At its Paris summit, the OpenStack community celebrated the 10th release of what has become the leading open source Infrastructure as a Service cloud platform software. What stood out about this latest iteration and the progress of its ever-growing ecosystem of vendors, users and service providers was the lack of excitement that comes with maturity. The Juno release addressed many challenges holding back enterprise adoption to this point and showed signs that 2015 may prove to be the year its use shifts over from mostly test & dev, to mostly production. Forrester clients will find a new Quick Take on OpenStack that analyzes the state of this platform and recommended actions here. In this blog post we look at looming questions facing the OpenStack community that could affect the pace and direction of its innovation.
Microsoft’s cloud-based productivity suite, Office 365, is now generally available in China through a partnership with 21Vianet, China’s largest carrier-neutral Internet data center service provider. This announcement follows the recent launches of Microsoft Azure and SQL Server 2014.
Local teams ensure timely responses. 21Vianet has 300 engineers to provide hardware and software service and support for Microsoft Azure and Office 365. For emerging technologies, large Chinese organizations and government agencies like to have local engineers available to quickly solve their problems rather than using a service hotline or remote support.
Chinese customers can choose the services they want.Companies and government agencies wishing to purchase Office 365 have a range of tiered pricing options with different functionality, including only buying one Office 365 service — say, SharePoint, Exchange Online, or Lync. As Chinese organizations normally run collaboration applications on-premises, they won’t give up legacy infrastructure, preferring to test public cloud services on a small scale first. For example, TCL uses on-premises email and Office software, so it’s only buying Lync and SharePoint services to improve efficiency instead of completely migrating to a public platform.
Although Forrester expects China’s public cloud market to show solid growth through 2020, we have observed that organizations face barriers to adopting public cloud. Survey results indicate that data privacy, residency, loss of control, and security remain the top barriers for organizations adopting public cloud in China. This shows that Chinese customers are getting more knowledgeable about cloud and would like to understand cloud players’ offerings in more detail.
To ease concerns about public cloud usage, in mid-2013 the Chinese government and some leading cloud and data center service providers in China initiated an industry standard to evaluate cloud service offerings. After six months of discussion, they agreed upon version 1.0 of the industry standard, which includes three categories and 16 detailed SLAs:
I've noticed a bit of a disturbing pattern of late in my cloud discussions with clients. They have been talking about hybrid cloud in the future tense. If you are planning for hybrid down the road, I have a wake up call for you. Too late, you are already hybrid.
If your company has even a single SaaS application in use today I can almost gurantee you it's connected to something inside your data center giving you hybrid cloud. So hybrid isn't a future state after you have a private cloud in place and IT Ops chooses to connect that private cloud to a public cloud. Look at it through the lens of a business process or application service which is composed of different components, some cloud-based, some on-premise. From an Infrastructure & Operations perspective, hybrid cloud means a cloud service connected to any other corporate resource (a back office app, your web site, your intranet, another SaaS app you have under contract and yes, even your private cloud). Any of these types of connections presents the same integration impact - whether you established the connection or not. If you are like the typical enterprise, that answered our Forrsights Q4 2012 Software Survey, then you have more than six SaaS applications in place today (that you know about) so cloud integration is likely well in place today. And about one third of the developers who responded to our Forrsights Q1 2013 Developer Survey said they have already deployed applications to the public cloud. Twenty-five percent also admitted to putting application integrations in place.
According to CRN’s article on the event, Gelsinger was quoted as saying, “"We want to own corporate workloads. We all lose if they end up in these commodity public clouds. We want to extend our franchise from the private cloud into the public cloud and uniquely enable our customers with the benefits of both. Own the corporate workload now and forever."
Forgive my frankness, Mr. Gelsinger, but you just don’t get it. Public clouds are not your enemy. And the disruption they are causing to your forward revenues are not their capture of enterprise workloads. The battle lines you should be focusing on are between advanced virtualization and true cloud services and the future placement of Systems of Engagement versus Systems of Record.
