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Killexams : IBM Enterprise course outline - BingNews https://killexams.com/pass4sure/exam-detail/M2070-740 Search results Killexams : IBM Enterprise course outline - BingNews https://killexams.com/pass4sure/exam-detail/M2070-740 https://killexams.com/exam_list/IBM Killexams : Software supply chain security takes center stage at Black Hat 2022

black-hat-2022-software-supply-chain-securityBlack Hat is best known for hardware and traditional software exploits, but this year it showcases more software supply chain security issues—marking the shift in the threat landscape.

Black Hat, the annual gathering of hackers and information security pros in Las Vegas, kicks off next week — the 25th such gathering. It comes after two years of COVID-inspired cancellations and delays. Over the years, Black Hat and its sister conference, DEF CON, have made headlines by showcasing high-profile exploits of hardware and software — from Cisco routers and ATMs to enterprise platforms like Oracle, SQL Server, and Active Directory. 

You can find plenty of those talks this year, also. But they will share the stage with a growing number of discussions of cyber threats, vulnerabilities and potential attacks on developers, open source modules and the underlying infrastructure supporting modern DevOps organizations. Together, the talks mark a shift in the threat landscape and the growing prominence of security threats to the software supply chain.

Here are the talks related to software development and supply chain risk, and some of the themes that emerged.

Development teams in the crosshairs

The security of tools and platforms used by DevOps organizations is a clear theme at this year’s Black Hat Briefings, with a number of talks addressing specific threats to source code management systems for both closed- and open source software. 

On Wednesday, for example, NCC Group researchers Iain Smart and Viktor Gazdag will present their talk, RCE-as-a-Service: Lessons Learned from 5 Years of Real-World CI/CD Pipeline Compromises. In the talk, the two leverage years of work testing the security of development groups within a range of organizations – from small businesses to Fortune 500 firms. 

Describing CI/CD pipelines as the “most dangerous potential attack surface of your software supply chain,” the pair will argue that these development platforms are the crown jewel in any company’s IT infrastructure, providing attackers with a way to turn tools meant to accelerate software development into a malicious “Remote Code Execution-as-a-Service” platform. The pair will also talk about the best approach for defending CI/CD pipelines from attacks and compromises. 

Also picking up the theme of “threats to DevOps environments” is the Thursday presentation by researcher Brett Hawkins of IBM X-Force. Brett will dig into the various ways that source code management (SCM) systems like GitHub Enterprise, GitLab Enterprise and Bitbucket might be attacked and compromised.

Hawkins’ talk, Controlling the Source: Abusing Source Code Management Systems, presents research that has uncovered a variety of attack scenarios that can supply malicious actors access to SCM systems. He will also release open source tools to facilitate SCM attacks including reconnaissance, manipulation of user roles, repository takeovers, and user impersonation. Hawkins will also provide guidance on how to defend SCM systems from attack. 

Open source: risky business

Given the software industry’s heavy reliance on open source software to facilitate development, and the growing prevalence of threats and attacks via open source platforms and code, it is no surprise that open source cyber risk is another central theme at this year’s Black Hat Briefings. Data compiled by the firm Synopsys, for example, found that the average software application in 2021 depended on more than 500 open source libraries and components, up 77% in two years. Attackers have taken notice. As we have noted, there have been numerous software supply chain attacks playing to developers (and development teams) heavy reliance on open source repositories like PyPi and npm

The agenda at Black Hat picks up on this trend, with talks that explore the risks posed by open source code and propose remedies. 

For example, researchers Jonathan Leitschuh, Patrick Way and Shyam Mehta use their talk to tackle a key problem in open source security: how to scale security response to meet the challenge of massive open source platforms like GitHub. While modern tools might allow us to automate vulnerability scanning and identification, the output of such endeavors often overwhelms the mere homo sapiens who are tasked with assessing, triaging and responding to the flood of identified flaws. 

Leitschuh, Way and Mehta propose one solution: automated bulk pull request generation, as well as tools such as the Netflix developed OpenRewrite that can help security teams scale their security response. Check out their talk, Scaling the Security Researcher to Eliminate OSS Vulnerabilities Once and For All, on Thursday at 3:20 PM. 

