We’ve been seeing for years in our surveys, that business users and application developers are the primary consumers of cloud services. SaaS and cloud platforms are not infrastructure or alternatives to the corporate data center but are instead application services your organization leverages to create new user experiences and greater efficiencies that maximize profitability and derive trends that result in business insights.
In 2015 this realization will become a motivator for vendors and enterprise CIOs to focus their cloud strategies on empowering business and developers first and put aside their own concerns and priorities. In 2015, cloud adoption will accelerate and technology management groups must adapt to this reality by learning how to add value to their company’s use of these services through facilitation, adaptation and evangelism. The days of fighting the cloud are over. This means major changes are ahead for you, your application architecture, portfolio, and your vendor relationships.
On October 20 at TechEd, Microsoft quietly slipped in what looks like a potential game-changing announcement in the private/hybrid cloud world when they rolled out Microsoft Cloud Platform System (CPS), an integrated hardware/software system that combines an Azure-consistent on premise cloud with an optimized hardware stack from Dell.
Forrester attended Microsoft’s second annual Asia Pacific Analyst Summit in Singapore last week for an update on the company’s progress in transforming into a devices and services company. The event highlighted Microsoft’s strengths and exposed some obvious challenges, which I’ve shared below. Forrester clients can access further event-related analysis and implications here.
Day One: Impressive Capabilities And A Strong Understanding Of Customer Needs
Day one was well designed and delivered, with a clear focus on customer and partner case studies and go-to-market strategies based on three core imperatives:
Transforming IT. Focusing primarily on Cloud OS, Windows Azure, and Office 365, this imperative highlights Microsoft-enabled capabilities and resources to help IT organizations transform both internal data centers and IT delivery.
Engaging customers and employees. This imperative essentially combines mobility and social to help organizations thrive in the age of the customer by delivering improved customer service and customer and user experiences.
Accelerating customer insight and business process improvement. This imperative targets the changing needs and expectations for data and information access and real-time decision making via a combination of traditional analytics and big data.
Today's re-org at Microsoft comes amidst mixed success as they straddle the gap between capricious individual consumers and the cash-strapped, risk-averse needs of enterprise IT buyers who find themselves years behind the demands of their own capricious workers, who are also consumers when they go home. Windows 8 shows us that Microsoft has more learning to do about where to place those bets, but we also think their work on server, cloud and hybrid cloud is excellent, and that their longer-term strategy is viable. We see this organizational re-alignment as very positive.
The Server and Tools Business becomes Cloud and Enterprise Engineering Group
Satya Nadella and Scott Guthrie both have done a great job of driving Agile development and continuous delivery into every team in STB and that is resulting in faster moving and more compelling products and services. They deserve a lot of credit for this and so putting even more under them seems a good thing. The key is whether it is the right things.
For perspective: one of Microsoft's greatest strengths is that they give smart people development tools that are extremely easy to use and deceptively powerful. So much so that generations of developers will commit themselves and careers to mastery of Visual Studio, for example. Microsoft democratizes software development by lowering the barriers to entry like no other company. The shift to cloud gives them the chance to do it again, and the improvements in Visual Studio 2013 shown at BUILD in San Francisco are superb and stretch smoothly from the datacenter to the cloud.
Forrester attended Microsoft’s Asia Pacific Analyst Summit in Singapore last week for a comprehensive and very timely strategy update with less than a month to go before the launch of Windows 8. Organized under a general theme of Microsoft’s New Era, the update highlighted Microsoft’s strategy for remaining dominant in the post-PC era, where mobility, consumerization, social, and cloud have driven massive IT industry innovation and disruption. Three key observations from our analysts in attendance:
Azure is emerging as a key strength as organizations increasingly leverage hybrid cloud approaches. As both a leading provider of public and private cloud services (directly and via hosting partners) and a strategic platform provider within enterprise data centers, Microsoft is very well positioned to embed hybrid cloud capabilities within its platform. This will benefit organizations of all sizes seeking to lower the cost of computing and increase business agility. While we were encouraged by how software license-agnostic Azure’s business leaders appear to be, we believe Microsoft can do a better job of leading with Azure in the enterprise market instead of leading so consistently with its traditional licensed software products.
