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Stay Ahead in the Cloud: How to Grow 

Your Cloud‐Based Services Business
Debra Osswald
Global Communications Industry           
Strategy Leader 
IBM Corporation
IBM Global Communications Industry

The changes in the communications industry ecosystem have not worked


out very well for our CSP friends, Cloud presents new opportunities…
“Each tier is broader in what it encompasses.
“Each tier is directly connected to the
Rather than the relatively simple linear vertical
adjacent level. Service to customers
silo, the supply chain has added horizontal
can only be provided if the tiers are
connections too. Furthermore, each tier is more
interconnected...”
complex than the one above it.”

NEW
NEW
OPPOR-
THREATS
TUNITIES

Source: Forrester, “Farewell to the Traditional Telecom Ecosystem,” May 2009.

“The ecosystem is interdependent as a whole. Just as each


piece in the jigsaw must fit, the whole puzzle must also make
sense. It is important that the whole ecosystem fit together.”

1 © 2009 IBM Corporation


IBM Global Communications Industry

SaaS & Cloud Computing Have Emerged as the Next Enterprise Computing Platform
Beyond Software‐as‐a‐Service: Cloud Computing
High
SaaS 1.0 SaaS 2.0 Cloud Computing
Wave I: 2001‐2006 Wave II: 2005‐2010 Wave III: 2008‐2013 Wave IV: 2011‐2016
Cost‐Effective Integrated Workflow‐Enabled Measured, Monitored, Managed 
Software Delivery Business Solutions Business Transformation Business Processes

Post‐SaaS Adoption
Adoption

Ubiquitous SaaS Adoption • End‐to‐End Business Processes
• Optimized Business Ecosystems • Integrated with Services Anywhere
Mainstream SaaS Adoption • IT‐Targeted Ecosystems • Intelligent Hubs Linking Platforms
• Integrated w/ Business • SaaS Development Platforms • Mobile Device‐ and Sensor‐Controllable
Early SaaS Adoption • SaaS Integration Platforms  • Inter‐enterprise Collaboration • SLAs for Composite Service Offerings
• Stand‐alone Apps • Business Marketplaces • IT Utility / SaaS Infrastructure • Dynamically Scalable Infrastructure
• Multi‐tenancy and SaaS Ecosystems • Customized, Personalized Workflow • Focus on Optimal Business Process
• Limited Configurability • Customization Capability • Focus on Business Transformation
• Focus on TCO / rapid  • Focus on Integration
deployment

Low
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Source: Saugatuck Technology

The focus of SaaS shifts over time from cost‐effective delivery of stand‐alone application services (Wave I), to integrated 
business  solutions  enabled  by  web  services  APIs  and  ESBs (Wave  II),  to  workflow‐ and  collaboration‐enabled  business 
transformation (Wave III), leading to measured, monitored and managed business processes (Wave IV).  By 2013, at least 
20 % of enterprise IT workloads – that historically would have operated on‐premise – will be run in the cloud, providing 
significantly  enhanced  functionality,  lower  costs,  fewer  staff,  and  a  reduced  carbon  footprint. 

This Model Creates Opportunities for CSPs to Use Cloud Computing to Deliver an Expanded Set 
of Services Providing Greater Value with Potentially Lower Infrastructure and Operating Costs

2 © 2009 IBM Corporation


IBM Global Communications Industry

Cloud: Consumption & Delivery Models Optimized by Workload


“Cloud” is a new consumption and delivery
model inspired by consumer Internet
services. Cloud Services

Cloud enables:
Cloud Computing
ƒ Self-service Model

ƒ Sourcing options
ƒ Economies-of-scale
Key Attributes of Cloud Services
ƒ Shared, standard service – built for a market (public),
not a single customer
“Cloud” represents: ƒ Solution-packaged – a “turnkey” offering, integrates
ƒ The Industrialization of Delivery for IT required resources
ƒ Self-service – admin, provisioning; may require some
supported Services “on-boarding” support
ƒ Elastic scaling – dynamic and fine-grained
Multiple Types of Clouds will co-exist: ƒ Usage-based pricing – supported by service metering
ƒ Accessible via the Internet/IP – ubiquitous
ƒ Private, Public and Hybrid (authorized) network access
ƒ Standard user interface (UI) technologies –
ƒ Workload and / or Programming Model browsers, RIA clients and underlying technologies
Specific ƒ Published service interface/API – e.g., web services
APIs Key Attributes Source: IDC, Cloud Computing 2010 Update, Sept. 2009.

