Cloud computing helps enterprises realize it transformation

Cloud computing services provide a way for it officials to access cloud computing services. But what cloud computing is and how it consumes cloud computing services has become their biggest blind spot, which was presented and explained by Keith Jahn, director of the Office of the chief technology officer, Hewlett-Packard Software and Solutions department. This helps it officials get rid of a delivery-focused approach to creating a world-class supply chain that manages the supply and demand of cloud computing services.

I wonder if you have ever heard of the fairy tale of four-eyed-day chickens: A crazy chick is taking a life-threatening trip to warn the king that the sky is falling. During the journey, it was supported by friends who had similar ideas. All these friends joined in the journey to inform the king. The group of Animals finally met a sly fox. The Fox persuaded them to believe there was a better way. This road will enable them to reach their destinations faster. This usually has two endings.

Outcome 1: These animals are eaten by foxes and never see the king. This ending supports the old lesson of "Don't believe everything you hear." ”

Outcome 2: The King's Hounds intervened and dispatched the fox so that the king could hear the story. Give them a lesson on courage and perseverance in the pursuit of goals.

This story explains what the IT organization might face in the future with cloud computing. The situation is to force IT organizations to make the most radical changes we know, even to completely eliminate the capabilities of IT organizations. If it organizations are withdrawn, this will obviously have a significant impact on the entire technology supply chain.

The natural rhythm of it is to think of cloud computing as a technical interruption, and to evaluate cloud computing in terms of delivery: How does this new technology enable us to deliver solutions better, faster, and cheaply? One of the equally important (but often overlooked) features to be concerned with is how to consume cloud computing: These services are ready to run. These services are from sources, are available anywhere, based on ordering, or charged for use.

As cloud computing services mature and grow, new capabilities will emerge. Companies will be able to solve new problems that they cannot solve before. In addition, they will be able to solve old problems more quickly, cheaply and with higher quality.

As a result, cloud computing services Herald new business models. This pattern will force it to reinvent itself in order to maintain its relevance to the business. This means it does not have to move away from simply focusing on asset delivery and management, towards creating a world-class supply chain to manage the supply and demand of business services.

In this case, cloud computing services will actually become a mandatory feature that forces it to transform. CIOs who ignore this fact and do not take changes may see their role transformed from a leader in technology innovation to CMO (Chief Maintenance Officer), responsible for maintaining legacy systems and services originating from the business.

Analyzing cloud computing to see the right pattern

News: Cloud computing is not new. Cloud computing has been around for many years, starting with what many now call the "Internet age". Remember when the IT staff talked about hosting anything in cloud computing? This is the first generation/version of cloud computing. Cloud 1.0 is a driving factor in the enterprise. The commercial application of the Internet as a trusted platform revolutionized the supply chain management process and eventually became mainstream, fundamentally changing the pattern of it architecture.

With the development of this model, thousands of consumer-level services have been created. These services use the next generation of Internet technology at the front desk and use large-scale architecture in the background, which is good enough for economic buyers. This bodes well for the advent of a more advanced generation or more advanced version of Cloud Computing 2.0.

Cloud Computing 2.0 and beyond

The current generation of cloud computing is driven by a consumer experience that grew from the 1.0 living room of the cloud. Internet-based shopping, search and countless other services have brought new economic models and introduced new technologies. The service can be self-contained and available immediately, and can be used anywhere and with any device. Infrastructure and applications can be procured as services on an on-demand basis.

Most of the current focus on cloud computing services is focused on new technologies and purchasing alternative IT capabilities: it as a service. With standardized, highly virtualized infrastructures and applications, it can drive higher levels of automation and consolidation, reducing the cost of maintaining existing solutions and providing new solutions.

While many companies are addressing the technological transition needed to transition from Cloud 1.0 to 2.0, the number of services in the commercial cloud computing market is increasing, data is spreading to cloud computing, and Web 3.0/Semantic Web technologies are maturing. So we're starting to see the next generation of cloud computing as a reality: Cloud 3.0.

Cloud 3.0 enables access to data through services in the context of a consumer experience. This is a huge difference. It means that these processes can be subdivided into smaller parts and automatically through a range of services, intertwined with access to a large number of data. It eliminates the need for large-scale, complex applications built around the overall process. These changes can be accomplished by refactoring the service pattern and integrated by ordering new data transfers. This will create new connections, new features, and new technological innovations over the current level.

It has to reinvent itself

These services are only required by the business unit. They need the right technology to implement the service to help them complete their work. However, there is a problem: IT departments are generally set up around their respective technical areas, receiving new work through project applications, and developing the project through a "plan-build-run" lifecycle.

For it, this delivery-oriented, technology-centric approach inherits the delay built into this model. This pattern then increases the tension between it and the business unit it serves.

It has to reinvent itself in this way, to become an enterprise Center service procurement Control point, or to recognize that the business unit will purchase services based on its own needs. This will ensure that it maintains the required level of service and integration. In order to achieve this goal, behavioural, cultural habits and organizational patterns need to be changed.

The business sector has some legal hurdles on the way to accepting mainstream cloud computing 3.0 (security, reliability, etc.), but time and maturity will have the means to solve these problems and eliminate them.

The sky is falling down!

Cloud computing will accelerate the formation of a service-centric IT organization

To survive, it must transform itself from a technology-centric institution (providing and managing assets) into a service-centric institution. A highly sophisticated state of service-centric representation of it functionality, enabling it to operate as a business function. A service provider around a product organization is valuable to consumers and consumers are willing to pay for the service.

These services exist as part of a business strategy and are grouped into a service portfolio. The difference between this model and the ability-centric model is that the deliverable is a service that is procured through a directory as a unit, and the component (and the source of the component) is not related to the purchaser. Comparing this to a competency-centric model, deliverables are typically a series of technical assets that economic buyers can usually see and deliver through a project-oriented lifecycle.

In a service-centric function, this organizational principle is service. This means that everything is organized around the procurement, delivery, and management of services. Using a structure similar to the supply chain, the work related to these services can be done by order configuration. Here you use standard components (purchased internally or externally) to quickly complete a service request.

A service-centric model will undo some of the existing roles and create new roles in the IT organization. The new emerging will be a more agile and flexible it organization that can respond quickly to changing business needs and can compete directly with commercial providers in the cloud computing services market.

Cloud computing as a business driving factor 3.0

Cloud 3.0 is a driving factor in the business, enabling business users to quickly purchase services that meet their needs with the right price, good service levels, and reliance on themselves without the help of IT departments. Cloud 3.0 will bring technological innovations and breakthroughs at speeds and sizes never seen before. It will pose a threat to the existing corporate market and open up new markets for other manufacturers. So cloud computing is primarily a business revolution, not a technological development.

It is unwise for IT organizations to focus primarily on adapting and implementing cloud computing technology. Instead, an effective approach is to focus on transforming it into a service-centric model that can be used to purchase, integrate, and manage services at a world-class level of efficiency.

Like the story of the four-eyed-day chicken, there are two possible endings:

The first outcome: it will ignore the fact that its role is being threatened and continues to focus on the delivery of cloud computing, following the Fox's advice to his lair. Even those who take virtualization, automation and/or proprietary cloud computing as a final state are at risk. As a result, many CIOs will be eaten alive, leaving their institutions to spend less maintenance money, while the business unit will rely on its own investment in technological innovation.

The second outcome: The King's Hound saved it in a transformative way, transforming it into a service-centric model and becoming the only service procurement control point in the enterprise. This provides a solid foundation for the adoption of next-generation cloud computing or other disruptive technologies, making it a leader in nurturing business technology innovation.