In discussions on cloud computing, I often talk to architects who have been told to create a "cloud strategy." This sounds appropriate enough, but there’s a devil in the details: When the task is "create a Technology X strategy," people often center strategy on the technology. With cloud, they aim to get a good definition of pure cloud and then find places where it makes sense to use it. The result is a technology strategy silo where cloud is placed at the center and usage scenarios are arranged around it. The problem with this is three-fold:
Considering the full business dynamics of any given usage scenario, there is a wide continuum of often strongly competing alternatives to pure cloud (including cloud-like and traditional options).
The rapid pace of market development means that business value equations along this continuum of options will keep changing.
Your business needs integrated strategy for many technologies, not simply a siloed cloud strategy.
It's time for IT to get out of the business of running everything itself and move into the role of delivering technology value to the business. This is a core theme that runs through a large majority of Forrester's research and our advice to clients. But exactly how do you make this transition? Well, a good example can be found in Amylin Pharmaceuticals.