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Cloud Computing - What's all the hype? Bruce E. Otte IBM Cloud Computing Marketing.
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Transcript of Cloud Computing - What's all the hype? Bruce E. Otte IBM Cloud Computing Marketing.
© 2009 IBM Corporation 2
The world is getting smarter – more instrumented, interconnected, intelligent.
Smart traffic systems
Smart water management
Smart energy grids
Smart healthcare
Smart food systems
Intelligent oil field technologies
Smart regions
Smart weather
Smart countries
Smart supply chains
Smart cities
Smart retail
© 2009 IBM Corporation 3
2005 2006 2007 2008 2009 2010 20110
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Exa
byt
es RFID,Digital TV,
MP3 players,Digital cameras,
Camera phones, VoIP,Medical imaging, Laptops,
smart meters, multi-player games,Satellite images, GPS, ATMs, Scanners,
Sensors, Digital radio, DLP theaters, Telematics,Peer-to-peer, Email, Instant messaging, Videoconferencing,
CAD/CAM, Toys, Industrial machines, Security systems, Appliances
10xgrowth infive years
Approximately 70% of the digital universe is created by individuals, but enterprises are responsible for 85% of the security, privacy, reliability, and compliance.
Approximately 70% of the digital universe is created by individuals, but enterprises are responsible for 85% of the security, privacy, reliability, and compliance.
By 2011, the world will be 10 times more instrumented then it was in 2006. Internet connected devices will leap from 500M to 1 Trillion.
© 2009 IBM Corporation 4
Steady CAPEX spend
Global Annual Server Spending (IDC)
Source: IBM Corporate Strategy analysis of IDC data
Uncontrolled management and energy costs
To make progress, delivery organizations must address the server, storage and network operating cost problem, not just CAPEX
$0B
50
100
150
200
250
300
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
New system spend Management and admin costsPower and cooling costs
A crisis of complexity. The need for progress is clear.
© 2009 IBM Corporation 5
CEOs want to make their businesses smarter
48% say people skills have the greatest impact to their organization
Technology has greatest impact on the business (35%) after market forces and people skills
71% plan to focus on collaboration and partnerships69% are making extensive
changes to business models and processes
75% say they can strengthen their competitive advantage by better managing and using information
Source: 2009 IBM CEO Survey
Turn Information into Insights Drive Effectiveness
and Efficiency
Increase Agility
Connect & Empower People
© 2009 IBM Corporation 6
CIOs’ visions of enhancing competitiveness include business oriented elements
Six Most Important Visionary Plan Elements
Source: IBM Global CIO Study 2009; n = 2345
High growth
markets
Low growthmarkets
Interviewed CIOs could select as many as they wanted
63%
64%
66%
70%
76%
80%
71%
73%
71%
73%
77%
86%
Self-Service Portals
Customer and Partner Collaboration
Mobility Solutions
Risk Management and Compliance
Virtualization
Business Intelligence and Analytics
© 2009 IBM Corporation 7
Yet, implementation challenges impede implementing a more flexible infrastructure:
How do I address the immediate pressure to cut costs, reduce risk and complexity?
A lot of buzz on cloud, where is the best place to start and how?
My workloads are becoming more complex, how do I make the right choice relative to the
deployment environment? How do I innovate to take advantage of new opportunities?
© 2009 IBM Corporation 8
Centralized Computing: 1960s - Optimized for sharing, industrial strength, systems management, . . . Managed by central IT organization Back office applications involving transactions, shared data bases, . . .Mainframes, supercomputers, minicomputers, . . .
Client-Server: 1980s - Optimized for low costs, simplicity, flexibility, . . . .Distributed management across multiple departments and organizationsLarge numbers of PC based applicationsPC-based clients and servers, Unix, Linux, . . . .
