cloud?)

While I often object to incorrect platitudes packaged as sage quotes, there are as always exceptions to the rule, so let me finish with Sun Tzu and "Know your enemy and know yourself and you will always be victorious" or, as translated by Don Vito to Michael Corleone as “Keep your friends close but keep your enemies closer.”

After all, isn’t that what networks are for? 

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Cloud Warnings

Questions to Ask Before Buying… the Business of Cloud

Cloud Buying Questions for Cloud Computing Service Providers, hosted by the good folk over at CompareTheCloud.net

Cloud Service Provider:  You’ve made your pitch and you’re in the door, sitting across from some subset of senior management who are waiting to hear about how you and your cloud can change their world. Well done (especially these days!)… but there just might be a few questions before the deal closes: buying cloud from you is a leap of faith – not only in your business – but in their own business and its ability to capitalise on what you are offering.

The following questions, posed in no particular order, are the nature of which you might hear coming from the other buy-side of the table:

  1. Questions and Answers signpostWhere are your Data Centres; how are they connected; who and how has the whole thing been designed and built? What is your current technology landscape and what are your plans?
  2. What happens if my applications / data / websites are unavailable (and /or remain unavailable for an inordinate amount of time? And, for that matter, what is the definition of an inordinate amount of time?) Tell me about service levels and service credits?
  3. How quickly can you restore lost data (including recovery from user error); what is the back-up regimen, frequency, retention policies? Where is the data backed up?
  4. Tell about your support model for my business users, technical users and developers. Will we have an account manager and, if yes, what does that mean?
  5. Show me how I am not locked in to you: what are the mechanisms to ensure a cost effective repatriation of applications and data (to either another provider or back into my own data centre); what are the costs and timings of such decommissioning?
  6. While at this point you foresee no problems in moving our (pick one: ERP; bespoke trading platform; SOA; etc.) to your cloud… what is your approach (from due diligence through to the actual porting exercise) and what happens if there are problems? Will there be any impact on my costs?
  7. You seem like a new and risky (or successful and growing business): what happens to my business if you should go under (or get acquired)?
  8. Where have you done any or all of the above / can I speak with a current customer bearing some relationship to mine in terms of industry sector and scale? Can I see your Customer case studies quoting business results?

Buying cloud from you is a leap of faith – not only in your business – but in their own business and its ability to capitalise on what you are offering.

When I started writing this, I had planned a list of a few questions only, intending to discuss each a little more including views as to how to answer: along the way it has become the start of a solid list of tough questions which might prove of value all along the supply chain (and I’d also suggest that, if a customer doesn’t ask such questions, that a larger opportunity just might exist to start a journey where you can start adding extra value from day one of the sale process by posing and answering those questions together… never a bad way to start a relationship!).

At this point I’d like to throw the floor open to you: what are the questions a service provider should be asked?  And which are the questions a provider should be well prepared for?  And what are the killer questions that might have caught you off-guard?!

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clouds over Computing

My take on Cloud Expo Europe 2013

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My take on Cloud Expo Europe 2013

"Events of this nature, with vendors, seminars and keynotes, help you to see what ‘could be’ prior to defining or designing what you want”

“Cloud to Clarity wasn’t quite delivered… but this is not a reflection on either the event or the exhibitors, though, rather on the state of a rapidly evolving industry… but it is getting better”

Guest post at ComparetheCloud.net (click on the title above or the logo below to check out a top Cloud Computing resource)

I’ve been attending IT industry shows and events the nature of this one since the ‘old days’ when business computing existed only on mainframes (which, by the way, are in many ways the predecessor architecture of cloud which is, effectively, computing re-centralised…) and I recall only a few where I have felt it worth attending for more than one day: Cloud Expo Europe 2013 was one of them.

As mentioned in a recent blog published elsewhere, I typically counsel any business to focus on requirements and targets before looking at the technology, but these times (and this show) are a little different.

Because you can do more than you could before – particularly without spending a large amount of money up front to get started doing it – thinking outside of the box effectively requires knowledge of what might be out there and I am now more likely to suggest that you see what ‘could be’ prior to defining or designing what you want.