And, as companies let AI loose on the vast repository of open source code in the hopes of developing coding bots that might one day replace developers, the presentation In Need of ‘Pair’ Review: Vulnerable Code Contributions by GitHub Copilot deserves your attention. The work of a group of researchers from NYU and the University of Calgary, the talk analyzes the output of “Copilot,” an ‘AI-based Pair Programmer’ released by GitHub in 2021.

Copilot leverages a deep learning model trained on open-source GitHub code. But, as the researchers note, much of that code “isn’t great.” And, as Microsoft learned with its AI-based chatbot for Twitter, artificial intelligence is great at absorbing input and teasing out patterns, but terrible at assessing the underlying quality of the information it is being fed.  

An analysis of Copilot code revealed a high preponderance of common flaws, among them SQL injection, buffer overflow and use-after-free vulnerabilities. In fact, of 1,689 suggestions generated across 89 different scenarios using the Copilot AI, the researchers found approximately 40% to be vulnerable.

The talk has implications for development organizations that would look to offload low-level coding work to bots, of course. But the high density of flaws in GitHub repositories is also a red flag to organizations that more scrutiny is needed to assess the quality and stability of open source components before dependencies are created, rather than after. 

Developers: the elephant in the security living room

The elephant in the living room of DevOps security is, of course, the developer themself. While Source Code Analysis tools can Improve security assessments of proprietary and open source code, and vulnerability scans can identify flaws and weaknesses in developed code, the best security “fix” comes in the form of better written, high quality code. 

That’s the subject that researcher Adam Shostack tackles in his talk A Fully Trained Jedi, You Are Not, on Wednesday, August 10 at 11:20. Shostack, an expert in threat modeling, secure development and DevOps, talks about the ‘boil the ocean’ problem that many organizations face as they try to train up developers in the intricacies of secure development without sacrificing other priorities, like developing usable code on time and on budget. 

In this talk, Shostack talks about how organizations can operationalize security training for developers. The goal is not to produce a staff of “Jedi-quality” secure developers, but to Improve the security awareness and skills of the broad population of developers, with a goal of reducing common but still prevalent security issues that plague developed applications. 

“A rebellion doesn’t run on a single Jedi,” Shostack notes. To that end, he’ll present the broad outlines of a “knowledge scaffolding and tiered approach to learning” that is scalable across development organizations. 

Keep learning

*** This is a Security Bloggers Network syndicated blog from ReversingLabs Blog authored by Paul Roberts. Read the original post at: https://blog.reversinglabs.com/blog/software-supply-chain-security-takes-center-stage-at-black-hat-2022

Wed, 03 Aug 2022 02:46:00 -0500 by Paul Roberts on August 3, 2022 en-US text/html https://securityboulevard.com/2022/08/software-supply-chain-security-takes-center-stage-at-black-hat-2022/ Killexams : Enterprise Knowledge Management System Market 2022 Depth Investigation And Analysis Report On Key Players 2030

The MarketWatch News Department was not involved in the creation of this content.

Aug 01, 2022 (Alliance News via COMTEX) -- Key Companies Covered in the Enterprise Knowledge Management System Research are Alfanar, Chris Lewis Group, Cisco, Enlighted, GoTo Room, IQBoard, Komstadt, Logitech, Microsoft, Poly, Scenariio, Smart Systems(Smarthomes Chattanooga), TecinteracaBloomfire, Callidus Software Inc., Chadha Software Technologies, ComAround, Computer Sciences Corporation(APQC), EduBrite Systems, EGain Ernst Young, IBM Global Services, Igloo, KMS Lighthouse, Knosys, Moxie Software, Open Text Corporation, ProProfs, Right Answers, Transversal, Yonyx, Glean, IntraFindtive, TIS Control, Vox Audio Visual, Webex, Yealink and other key market players.

The global Enterprise Knowledge Management System market size will reach USD million in 2030, growing at a CAGR of % during the analysis period.

As the global economy recovers in 2021 and the supply of the industrial chain improves, the Enterprise Knowledge Management System market will undergo major changes. According to the latest research, the market size of the Enterprise Knowledge Management System industry in 2021 will increase by USD million compared to 2020, with a growth rate of %.

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The MarketWatch News Department was not involved in the creation of this content.

