capgemini cloud expoeurope jan 25 2012 m skilton v1.4

Copyright © 2012 Capgemini Consulting. All rights reserved.Group

Cloud Computing – Time for delivery. The question is not “if”, but “how, when

and where”

Capgemini

Mark SkiltonGlobal Director, Strategy, CSO lead, Capgemini Global ISG cloud Global Portfolio LeadCo-Chair, Cloud Computing Work Group, The Open Group

January 25, 201214.55 – 15.20

V1.4


Agenda

2

Themes in context - Evolution of Cloud Ecosystems

1

The value case for Cloud - the Business Case for real Cloud ROI

2

Constructing the Cloud Strategy- Cloud Service Orchestrator CSO

3

Delivering the Cloud- Journey to the Cloud

4


3Copyright © 2012 Capgemini Consulting. All rights reserved.

Cloud is a global phenomenon


Cloud is a global phenomenon

4

Country Services tag data set

Virtual “worlds” Virtual “Worlds”

Internal

External

Edge Network

edge data

data

Edge Networks and community

building

This Node has edge data

in two networks


But Cloud is rapidly evolving around the world in emerging and mature advanced economies

5

New alternativeBusiness Models

Mobility Connectedness

Everything as a Service

ReachingNewCitizensand services

Infrastructureenabled economies

New Value Basic Servicesrights & accessDigitization ofObjects, events


Its not “if” but how to position and drive these opportunities and changes

Mobility – in emerging economy regions where local telecommunications infrastructure may have limited access, wireless services through mobile cellular communication continues to grow at a pace to spread access to data services and a wide range of devices.

Connectedness – in advanced and developing economies the extent of connections between citizen to citizen , citizens and Government and with government and citizens is growing at a pace, changing business and social models.

Everything as a Service - The growth of basic services such as email, collaboration, buying and selling online are increasingly now through cloud enabled devices and business service models. Machine 2 Machine M2M, Human 2 Machine H2C as well as Human 2 Human interactions H2H

Open Source - is a choice available to many users, organizations and governments and in new and existing Vendors provided as alterative business models.

6


From a Consumer perspective

Economics of Innovation

7

Existing Business Models

New Business-TechnologyInvestment ModelsDemand

Time

INaaS

Types of Services

BPaaS

SaaS

PaaS

IaaS

Industry

Business ProcessOn-demand Services

Internet of Things

Mobility

New Value

ConnectedInfrastructure

New Business models and

behavior

Speed of change, new

channels

Digital enabled Products &

ServicesTraditional Ownership & Investment

Andy Mulholland, Global CTO, VP, Capgemini


The potential is a broad range of business and technology levers

8

We need to Drive Higher Value Stack Services to create differentiation

Scale and Leverage Potential

BusinessValue

IndustryaaS

BPaaS

SaaS

PaaS

IaaS

Outside-In

Individuals

Departments

Groups

Communities

Government

Agencies

Types of Services

Inside-Out


Business Services Focus – 360o and 3 dimensionalUnderstanding network effects and interactions is not a “Flat pack” experience

