Founded in 2008 by UBM Techweb and experienced the rapid growth of Cloud Connect, http://www.aliyun.com/zixun/aggregation/13637.html "> Cloud computing Industry defined activities, In the industry has a very high reputation. Now the Cloud Connect conference is increasingly starting to discuss the real problem of deploying cloud computing, instead of portraying the "Utopia World", where many lectures focus on the real-world use cases and specific action steps, especially on hybrid cloud computing.
One feature of this year's conference is that no one has ever started a meeting in this way, "Let's define cloud computing." "After years of defining cloud computing, this is starting to get boring," he said. This is also a clear indication that the industry has gone through the basics phase, moving towards the practical phase of cloud computing deployment.
The majority of this year's meetings dominate the mix of cloud computing, including the discussion of hardware, software selection, migration workloads, and cost management. The common denominator of all these speeches is that the future cloud computing will be operated by central it, and central it will develop a common mode of operation to be used across all cloud environments.
Clearly, there are major challenges to this model, the most important of which is that many application teams are already using public cloud computing to attract them to use this pattern. In fact, they use public cloud computing primarily because they can continue their work without the involvement of it.
The future is in the public cloud
For the mixed cloud model, McKinsey consultant will Forrest and Kara Sprague put forward different views.
Forrest and Sprague question the role of hybrid cloud computing and future IT development. They believe that the future of most it will be in the public cloud computing, which is likely to be in the form of an independent it enterprise.
In their speeches, they point out that the improvements that traditional it might make have been achieved. The transactional system has replaced a large number of previous labour, including operators, secretaries and travel agents. While more incremental improvements are possible, it is impossible to achieve significant productivity gains or cost savings. For these types of applications, cloud computing can help save some costs, but it will not be particularly significant.
In fact, the biggest financial contribution it can make is to reduce IT spending to the industry average. In other words, it's current biggest contribution is to pare down the budget to the lowest level that peers in a particular market pursue.
New IT application emphasizes participatory
However, McKinsey consultants say that for some applications, cloud computing will serve as a catalyst, unlike transactional systems, which provide an important potential for previous development.
McKinsey calls it "new it", and the difference between traditional it and new it is as follows:
Traditional IT: Labor automation, individual labor productivity and non-scale computing (Nonhuman-scale computing) (e.g. digital recording)
New IT: Business model transformation, team and enterprise productivity growth and digital products
For new IT, they give some examples: Amazon cross-selling (business model transformation), Deloitte teams use Yammer to collaborate, and Google AdWords is being offered as a digital product.
A common term for new it is "system interleaving (Bae of indicators)", highlighting the digitization, socialization, and scalability of new IT applications. New It is designed to work more closely with customers to identify and identify innovative opportunities and increase revenue. This is an area where CEOs are very interested, and they determine that cloud computing is an effective way to achieve these goals.
Unlike traditional it cloud computing, the main goal is to reduce costs, and the CEO wants to see new IT cloud computing to improve business agility and provide resilient capacity. For CEOs, cutting costs is only the third cloud advantage.
Where does the traditional it go when new it comes up?
The problem for CIOs is that CEOs don't trust their current IT companies to deploy new it, they will seek public cloud computing infrastructure. Worse (from the CIO's point of view), the CEO is likely to create another parallel new IT department that does not use traditional environments and traditional work processes and practices.
Traditional it wants to achieve incremental efficiencies through cloud computing within established practices, and the CEO wants new it to create new business products and to achieve deeper customer relationships without the involvement of existing IT departments.
The CEO's consideration of building a separate, parallel it also shows their strong dissatisfaction with current it. In some ways, however, this is because of the increase in AWS, the increase in shadow it, and the emergence of a new type of cloud computing buyer.
We do not know the prevalence of the phenomena described by McKinsey, but there is no doubt that traditional it is being "besieged": the emergence of on-demand computing, and the CEO who is impatient to try to achieve better performance and create better products. One thing is for sure: cloud computing will produce completely different results than the IT vision of "faster help desk support" in general.
(Responsible editor: The good of the Legacy)