Cloud Computing – Time for delivery. The question is not “if”, but “how, when and where”

Capgemini

Cloud Computing – Time for delivery.
The question is not “if”, but “how, when
and where”

Mark Skilton
Global Director, Strategy, CSO lead, Capgemini Global IS
G cloud Global Portfolio Lead
Co-Chair, Cloud Computing Work Group, The Open Group

January 25, 2012
14.55 – 15.20

V1.4

Copyright © 2012 Capgemini Consulting. All rights reserved.
Group

Agenda

Themes in context
1 - Evolution of Cloud Ecosystems

The value case for Cloud
2 - the Business Case for real Cloud ROI

Constructing the Cloud Strategy
3 - Cloud Service Orchestrator CSO

4 Delivering the Cloud
- Journey to the Cloud

Group
2

Cloud is a global phenomenon

Group
3

Cloud is a global phenomenon
Edge Networks
and community
building

Edge Network
data
edge
data
External

Internal

This Node
has edge data
in two
networks

Country Services tag Virtual “worlds” Virtual “Worlds”
data set

Group
4

But Cloud is rapidly evolving around the world in
emerging and mature advanced economies
Mobility Connectedness
Reaching Infrastructure
New enabled
Citizens economies
and services

New Value Basic Services
rights & access
Digitization of
Objects, events

New alternative Everything as a Service
Business Models
Group
5

Its not “if” but how to position and drive these
opportunities and changes
 Mobility – in emerging economy regions where local
telecommunications infrastructure may have limited access,
wireless services through mobile cellular communication continues
to grow at a pace to spread access to data services and a wide
range of devices.

 Connectedness – in advanced and developing economies the
extent of connections between citizen to citizen , citizens and
Government and with government and citizens is growing at a
pace, changing business and social models.

 Everything as a Service - The growth of basic services such
as email, collaboration, buying and selling online are increasingly
now through cloud enabled devices and business service models.
Machine 2 Machine M2M, Human 2 Machine H2C as well as
Human 2 Human interactions H2H

 Open Source - is a choice available to many users,
organizations and governments and in new and existing Vendors
provided as alterative business models. Copyright © 2012 Capgemini Consulting. All rights reserved.
Group
6

Economics of Innovation
Andy Mulholland, Global CTO, VP, Capgemini

From a Consumer perspective
New Business-Technology Types of
Demand Investment Models
Services
Mobility

New Value INaaS
Industry

New Business
On-demand Services BPaaS
Business Process
Internet of Things
models and
behavior Connected SaaS
Infrastructure
PaaS
Digital enabled
Existing Business Models
Products & Speed of
IaaS
Traditional Services change, new
Ownership & channels
Investment

Time
Group
7

The potential is a broad range of business and
technology levers
We need to Drive Higher Value Stack Services to create differentiation

Business
Value Types of Services
Outside
Government
-In
Agencies IndustryaaS
Departments
BPaaS
Communities

Groups SaaS
Inside-
Individuals Out PaaS
IaaS

Scale and Leverage Potential
Group
8

Business Services Focus – 360o and 3 dimensional
Understanding network effects and interactions is not a “Flat pack” experience

Inside-Out Outside-In Global View points and Services
Departments,
Business units
My department views
Agencies, Markets

Government,
Bodies
My networks
My Devices My regional views
& interactions

Social Networks
and Interactions

Human 2 Human H2H Internet of Things
Human 2 Machine H2M
Machine 2 Machine M2M
Group
9

Markets CIEL – in development
Seeing the bigger picture Notation
 Creating the Strategic Context
Strategic Context in country Dynamic markets
World views

Energy &
Economics
Utility
& Finance
Smart Services
Country Grid
Security
Sustainability & Defence
& Green Energy
Services Security
Global Services
Sustainable
Systems
Defence Citizen
Services Regional Services
Commerce &
Trade
Citizens Marketplace services
Industry
Services Infrastructure Services
Employment Smart Smart
Country City Country, Industry or Global specific
Services
Cities
Social
Services R&D
Systems
Education Health Legal Intercontinental
Services Systems Systems

Science &
Research
Health
Legal Services
Services
Service
Group
10

Services
Building Ecosystem Services
 Creating the Strategic Context

Comprehensive City & City
Infrastructure Services
Development Governance
Services Services
Messaging