9

Global View points and Services

My department views

My networksMy regional views

Human 2 Human H2HHuman 2 Machine H2MMachine 2 Machine M2M

My Devices & interactions

Agencies, Markets

Government,Bodies

Social Networksand Interactions

Inside-Out Outside-InDepartments, Business units

Internet of Things


Markets Creating the Strategic Context

10

Seeing the bigger picture

Dynamic marketsStrategic Context in country

Global Services

Infrastructure Services

Regional ServicesMarketplace services

World views

Country, Industry or Global specific

Citizen Services

SmartCities

Science &ResearchServices

SmartGrid

HealthServices

EducationServices

Energy &Utility

Services

Security& DefenceSustainability

& Green

LegalService

Economics& Finance

Employment

Commerce &Trade

HealthSystems

IndustryServices

SustainableSystems

EnergyServices

SocialServices

LegalSystems

R&DSystems

CityServices

Security

Defence

Citizens

SmartCountry

Intercontinental

CIEL – in developmentNotation

Country


Services Creating the Strategic Context

11

Building Ecosystem Services

Cloud supportedServicesEcosystems

Comprehensive City & Infrastructure Services

GovernanceServices

InfrastructureServices

Development Services

HumanServices

SmartCity

GovernanceServices



HumanServices

SmartCity

GovernanceServices



HumanServices

SmartCity

CloudService

Portal

Messaging

Catalog

Scheduler

Non-hypervisor

CloudService

Portal

Messaging

Catalog

Scheduler

Non-hypervisor

CloudService

Portal

Messaging

Catalog

Scheduler

Non-hypervisor

CloudService

Portal

Messaging

Catalog

Scheduler

Non-hypervisor

CloudService

Portal

Messaging

Catalog

Scheduler

Non-hypervisor

CloudService

Portal

Messaging

Catalog

Scheduler

Non-hypervisor

CloudService

Portal

Messaging

Catalog

Scheduler

Non-hypervisor

CloudService

Portal

Messaging

Catalog

Scheduler

Non-hypervisor

City

City Cityservice

service

service


A

B

C

What is needed is a strategy and delivery focus , inside and outside Long tail

12

Availability

Strategy Operation Design Delivery

Federated Cloud

Orchestrator Cloud

Data

Internet of things

Devices

Services Resources

Community Cloud


Challenges - getting ahead

In Context driven

13

Strategy Alignment

On-boardingOff-boarding

Stakeholder alignment

Economics & Contracts

Channels &Sustainability

Facades &Security


On-Premise /

CloudHosting

ResellerBroker

Services

HybridCloud

Switching

PartnerHosting Cloud

The Cloud Orchestrator “H” Model for On-demand Products and Services

14

SaaS SaaS SaaS

PaaS

IaaS

Partitions

SharedService

Private Market

ServicePortal Customer Portal

Integration, aggregation, brokering, Orchestration

Secu

rity

Assu

ranc

e ServiceM

anagement

Installed SaaS vendors Solutions

Installed Solutions Partitioned for Customers

SaaSLegacy

Customers

BuyersResellers

CustomerChannels

SaaS

SaaS

OEMsISVsVendorsProviders

Outside-InInside-Out


Setting the strategic path for Cloud

15

Cross Dept / GovtProcess Streamlining

Efficiency of theTechnologies

IT B

ias

Busi

ness

Bia

s

Admin Centric

Re-InventingCustomer Service /Experience

• community safety / event response• Job loss / find• Business start up• Learning• Mobility as a service• New customer channels CRM/MKT

Enabling (Outside-In)Interoperable ICTs

Customer CentricInside-

Out

Outside-In

Graham Colclough, Global VP, GPS, Capgemini

manyCase study 1

Case study 2

• Collaboration• BPO / BPM services• Supply chain sync

• Unified access• Modular DC federated services• Open data

• DC consolidation• Email as a service• Self service


Cash flow models – shared models

From the Provider perspective

16

SaaS

PaaS

IaaS

SaaS SaaS SaaS

PaaS

IaaS

SaaS SaaS IaaS

..

….

Double amortization distribution

Capex investment

Triple amortization distribution

Sharedbase

Multi-Outside-in e.g. agent,

service mgmt

Increasing Loose Coupling

Cash flow

timeCostto setup

Costto setup

Cash flow

time time

Cash flow


Differentiation & Competitiveness

Defining the context and positioning, inside and outside

17

Custom

Strategy

Orchestration Commodity

Productization Shared ServiceDouble/Triple amortization

EfficienciesInnovation

Effectiveness


Development and Partner

Sourcing

Deploymentand Channel

Delivery

Sourcing EcosystemProduction Ecosystem

How, when and WhereLinking the inside and outside – from strategy to provisioning and performance

18

Strategy& OperationStrategy

Delivery Orchestration

Strategic PlanningStakeholdersPoliciesMarketsFinanceContracts..

Operational planningMeasurements..

Secure, trustedServices

Secure, trustedServices

AssuranceCertificationTrustIdentityEncryptionVisibilityTransparencyPolicy

Design and Development

StandardsNomenclatures Governance

DevicesNetworksDCsJVs….


This enables part or whole cloud strategy and operating context optimization Cloud Service Orchestrator

19

Cloud Service Orchestrator

Delivery

Align Strategic Roadmap

Rapid Design &Visualization

Define Operating

Model

INaaSBPaaSSaaSPaaSIaaS

Industry

Business Process


Cloud Service Orchestrator CSOpioneering

20

http://www.forrester.com/rb/Research/cloud_strategies_of_leading_it_global_service/q/id/61025/t/2?src=RSS_2&cm_mmc=Forrester-_-RSS-_-Document-_-12

Cloud Strategies Of The Leading IT Global Service Providers

MobilityVerticalIndustry

DevicesNetworksDCsJVs….

