CenturyLink May Finally Have Figured Out the Cloud

James Staten

After a couple less-than-home-runs in the cloud game, it looks like CenturyLink might just have a real contender. The US midwestern telecommunications leader pulled the trigger on yet another acquisition this morning - Tier 3, a legitimate cloud platform provider. The real question is whether this is the latest in a long string of acquisitions that have failed to hit the mark, or a sign that they finally got it right.

CenturyLink is a Lego company built through a string of acquisitions all bolted together. It rolled up several telecom players to get to its current size and presence in that market. And it has bought now three cloud companies. 

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SAP Services Will Make Or Break SAP's Platform Strategy

Fred Giron

Over the past few months, SAP Services has embarked on a major software-enabled services transformation of its offerings and operating models. The strategic intent is to increasingly rely on IP-based solutions (including SAP’s Rapid Deployment Solutions portfolio and assemble-to-order methodology) to deliver outcomes faster, with lower risks for clients and, eventually, support value-based pricing. Next on SAP Services’ transformation road map? I believe that the organization needs to quickly change the perception of the rest of the SAP ecosystem, which still views SAP Services as a competitor.

SAP Services’ business model used to merely rely on staffing “rock star” consultants on client projects in order to facilitate the implementation of complex solutions. The new strategy aims at positioning the 15,000 service professionals on SAP’s newer solutions (e.g., cloud, mobile, HANA . . .) in order to ensure that early projects generate the promised outcomes. In order to achieve this goal, the delivery teams need to be much more focused on collaborating internally (with the R&D team, for instance) as well as externally (with clients). SAP Services will also need to increasingly work collaboratively with its partners in order to ensure the success of the overall SAP-as-a-Platform strategy.

SAP Services needs to:

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Old ROI Methods Are Holding Back The Adoption Of New Technology

Andrew Bartels

My colleagues at Forrester and I have been puzzling over the discrepancy between the wealth of attractive new mobile, cloud, and smart computing technologies in the market, and the relatively weak record of actual growth in tech spending that our tech market forecasting numbers show.  Certainly, the recessions in Europe and weak economies in the US, Japan, China, India, Brazil and other emerging markets explain part of the weakness in tech buying.  In addition, cloud computing’s impact on the timing of tech spending (reducing initial upfront capital purchases of owned hardware and software while increasing future subscription payments for use of these resources) means that  spending that in the past would have occurred in current years has now been pushed into the future.  Lastly, as a recent Economist article pointed out, business investment in general has been low compared to GDP and to cash distributed to shareholders this decade, as CEOs with stock option compensation have focused on meeting quarterly earnings-per-share targets instead of investing for the longer term (see Buttonwood, “The Profits Prophet,” The Economist, October 5, 2013). Still, even taking these factors into account, tech investment has been growing more slowly relative to economic activity than in past cycles of tech innovation and growth.

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Four Common Approaches To Private Cloud

Lauren Nelson

In 2012, I wrote a blog titled Private Cloud: 'Everyone's Got One, Where's Yours?' which looked at the perception of private cloud versus the reality of the environments that carry this name. Although reported interest and adoption were high, most environments fell short of the basic characteristics of cloud. Almost 1.5 years later, Forrester continues to see interest in and reported adoption of private cloud -- according to Forrester's Hardware Survey, in 2014, 55% of North American and European enterprises plan to prioritize building an internal private cloud, and 33% already having adopted private cloud. Despite the increased awareness in private cloud shortcomings, Forrester found that only 1/4 of these "private cloud" environments establish self-service access for its users. What's most interesting is that most of these enterprises aren't looking to private cloud for cloud-specific benefits. 

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Four Common Approaches To Private Cloud

Lauren Nelson

In 2012, I wrote a blog titled Private Cloud: 'Everyone's Got One, Where's Yours?' which looked at the perception of private cloud versus the reality of the environments that carry this name. Although reported interest and adoption were high, most environments fell short of the basic characteristics of cloud. Almost 1.5 years later, Forrester continues to see interest in and reported adoption of private cloud -- according to Forrester's Hardware Survey, in 2014, 55% of North American and European enterprises plan to prioritize building an internal private cloud, and 33% already having adopted private cloud. Despite the increased awareness in private cloud shortcomings, Forrester found that only 1/4 of these "private cloud" environments establish self-service access for its users. What's most interesting is that most of these enterprises aren't looking to private cloud for cloud-specific benefits. 

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Are cloud platforms saying goodbye to the hypervisor?

James Staten

OpenStack, CloudStack, Dell, IBM SoftLayerand othersare pushing a new agenda in cloud computing, one that eschews the hypervisor. Is this the future of cloud platforms or just another feature?

So far the latter seems to be the prevailing trend as the majority of public cloud platforms and private cloud software solutions start with the foundation of server virtualization. The bare metal options are being positioned more for two purposes:

  • Auto-provisioning new nodes ofthe cloud - bare metal installation of the cloud solution and the hypervisor

  • New compute resource types inthe cloud - using new automation capabilities to add a complete physical server to a customer’s cloud tenancy, as if it were just another virtual machine.