Portal

Cloud Catalog Smart
Service Human

service Non-
hypervisor
Scheduler
Services City Infrastructure
Services

Messaging
City City
Portal

Cloud Catalog
Messaging

Service
Scheduler
Non- Portal
hypervisor
Development Governance
Cloud Development Governance
Catalog Services Services
Service Services Services
Scheduler
Non-
hypervisor

Cloud supported Smart Human
Smart
Human City Infrastructure
Services Messaging
Services City Infrastructure
Services
Services Services

Ecosystems Cloud
Portal

Catalog

Service Messaging Messaging

Scheduler
Non-
hypervisor Portal Portal

Cloud Catalog
Cloud Catalog

Service Service

service
Messaging
Scheduler Scheduler
Non- Non-
hypervisor hypervisor
Portal

Messaging

Cloud Catalog
Portal
Service
Scheduler

Cloud Catalog
Non-
hypervisor

Service

service
Scheduler
Non-
hypervisor

Group
11

What is needed is a strategy and delivery focus ,
inside and outside Long tail

Strategy Operation Design Delivery

Community Cloud
Availability Federated Cloud

Devices
Data Services Resources
Orchestrator Cloud A

B

Internet of things
C

Group
12

Challenges - getting ahead
In Context driven

Strategy Alignment Stakeholder alignment

Facades & On-boarding Channels & Economics &
Security Off-boarding Sustainability Contracts

Group
13

The Cloud Orchestrator “H” Model for On-demand
Products and Services
Inside-Out Service Private Shared
Outside-In
Customer Portal
Portal Market Service

Installed Solutions Partitioned for Customers
Partitions Customers
Customer
Channels Buyers
SaaS SaaS SaaS SaaS

Management
Resellers
Assurance

Installed SaaS vendors Solutions

Service
Security

Legacy
Integration, aggregation, brokering, Orchestration

SaaS
PaaS
SaaS
OEMs IaaS
ISVs
Vendors
Providers
Partner Hybrid Reseller On-Premise
Hosting Cloud Broker / Cloud
Cloud Switching Services Hosting

Group
14

Setting the strategic path for Cloud
Graham Colclough, Global VP, GPS, Capgemini

Outside
Business Bias

-In

Cross Dept / Govt Re-Inventing
Process Streamlining Customer Service /Experience
• community safety / event response
• Collaboration • Job loss / find
Case • BPO / BPM services many • Business start up
study 1 • Supply chain sync • Learning
• Mobility as a service
• New customer channels CRM/MKT

Efficiency of the Enabling (Outside-In)
Technologies Interoperable ICTs
IT Bias

• DC consolidation • Unified access
Case
• Email as a service • Modular DC federated services
study 2 • Self service • Open data

Inside-
Out
Admin Centric Customer Centric
Group
15

Cash flow models – shared models
From the Provider perspective

Capex Double amortization Triple amortization
investment distribution distribution

Cash flow Cash flow Cash flow

time Cost time time
Cost
to setup
to setup

SaaS SaaS SaaS SaaS SaaS SaaS IaaS ….
PaaS
Multi-
IaaS Shared
PaaS Outside-in .. e.g. agent,
base service mgmt
IaaS

Increasing Loose Coupling

Group
16

Differentiation & Competitiveness
Defining the context and positioning, inside and outside

Strategy

Custom Orchestration Commodity

Productization Shared Service
Double/Triple amortization
Effectiveness Efficiencies
Innovation
Group
17

How, when and Where
Linking the inside and outside – from strategy to provisioning and performance

Strategic Planning
Stakeholders
Policies Strategy Operational planning
& Strategy
Markets Measurements..
Operation
Finance
Contracts..

Production
Ecosystem Sourcing Ecosystem

Deployment Design and Development
Delivery Orchestration
and Channel Development and Partner
Delivery Sourcing

Devices
Networks Secure, trusted Assurance Secure, trusted
DCs Services Certification Services
JVs Trust
…. Identity
Encryption
Nomenclatures VisibilityGovernance
Transparency
Standards
Policy
Group
18

Cloud Service Orchestrator
This enables part or whole cloud strategy and operating context optimization

Align Strategic
Roadmap

INaaS
Industry

BPaaS
Business Process
Cloud Service Define
Orchestrator SaaS Operating
Delivery Model
PaaS
IaaS
Rapid Design &
Visualization