Cloud: 2000s - Optimized for massive scalability, distribution of services, . . . .Managed by central IT organization, hybrid acquisition models Supports huge numbers of mobile devices and sensorsInternet-based architecture
The Emergence of a New Model of Computing
© 2009 IBM Corporation 9
An example of the 3 waves in action – Convergence of available technologies and a demanding marketplace
Branch BankingBack-office automation and secure data processing
ATM
Secure online transaction processing with distributed computing
e-business
Connect existing IT infrastructure with the Web
Cloud
An open, standards-based, dynamic infrastructure
1960s 1970s 1990s 2010
© 2009 IBM Corporation 10
Cloud Computing is a Significant Opportunity
Many CIOs understand that cloud will transform the way companies operate
An IBM global CIO study in 2009 surveyed 2,598 CIOs in 78 countries and 19 industries
More than one-third cited cloud as the most important visionary initiative
With an IT strategy that embraces cloud, CIOs can better satisfy their customers
Improves visibility of IT within the enterprise IT is more responsive to the business areas with simpler and cheaper
computing model Increases range of services, applications and capabilities available to clients
Source: IBM Global CIO Study 2009; n = 2598
© 2009 IBM Corporation 11
“Cloud” is a new consumption and delivery model inspired by consumer Internet services.
Cloud enables: Self-service Sourcing options Economies-of-scale
“Cloud” represents: The Industrialization of Delivery for IT
supported Services
Multiple Types of Clouds will co-exist: Private, Public and Hybrid Workload and / or Programming Model
Specific
Cloud: Consumption & Delivery Models Optimized by Workload
Cloud Services
Cloud Computing Model
© 2009 IBM Corporation 12
Enterprise
Today there are three primary delivery models that companies are implementing for cloud
Public Cloud
IT activities/functions are provided “as a service,” over the Internet Key features:
– Scalability– Automatic/rapid provisioning– Standardized offerings– Consumption-based pricing.– Multi-tenancy
Traditional Enterprise
IT
Private Cloud
IT activities/functions are provided “as a service,” over an intranet, within the enterprise and behind the firewall Key features include:
– Scalability– Automatic/rapid provisioning– Chargeback ability– Widespread virtualization
Hybrid Cloud
Internal and external service delivery
methods are integrated, with activities/functions allocated to based on security requirements, criticality, architecture and other established
policies.
Private CloudPublic Clouds
Hybrid Cloud
Source: IBM Market Insights, Cloud Computing Research, July 2009.
© 2009 IBM Corporation13
Is cloud computing really new? Yes, and no.
Cloud computing is a new consumption and delivery model inspired by consumer Internet services. Cloud computing exhibits the following 5 key characteristics:
•On-demand self-service •Ubiquitous network access•Location independent resource pooling•Rapid elasticity•Pay per use
While the technology is not new, the end user focus of self-service, self-management leveraging these technologies is new..
Virtualization ServiceAutomation & SOA
UsageTracking Web 2.0
End User Focused
© 2009 IBM Corporation14
Cost savings and faster time to value are the leading reasons why companies consider cloud
Respondents could rate multiple drivers items
50%
72%
77%
Improve reliability
Faster time to value
Reduce costs
Improve system availability
Pay only for what we use Hardware savings
Software licenses savings Lower labor and IT
support costs Lower outside maintenance costs
Take advantage of latest functionality
Simplify updating/upgrading Speed deployment
Scale IT resources to meet needs
•
•
•
•
Improve system reliability
•
•
•
To what degree would each of these factors induce you to acquire public cloud services?