Sun, 31 Jul 2022 21:20:00 -0500 en-US text/html https://www.marketwatch.com/press-release/enterprise-knowledge-management-system-market-2022-depth-investigation-and-analysis-report-on-key-players-2030-2022-08-01
Killexams : Securing empty premises: Product performance is everything No result found, try new keyword!Below we outline key ... working with an enterprise IT department. At a minimum, ensure the integrator can set and change security device IP addresses and port locations. Certifications from providers ... Wed, 27 Jan 2021 11:14:00 -0600 text/html https://www.sourcesecurity.com/insights/securing-empty-premises-product-performance-co-308-ga-co-960-ga-co-6632-ga.1611574046.html Killexams : SAP wants to offer a best of suite platform with S/4HANA, but still lacks adoption

SAP has been beating the drum for some time now with its “RISE with SAP”. We were particularly curious to see whether that message is getting through to customers and what SAP now exactly means with RISE. The goal of RISE is that you can grow your organization by using SAP solutions, where S/4HANA is the best of suite platform. But can the company deliver on that promise?

We spent a week at SAP Sapphire in Orlando, where we immersed ourselves in the world of SAP, doing multiple interviews with SAP executives, talking to customers, talking to partners and doing the research to find out where SAP is moving with RISE with SAP.

SAP has a broad product portfolio, from cloud ERP (S/4HANA), HCM and CRM to supply chain management and procurement. However, the fact is that ERP is still the most important SAP product, which also holds the most potential. To strengthen S/4HANA, SAP has built or purchased various solutions around it. The RISE with SAP story focuses entirely on S/4HANA supplemented with additional tools.

Everything is RISE with SAP: is that useful?

During Sapphire, we couldn’t ignore that SAP is moving towards a platform strategy, creating a “best of suite” offering around S/4HANA. In doing so, SAP is moving in the same direction as Microsoft, Salesforce and ServiceNow. It doesn’t seem to want to communicate this yet, or it simply doesn’t dare. Instead, they keep shouting “RISE with SAP”. That doesn’t help customers get a clear picture. memorizing between the lines, it is clear that people at SAP also have trouble with this slogan. We heard comments from various corners that say that SAP should call it by its name: “Cloud ERP as a service”, or if you want to position it more broadly, “Cloud ERP platform as a service”. “RISE with SAP” comes across to us as a somewhat bloated meaningless slogan, which SAP should not continue to use for too long. It doesn’t add anything and ultimately creates more confusion than clarity.

Best of Suite approach

If we zoom in deeper on that “best of suite” approach. Then we see that SAP is putting the S/4HANA ERP solution at the center. To strengthen the suite offering, SAP has purchased two solutions that add value. These are a Business Process Intelligence solution and a solution for no-code development.

The Process Intelligence solution is provided by SAP Signavio, a company that SAP acquired in early 2021. With Signavio, you can do process mining, among other things, to get visibility and make your business processes transparent, but also to automate them and make them more efficient. For companies that have a lot of business processes, this can be very useful. Process mining can save a lot of money, but it also helps to meet governance and compliance requirements better because you have better insight into your processes, making everything more transparent.

We mentioned it earlier, a form of no-code development; this falls under the SAP Business Technology Platform at SAP. For this purpose, SAP has acquired the company AppGyver. AppGyver allows the creation of simple applications via a drag-and-drop interface. For example, forms for quickly modifying or adding data. Or to display data from an ERP system in a slightly different way. SAP has already presented the first integrations of AppGyver in S/4HANA.

For companies that want to go a step further, SAP also has a low-code solution, this is the SAP Business Application Studio. The Business Application Studio allows you to build SAP applications and extensions that use the SAP Cloud Application Programming Model. In other words, you can use it to build extensions on top of existing SAP applications.

Of course, based on available documentation, you can also build integrations with SAP in any programming language of your choice. The fact is, however, that low-code and no-code increase the speed of application development and firmly lower the threshold for building something. In that respect, investing in no-code and low-code is a good strategy.

SAP Store broadens best of suite offering

To make this best of suite even more attractive, SAP is now paying more attention to its ISV partners (independent software vendors). They develop applications on top of S/4HANA, for example. They add valuable functionality, which can be in the form of features, but also complete solutions that use the reliable HANA database and back-end. Examples are the integration with Icertis for contract management, which delivers a complete contract management solution. Or what about PriceFX, they provide a feature to price your product more accurately.