Windows 8 devices will help boost Microsoft’s standing in the mobility market. Microsoft showcased a number of prelaunch Windows 8 devices from its OEM partners, and it’s clear that consumers will have a much better lineup of mobile devices to choose from in the future. Microsoft also presented several Windows Phone 8 smartphones from Nokia and Samsung and has wisely implemented a strategy to identify the top mobile apps in each Asia Pacific country and support app developers in creating versions for the Microsoft platform.
In typical Microsoft fashion, they don't catch a new trend right with the first iteration but they keep at it and eventually strike the right tone and in more cases than not, get good enough. And often good enough wins. That seems the be the pattern playing out with Windows Azure, its cloud platform.
A project I’m working on for an approximately half-billion dollar company in the health care industry has forced me to revisit Hyper-V versus VMware after a long period of inattention on my part, and it has become apparent that Hyper-V has made significant progress as a viable platform for at least medium enterprises. My key takeaways include:
Hyper-V has come a long way and is now a viable competitor in Microsoft environments up through mid-size enterprise as long as their DR/HA requirements are not too stringent and as long as they are willing to use Microsoft’s Systems Center, Server Management Suite and Performance Resource Optimization as well as other vendor specific pieces of software as part of their management environment.
Hyper-V still has limitations in VM memory size, total physical system memory size and number of cores per VM compared to VMware, and VMware boasts more flexible memory management and I/O options, but these differences are less significant that they were two years ago.
For large enterprises and for complete integrated management, particularly storage, HA, DR and automated workload migration, and for what appears to be close to 100% coverage of workload sizes, VMware is still king of the barnyard. VMware also boasts an incredibly rich partner ecosystem.
For cloud, Microsoft has a plausible story but it is completely wrapped around Azure.
While I have not had the time (or the inclination, if I was being totally honest) to develop a very granular comparison, VMware’s recent changes to its legacy licensing structure (and subsequent changes to the new pricing structure) does look like license cost remains an attraction for Microsoft Hyper-V, especially if the enterprise is using Windows Server Enterprise Edition.
Forrester’s survey and inquiry research shows that, when it comes to cloud computing choices, our enterprise customers are more interested in infrastructure-as-a-service (IaaS) than platform-as-a-service (PaaS) despite the fact that PaaS is simpler to use. Well, this line is beginning to blur thanks to new offerings from Amazon Web Services LLC and upstart Standing Cloud.
The concern about PaaS lies around lock-in, as developers and infrastructure and operations professionals fear that by writing to the PaaS layer’s services their application will lose portability (this concern has long been a middleware concern — PaaS or otherwise). As a result, IaaS platforms that let you control the deployment model down to middleware, OS and VM resource choice are more open and portable. The tradeoff though, is that developer autonomy comes with a degree of complexity. As the below figure shows, there is a direct correlation between the degree of abstraction a cloud service provides and the skill set required by the customer. If your development skills are limited to scripting, web page design and form creation, most SaaS platforms provide the right abstraction for you to be productive. If you are a true coder with skills around Java, C# or other languages, PaaS offerings let you build more complex applications and integrations without you having to manage middleware, OS or infrastructure configuration. The PaaS services take care of this. IaaS, however, requires you to know this stuff. As a result, cloud services have an inverse pyramid of potential customers. Despite the fact that IaaS is more appealing to enterprise customers, it is the hardest to use.
It’s no secret traditional news organizations are struggling to stay relevant today in an age where an always-connected generation has little use for newspaper subscriptions and nightly news programs. The Associated Press (AP), the world's oldest and largest news cooperative, is one such organization who has felt the threats which this paradigm shift carries and thus the need to intensify its innovation efforts. However, like many organizations today, its in-house IT Ops and business processes weren’t versatile enough for the kind of innovation needed.
"The business had identified a lot of new opportunities we just weren't able to pursue because our traditional syndication services couldn't support them," said Alan Wintroub, director of development, enterprise application services at the AP, "but the bottom line is that we can't afford not to try this."
To make AP easily accessible for emerging Internet services, social networks, and mobile applications, the nearly 164-year-old news syndicate needed to provide new means of integration that let these customers serve themselves and do more with the content — mash it up with other content, repackage it, reformat it, slice it up, and deliver it in ways AP never could think of — or certainly never originally intended.