Source: IBM Market Insights, Cloud Computing Research, July 2009. n=1,090
© 2009 IBM Corporation15
Virtualized environments only get benefits of scale if they
are highly utilized
Drives lower capital requirements
More complexity = less automation possible =
people needed
Take repeatable tasks and automateL
abo
r L
ever
age
Infr
astr
uct
ure
L
ever
age
Clients who can “serve themselves” require less support and get services
Infrastructure, Labor, and Re-Engineering IT Business and Delivery Processes Drive Cloud Economics
Self Service
Automation of Management
Standardization of Workloads
Virtualization of Hardware
Utilization of Infrastructure
© 2009 IBM Corporation16
Six Steps to Getting Started with Cloud Computing
IT Roadmap Workload Assessment
Enterprise & Cloud Mix Implementation
Systems Storage
Network
ComputingInfrastructure
Platform & Applications
EmailBus
Apps
BPMSys
Mgmt
Info Mgmt
Web Svr
E-Mail, Collaboration
SoftwareDevelopment
Test and Pre-Production
DataIntensive
Processing
Database ERP
Enterprise
Private Public
Hybrid
Trad
IT
Capital
Private Cloud
Hybrid Cloud
Tim
e
TradIT
RentFinancial
Wo
rklo
adC
ust
om
Sta
nd
ard
ROI
1Architecture
Service Definition
Tools
Service Publishing
Tools
ServiceFulfillment &Config Tools
ServiceReporting &
Analytics
ServicePlanning
RoleBasedAccess
OSS
BSS
Infrastructure
Platform
Software
End Users,
Operators
ServiceCatalog
OperationalConsole
Cloud Services
Cloud Platform
2 3
4 5 6
© 2009 IBM Corporation17
Create a Roadmap for Cloud as Part of the Existing IT Optimization Strategy
Simplified
Shared
Dynamic
Consolidate
Virtualize
Automate
Reduce infrastructure complexity
Reduce staffing requirements
Improve business resilience (manage fewer things better)
Improve operational costs/reduce total cost of ownership
Remove physical resource boundaries
Increase hardware utilization
Allocate less than physical boundary
Reduce hardware costs
Simplify deployments
Standardize services Dramatically reduce
deployment cycles Gain granular service
metering and billing Obtain massive
scalability Autonomic Acquire flexible
delivery, enabling new processes and services
1 IT Roadmap
© 2009 IBM Corporation18
An Architectural Model that includes standards-based Interfaces is key
ServiceCreation & Deployment
Service Request & Operations
Service Provider
ServiceDefinition
Tools
ServicePublishing
Tools
ServiceFulfillment &Configuration
Tools
ServiceReporting &
Analytics
ServicePlanning
Role-basedAccess
Operational Support Systems (OSS)
Business Support Systems (BSS)
Infrastructure Services
Software Platform Services
Application, Process and Information Services
End Users,Operators
ServiceCatalog
OperationalConsole
Standards Based Interfaces
Standards Based Interfaces
Standards Based Interfaces
Cloud Services
Cloud Platform
2 Architecture
© 2009 IBM Corporation19
Ser
vice
D
eliv
ery
P
orta
l
BSS – Business Support Services
OSS – Operational Support Services
Reporting & AnalyticsMetering
Ser
vice
D
eve
lop
me
nt
Po
rta
l
Common Cloud Management Platform
Security & Resiliency
Cloud Service
Offerings
Service Provider Portal
Service Business Manager Service Operations Manager
AP
I
Use
r In
terf
ace
AP
I
The Common Cloud Platform
Virtualized Infrastructure – Server, Storage, Network
“Common Cloud Service Platform - PaaS”
Unified service management driving delivery economics
•Emerging and existing programming models•Hybrid Environments
Loosely Coupled Workloads
Analytics Workloads
Storage/Data Integration Workloads
Transactional Workloads
PaaS Tooling – Integrated Developer and Administrator Tools,
BSS plugin - PaaS specifc user roles OSS plugin - Service Templates, Management Plans
2 Architecture
© 2009 IBM Corporation21
Cloud Standards
Cloud platforms are diverse; open standards are critical
The Open Cloud Manifesto outlines standards principles:
– Existing standards should be reused– All standards efforts should be based on
customer requirements– Standards development efforts should stay
coordinated
21
IBM has initiated a community-based effort to collect customer requirements
– First draft completed 8/2009– Broad industry participation/interest (over 800 participants with 30+ contributors)
IBM is working with standards organizations to drive new standards – Virtualization – Security– Common interfaces (to ensure flexibility in moving applications and data)– Management
Standards TaxonomyTypes of standards
SaaS PaaS IaaS
Enterprise
Across Vendors within a cloud
Cross - Cloud
Within an Enterprise
Cloud to Enterprise
2 Architecture
© 2009 IBM Corporation22
Client Migration will be Workload Driven
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.