However, this focus on ISVs has been developed in the last three years. In the meantime, SAP has signed up some 1,800 partners for the SAP Store, but at the same time, there is still a long way to go. SAP wants 8 out of 10 applications to come from partners rather than SAP itself. To make the SAP Store more attractive, it has decided to adjust the revenue distribution. Previously SAP wanted 50 percent of the revenue generated in the SAP Store, now SAP takes 15 percent for the Integration Tier and 25 percent for the Platform Tier. In theory, anyone can become an ISV partner of SAP, but the company still applies an extensive approval process.

To Improve the offering, SAP has now divided some 80 people into industry teams, whose task is to enhance the offering in the SAP Store for their specific industry. SAP has a lot of specific industry knowledge in-house because it has been in business for many years. The company should therefore be able to make the overall package more attractive for specific industries quickly. Whether it will succeed in doing so remains to be seen.

SAP should take a broader view

If you look at what is happening in enterprise IT, you see that one trend is precisely to do a lot of collaborating. Your worst enemy can become your best friend. All solutions must be able to work well together. At SAP, however, we still see some traditional thinking that gets in the way of this. The company has invested heavily in the SAP Store offering to enable better collaboration with, for example, Microsoft Teams and other Microsoft products. An integration with Slack, on the other hand, is out of the question, as Salesforce currently owns it. During an interview at Sapphire, we noted the following quote: “Slack is not an option, due to Salesforce acquisition”.

From this perspective, SAP will not encourage integrations with Salesforce or Tableau in the SAP Store. Salesforce is seen as a major competitor. That’s a traditional mindset that SAP needs to eradicate because it doesn’t benefit the customer. Suppose a customer has decided to choose Slack as an internal communication and collaboration tool. In that case, it should be able to work together with SAP just as well as Microsoft Teams can.

We also see this mindset when looking at opportunities to roll out SAP S/4HANA. You can roll out SAP S/4HANA cloud to your own data centre, AWS, Azure, Google Cloud or Alibaba. However, if your organization has chosen Oracle Cloud or IBM Cloud, SAP will block your deployment. This is absolutely not allowed and will never be an option, so we were told. We understand that the Oracle Cloud is at the bottom of the list if you’re SAP, but as long as you support S/4HANA on-premise, you better tell customers that any location is possible, including the Oracle Cloud.

SAP gets most S/4HANA business from SAP ECC customers

SAP currently has over 19,000 S/4HANA customers, of which over 1,600 have been added through the RISE with SAP program since the beginning of 2021. Those customers also have access to Signavio, Appgyver and other tools. SAP already manages around 56,000 workloads in the cloud with an uptime of 99.98%. SAP has established a good track record as an “as a service” provider.

It also became clear that SAP is signing up most S/4HANA customers through ECC migrations. These customers are running an old version of SAP ECC and have to migrate before 2027. Official support for SAP ECC expires in 2027, although customers can extend it for years for an additional fee. At least until 2030, possibly even 2035.

SAP ECC is SAP’s legacy on-premises ERP product. With SAP ECC, the trend was to build modifications in the source code to make the ERP system better fit the customer’s needs. A huge disadvantage of this practice is that you cannot upgrade to newer versions easily because you will lose those customizations. The market has solved this with the so-called fit-to-standard principle. Companies must let their business processes run via standard procedures that the ERP system supports. Additional customization also remains possible through extensions and modular software that can be built on top of the ERP system and that hooks up to the APIs of an ERP system. S/4HANA has been developed according to this principle. You have the S/4HANA ERP system, and you have separate applications that interact with it or modular blocks that become accessible within the ERP package. This is possible by using the available APIs and SDKs.

Integrating with SAP

So the key to success for SAP’s strategy with this best of suite platform approach lies in its ability to extend, link and integrate S/4HANA with other applications and solutions. To do this well, you need APIs, an application programming interface, which is a way for applications to communicate with each other in the background. With APIs, third-party applications can communicate with the SAP platform and exchange data. Of course, after permission and authentication have taken place first.