Click here or on the Logo below to read the rest


Daniel is a Director at Beyond Solutions, a Partner at HB Prime Advantage and a Thought Leader for Compare the Cloud.

cloud-cost-savings-outlook-rainy

Grey Clouds over Cost Savings

Grey Clouds over Cost Savings

A great piece by Michael Queenan of Nephos Technologies 

when a Cloud blog starts with "If you are looking at Cloud for just cost savings you’re going to be disappointed" I know I've found one of the good ones (and thanks to @MJQueenan for the mention)

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really Should you be?

Should you be selling Managed Services and Cloud?

(subtitle: Should you be buying Managed Services or Cloud from these people?)

Clearly the playing field has and is still changing for the business technology sector from the point of view of both end user organisation and the traditional mix of vendors, integrators, resellers, outsourcers and other tech-space providers (choose your label, add freely to the list).

While this is also true for those already with a managed service model, they do at least have clarity in response to the question posed in the title above: right or wrong, profitable and growing or not, they are already in that space.

Meanwhile, the other players in the sector are being bombarded by change: what customers are asking for (expecting, demanding); the underlying technology to deliver to those requirements; the necessary commercial and service models and processes in place. Over the past year I’ve read more than a few articles along the lines of “Cloud Kills the Traditional (insert term here)” and “Change or Die,” many of which deliver coherent arg02062007285.jpguments but most of them are partly correct and incorrect.

In my business I advise ‘traditional’ and ‘modern’ IT service providers business to adapt a solutions-focused, recurring revenue client model. But not all such businesses get the same advice… it is not always the case that the provider side should (or is ready, yet, to) provide such services (competently and profitably) nor that the end user is both ready and in need of the change (again, yet: we are talking industry wide disruption based on valued add, so they are likely to get there but hopefully after a little bit of planning to ensure that they have an idea of where they are actually going!)

Sticking with our “traditional” mix of vendors, integrators, resellers, outsourcers and other tech space providers, I would suggest any of the above execute a short review of the following questions to ‘test’ their readiness, willingness (and awareness) to do what it takes to do it right – not to mention to take a preliminary view of the levels of effort it might take to get there:

  1. What are your current: capabilities, skill sets, references and credibility?
  2. What are your current assets, in general and Data Centre(s) in particular
  3. Do you currently offer any managed services (network or device monitoring, eMail, printing, etc.)?
  4. What are the capabilities, assets and skill sets of your current customer base; Do they understand the value of managed services?
  5. Do your client-facing staff have relationships with your clients (to whom are they selling; do they have C-level relationships?)

These same questions, slightly adjusted and posed to potential service providers as well as inward-looking, also apply to pretty much all end user / customer business considering moving, changing or transitioning and, even more importantly, in my opinion, with whom they choose to make that move: managed service relationships do have a 'tied-in' nature, so tread and choose carefully.

These questions are the tip of the iceberg and would be covered in the first hours of one of my typical engagements… it is the questions which follow and the requisite investment in time and resources to create and implement change across sales, delivery, operations, business processes and, of course, the commercials to successfully adapt and grow as a Managed Service Provider).

“Growth” is the magic word, by the way… preparing for, selling correctly and then delivering what is essentially “more of the same” to a client base that is expanding as you do it better (faster, smarter, cheaper) will, from what I have seen across the sector these past fifteen years or so, drive growth and expansion batter than most strategies.

If you’d like to discuss further how you can assess and prepare for such a move – and to take a first run through that list of questions, contact me at steeves@beyond-solutions.co.uk for a complimentary introductory workshop (free-form but functional).

Telecom TV

Cloudy with Sunny Spells: a CommsBusiness interview with Daniel Steeves

This is an attempt to remove the fog from the cloud.