CommunitiesMarketplacesCatalogsServices

CSO Catalog

Sybase

Development and Partner

Sourcing

Customer/ Buyer

Onboarding

Vendor, ISV Onboarding

Testing as a Service

Development as a Service

Messaging as a Service

Information as a Service

Eco Smart Metering as a

ServiceInfrastructure

as a Service

DR as a Service Security as a Service

Archive as a Service

Software as a Service

Service mgmt as a Service

Platform as a Service

Industry as a Service

BPO/BPM as a Service

Rapid Design &

Visualization

Product Design &

Dev

Public Clouds

Hybrid Clouds

Private Clouds

CSO PlatformsSecurity

Channels

H2H H2M M2MPartitions, PrivatePubic

ServiceManagement

SaaS SaaS SaaS SaaS

Hosting /Cust Own

Industrial/ MDU Services Public

Private

Hybrid

http://www.forrester.com/rb/Research/cloud_strategies_of_leading_it_global_service/q/id/61025/t/2?src=RSS_2&cm_mmc=Forrester-_-RSS-_-Document-_-12


The journey and delivery of results

21

VisionStrategic Priorities Programmatic Change

Cloud Services Orchestration CSO

Open

Closed

Private

Public

New

Market places

Hosting

Solutions

Existing

Time, cost, performance

Journey to the Cloud

Adaptive, flexible, innovativeSpeed, efficient, cost effective


Time for delivery. Its is not “If” , but “how”, “when and “where”

Providing and using what you want, when you want it, where ever you want it with

value, speed and innovation

22


CapgeminiA global Company

23

http://www.capgemini.com/services-and-solutions/challenges/cloud/overview/

http://www.capgemini.com/services-and-solutions/challenges/cloud/publications/g-cloud/

http://www.capgemini.com/services-and-solutions/challenges/cloud/overview/

http://www.capgemini.com/services-and-solutions/challenges/cloud/publications/g-cloud/


Experience

24

InnoEnergy is a joint-venture between a number of pan-European technology, energy and academic organizations. The goal of InnoEnergy is to connect more than 1500 energy scientists right across Europe in order to encourage innovation and bring new research and ideas to market to enable a climate-neutral Europe by 2050. In doing so, the aim is to help new SME businesses emerge. This requires levels of pan-EU collaboration that were not currently in place, and were not ICT-enabled. A cloud-based collaboration platform has recently been created to effectively connect this community.

Information Pool is an example of a security-sensitive cloud implementation, currently in pilot in the Netherlands. Rather than being an everyday use system, Information Pool is designed for use in emergency situations. The system enables multiple public agencies to exchange their data on a single platform to enable high speed information sharing ‘on the fly’ at times of crisis. It creates “one truth in the cloud” instead of multiple versions as a result of uncoordinated communications between agencies and their professionals. In emergencies the facility quickly and uniformly shares all necessary data with all the involved parties. This data might include the extent and number of causalities, environmental effects, measurement details, location of first responders and their assets, and weather conditions. It thus creates one common operational picture and improved situational awareness.

Capgemini implements the world’s most ambitious government application for the department, with the potential to save £180mThe DfE engaged Capgemini to help shape the Department’s Web 2.0 information management and collaboration strategy. The resulting Information Workplace Platform (IWP) is based on a virtualised Microsoft SharePoint platform capable of supporting 25,000 users, and has been recognised as the most ambitious government implementation of the technology in the world. The platform facilitates on-demand content management, collaboration, workflow, management information, and sophisticated enterprise search via a web browser. In contrast with the traditional approach to building new systems, the IWP has used a service-orientated approach throughout. This means that the DfE can provision new business information and collaboration services quickly, cheaply and with a high degree of user engagement, accelerating adoption and the release of business benefits.

eProcurement Scotland illustrates how organizations can realize significant benefits by taking a multi-agency approach. This procurement solution is used by a huge range of Scottish public bodies, from council offices to hospitals and school kitchens. While public bodies in Scotland are strongly encouraged to use the system, it is not enforced top down. Instead use of the system spread based on its effectiveness. This evolutionary approach has only been possible because the platform was set up with an awareness of the entire Scottish public sector ecosystem and the appreciation that not all agencies would use it from the start. Launched in 2002, eProcurement Scotland (ePS) is, in essence, a private cloud. Over time ePS has evolved into a scalable, ‘as-a-service’, multi-tenant and partially pay-per-consumption system.

Examples

capgemini cloud expoeurope jan 25 2012 m skilton v1.4

Technology

group services

data services

group business services

wireless services

growth of basic services

capgemini consulting

country services tag

capgemini global