At the time of writing, S/4HANA has 585 APIs, and the SAP Business platform has over 450. So there are plenty of opportunities to link with SAP software. SAP customers have told us many times that it is complex to integrate with SAP because the data model and the APIs are pretty complicated. This was a big hurdle for potential ISVs. Our discussions with SAP made it clear that they also received this signal and developed the SAP BTP, the SAP Business Technology Platform. This includes the low-code and no-code solutions but also an iPaaS solution, SAP BTP Integration Suite. This has made it much easier to integrate your own software with SAP.

In addition, SAP has introduced a so-called One Domain Model. The One Domain Model allows you to use APIs to communicate with SAP uniformly, where data can be exchanged with different SAP applications using the same model. You no longer need to have a separate API set for each application. The integration between SAP applications is also a lot easier.

For companies that especially want a lot of access to data in SAP, but do not need to modify it so much, there is now the possibility to use the SAP Data Warehouse Cloud. In the SAP Data Warehouse Cloud you can bring together data from SAP solutions and data from third parties. So that you can then make it available for data science models, think machine learning and AI or analytics solutions to create better insights.

Will SAP S/4HANA be a good best-of-suite platform?

SAP’s strategy is clear if you can read between the lines or just got to this article. If you’ve been walking around on SAP Sapphire, then, unfortunately, it’s a lot less clear. As far as we are concerned, SAP should clearly outline which direction it is moving in and stop using slogans that cause confusion.

SAP is more or less reinventing itself. For years it has been pushing S/4HANA, now more as-a-service with all kinds of additional services, so it is starting to become a large platform with all kinds of applications around it and on top of it. As a result, it’s beginning to look more and more like a best-of-suite approach. However, some things could be better or are still challenging for SAP.

SAP Store

To start with, the offer in the SAP Store. That still leaves something to be desired, the adoption of the applications falls short. We hope that the 80 people who are now working on adding industry-specific applications or persuading partners to add them will be very successful. This is where SAP really lags behind the competition.

Furthermore, SAP would do well to invest heavily in low-code and no-code capabilities so that customers will make a greater contribution to building modular extensions. For this, SAP will also need to rig up more training courses and events to educate customers in no-code and low-code development.

Finally, SAP must abandon traditional competitive thinking and embrace anything and everything. If you want to play a central role as a platform, you cannot ignore top-rated solutions because a competitor owns them.

Integrate more SAP solutions

If SAP wants to offer the largest and most complete best-of-suite platform, it will need to add more SAP solutions. Also, SAP Ariba, SAP Concur, SAP SuccessFactors, and SAP CRM should all become part of that suite. With a complete best-of-suite platform, customers can do a broad SAP platform integration.

You also see this at Salesforce and Microsoft; many products are included by default within the subscription. Of course, there are still options to further scale up specific solutions at extra cost, but the primary offering should be broader and more solid.

Clear product range

The trend today in IT is also simplicity. A product can be very advanced, but the interface the user is presented with must be simple. As far as we are concerned, this also applies to the product portfolio. It must be clear, and customers must be able to quickly see what they are getting. As far as we are concerned, SAP could still be a bit clearer about the SAP Business Technology Platform and the SAP Business Process Intelligence package. What does it includes, and what can customers do with it?

If SAP can do all that, then Europe’s largest tech company can compete even more effectively with its mostly American competitors.

Fri, 05 Aug 2022 03:01:00 -0500 en text/html https://www.techzine.eu/blogs/applications/85381/sap-wants-to-offer-a-best-of-suite-platform-with-s-4hana-but-still-lacks-adoption/
Killexams : Answering the top 10 questions about supercloud

As we exited the isolation economy last year, we introduced supercloud as a term to describe something new that was happening in the world of cloud computing.

In this Breaking Analysis, we address the ten most frequently asked questions we get on supercloud. Today we’ll address the following frequently asked questions:


1. In an industry full of hype and buzzwords, why does anyone need a new term?

2. Aren’t hyperscalers building out superclouds? We’ll try to answer why the term supercloud connotes something different from a hyperscale cloud.

3. We’ll talk about the problems superclouds solve.

4. We’ll further define the critical aspects of a supercloud architecture.

5. We often get asked: Isn’t this just multicloud? Well, we don’t think so and we’ll explain why.

6. In an earlier episode we introduced the notion of superPaaS  – well, isn’t a plain vanilla PaaS already a superPaaS? Again – we don’t think so and we’ll explain why.