David Dungay: Having bumped into Daniel on twitter and realising what he is trying to achieve I couldn’t resist contacting him to get his views on cloud adoption in the UK.
excerpt:

David Dungay (DD): What are the biggest misconceptions when it comes
to cloud adoption?
Daniel Steeves(DS):
• That it is one-size-fits-all. It doesn’t.
• That security is all handled by the cloud provider. It isn’t, necessarily.
• That it somehow is more than it is and that it is all very easy. Vendors may tell you that using cloud applications will nearly eliminate IT management needs, but… …

DD: What are the major barriers to cloud adoption in the UK? How many of these are based on misinformation?
DS: I am starting to question whether misinformation is a fair term: as always happens with the introduction, adoption and adaption of technologies…
Read the complete interview at CommsBusinessAugust-Cloudy with Sunny Spells.pdf

 

You can also see my interview on TelecomsTV

woz

Apple founder warns of ‘horrendous’ cloud computing risks

Steve-Wozniak-appl_2218556b

Woz and I on the same page, as always!

Wozniak told an audience in Washington DC: "I really worry about everything going into the cloud. I think it's going to be horrendous. I think there are going to be a lot of horrible problems in the next five years."

Steve Wozniak, who co-founded Apple with Steve Jobs in 1976, was speaking after a performance of The Agony and the Ecstasy of Steve Jobs, a monologue about working conditions at Apple's Chinese factories.

The play attracted controversy earlier this year when Mike Daisey, the performer, admitted that he had fabricated some of the stories in the piece. Daisey originally claimed that the stories in the monologue were taken from interviews he conducted with Chinese workers during a visit to the country in 2010.

Daisey, who has since re-worked his script, invited Wozniak to the penultimate performance of the show.

Answering questions from the audience, the 61-year-old Wozniak said: "With the cloud, you don't own anything. You already signed it away."

He added: "I want to feel that I own things. A lot of people feel, 'Oh, everything is really on my computer,' but I say the more we transfer everything onto the web, onto the cloud, the less we're going to have control over it."

Asked about Labour conditions in China, where Apple and virtually every other technology company, including Samsung, Microsoft and Sony, makes its products, Wozniak said: "We know we [customers] have a voice. We can speak but we can't act like, oh, Foxconn is bad or Apple is bad."

He said he believed conditions for Chinese workers would improve as the country grows richer.

Wozniak, who now works for memory company Fusion IO, invented the Apple I and the Apple II. He left full-time employment with the company in 1987 though he remains on the payroll.

 

Apple founder warns of 'horrendous' cloud computing risks – Telegraph.

Stealth-Cloud

The Rise of the Stealth Cloud

"… good reason why the internal IT department cannot ‘knock-out’ application as fast as a nimble start-up"

Stealth-Cloud

The Rise of the Stealth Cloud: read the original (Ian Gotts blog here)

The rise of the Steath Cloud

One element of the debate was the rise of business initiated cloud computing, which the CIO may never hear about.  Something I'm calling the Stealth Cloud

Cloud Computing seems to have struck a chord in a way that ASP, OnDemand, SaaS and all the previous incarnations never have. Every analyst is blogging and tweeting about it, there are a slew of conferences, and a surprising number of books have already been published.

And there is now more than one sort of Cloud. There are Public Clouds and Private Clouds. I propose “Stealth Cloud” should be added to the lexicon.    As the name suggests is does its job – quietly, unseen, unnoticed.

Silver lining?

So business people are embracing the ideas of Cloud Computing. Why? Because they can see immediate value from the applications and services being offered.  And with technology becoming easier to develop there seems to be no limit to what is being provided in the Cloud, all packaged in a very compelling, fun user experience. 

Consumers are business people too

So when the individual is provided with these elegant services as a consumer it is inevitable that they bring them to work. With services such as on-line backup, project management, CRM, collaboration and social networking all available through a browser, is it any surprise business users are signing up and ignoring the staid and boring applications provided by the IT department.

Hence the rise of the Stealth Cloud.  Services being consumed by business users without the knowledge, permission or support of the CIO and the IT department.