3 © 2009 IBM Corporation


IBM Global Communications Industry

IT Cloud Services Forecast Indicates Cloud Services Market


Opportunity is Large and Fast-Growing

26%
CAGR

4 © 2009 IBM Corporation


IBM Global Communications Industry

Cloud market is composed of three sub-markets


Components Supply Business Services

Business Process
Services as a Service (BPaaS)

Software
as a Service (SaaS)

Software Infrastructure Services

Platform
as a Service (PaaS)

Hardware Infrastructure
as a Service (IaaS)

5 © 2009 IBM Corporation


IBM Global Communications Industry

A CSP must develop a Cloud Computing strategy that leverages their


assets & the unique aspects of Cloud to generate new, low-cost revenue

Cloud is changing the service delivery Cloud delivery networks have


paradigm. Can CSPs benefit? unique requirements

ƒ Increasing number of workloads able to ƒ Highly flexible compute model demands


shift to the cloud, especially to private a flexible delivery model
clouds
ƒ Range of network requirements create
ƒ The market is expressing stronger opportunities for cost savings when
interest in Private vs. Public Cloud – networks are matched to workload;
though both are appealing otherwise, risk of cost inefficiencies exists
ƒ Global economic situation highlighting ƒ CSPs are well-positioned to deliver
low cost and high quality service certain cloud services given their assets
and expertise in the network domain

Careful development and management of a cloud strategy are required to ensure


that a CSP can deliver the value cloud promises at the lowest cost possible
Source: MI Cloud Computing Market Adoption August 2009.

6 © 2009 IBM Corporation


IBM Global Communications Industry

Creating Your Cloud-Based Services Business

; Identify the market opportunity most relevant for your business and the best
service category to leverage core competencies and any unique assets

; Assess the barriers to entry and competitive landscape

; Identify several plays (service offering areas) with the highest probability for
providing differentiated value and financial success (e.g., 15% target
market penetration with 32% net profit margins on average per services).

; Understand the required IT and network capabilities, ecosystem partners


and other interdependencies needed to deliver the identified services, as
well as how to best market and promote them.

; Identify the most likely inhibitors to adoption and key counter measures.

; Analyze the market to identify attractive price points and service bundles, as
well as other distribution channels and go-to-market strategy aspects, etc.

7 © 2009 IBM Corporation


IBM Global Communications Industry

Two strategic frameworks to analyze the opportunity


Key framework elements Strategic framework
Workloads x Consumption model
User User User

• Transaction • Public cloud A


User
D
B
User
E
C

processing and services

Consumption model
Public Cloud

Infrastructure database
Services

Services • Shared cloud


Enterprise A
Enterprise B

• Analytics and Enterprise C

high performance services Shared Cloud


Services

computing
• Private cloud Enterprise

• Business services Hosted Private


Cloud
Components applications IBM
IBMowned
ownedand
and
operated
operated

Supply
• Web, collaboration • Components Enterprise
Data Center

and infrastructure supply Private


Cloud
Workload

Industry verticals x Community value drivers

Community value driver


• Financial svcs. • Processes
• CPG/Retail
WWW

• Information WWW

Business • Government
Services WWW

WWW

• Energy & Utilities


• People
• Healthcare
Industry / Segment / Sub-Segment
8 © 2009 IBM Corporation
IBM Global Communications Industry

It is critical to identify workloads with an affinity for Cloud


ƒ Risk and migration cost may be too high
– Database
– Transaction processing
– ERP workloads
– Highly regulated workloads

ƒ Can be standardized for cloud


– Web infrastructure applications
– Collaboration infrastructure
– Development and test
– High Performance Computing

ƒ Made possible by cloud


– High volume, low cost analytics
– Collaborative Business Networks
– Industry scale “smart” applications

9 99 Cloud Computing © 2009 IBM Corporation


IBM Global Communications Industry

Developing your Cloud requires addressing multiple ecosystems


& providing a single, high-quality experience to cloud service users
CSP Cloud Ecosystem
2 Developers 3 Application ISV, Client/
and Users Partner Ecosystems