7. Who will actually build (and who are the players currently building) superclouds?

8. What workloads and services will run on superclouds?

9. What are some examples of supercloud?

10. Finally, we’ll answer what you can expect next on supercloud from SiliconANGLE and theCUBE.

Why do we need another buzzword?

Late last year, ahead of Amazon Web Services Inc.’s re:Invent conference, we were inspired by a post from Jerry Chen called Castles in the Cloud. In that blog he introduced the idea that there were submarkets emerging in cloud that presented opportunities for investors and entrepreneurs, that the big cloud vendors weren’t going to suck all the value out of the industry. And so we introduced this notion of supercloud to describe what we saw as a value layer emerging above the hyperscalers’ “capex gift.”

It turns out that we weren’t the only ones using the term, as both Cornell and MIT have used the phrase in somewhat similar but different contexts.

The point is something new was happening in the AWS and other ecosystems. It was more than infrastructure as a service and platform as a service and wasn’t just software as a service running in the cloud.

It was a new architecture that integrates infrastructure, unique platform attributes and software to solve new problems that the cloud vendors in our view weren’t addressing by themselves. It seemed to us that the ecosystem was pursuing opportunities across clouds that went beyond conventional implementations of multi-cloud.

In addition, we felt this trend pointed to structural change going on at the industry level that supercloud metaphorically was highlighting.

So that’s the background on why we felt a new catchphrase was warranted. Love it or hate it… it’s memorable.

Industry structures have always mattered in tech

To that last point about structural industry transformation: Andy Rappaport is sometimes credited with identifying the shift from the vertically integrated mainframe era to the horizontally fragmented personal computer- and microprocessor-based era in his Harvard Business Review article from 1991.

In fact, it was actually David Moschella, an International Data Corp. senior vice president at the time, who introduced the concept in 1987, a full four years before Rappaport’s article was published. Moschella, along with IDC’s head of research Will Zachmann, saw that it was clear Intel Corp., Microsoft Corp., Seagate Technology and other would replace the system vendors’ dominance.

In fact, Zachmann accurately predicted in the late 1980s the demise of IBM, well ahead of its epic downfall when the company lost approximately 75% of its value. At an IDC Briefing Session (now called Directions), Moschella put forth a graphic that looked similar to the first two concepts on the chart below.

We don’t have to review the shift from IBM as the epicenter of the industry to Wintel – that’s well-understood.

What isn’t as widely discussed is a structural concept Moschella put out in 2018 in his book “Seeing Digital,” which introduced the idea of the Matrix shown on the righthand side of this chart. Moschella posited that a new digital platform of services was emerging built on top of the internet, hyperscale clouds and other intelligent technologies that would define the next era of computing.

He used the term matrix because the conceptual depiction included horizontal technology rows, like the cloud… but for the first time included connected industry columns. Moschella pointed out that historically, industry verticals had a closed value chain or stack of research and development, production, distribution, etc., and that expertise in that specific vertical was critical to success. But now, because of digital and data, for the first time, companies were able to jump industries and compete using data. Amazon in content, payments and groceries… Apple in payments and content… and so forth. Data was now the unifying enabler and this marked a changing structure of the technology landscape.

Listen to David Moschella explain the Matrix and its implications on a new generation of leadership in tech.

So the term supercloud is meant to imply more than running in hyperscale clouds. Rather, it’s a new type of digital platform comprising a combination of multiple technologies – enabled by cloud scale – with new industry participants from financial services, healthcare, manufacturing, energy, media and virtually all industries. Think of it as kind of an extension of “every company is a software company.”

Basically, thanks to the cloud, every company in every industry now has the opportunity to build their own supercloud. We’ll come back to that.

Aren’t hyperscale clouds superclouds?

Let’s address what’s different about superclouds relative to hyperscale clouds.

This one’s pretty straightforward and obvious. Hyperscale clouds are walled gardens where they want your data in their cloud and they want to keep you there. Sure, every cloud player realizes that not all data will go to their cloud, so they’re meeting customers where their data lives with initiatives such Amazon Outposts and Azure Arc and Google Anthos. But at the end of the day, the more homogeneous they can make their environments, the better control, security, costs and performance they can deliver. The more complex the environment, the more difficult to deliver on their promises and the less margin left for them to capture.