The widening business IT divide

Too much has been talked about the Business IT divide. But unfortunately the Stealth Cloud has driven an even greater rift between business and IT.  It is exposing, as far as the business are concerned the lack of flexibility, agility and responsiveness of IT.  From IT’s perspective who can see the risks (operational, compliance and integration) of using some of these Cloud services, is simply underlines how cavalier and naïve the business users are.

Unfair rap

Corporate systems are costly to build and maintain. They are mission critical and need to support the entire operation.  So there is a good reason why the internal IT department cannot ‘knock-out’ application as fast as a nimble start-up.  The IT department is spending 80% of its time and effort ‘keeping the lights on’ and the remaining 20% on providing new solutions that are robust, scalable, secure and integrated into the core applications. How many of the ‘new’ Cloud providers are truly enterprise ready?

1 more reason: Pragmatism…. Cloud computing: Four reasons why it isn’t taking off in Europe

This article – citing Gartner information, of course – blames privacy, policy and the Euro… I reckon there is a lot more to it and that these issues are not entirely to blame: we have a more pragmatic, ‘look before you leap’ attitude in UK and EU business (I have spent plenty of time embedded in both and have experienced both sides of leading edge)

The reality is that a great deal of ‘leading edge’ enterprise computing lags 1 – 2 years behind the American market (similar but slightly shorter lag exists between the USA and Canada, by the way: 1-2 years behind the US adoption curve).

This is not wrong (or maybe it is, but that is a different argument). More importantly, this IS NOT NEW so why are these ‘pundits’ acting as though they’ve uncovered a hidden truth? If you have access do a quick search within the Gartner info base and chances are high you will find essentially the same article, but perhaps written about SOA or something of that nature which Canada, the UK and the EU all, typically, adopted and adapted after our American counterparts.

See the article here

I was interviewed on the same subject on TelecomsTV, which can be viewed on my website.

Some of this is starting to give fluffy white clouds a bad name…

I would have thought it 100% the other way ’round, David: the public cloud is oversold and often the wrong choice

But that it doesn’t have to be that way 😉

As for your statement that “private clouds have indeed been a path for vendors to sell more hardware and software” the operational realities of how physically the private cloud is delivered (yes, physical: it is all on the ground somewhere… nothing is really just off in the ether) belies your statement.

See, it is not always separate hardware. Separation can occur logically… there is a subtle but significant difference and it is all based on, defined from and the commercial realites calculated on the actual requirement.

A similar and related misunderstanding that consistently confuses the business / technical relationship (creating more CIO v CTO arguments than could be imagined) is that of virtualisation…

Business view: it is a single blade running multiple instances of a machine so we should pay for a single computer

Tech reality: yes, it is a single blade running multiple instances of a machine but each of those virtual machines requires software licenses, needs to be monitored and managed as though it were a separate machine. It costs less physically but not from a process perspective

You can read the original article here

 

Cloud is not a panacea.. oh, wait: didn’t I say that already?

My comment in response to a

Why You Really, Truly Don’t Want a Private Cloud:

This guy speaks at conferences! I would ask for my money back (unless the ticket warned: “Zealots within”)

Simple things that for some reason otherwise-intelligent people seem to constantly forget while preaching cloud:

– legacy system issues include already purchased hardware, systems, licenses, architecture and design, talent, process, etc etc.
— without following through on the original business models the forecast benefits and RoI will never be realised – which if allowed to happen requires calculation into any Cloud cost / savings projections

– as per Dov, existing processes (across both the private and public sectors) require adjustment

– as per my entire 32 year career in solutions architecture and technology planning
— *nothing* ever has been, nor is likely to be, a panacea
— almost everything related to people and change takes longer and delivers less return than was projected

Don’t misunderstand me: he is / they are NOT wrong… but in my opinion based on 32 years in the industry, you are not as correct as you think you are and like many others need to stop the generalisations and pontifications and get on with actual delivery .. which requires listening to needs and situations, making observations and determining requirements rather than picking up a paintbrush and a bucket of beige paint.