Group
19

Cloud Service Orchestrator CSO Cloud Strategies Of The Leading IT Global Service Providers

pioneering http://www.forrester.com/rb/Research/cloud_strategies_of_leading_it_global_service/q/id/61025/t/2?src=RSS_2&cm_mmc=Forrester-_-RSS-_-Document-_-12

Devices
Networks
Vertical DCs
Industry Mobility
JVs
…. Private

Customer/
Buyer
Channels Onboarding

H2H H2M M2M
Pubic Partitions, Private Sybase
SaaS SaaS SaaS SaaS
Security CSO Platforms Service Development
Management Hybrid and Partner
Public Hybrid Private Hosting /
Sourcing
Clouds Clouds Clouds Cust Own
Vendor, ISV
Onboarding

Product Rapid
Design & Industrial/ MDU Services Design &
Public
Dev Visualization

Communities
Marketplaces CSO Catalog
Catalogs Testing as a Messaging as a
Eco Smart
Metering as a DR as a Service
Security as a Software as a Industry as a
Service Service Service Service Service
Services Development
Service
BPO/BPM as a
Information as Infrastructure Archive as a Service mgmt Platform as a
as a Service a Service as a Service Service as a Service Service Service

Group
20

Journey
The journey and delivery of results to the
Time, cost, performance Cloud
Strategic
Vision Priorities Programmatic Change

Existing

New Open

Market places
Closed Cloud Services
Private Orchestration CSO
Solutions
Public Adaptive, flexible, innovative
Speed, efficient, cost effective
Hosting

Group
21

Time for delivery. Its is not “If” , but
“how”, “when and “where”

Providing and using what you want, when
you want it, where ever you want it with
value, speed and innovation

Group
22

http://www.capgemini.com/services-and-solutions/challenges/cloud/overview/

Capgemini http://www.capgemini.com/services-and-solutions/challenges/cloud/publications/g-cloud/

A global Company

Group
23

Experience Examples

Capgemini implements the world‟s most ambitious government application for the department, with the potential to save £180m
The DfE engaged Capgemini to help shape the Department‟s Web 2.0 information management and collaboration strategy. The
resulting Information Workplace Platform (IWP) is based on a virtualised Microsoft SharePoint platform capable of supporting
25,000 users, and has been recognised as the most ambitious government implementation of the technology in the world. The
platform facilitates on-demand content management, collaboration, workflow, management information, and sophisticated
enterprise search via a web browser. In contrast with the traditional approach to building new systems, the IWP has used a
service-orientated approach throughout. This means that the DfE can provision new business information and collaboration
services quickly, cheaply and with a high degree of user engagement, accelerating adoption and the release of business benefits.

InnoEnergy is a joint-venture between a number of pan-European technology, energy and academic organizations. The goal of
InnoEnergy is to connect more than 1500 energy scientists right across Europe in order to encourage innovation and bring new
research and ideas to market to enable a climate-neutral Europe by 2050. In doing so, the aim is to help new SME businesses
emerge. This requires levels of pan-EU collaboration that were not currently in place, and were not ICT-enabled. A cloud-based
collaboration platform has recently been created to effectively connect this community.
Information Pool is an example of a security-sensitive cloud implementation, currently in pilot in the Netherlands. Rather than
being an everyday use system, Information Pool is designed for use in emergency situations. The system enables multiple public
agencies to exchange their data on a single platform to enable high speed information sharing „on the fly‟ at times of crisis. It
creates “one truth in the cloud” instead of multiple versions as a result of uncoordinated communications between agencies and
their professionals. In emergencies the facility quickly and uniformly shares all necessary data with all the involved parties. This
data might include the extent and number of causalities, environmental effects, measurement details, location of first responders
and their assets, and weather conditions. It thus creates one common operational picture and improved situational awareness.
eProcurement Scotland illustrates how organizations can realize significant benefits by taking a multi-agency approach. This
procurement solution is used by a huge range of Scottish public bodies, from council offices to hospitals and school kitchens.
While public bodies in Scotland are strongly encouraged to use the system, it is not enforced top down. Instead use of the system
spread based on its effectiveness. This evolutionary approach has only been possible because the platform was set up with an
awareness of the entire Scottish public sector ecosystem and the appreciation that not all agencies would use it from the start.
Launched in 2002, eProcurement Scotland (ePS) is, in essence, a private cloud. Over time ePS has evolved into a scalable, „as-
a-service‟, multi-tenant and partially pay-per-consumption system.

Group 24

Cloud Computing – Time for delivery. The question is not “if”, but “how, when and where”

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