For most enterprises, the best opportunities will be clear
Web infrastructure applications Collaborative infrastructure Development and test High Performance Computing
Test for Standardization Examine for Risk Database Transaction processing ERP workloads Highly regulated workloads
High volume, low cost analytics Collaborative Business Networks Industry scale “smart” applications
Explore New Workloads
3 Workload
© 2009 IBM Corporation23
Push factors
Fluctuating demand
Highly standardized applications
Modular, independent applications
Unacceptably high costs
Higher propensity for cloud
Lower propensity for cloud
Barriers
Data privacy or regulatory and
compliance issues
High level of Internal control required
Accessibility and reliability are a concern
Cost is not a concern
Source: IBM Market Insights, Cloud Computing Research, July 2009. n=1,090
Workload Characteristics for Cloud Delivery 3 Workload
© 2009 IBM Corporation24
Clients told us their implementation strategies — public or private Cloud, present or future — for 25 specific workloads
Analytics Data mining, text mining, or other
analytics Data warehouses or data marts Transactional databases
Business Services CRM or Sales Force Automation e-mail ERP applications Industry-specific applications
Collaboration Audio/video/web conferencing Unified communications VoIP infrastructure
Desktop and devices Desktop Service/help desk
Development and test Development environment Test environment
Infrastructure Application servers Application streaming Business continuity/disaster recovery Data archiving Data backup Data center network capacity Security Servers Storage Training infrastructure WAN capacity
BusinessServices
Collaboration
Analytics
Desktop and Devices
Infrastructure
Development and Test
Source: IBM Market Insights, Cloud Computing Research, July 2009.
© 2009 IBM Corporation2525 Cloud Computing25 Cloud Computing 04/19/23
Fixed
Traditional IT
Managed Operations
PublicCloudServices
Private Cloud Services
Financial Models
Del
ive
ry M
od
els
Off Premises
Shared
Variable
Off Premises Dedicated
On Premises Utility
Mixed
On Premises
Public and Private CloudsDecide the Right Mix for the Enterprise
Proprietary
Software ImagesStandardMixed
Shared Services
4 Enterprise / Cloud Mix
Examples
© 2009 IBM Corporation26
Public and Private Clouds are Preferred for Different Workloads
Top private workloads
Database- and application-oriented workloads emerge as most appropriate
Data mining, text mining, or other analytics
Security Data warehouses or data marts Business continuity and disaster
recovery Test environment infrastructure Long-term data archiving/preservation Transactional databases Industry-specific applications ERP applications
Top public workloads
Infrastructure workloads emerge as most appropriate
Audio/video/Web conferencing Service help desk Infrastructure for training and demonstration WAN capacity, VOIP Infrastructure Desktop Test environment infrastructure Storage Data center network capacity Server
Source: IBM Market Insights, Cloud Computing Research, July 2009. n=1,090
4 Enterprise / Cloud Mix
© 2009 IBM Corporation27
Clients interviewed significantly prefer private clouds over public or hybrid clouds
Overall, how appealing are the public, private and hybrid delivery models for your company?