Couldn’t help adding this after reading some of other comments on the article:

I forgot one other necessary specific:

Kofi, you can’t really think that all public clouds are magically dispersed, diverse, backed up and accessible within the required SLA and OLA levels for that business to earn as planned.. for dirt cheap prices?

And that the expensive private cloud doesn’t provide any of that luxury and in fact makes that which you have designed..
to meet your needs..
and which is under your control
– you contend that this is more susceptible to what, now?

Are you aware that cloud is a new term for old stuff… and that public v. private is simply a commercial model for the same stuff running on the same tin over the same pipes – – and often even in the same data centres?

If so you might benefit from a simple little blog I wrote called ‘My Gardener is in the Cloud’ and all of the other real world pragmatic discussions I have either written or re-blogged here on this page

Content Insider 231 Clouds Everywhere

The sections of this article could easily, by the same author, turned into a book called on cloud reality .. you may not like the flow but if you start to squirm when reading it, don’t worry: we who were in charge of these things last month are still in charge of them this month so idiot-boy decisions aren’t (typically) being made!

G0od enough to publish here .. and tweet it and mention it on LinkedIn

 

Content Insider 231 Clouds Everywhere.

cloudking_570

6 Signs of a Maturing Cloud-Computing Industry ???

A little overstated, like most, but better balanced than many – … but not so much when he says traditional models are 'dying all over' but has a 5 year prediction for the end of media delivered software !! From Wired.com

I am continually surprised at how fast the cloud computing industry is maturing and growing. There is news everyday of radical advances in IT delivery through the cloud. Every industry goes through phases and growth pains until..

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Storms coming?

This just in: Cloud computing is hard and takes a long time | Cloud Computing – InfoWorld

Nice that some people are finally starting to note the obvious (better yet, to prove it!)

sun_and_clouds_drumpellier_045s

Recent survey from Cisco finally tells us what we suspected all along

Cisco Systems has surveyed more than 1,300 IT professionals to determine the top priorities and challenges they face when migrating applications and information to the cloud. Guess what? It's harder, and it takes longer than many thought.

Duh.

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Of course, these surveys have a tendency to be self-serving, so it's no surprise that this one concludes that your networks need upgrading before you can move to the cloud. After all, the survey was sponsored by a networking company.

But putting aside the obvious self-promotion, the broader conclusions confirm what many of us have suspected for some time and what anyone considering a cloud migration must understand: It's not easy. Cloud computing is a challenge that takes longer than most organizations have budgeted.

For example, only 5 percent of IT decision makers surveyed have been able to migrate at least half of their total applications to the cloud. I'm not sure it's even that much in the world at large, given what I've seen in my travels. However, the survey states that by 2013, that number is expected to significantly rise, as more than one in five will migrate at least half of their total applications to the cloud.

The survey also captures the difficulty through humor, with conclusions such as, "More than one-quarter said they could train for a marathon or grow a mullet in a shorter period of time than it would take to migrate their company's applications to the cloud" or "nearly one-quarter of IT decision makers said that, over the next six months, they are more likely to see a UFO, a unicorn, or a ghost before they see their company's cloud migration starting and finishing."

The core reason for the difficulty is, of course, the fact that moving to the cloud is a platform-migration problem — in this case from traditional systems to private and public clouds. IT pros already know migrations are always problematic, especially if you're considering business-critical systems. But why businesses haven't equated cloud migration to every other migration is a mystery, perhaps the result of "silver bullet" sales claims by vendors.

What makes the migration to the cloud even more difficult is the lack of information about the process. Many new cloud users are lost in a sea of hype-driven desire to move to cloud computing, without many proven best practices and metrics.

I suspect we're seeing the start of the pain, but I believe things will improve as we learn how to work through the problems of migrating to the cloud. I've already started growing my mullet.

This article, "This just in: Cloud computing is hard and takes a long time," originally appeared at InfoWorld.com. Read more of David Linthicum's Cloud Computing blog and track the latest developments in cloud computing at InfoWorld.com. For the latest business technology news, follow InfoWorld.com on Twitter.

This just in: Cloud computing is hard and takes a long time | Cloud Computing – InfoWorld.