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© 2014 IBM Corporation
From Capex to Opex? Everything as a Service?
28. October 2014
Markus Pfyffer, Business Development Executive, IBM Switzerland
© 2014 IBM Corporation
Business drivers for new and flexible service models
Business Drivers IT Today IT Future
Cost Flexibility Budget driven – fixed costs No pre-investment - pay on demand
Market Adaptability Evaluate, buy, design, build, deploy – slow time to market
Self-provisioning - fast time to market
Scalability Limited elasticity of resources Elastic provisioning of resources
Masked Complexity Requires in depth understanding of IT stack
Convenience through managed service orientation
Context-drivenVariability
Effort based tailored solution User preferences based standard services
Eco-systemConnectivity
Limited scalability to connect to partners Allows easy partnering across value chain
Sources: IBM, Cloud enabled business model (CeBMi), 2013; and Capgemini, Business Cloud: The State of Play Shifts Rapidly, 2013
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3
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5
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CxOs have identified reduced costs and reduced time to market as the top two drivers
© 2014 IBM Corporation3
Objectives
You should have answers to the following questions:
• What are drivers to move from an asset based to a service
based strategy?
• What are appropriate sourcing elements?
• Does it impact your sourcing strategy? Which sourcing or
cloud model fit best to your workload?
• What does it mean for your IT Organization and Processes?
© 2014 IBM Corporation4
Service Options
DeliveryModel
Onsite LocalOff-
shore
Near-shore
CloudAdoption
Private Hybrid
AssetOwnership
Client Mixed IBM
DatacenterTopology
RZ IClient
RZ IIClient
RZ IClient
RZ IIIBM
RZ IIBM
RZ IIIBM
RZ IIBM
RZ II
Traditional Shared
ChargingModel
Fixed Fixed - Variable Pay-as-you-go
Service Type
IaaS PaaS BPaaSSaaSIaaSPaaSSaaS
BPaaS
IaaSPaaSSaaS
BPaaS
IaaSPaaSSaaS
BPaaS
IaaSPaaSSaaS
BPaaS
© 2014 IBM Corporation
Management
Operations Support System Optimization SLA’s: Availability, D/R,
Backup, Archiving, Security,
Confidentiality, Regulatory
Compliance etc.
Workload Services(Citrix, DB2, Oracle, ..)
Integration
Application Lifecycle
Application Services (Exchange, SAP, Notes)
Industry SolutionsBusiness Application Services
Software as a Service
Platform as a Service
Service Layers – Service Type
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© 2014 IBM Corporation
Overview on Cloud Sourcing Models
EnterpriseData Center
Private Cloud
ManagedPrivate Cloud
HostedPrivate Cloud
SharedCloud Services
PublicCloud Services
EnterpriseData Center
Third-party operated
Enterprise
Third-partyhosted andoperated
Enterprises Users
� Free� Register� Credit Card� Click to contract
HybridInternal and external service delivery methods are integrated
Private PublicIT capabilities are provided “as a service,” over an intranet, within the enterprise and behind the firewall
IT activities / functions are provided “as a service,” over
the Internet
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© 2014 IBM Corporation
Cloud Sourcing models and their characteristics
Private Cloud
ManagedPrivate Cloud
SharedCloud Services
PublicCloud Services
PROS
Highly flexible (almost anything can be done)
Highly flexible (almost anything can be done)
Very flexible - but needs some lead time
Often reduced investment Almost no investment (except reliable Internet access)
Data on own premises:
flexible backup & archiving solutions possible
Data on own premises:
flexible backup & archiving solutions possible
Data on known external
premises) premises: flexible backup & archiving solutions possible . On premises also possible.
Full financial transparency(pay per use or other billing terms and conditions)
Full financial transparency(pay per use)
The most demanding SLAs can be supported (at a price)
The most demanding SLAs can be supported (at a price)
The most demanding SLAs can be supported (at a price)
Very dynamic & agile Highly dynamic & agile
Typically reduced operations costs (mainly people)
Reduced to no investment (in a pure OPEX model)
SLA‘s are provided that fulfil enterprise needs (but only standard SLA’s)
Increased financial transparency (service operations fees)
Full financial transparency for the contracted services
Good dynamics & agility – not as high as a public cloud, though.
CONS
High investment and operations costs (HW, SW, people)
High investment and operations costs (HW, SW, less in people)
Maybe split responsibility, depending on the service access point / “line of visibility”.