1 CSP Users

Ecosystem Enabler
Anchor SaaS ISV,

Other IBM plays /


Industry Partners

other ISVs
Developer Cloud

Partners
Desktop Cloud

4 Platform ISVs

Single access to
Window

PaaS Tooling
Single

ISV
ISV

ISV
all services on
API

the CSP Cloud BSS plugin OSS plugin


Common Cloud Service Platform
Common Cloud Platform
Virtualized Infrastructure – Server, Storage, Network +
CSP Cloud

10 © 2009 IBM Corporation


IBM Global Communications Industry

The right systems management software and tools can address


the many challenges of deploying secure, cloud-based services.
ƒ Centralized Identity and Access Control policies
ƒ Well-defined input/output interfaces
People and
Identity ƒ Consistent enrollment, proofing, validation and management of trusted users

ƒ Computing services running in isolated domains as defined in service catalogs


ƒ Default encryption of data in motion & at rest
Information
and Data ƒ Virtualized storage for better inventory, control, and tracking of master data

ƒ Autonomous security policies and procedures


ƒ Personnel and tools with specialized knowledge of the cloud ecosystem
Process &
Application ƒ SLA-backed availability and confidentiality

ƒ Automated provisioning and reclamation of hardened runtime images


ƒ Dynamic allocation of pooled resources to mission-oriented resources
Network Server
and Endpoint ƒ Simplified, built-in security controls

ƒ Closer systems coupling for management of physical & logical identity/access


ƒ Strong platform of compute resources with workload-balancing and resiliency
Physical
infrastructure ƒ Highly-fortified physical data centers

11 © 2009 IBM Corporation


IBM Global Communications Industry

CSP Challenges are Making Cloud-based SDPs Attractive

Business challenges are increasing and putting more pressure on CSPs:


ƒ Grow customer base for existing service offerings.
ƒ Increase ARPU and retain customers (especially higher value customers).
ƒ Reduce time-to-market for new service offerings.
ƒ Quickly respond to changes in market demand and competitive offerings.
ƒ Enable innovative and flexible billing/business models for service offerings.
ƒ Deliver services with shared infrastructure and cost-effective security model.

Greater number of competing priorities for capital funding:


ƒ The pressure in allocating limited capital funding drives CSPs to outsource many non-
network systems (and recently, to outsource the operations of their networks as well).
ƒ CSPs should invest their funds in developing the services that ride on the SDP rather
than on building and maintaining the SDP itself.

SDPs are often more complex than some CSPs are prepared to manage:
ƒ Large scale SDP deployments integrate many technologies across network, Internet
and partner interfaces and require capacity planning and performance monitoring.
ƒ After some first-hand experience with early SDP systems, some CSPs are finding they
do not have all the skills in-house to manage, grow and expand these platforms.
ƒ Many CSPs would prefer to partner and share the deployment risk with an experienced
vendor rather than take on the total project risk alone.

12 © 2009 IBM Corporation


IBM Global Communications Industry

The SDP can leverage traditional IT computing investments and link


services and applications to the business processes that monetize them.
Many CSPs consider their SDP the main engine of revenue generation and Brand growth.

Service Exposure
SDP Third Party Access OSS/BSS
OSS/BSS
Portals / Web 2.0
Mobile Retailing /
Payments Service
Fulfillment
Services
Services Service Service Business
Creation Processe Service
Execution Assurance
s
Desig
Service
Service n Billing
Legacy Services
Platform
Platform Build Dynamic Mediation
Next Gen Services SOA
Deplo Analytics
y
Network
Network Information
Managemen
Network t
Adaptation
Security
NGN // Legacy

A Cloud-based SDP can provide these same functions in close coordination with the existing
CSP model; in some cases to replace functions, in other cases to enhance or extend them.

13 © 2009 IBM Corporation


IBM Global Communications Industry

Leverage Your Service Delivery Platform to Offer Cloud Services

Solution Benefits End User Consumable Services


Request & Access Services

Service Delivery Platform
• Enables development of innovative services
Provisioning Workload Mgmt Billing & Metering
• Decreased time to market for new services Services Services Services

• Reduced on-boarding cycle time for new content


Deployment Security Monitoring
• Choreography of standardized business Services Services Services
processes across all service offerings
Implementation Tools & Services

Business Services

Solution Overview

• Self-service request & subscription model for end users.


