The financial implications of building clouds on clouds have not been ideal for enterprises. “One of the models we see and recommend quite frequently is a center of excellence, which is a multi-domain of experts, people with expertise in the various clouds that you're deployed in, as well as a skillset set of domains, whether that's AppDev or Security or Cloud Operations,” Schadler added.Ī center of excellence allows a CIO, as a technology executive, to bring all the moving parts together into a coherent whole, which creates a uniformity that makes it easier for the business to engage, easier to hire and skill for, and easier to partner to fulfill-all working toward a more tightly integrated hybrid cloud structure.
One opportunity to make the most of their talent is in the way in which enterprises organize their hybrid talent. These skills are not brand new, but the demand is reflected in the massive number of job openings today for cloud skills of one kind or another. But now, to create coherence, you need a system that allows you to span multiple clouds and benefit from interoperability between them, including core skills to help run that cloud architecture.” “Before, you had siloed expertise and siloed operating models. “From a talent perspective, you need to scale up in a different way,” said Schadler. The “frankencloud” approach can also create complexities when it comes to people and skills. “If those three things are done, then enterprises can move on from mere cloud adoption and be well on the way towards mastering this hybrid cloud reality,” Granger added. The third is making sure that the architecture works in lockstep coordination with the business transformation agenda. The second is to design the architecture from a client-centric point of view to make sure the platform is helpful and intuitive, and that people are going to use it. The first is to move from a multitude of clouds to a single hybrid cloud platform, which provides streamlined service provisioning through a marketplace of cloud services. You're a long way from driving a car out of your garage.”įor enterprises to overcome this challenge, Granger suggested three key actions. “It's like you're building a car, and you have a set of random parts spread all over your garage floor. “The problem is not just the myriad cloud assets themselves, but also the absence of a coherent structure,” said Granger. But it unfortunately meant their cloud estate was an ad-hoc mix of clouds on top of clouds and on-prem assets.”įollowing that rush to get additional workloads into the cloud, it created a “frankencloud” approach with multiple cloud platforms, which led to complexity and a lack of interoperability. “We know the pandemic accelerated this move to hybrid cloud, which created digitization opportunities for many businesses. “Nearly 97 percent of organizations are operating on more than one cloud,” Sharma noted in opening remarks. The pair, along with Aparna Sharma, Managing Partner, Hybrid Cloud Transformation, IBM Consulting, tackled this question and offered practical advice along with key steps for businesses looking to move from mere adoption of cloud to unlocking significant business value from hybrid cloud. The question for businesses now is – how do you move from mere adoption of hybrid cloud to truly unlocking transformational business value? This was at the center of a “fireside” chat discussion between IBM Senior Vice President of Consulting John Granger and Ted Schadler, Vice President and Principal Analyst at Forrester Research. Hybrid cloud is the new reality for enterprises.
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