64%
30%Public+113%
64%
38%Hybrid
Private
+68%
Private"Very appealing" or
"appealing"
"Very appealing" or "appealing"
Source: IBM Market Insights, Cloud Computing Research, July 2009. n=1,090
However, adoption of Public Clouds is expected to grow by 26% CAGR between now and 2013*
*IDC eXchange, IDC’s New IT Cloud Services Forecast: 2009-2013, p=543, Oct 5, 2009
4 Enterprise / Cloud Mix
© 2009 IBM Corporation28
Cloud Computing can Provide Dramatic, Measurable Business Value
VIR
TU
AL
IZA
TIO
N
AU
TO
MA
TIO
N
ST
AN
DA
RD
IZA
TIO
N
Cloud attributes From
Server/storage virtualization
10–20%
Utilization of infrastructure
10–20%
Self-service None
Automated provisioning Months
Change and release management
Months
Service catalog ordering Months
Metering/billingFixed cost model
Payback period for new services
Years
Legacy environments Cloud-enabled enterprise
Cloud accelerates business value across a wide variety of domains
To
70–90%
70–90%
Unlimited
Days/hours
Minutes
Days/hours
Granular
Months
5 ROI
© 2009 IBM Corporation29
What to Measure and Why is Key…
Reduce
CostsIncrease
SpeedAccelerate
Growth
Analytics Collaboration
Development & Test
Desktop & Devices
InfrastructureStorageInfrastructure
Compute
Business Services
Serve new customers faster
Better understand customer needs
Optimize business processes Improve
business performance
Address new customers and markets
Improve workforce productivity
Improve customer satisfaction
Foster innovation
Response to change faster
Reduce operating expenses
Reduce infrastructure costs
Grow revenue
Improve
Reliability
5 ROI
© 2009 IBM Corporation30
Automate
Reduce infrastructure complexity
Reduce staffing requirements
Improve business resilience (manage fewer things better)
Improve operational costs/reduce TCO
Easy to access, easy to use Service Catalog
Dramatically reduce deployment cycles
Granular service metering and billing
Drive standardization
Remove physical resource boundaries
Increased hardware utilization
Allocate less than physical boundary
Reduce hardware costs
Simplify deployments
Server consolidation Storage consolidation Consolidation efficiency study
VMware server virtualization Microsoft server virtualization storage virtualization PowerVM implementation
Roadmap to a Private Cloud Implementation
ConsolidateSimplify
Virtualize Cloud Platform Stack
Infrastructure as a Service
Information Management Services
Internet Data CenterService Provisioning
Service Oriented
Massively Scalable
Dynamic Service Management
Multi-tenancy
Secure
Self-healing
Flexible
AssessCurrent Services
Current Services
6 Implementation
© 2009 IBM Corporation31
Respondents could select multiple items
Concerns about data security and privacy are the primary barriers to public cloud adoption
69%
54%
53%
52%
47%
Security/privacy of company data
Service quality/performance
Doubts about true cost savings
Insufficient responsiveness over network
Difficulty integrating with in-house IT
What, if anything, do you perceive as actual or potential barriers to acquiring public cloud services?
Source: IBM Market Insights, Cloud Computing Research, July 2009. n=1,090
© 2009 IBM Corporation32
When deciding the right mix, Security is a key element, and remains the top concern for cloud adoption
Of enterprises consider security the #1 inhibitor to cloud adoptions
80%
Of enterprises are concerned about the reliability of clouds
48%
Of respondents are concerned with cloud interfering with their ability to comply with regulations
33%
Source: Driving Profitable Growth Through Cloud Computing, IBM Study (conducted by Oliver Wyman)
“I prefer internal cloud to IaaS. When the service is kept internally, I am more
comfortable with the security that it offers.”
“Security is the biggest concern. I don’t worry much about the other “-ities” –
reliability, availability, etc.”
“How can we be assured that our data will not be leaked and that the vendors have the
technology and the governance to control its employees from stealing data?”
© 2009 IBM Corporation33
IBM RedPaper REDP-4614, Oct 2009http://www.redbooks.ibm.com/abstracts/redp4614.html?Open
IBM Cloud Security Guidance
Best practice guidance for implementing cloud security
Implement and maintain a security program Build and maintain a secure cloud
infrastructure Confidential data protection Implement strong access and identity control Application and environment provisioning Implement a governance and audit program Implement a vulnerability management
program Environment testing and validation
© 2009 IBM Corporation34
IBM has real clients, using real cloud services, that are achieving reduced complexity, lower costs and real business value
IBM clients around the world are using cloud to:– Quickly provision development and test environments– Reduce, and in some cases avoid, up-front
infrastructure costs– Create new business models for IT consumption– Reduce the costs of storage– Enhance communication and collaboration– And more
34
© 2009 IBM Corporation3535
• Fixed base monthly price with no Capex, plus variable cost based on consumption
• Solution provides more flexibility, better service, at lower overall cost
• Increases standardization of test environments within FCC providing higher quality and beter service
• Solution eliminates currency fluctuations and unknown cost of off-shoring
The requirement placed on IT was to increase business flexilibility and ability make environment adaptations more quickly to allow business lines to implement new solutions faster to remain competitive. Simultaneously, the overall IT budget was being reduced, the biggest hits to capital invesment.