Hybrid clouds are especially subject to the law of unintended consequences, says Forrester’s cloud expert James Staten. Many IT organizations don’t even acknowledge that they have a hybrid cloud. The reality: If enterprises are using public cloud software-as-a-service (SaaS) and/or deploying any custom applications in the public cloud, then by definition they have a hybrid cloud, because it almost always connects to the back end.
In this episode of TechnoPolitics, James implores CIOs and IT professionals to get serious about hybrid cloud now to avoid spaghetti clouds in the future.
To publish this post, I must first discredit myself. I'm 42, and while I love what I do for a living, Michael Dell is 47 and his company was already doing $1 million a day in business by the time he was 31. I look at guys like that and think: "What the h*** have I been doing with my time?!?" Nevertheless, Dell is a company I've followed more closely than any other but Apple since the mid-2000s, and in the past two years I've had the opportunity to meet with several Dell executives and employees - from Montpellier, France to Austin, Texas.
Because I cover both PC hardware as well as client virtualization here at Forrester, it puts me in regular contact with Dell customers who will inevitably ask what we as a firm think about Dell's latest announcements to go private, just as they have for HP these past several quarters since the circus started over there with Mr. Apotheker. Hopefully what follows here is information and analysis that you as an I&O leader can rely on to develop your own perspective on Dell with more clarity.
Complexity is Dell's enemy
The complexity of Dell as an organization right now is enormous. They have been on a "Quest" to re-invent themselves and go from PC and server vendor, to an end-to-end solutions vendor with the hope that their chief differentiator could be unique software to drive more repeatable solutions delivery, and in turn lower solutions cost. I say the word 'hope' deliberately because to do that means focusing most of their efforts around a handful of solutions that no other vendor could provide. It's a massive undertaking because as a public company, they have to do this while keeping cash-flow going in their lines of business from each acquisition and growing those while they develop the focused solutions. So far, they haven't.
Our latest survey on IT budgets and priorities shows that 35 percent of enterprises have a big focus on cloud computing (calling it a high or critical priority), but do we really know how best to apply that investment?
We continue to see a large disconnect between what the business wants from cloud services and what the IT department wants to offer and support. The short story is the business wants public cloud services (or something very, very close to this value proposition) for delivering new services and capabilities to market. Yet IT wants to offer private cloud solutions that improve operational efficiency and drive down overall IT costs. IT doesn't have its head in the sand about business' demands, they just have to balance these desires against what IT is measured on - the cost and security of services provided. And frankly they don't trust the public cloud.
Knowing the psychology above, how best can an enterprise set a winning cloud strategy? if it invests purely against the business care-abouts it may win time to market but risks investing ahead of its ability to support and protect the business. If it invests against the IT priorities it risks alienating the business, increasing circumvention and being a laggard competitively. The answer lies in striking an appropriate balance between these conflicting priorities and choosing a strategy that encourages the most collaboration between business and IT and accelerating everyone's experience level with these new technologies. And that balance will be different for every firm based on their competitive market, regulatory environment and geography. But in general, most enterprises are being far more conservative than they should.
Shakespeare wrote in his famous play Hamlet,"Whether 'tis nobler in the mind to suffer the slings and arrows of outrageous fortune, or to take arms against a sea of troubles, and by opposing end them? To die: to sleep; No more." He of course was talking about the betrayal in his family but the quote is just as appropriate today in the world of cloud computing. Because in the minds of many I&O professionals, the business is conducting the betrayal.
Amazon Web Services (AWS) is great, but many of our enterprise clients want those cloud services and values delivered on premise, behind their firewall, which may feel more comfortable for protecting their intellectual property (even if it isn't). AWS isn't very interested in providing an on-premise version of its solution (and I don't blame them). Today's partnership announcement with Eucalyptus Systems doesn't address this customer demand but does give some degree of assurance that your private cloud can be AWS compatible.
This partnership is a key value for organizations who have already seen significant adoption of AWS by their developers, as those empowered employees have established programmatic best practices for using these cloud services — procedures that call AWS' APIs directly. Getting them to switch to your private cloud (or use both) would mean a significant change for them. And winning over your developers to use your cloud is key to a successful private cloud strategy. It also could double your work to design and deploy cloud management solutions that span the two environments.