Cloud computing is evolving. Boardroom agendas must evolve with it.
3) Your cloud should have a flavour.
Cloud applications tend to integrate more easily and – with the right connections – business can compile a portfolio of applications or functionality that is closely aligned to their industry demands. We have based our entire cloud strategy on this, developing suites of applications that deliver deep industry expertise for specific vertical markets. As a strategic asset, cloud can help reduce TCO and improve flexibility across all types of businesses, but it can also quickly enable specific, even unique functionality or combinations thereof.
4) Your cloud should fit into every frame.
Increased flexibility is one of the main drivers for cloud uptake, but flexibility is always relative to the changes that you are adapting to. In the immediate term, it may be that cloud enables a business to simply update systems or take on new ones. In the medium term, operational concerns will become more sophisticated – for example the management of seasonal demand fluctuations for storage and computing. Long term it is important that cloud fits with a strategic objective to manage growth and change effectively with a high degree of scalability.
5) Your cloud should have just one price tag.
The prime driver around cloud was – and remains – the fact that companies can structure technology investments as operating expenses, rather than capital expenses. However, this has now been joined by cautionary tales of those operating expenses ballooning as more seats are added and more modules taken on. This need not be the case. You can have fixed prices to ensure cloud investment does not spiral out of control, especially for the critical early phase of migration. Businesses can – and should – have total visibility of costs associated with their cloud. Simply because it is ongoing, with costs proportional to use, cloud should not be a financial black hole.