• User initiated request and subscription of service offerings through service catalog model.
• Deployment of new service requests based on current resource allocation and utilization.
• Integrated automated provisioning and resource monitoring for efficient service deployment.
• Usage metering of services and supporting resources to enable a variety of billing models.
• Comprehensive security framework:
• Privileged User Access, Cloud Identity Federation, Data/Information Security, Infrastructure Security

14 © 2009 IBM Corporation


IBM Global Communications Industry

Developing the Cloud services strategy & implementation plan is the first step.
ƒ Without a solid strategy, attempting to offer Cloud-based services can be a huge
resource drain and an initiative that does not achieve its intended objectives
– Wasted time, energy and money resulting in poor customer perception of the CSP’s Brand
– Customer churn resulting from dissatisfaction with the service experience (QoE)
– Poor control of the services delivered; risk of security threats and data/privacy vulnerabilities
ƒ With a sound strategy, Cloud computing can be a huge opportunity for many CSPs
– The effort results in a lower cost, more responsive, dynamic infrastructure better able to
serve both internal and external user requirements
– Optimized service delivery model enables CSP to offer a broader range of services resulting
in higher ARPU, and improved customer satisfaction and loyalty
– Greater flexibility in business models and billing arrangements
5 Steps to Cloud
IT Roadmap Workload Enterprise & Public
Architecture Implementation
Assessment Cloud Mix
Standard

End Cloud Service


Users, Services Planning Platform & Computing
Operators
E-Mail, Software Enterprise Applications Infrastructure
Software
Collaboration Development
Workload

Service
Hybrid Role Definition Bus
Based Platform Tools Email
Cloud Access Apps
Service Data
Private Infrastructure Publishing Test and Pre-
Tools Intensive
Cloud Production
Processing Trad Sys
e

BPM
Custom

Systems Storage
m

Trad Service Private Public Mgmt


Ti

Service
Catalog
Cloud Platform Fulfillment & IT
IT Config Tools
BSS
Service
Operational
Console Reporting & Hybrid Info Web
OSS Analytics Database ERP Mgmt Server
Network
Capital Rent
Financial

15 © 2009 IBM Corporation


IBM Global Communications Industry

IBM’s approach is based on our own transformation

1997 Today
IBM IT ƒ From 2002 through 2007, IBM's own IT CIOs 128 1
Transformation
investments delivered a cumulative Host data centers 155 7
benefit yield of approximately $4 billion.
Web hosting centers 80 5
For every dollar invested, we saw a
$4 cumulative benefit. Network 31 1

Applications 15,000 4,700

Data Center ƒ Consolidation and virtualization - thousands of servers onto


Efficiencies approximately 30 IBM System z™ mainframes.
Achieved ƒ Additional virtualization leveraging System p, System x and
storage across enterprise.
ƒ Substantial savings being achieved in multiple dimensions:
energy, software and system management and support costs.

Project ƒ The virtualized environment will use 80% less energy and
Big Green 85% less floor space.
ƒ 2X existing capacity, no increase in consumption or impact
by 2010.
Cloud-enabled ƒ Self-service for 3,000 IBM researchers across 8 countries.
on demand IT
ƒ Real time integration of information and business services.
delivery solution

16 © 2009 IBM Corporation


IBM Global Communications Industry

An Example: IBM Technology Adoption Program Cloud


Economic Benefits of a Cloud Deployment Model

ROI Analysis
Impact
Reduction of Total Cost of Ownership of
Data Center Infrastructure
New
100% Development Reduced Capital Expenditure
Liberated Improved utilization reduces requirement for
Software funding for new new capital purchases
Costs development, Strategic
transformation Change Reduced Operations Expenditure
investment or Capacity Lower facilities, maintenance, energy, IT
Power direct saving service delivery and labor costs
Costs
Additional Benefits
Reduced risk, less idle time, more efficient use
Current Deployment (1-time)
Labor Costs of energy, acceleration of innovation projects,
IT enhanced customer service
Spend (Operations and Software
Maintenance) Costs
Business Case Results
Power Costs Hardware, Annual savings: $3.3M (84%)
(88.8%) labor &
power Costs went from $3.9M to $0.6M
Hardware Labor Costs savings Payback Period: 73 days
Costs ( - 80.7%) reduced Net Present Value (NPV): $7.5M
(annualized) annual cost
Hardware Costs of operation Internal Rate of Return (IRR): 496%
( - 88.7%) by 83.8% Return On Investment (ROI): 1039%
Note: 3-Year Depreciation Period with 10% Discount Rate

