Next Generation Computing A fundamental shift in the delivery and consumption of information technology which will transform IT organizations.
Introducing Dynamic Market Solutions The New Services Global Services $2.8 Billion FY08 Services $5.7 Billion FY09 Services 2,000 Customers 18,000 Services Employees 23,000 Employees • ProConsult • Applications • Business Process • ProManage • ProSupport • Consulting • Infrastructure 41,000 Employees Strong End-to-End Services Portfolio #1 in Healthcare Top 10 Service Provider Over 3 Million Desktops Managed Over 100,000 Servers Managed Presence in over 180 Countries 60 Expert Tech Support Centers 7 Global Command Centers 2
The Integrated Services Portfolio From product support to business solutions, we can help you achieve your business outcomes. Business Support Managed Cloud/ Applications IT Business Process Services Services As-a-Service Services Consulting Consulting Services Client Custom Enterprise Extended warranty End user Payer Services Strategy consulting Software development architecture Enterprise Revenue Cycle Service Organizational Enhanced support Data center management Modernization Outsourcing (RCO) management change management software Business continuity Business Data center Process re- Network Policy administration software intelligence infrastructure engineering Enterprise Information Enterprise and Supply chain re- Desktop Physician services applications assurance industry applications engineering rationalization Engineering Clinical Hosting Servers and storage Testing End user computing services outsourcing transformation Customer Virtualization/cloud Management management integration Government office Data management Business continuity disaster recovery 3
Next Generation Computing 4
What is really driving the change? Macro Economic Trend Economic Drivers Enabling / Facilitating Technologies Work Mobility •Socio economic changes in •Utility technologies (see below) People workforce •“Social technologies” Cloud •Globalization •Ubiquitous bandwidth •Demographics “Hollywood” Business •Linear correlation of costs to •Utility technologies (see below) Operational Models – revenues / cost save •Mature Web and Mobile dev operational manifestation of •Increased specialization tools and standards. work mobility •Work Mobility (see above) •Cross organizational Process •Jurisdictional legal / regulatory BPEL/BPMN Cloud compliance complexity •Ubiquitous bandwidth Utility Computing – technology •Hollywood model drivers (see •Virtualization specific manifestation of above ) •Cloud technologies “Hollywood” business model. •Ubiquitous IT (Carr) •Fabric embedded Digital Rights •GRSC complexity Management •“Red Queen” – accelerating •Web 2/3; SOA AppDev tools Information rate of tech and business (PaaS) Cloud change (flexibility / adaptability) •BPO 2.0 (Aberdeen) •Reduced IT ROI potential •Unified Communications (HW/SW/Comm) 5
Next Generation Computing – Transformation Underway A fundamental shift is happening in the delivery and consumption of information technology which will transform IT over the next 10-15 years. • Advancements in technology are Industry enabling the move from proprietary to Focused a utility based (on-demand, scalable, Software metered, natural billing unit, no up Services front costs, cost effective, energy efficient) model. Cutting Edge • This is allowing businesses to change Utility Services the way they buy and use information technology – asset light with the “browser” becoming the window to inter and intra enterprise computing. • While IT demand will continue to Legacy grow, spend on proprietary IT (Proprietary) environments may shrink as enterprise capable pay per use services replace capital investments. 6
Economic Justification THE D DRI RIVERS RS DESCRIP IPTIO ION The Macro • IT low ROI - Paul Strassmann • As IT [ activity ] becomes ubiquitous it has no strategic value – Nicholas Carr Economic View • Creative Destruction - Joseph A. Schumpeter • Utility Computing - John McCarthy • Componentization - Herbert A. Simon • Red Queen Hypothesis - Leigh M. Van Valen (Co-evolution, Game Theory) William Barnett Micro Economic • Economies of scale. (volume) • Pay per use. (utility) Business Value • Speed to market. (componentization) • Focus on core. (outsourcing) • Greener (efficient supply and demand) • Meeting increasing regulatory requirements in all industries The Innovation • Survival today requires ‘coherence, coordination and stability’ [order]. - Survival tomorrow requires