Flexibility only within provided standard Services
Flexibility only within provided standard Services
Often limited financial transparency
Reduced dynamics & agility (all is possible, but it takes time)
Only standard backup policies, no compliance archives (yet)
Data in cloud, standard backup policies, no compliance archives
Reduced dynamics & agility (all is possible, but it takes time)
Split responsibility Rarely SLA‘s are provided that meet enterprise needs
It‘s all your responsibility
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High investment and
operations costs (HW,
SW, people)
Highly dynamic
& agile
Highly flexible (almost
everything can be done) Reduced to no investment
(in a pure OPEX model)
Rarely SLA‘s are
provided that meet
enterprise needs
HostedPrivate Cloud
© 2014 IBM Corporation8
Business requirements determine the best Service element
Accountability Agility Assurance
Financial PerformanceSecurity &
Privacy
Business requirements used as filter
Example resultfor a givenworkload / serviceelement
© 2014 IBM Corporation
The requirement categories contain the following pre-defined criteria. These criteria’s and their weight can (and have to be) be adjusted with the client
Categories Weight Candidate 1
Accountability High Med
Agility High High
Assurance Med Med
Performance High High
Security and Privacy High Low
Usability Low Low
Financing xx CHF xx + 10% CHF
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Accountability
• Auditability*• Compliance*
• Contracting experience• Governance
Agility• Adaptability• Elasticity
• Scalability
Assurance
• Availability• Resiliency
• Recoverability• Stability
Financing• Financial agility• Costs
• Billing process
Performance
• Service Response Time• Functionality
• Interoperability
Security and Privacy
• Data integrity*• Data privacy and data loss*
• Data Retention*• Access control*
Usability
• Accessibility• Installability
• Understandability
Integration• User integration• Application integration
Time• Urgency of the request• Duration of the «intent delivery»
Decision Model / Criteria
© 2014 IBM Corporation
The decision model should outline to which extent each candidate fulfills the requirement of a given workload / service element
Categories Workload / Service Element Requirements/ Importance
Service 1 Characteristic (H,M,L)
Service 2Characteristic (H,M,L)
Service 3 Characteristic (H,M,L)
Accountability High High High Medium
Agility High Med High High
Assurance Med High Med Med
Performance High High Med Med
Security and Privacy High High High Low
Usability Low Low Med Low
Financing (example) 700 kCHF 1200 kCHF 600 kCHF 750 kCHF
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Blue
• exceeds requirements
Green
• fully fulfills requirements
Yellow
• partly fulfills requirement
Red
• does not fulfill requirements
Decision Model – Client Sample
© 2014 IBM Corporation11
Roadmap to select appropriate service elements to fit the needs: e.g. hybrid cloud for „easy, scalable on-boarding“
Strategic Vision
Capex
Private Cloud
Hybrid-Cloud
Tradi-tionalIT
OpexCost
Work
load
Cu
sto
m.
Sta
nd
ard
1 Define Criteria based on business needs
2 Service Definition & Workload Assessment
3
E-Mail, Collaboration
SoftwareDevelopment
Test and Planning
Big Data / Analytics
Database ERP
Implementation orSubscription
6
BPM
Info.-mgmt.
BusinessAppl.
Sys.-mgmt.
Web-Server
Platforms and Applications
Systems
Network
Storage
Sytems Infrastructure
Business Case 5 Selection Model / Governance 4
Develop Roadmap – «Your» Journey
© 2014 IBM Corporation
<
An example of a potential future landscape
Client Example applying a new sourcing approach
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Workload criteria for Shared or Public Cloud selection (Step 1) and
placement (Step 2):
• Mostly static data (low change rate)
• Users and their data can easily be split into regions, dataconsistency not a big issue (low level of global interaction andcollaboration)
• Network latency (interactive or non-interactive use?)
• Network costs
• Service levels
GDC – Hosted Private Cloud• Dual DC• ERP II• Navision• POS Master• Collaboration File
Services
<
Shared or Public Cloud (e.g. SoftLayer)• Mail Services• File Services for
distributed data• Citrix Services• Web Services• ……..
© 2014 IBM Corporation
But Capex/Opex shift means also Reinvention of your IT Org
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1
2
34
5
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Leverage(From CapEx to OpEx)
Reinvent IT Org(Make IT ready)
CeBMi(Cloud-enabled Business
Model Innovation)
Business
IT
Focus on cloud
models and workloads
to reduce CapEx and
optimize OpEx
Focus on IT operating
model to be ready for
adopting cloud from a
technology and/or
business perspective
Focus on business
issues, priorities and
what the business
needs
© 2014 IBM Corporation
Define Future Operating Model based on Cloud respective sourcing roadmap
IT Operating Model Dimensions
Competency &Capability Model
People, Organization & Governance Model
IT Process Model &Performance Mgmt
Business ApplicationModel (for SaaS)
Assets, Location & Sourcing Model
Infrastructure & BaseServices Model
Current StateMix in-house / external data centers
Future State (example)Future Operation Model (Hybrid)
Forest
Label printingRaflatac FMCG and other label users
Adhesives
Silicone
Procure Sell Coat&
laminateShipMix
adhesiveSlit
Retailers
Paper75%
25%
� Skills: Operate & execute
� Governance: Technology
and Architecture
� Skills: Control and
manage
� Governance: Partner and
sourcing
� Partially In-house
� Locally organized� Private Cloud, Public
Cloud e.g. US, EMEA,
Pacific or Global
� Solutioning
� Capacity and operations
� Infrastructure life-cycle
management
� Supplier management
� Integration
� Security
� End to end responsibility
� Fixed and variable costs� Managed service
� Pay as you go
� Assets owned or leased
� Internal or mixed sourcing
� Managed and owned by
supplier
� Solution out of the box,
i.e., tendency to change
the business process
� Tendency to customize
solution instead of process
Define Future Operation Model
© 2014 IBM Corporation
� Spend some time on Workload analysis: which “new” sourcing elements fit best to your workloads based on business requirements (flexibility, time to market, agility) as well as functional and non functional requirements
Conclusion
Many elements are available “as a Service” but please remind the following steps/activities
� Formally select the ideal sourcing elements based on the workload requirements
� Prepare the business case and your roadmap
� Adapt your IT organization accordingly
© 2014 IBM Corporation
Thank you for your attention
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Contacts
Markus Phyffer, GTS Business Development Executive | [email protected] | +41.58.333.7277