What's ahead for cloud computing in 2015? Check out our report for Forrester's take on the most important trends in cloud computing and what you should do about them. In 2014, cloud entered the formal IT portfolio, and technology managers stopped treating cloud as competition. In 2015, cloud technologies will mature into the driving force powering the most successful companies. Cloud enables unparalleled levels of sustained innovation. Companies that harness its power will win, serve and retain customers better than their competitors -- in less time and for less money -- if they take advantage of all the cloud has to offer. But where should you start?
Cloud computing isn't limited to a single technology, service, provider, or deployment model. Our cloud team, including James Staten, Lauren Nelson, Liz Herbert, William Martorelli, and Henry Baltazar, has gathered the most important 2015 trends in public cloud platforms, cloud management, application design, security, service provider strategies, SaaS, private and hybrid cloud. In our ten-prediction report, we describe the current state of the art in cloud, what will happen in 2015, and how you should respond. This report helps you focus on the most important trends first.
The modern business world echoes with the sound of time-tested business models being shattered by digital upstarts, while the rate of disruption is accelerating. Organizations that will win in this world must hone their ability to deliver high-value experiences, based on high quality software with very short refresh cycles. Customers are driving this shift; every experience raises their expectations and their choices are no longer limited. Like trust, loyalty takes years to build and only a moment to lose. The threat is existential: Organizations need to drive innovation and disrupt their competitors or they will cease to exist.
I’ve noticed a growing trend among Asia Pacific organizations over the past 6-12 months: complete IT resistance to SaaS has steadily given way to more pragmatic discussions, even if IT has come to the table grudgingly. Over the next two years I expect this trend to accelerate. In fact, I believe that many SaaS solutions, particularly those that cross business and functional boundaries, will be rapidly subsumed within the broader IT portfolio, even if they were originally sourced outside IT.
Many SaaS vendors report already seeing more IT involvement in procurement, requirements definition, RFP creation, and negotiations. The clear procurement guidelines published by the IT department of the Australian Government Information Management Office (AGIMO) is one high profile example. Don’t get me wrong, in most instances business decision-makers will still lead, particularly in identifying the required business processes and determining how best to consume SaaS-based services. But IT decision-makers are getting more involved, particularly around integration.
Some areas to consider as you look to work more closely with business decision-makers to evaluate and negotiate SaaS and other public cloud deals:
When getting introduced to a new subject or new people, we sometimes play a game called "two truths and a lie." The basics of the game are simple: Anyone introducing a subject - or themselves - states two truths and one lie. The audience then has to identify what the lie is.
Below, you will find three bullets related to our future of software development research. Two are truths as identified by our research, one is a lie:
Software's fueling today's disruption, becoming embedded in everything to make technology useful, usable, and desirable.
Software development expertise will increasingly be centered on Java, .NET, and proprietary development and application platforms.
The U.S. Bureau of Labor Statistics projects software-development-related roles and jobs to increase at double the national average through 2020.
Retail is experiencing substantial change because consumers are now empowered by the web with information about price, availability, and merchandise features.
The retail industry is still served by solutions that are too fragmented to adequately balance the asymmetry introduced by radical price transparency. There are solutions for transactions, web site, stores, and so on but little to empower the cross-channel retailer to really meet the consumer’s needs.
I’ve recently been looking at IBM’s Smarter Commerce initiative and its portfolio that integrates:
1) Store applications. IBM has well-established high-volume store apps appropriate to high-volume, low-touch retailing but correctly identifies these as inappropriate for fast-growing specialty retail with low-volume “high touch.” This is why it acquired the “asset” of Open Genius.
2) Web metrics. IBM acquired Coremetrics in order to bring the discipline of measuring traffic, conversion, and average order to cross-channel retailing. It’s only by monitoring such metrics that retail can understand which marketing strategies are really successful and which market segments are most receptive.
3) Direct-to-consumer initiatives. IBM acquired Unica as a platform for integrating automated direct-to-consumer marketing with its cross-channel offering.