Canada's largest agricultural term lender. This organization's purpose is to enhance rural Canada by providing specialized and personalized financial services to farming operations, including family farms.
Cloud computing helps Canada’s largest agricultural lender Smart Business Test Cloud Case Study
© 2009 IBM Corporation36
Cloud is helping Pike County Schools control IT costs
36
The district achieved cost savings of more than 60 percent over a full equipment refresh while providing extremely high levels of security and reliability
“We no longer worry about what hardware is in the school as much. We also no longer worry about the applications or processes that the schools are using because they are the same for everyone.”
— Maritta Horne, chief information officer and director of technology, Pike County Schools
Pike County Schools, a school district serving more than 10,000 students, avoided the cost of replacing 1,400 workstations by deploying a virtual desktop solution on an IBM cloud
© 2009 IBM Corporation37
Cloud is helping Marist College provide key learning services quickly to regional primary schools and other universities
37
Open source services on Linux on System z
Supports a flexible billing model Leverages seamless multi-tenancy
with massive virtualization Enables security and total isolation
with EAL 5 certified LPAR Tivoli automation makes services
available in minutes where previously it took days or weeks
“The advantage of using a mainframe [for our desktop cloud] is tremendous.”
-Bill Thirsk, CIO Marist College
Marist College provides learning management services to regional primary schools and other universities in addition to its own campuses. The desktop cloud solution deployed offers an extra layer of security since college data is not stored on local machines or laptops that are easily compromised. The solution runs 630 virtual servers on a single System z maximizing Marist’s limited 2000 sq ft of data center space
© 2009 IBM Corporation38
Cloud is saving the a UK Natural History museum significant money and improving overall access and sharing of information
“The ease of management that virtualisation
gives us made our lives a lot easier . . .”
— Gavin Malarky, Senior Infrastructure Analyst
38
• Increased capacity-10x on disk / 50x on tape
• Simplified management and greater visibility to storage resources and needs
• Back-up times cut by over 80%• Shared resource pool for users to
improve overall access to information
• 28 million specimens in zoology• 28 million insects and entomology• 9 million in palaeontology• 5 million in botany• 800,000 books and 20,000 photographic prints
Ultra-high resolution cameras, electronic microscopes, scanners, video, audio….the demand for digital storage has soared dramatically
© 2009 IBM Corporation39
New levels of collaboration are achieved faster, and at significantly lower cost
Using LotusLive Files to create a central place to store and share information with external audiences (e.g., Statement of Work, project plan, presentations) for quick sharing, version control, and online meetings to cut travel and speed up collaboration.
39
-Saved 5-10 working days on a typical 8-week project, increasing productivity by 25%
-Saved an estimated 20% on total project costs (including travel)
-Reduced unnecessary e-mail communication
-Completed multiple projects with external audiences (worked across firewalls)
A social networking consultancy operating throughout the UK with strategic relationships with organizations in mainland Europe and USA
Need to reduce travel costs, eliminate time spent on searching email for files, version control problems, and all withno budget or IT resources to implement new collaboration infrastructure
© 2009 IBM Corporation40
IT transformation includes Cloud Computing within IBM. Yielding a cumulative benefit to IBM in excess of $4B
Self-service, on demand IT delivery solutionfor 3,000 IBM researchers across 8 countries
IBM Technology Adoption Program (TAP) Saving IBM over $2.5M per year
Enterprise class utility computing solution for clients
Systems platform testing for Enterprise Clients, SMBs, & ISVs
Cloud computing solution for IBM Learning Centers in Europe
IBM Computing on Demand
Benchmark Centers
Common Location Project
© 2009 IBM Corporation41
The IBM Research Computing Cloud (RC2) is a living lab to advance Research strategies.