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NASA Flunked Its Cloud Computing Audit: Are You Next?

Renee Murphy

Ok, so NASA failed an audit. Don’t we all? I think it is important to understand the government’s cloud computing adoption timeline before passing judgment on NASA for failing to meet its cloud computing requirements. And, as someone who has read NASA’s risk management program (and the 600 pages of supporting documentation), I can say that this wasn’t a failure of risk management policy or procedure effectiveness.  Clearly, this was a failure of third-party risk management’s monitoring and review of cloud services.  

The Cloud Is Nebulous

Back in 2009, NASA pioneered cloud technology with a shipping container-based public cloud technology project named Nebula -- after the stellar cloud formation. (I love nerd humor, don’t you?)

Photo Source: NASA

During 2009, NASA, to determine if current cloud provider service offerings had matured enough to support the Nebula environment, did a study. The study proved that commercial cloud services had, in fact, become cheaper and more reliable than Nebula. NASA, as a result of the study, moved more than 140 applications to the public sector cloud environment.

In October of 2010, Congress had committee hearings on cybersecurity and the risk associated with cloud adoption.  But remember, NASA had already moved its noncritical data (like www.nasa.gov or the daily video feeds from the international space station, that are edited together and packaged as content for the NASA website) to the public cloud in 2009.  Before anyone ever considered the rules for such an adoption of these services.

Audit Recommendations

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Adobe proves that the cloud is good for IT Ops

James Staten

Adobe Systems is a pioneer and fast mover in the public cloud and in so doing is showing that there is nothing for infrastructure & operations professionals (IT Ops) to fear about this move. Instead, as they put it, the cloud gives their systems administrators (sysadmins) super powers ala RoboCop.

RoboCop 2014This insight was provided by Fergus Hammond, a senior manager in Adobe Cloud Services, in an analyst webinar conducted by Amazon Web Services (AWS) last month.  Hammond (no relation to Forrester VP and principal analyst Jeffrey Hammond) said that Adobe was live on AWS in October 2011, just 8 months after its formal internal decision to use the public cloud platform for its Adobe Creative Cloud. Prior to this there were pockets of AWS experience across various product teams but no coordinated, formal effort as large or strategic as this.

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Forget IaaS vs. PaaS: Devs Adopting Cloud Services Now

Jeffrey Hammond

I get a lot of questions about the best way for developers to move to the cloud. That’s a good thing, because trying to forklift your existing applications as is isn’t a recipe for success. Building elastic applications requires a focus on statelessness, atomicity, idempotence, and parallelism — qualities that are not often built into traditional “scale-up” applications. But I also get questions that I think are a bit beside the point, like “Which is better: infrastructure-as-a-service (IaaS) or platform-as-a-service (PaaS)?” My answer: "It depends on what you’re trying to accomplish, your teams’ skills, and how you like to consume software from ISVs.” That first question is often followed up by a second: “Who’s the leader in the public cloud space?” It’s like asking, “Who's the leading car maker?” There’s a volume answer and there’s a performance answer. It’s one answer if you like pickups, and it’s a different answer if you want an EV. You have to look at your individual needs and match the capabilities of the car and its “ilities” to those needs. That’s how I think we’re starting to see developer adoption of cloud services evolve, based around the capabilities of individual services — not the *aaS taxonomy that we pundits and vendors apply to what’s out there. This approach to service-based adoption is reflected in data from our Forrsights Developer Survey, Q1 2013, so I've chosen publish some of it today to illustrate the adoption differences we see from service to service. 

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Where BI Falls Short: Taking A Singular Point Of View

James Staten

There is a reason the phrase, “beauty is in the eye of the beholder,” has held significance and power in our society for so many generations. And in that phrase is a lesson for all of us about business analysis. The power of different points of view examining a given set of inputs is key to truly understanding what lies before us and seeing the new possibilities and different threats looming.

Sit silently in a museum listening to the patrons take in just a single painting and within a day you will hear a hundred different insights, many of which you didn’t see before. Insights that show you things in that artwork you never would have seen, such as the way greens and reds are mixed to create hues that don’t invoke their origins, the style of brushstrokes used that convey depth and how a pattern viewed up close can be very different than the whole. So much insight doesn’t stem from the painting but from the varied experiences, backgrounds, cultures and histories the observers bring with them. The same is true in data analysis. It’s through different points of view that something can be fully analyzed. Each person brings their varied experiences (their data) to the analysis.

As businesses we tend not to sit silently and take in what others see about ourselves and our data. We tend not to expose our data at all to our partners, trusted third parties or potential collaborators (like our customers) and by not doing so, they cannot combine their data with ours and uncover things we cannot see. As a result, we cannot see the broader picture. And this leads to bad business decisions based on a myopic point of view.

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