the replacement of these virtues [disorder]. - Salaman & Storey (The Open University) Paradox • Innovation => Commodity - Christensen The Ascent of • Recent OMG study on benefits achieved by BA and BPR projects: ‒ Increase agility, efficiency, effectiveness – 85% Business ‒ Improved IT requirements – 62% Architecture and ‒ Streamline inter-business unit processes – 82% Process ‒ Align terminology / semantics – 42% ‒ Streamline external relationships – 29% Regulation and • Increasing regulation of more industries across the globe • Varying regulation of industries across the globe Compliance • Merging of IT standards and business regulations (ISO; NIST; electronic reporting, etc.) Internal IT Failure Business wants: IT wants: • A place to experiment • Plenty of notice • Fast integration • Predictability • Looser IT restrictions • Stability • Responsiveness • Justification 7
What Technologies and Practices? A broad selection of technologies and practices are called into play in developing Next Generation Computing environments among which are: • Virtualization • BPO 2.0 – Allowing one physical device appear and behave – Piecemeal outsourcing evolving to integrated like many devices. services along value chains with increased domain expertise. • Cloud • Unified Communications – Allowing multiple virtual devices to appear and behave like one very large device (World Wide – Integrating real-time communication like instant Computer). messaging, presence information, IP telephony, video conferencing, call control and speech • Web 2.0 control with non real-time communication – Combining multiple applications so they appear services messaging like voicemail, e-mail, SMS and behave like one application. and fax. • ISO27000 Internet Mainframe Client/Server Computing Anywhere IT – best practices on information security 1960-1980 1980-1995 1995-2010 2010+ management for the preservation of confidentiality, integrity and availability User’s Branch Office/ Corporate HQ Home Office Anywhere Location Departments of information assets. Role of Limited No Network Connectivity Strategic Asset Network Intelligence • ISO 20000 IT Low Medium High Low – an integrated process approach and Complexity best practices for service management services User Text Only Windows Web Automated Interface to customer requirements. 8
How the “Cloud” Market Is Evolving This is what Google, Amazon, Salesforce and Facilitating this and Microsoft look like today (and are buying So far, Force.com leads in this managing it is the approximately 20% of all servers sold). foundation of our approach. approach, Azure pushing. Horizontal Federation Monolithic model Vertical Supply Chains (Early) (2+ Years) (4+ Years) Early cloud computing Over time, some cloud Smaller providers will services are based on providers will leverage cloud federate horizontally to gain economies of scale (and proprietary/internal services from other providers architectures – islands of (for example, ISVs moving efficient use of assets) – cloud services delivered by into SaaS on top of also, enterprises will megaproviders. Microsoft’s Azure Services leverage horizontal Platform, use of Force.com, federation for peak capacity (overdraft protection, use of Google App Engine). Still proprietary islands, but cloudbursting). There will be ecosystems starting to build. more choices at each layer of cloud computing, and standards will gain momentum. Game Makers: Kindle; iPhone; Android; others – perpetually connected to the internet essentially built into the device 9
When will we see Next Generation Computing? It is happening very fast. Your approach has to be “with all due speed.” 2007 2008 Not Considering 9% Not Considering Considering Considering 36% 32% 28% Current user Current User 63% 32% “What a Difference a Year Makes” Think Strategies Nov. 13, 2008 2009 2010 2012 2014 2016 2018 2020 Market • SMBs advised • 5 year projections: • Pay as you go • 55% of all • Stable • New • “Cloud” to SaaS • Cloud based BPO the norm enterprises standards generation services 50% • LEs moving – 25.1% • Natural billing extensively on across runs IT of all IT spend personal • SaaS CAGR – units cloud suppliers both • High • $450B productivity 32% • Heavy SMB • 15-20% of all IT vertical and comfort • Cloud enabled • Broad spectrum • PaaS CAGR – use spend horizontal level with BPO $385B eCommerce 51% • Large • $150B cloud • IT management • IaaS CAGR – enterprise ad services 33.5% hoc use 10
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