India
Zurich
Provides self service “on demand” delivery solution for research computing resources1
• Zero touch support for the full life cycle of service delivery
IT order creationApproval processE-mail notificationAutomated provisioning and de-
provisioningMonitoring and automated change
management
2
Research Compute Cloud (RC2)
Watson
© 2009 IBM Corporation42
Business Case ResultsAnnual savings: $3.3M (84%)
$3.9M to $0.6M
Payback Period: 73 days
Net Present Value (NPV): $7.5M
Internal Rate of Return (IRR): 496%
Return On Investment (ROI): 1039%
Business Case Results : IBM TAP Greenfield Cloud Deployment.
Current IT
Spend
StrategicChange Capacity
Hardware, labor & power savings reduced annual cost of operation by 83.8%Hardware Costs
( - 88.7%)
Labor Costs ( - 80.7%)
100%
Deployment (1-time)
Note: 3-Year Depreciation Period with 10% Discount Rate
Hardware Costs
(annualized)
New Development
Liberated funding for new development,
transformation investment or direct saving
Labor Costs (Operations and
Maintenance)
Power Costs(88.8%)
Power Costs
Software Costs
Software Costs
© 2009 IBM Corporation43
What does the future of cloud computing look like….Platform/Application/Service: A Mobile Cloud for BoP Applications
Kiosk-operator gathers local information from various sources:1. Makes phone calls to get train schedule2. Gets movie list for today3. Gets blackout timings from electricity office4. Gets weather information through internet5. Gets visitor list (doctors, etc.) by officials from panchayat
Kiosk-operator uploads information through a phone
Govt. Voice sites organized in a distributed
nation-wide cloud
Villagers call the VoiceSite to get local as wellas district, state and national level information.
Service delivery to villagers through (mobile) phones by a voice interface
Government officials enters district, state
and national level information
Spoken Web
© 2009 IBM Corporation44
Business benefits:• Enables suppliers to operate business independently w/ lower cost w/o IT operations• Provides dept store with common order and inventory mgmt across suppliers • Allows ISVs to join w/ core knowledge in the app w/o worrying about scalability and security
Solution: • A retail B2B solution on a low cost, scalable & secure platform ( >2000 suppliers so far) • Cloud platform with scalability, security, process monitoring dashboard, data transmission • ISV’s Retail B2B app for biz info exchange, order & inv. mgmt, sales data analysis
Challenge:
Thousands of suppliers need efficient operation & effective collaboration with a department store
Application/Service Cloud: B2B Collaboration for an Asian Department Store
ClientClient
Client
Clients 2000 of Retail Group’s
suppliers
Ind Service VendorE-Future
Client Rel’n OwnerLarge Int’l
Retail Group
Operator/Composer IBM
Cloud Platform
Managed Remotely
© 2009 IBM Corporation45
Extending Cloud Services with IBM Research: Clinical Trials CloudImproving the efficiency, outcomes, analysis and sharing of clinical trials
CRO(Clinical
Research Org)
PharmaFDA
DataClinical Institutions
Accept
Approval
Submit results
Approve trial
Request patient
ClinicalInstitution/Patients
Pharma
dataanalyses
CRO.. Regulators( FDA,..)
Clinical trials cloud
Ingestion Access
results
Current Process of Phase 3 and 4 Trials A Clinical Trial Cloud Hard to recruit a cohort of patients with
sufficient statistical power
Data is not pooled between trials resulting in contradictory Phase 3 trials, and withdrawals after Phase 4 Surveillance
“Loss” of great amount of data, and delay in the search for life-saving cures
Shorter, less expensive and more effective clinical trials
Sold to the CROs, licensed from Clinical institutions (for whom trials highly profitable), possible royalties from Pharmas
All constituents can innovate and share while competing
Easy monitoring of the processes
Reuse of patient, data and results for new studies
Easy to monitor ADE and compare drugs
Allow for comparative study of drugs
Easier collaboration with CRO and Pharma
Inefficient, slow, expensive
“38,000 heart attacks and deaths from Vioxx”
Missed opportunity to collaborate between constituents
© 2009 IBM Corporation46
Growth of instrumentation, interconnection and intelligence in the world will drive the emergence of IT and business services ... and the requirement for service management systems.
New IT consumption and delivery models are very compelling for some workloads today – and will position your enterprise for the future.
.
In Summary … there is opportunity in the shift to a smarter planet.