17 © 2009 IBM Corporation


IBM Global Communications Industry

VNTT: Telecom Services Cloud for Businesses


Vietnam Technology & Telecommunications - State owned telecom joint venture
Goal:
ƒ Become a leading CSP provider of cloud-based IT
Business Users IT Admins
services Business Users IT Admins

ƒ Support a powerful ecosystem for innovation


Self-service Portal
ƒ Establish an incubator for new business models
ƒ Transform how IT is consumed in Vietnam
Monitoring
Pain Points: Monitoring
(Tivoli Monitoring)
(Tivoli Monitoring)
Provisioning
ƒ Efficiently provide resources & services to surrounding Provisioning
(Tivoli Provisioning
(Tivoli Provisioning
Manager)
companies Backup
Backup
(Tivoli Storage
Manager)
(Tivoli Storage
Manager)
Benefits: Manager)

ƒ Accelerated time to market and provides rapid access to Physical and Virtual Resources
application services and virtual resources
Servers Network Storage Collaboration
ƒ Provided business flexibility and lowered costs with an Software

attractive “pay per use” model that could be offered to


clients VNTT Cloud Center built on IBM Platform and
Software (Tivoli monitoring, Tivoli Storage, Tivoli
ƒ Enabled rapid establishment of a cloud based data Provisioning Manager, Lotus Domino, Lotus
Foundation, WebSphere Portal Express
center
http://w3.ibm.com/news/w3news/top_stories/2009/06/vn_wins_vnttoncloud.html

18 © 2009 IBM Corporation


IBM Global Communications Industry

In Summary …

ƒ CSPs can provide new cloud-based services to


develop new revenue streams and better position
themselves and their customers for the future.

ƒ You must identify several key plays and your core


ecosystem partners that will combine to deliver
differentiated value to clients and capture the
greatest market opportunity for your business.

ƒ Cloud competition is heating up, are you well-


positioned to be a leading provider of innovative,
high-value, cloud-based services?

ƒ Suggestion: Start by first implementing a cloud


internally; get comfortable with the model and work
out the issues using your employees as your test
bed before launching cloud-based services.

19 © 2009 IBM Corporation


IBM Global Communications Industry

THANK YOU!

Deb Osswald
Global Communications Industry Strategy Leader
djosswald@us.ibm.com

© 2009 IBM Corporation


IBM Global Communications Industry

21 © 2009 IBM Corporation


IBM Global Communications Industry

BACKUP CHARTS

© 2009 IBM Corporation


IBM Global Communications Industry

An architectural model that includes standards based interfaces is key

Service Service Service


Request & Operations Provider Creation & Deployment

End Users, Service


Operators Cloud Services Planning

Application, Process and Service


Information Services Definition
Standards Based Interfaces Tools

Software Platform Services

Standards Based Interfaces Service
Publishing
Role-based Infrastructure Services Tools
Access

Service
Cloud Platform Fulfillment &
Configuration
Tools

Service
Business Support Systems
Catalog (BSS)
Standards Based Interfaces

Operational Support Service


Operational Systems (OSS)
Console Reporting &
Analytics

23 © 2009 IBM Corporation


IBM Global Communications Industry

Services will be workload driven


ƒ Workload characteristics determine standardization
– For example, transaction and information management processes may present
challenges and risks

– Other workloads, such as collaboration and development and test, will move faster and
can provide rapid return-on-investment and productivity gains.

ƒ For most enterprises, the best opportunities will be clear

Test for Standardization Examine for Risk Explore New Workloads


ƒ Web infrastructure applications ƒ Database ƒ High volume, low cost analytics
ƒ Collaborative infrastructure ƒ Transaction processing ƒ Collaborative Business Networks
ƒ Development and test ƒ ERP workloads ƒ Industry scale “smart” applications
ƒ High Performance Computing ƒ Highly regulated workloads

24 © 2009 IBM Corporation


10/23/2009 25

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