Will the hyperscalers get more serious about cross cloud services? Maybe, but they have plenty of work to do within their own clouds. And today at least they appear to be providing the tools that will enable others to build superclouds on top of their platforms. That said, we never say never when it comes to companies such as AWS. And for sure we see AWS delivering more integrated digital services such as Amazon Connect to solve problems in a specific domain, call centers in this case.

What problems do superclouds solve?

We’ve all seen the stats from IDC or Gartner or whomever that customers on average use more than one cloud. And we know these clouds operate in disconnected silos for the most part. That’s a problem because each cloud requires different skills. The development environment is different, as is the operating environment, with different APIs and primitives and management tools that are optimized for each respective hyperscale cloud. Their functions and value props don’t extend to their competitors’ clouds. Why would they?

As a result, there’s friction when moving between different clouds. It’s hard to share data, move work, secure and govern data, and enforce organizational policies and edicts across clouds.

Supercloud is an architecture designed to create a single environment that enables management of workloads and data across clouds in an effort to take out complexity, accelerate application development, streamline operations and share data safely irrespective of location.

Pretty straightforward, but nontrivial, which is why we often ask company chief executives and execs if stock buybacks and dividends will yield as much return as building out superclouds that solve really specific problems and create differentiable value for their firms.

What are the critical attributes of a supercloud?

Let’s dig in a bit more to the architectural aspects of supercloud. In other words… what are the salient attributes that define supercloud?

First, a supercloud runs a set of specific services, designed to solve a unique problem. Superclouds offer seamless, consumption-based services across multiple distributed clouds.

Supercloud leverages the underlying cloud-native tooling of a hyperscale cloud but it’s optimized for a specific objective that aligns with the problem it’s solving. For example, it may be optimized for cost or low latency or sharing data or governance or security or higher performance networking. But the point is, the collection of services delivered is focused on unique value that isn’t being delivered by the hyperscalers across clouds.

A supercloud abstracts the underlying and siloed primitives of the native PaaS layer from the hyperscale cloud and using its own specific platform-as-a-service tooling, creates a common experience across clouds for developers and users. In other words, the superPaaS ensures that the developer and user experience is identical, irrespective of which cloud or location is running the workload.

And it does so in an efficient manner, meaning it has the metadata knowledge and management that can optimize for latency, bandwidth, recovery, data sovereignty or whatever unique value the supercloud is delivering for the specific use cases in the domain.

A supercloud comprises a superPaaS capability that allows ecosystem partners to add incremental value on top of the supercloud platform to fill gaps, accelerate features and innovate. A superPaaS can use open tooling but applies those development tools to create a unique and specific experience supporting the design objectives of the supercloud.

Supercloud services can be infrastructure-related, application services, data services, security services, users services, etc., designed and packaged to bring unique value to customers… again that the hyperscalers are not delivering across clouds or on-premises.

Finally, these attributes are highly automated where possible. Superclouds take a page from hyperscalers in terms of minimizing human intervention wherever possible, applying automation to the specific problem they’re solving.

Isn’t supercloud just another term for multicloud?

What we’d say to that is: Perhaps, but not really. Call it multicloud 2.0 if you want to invoke a commonly used format. But as Dell’s Chuck Whitten proclaimed, multicloud by design is different than multicloud by default.

What he means is that, to date, multicloud has largely been a symptom of multivendor… or of M&A. And when you look at most so-called multicloud implementations, you see things like an on-prem stack wrapped in a container and hosted on a specific cloud.

Or increasingly a technology vendor has done the work of building a cloud-native version of its stack and running it on a specific cloud… but historically it has been a unique experience within each cloud with no connection between the cloud silos. And certainly not a common developer experience with metadata management across clouds.

Supercloud sets out to build incremental value across clouds and above hyperscale capex that goes beyond cloud compatibility within each cloud. So if you want to call it multicloud 2.0, that’s fine.

We choose to call it supercloud.

Isn’t plain old PaaS already supercloud?

Well, we’d say no. That supercloud and its corresponding superPaaS layer gives the freedom to store, process, manage, secure and connect islands of data across a continuum with a common developer experience across clouds.

Importantly, the sets of services are designed to support the supercloud’s objectives – e.g., data sharing or data protection or storage and retrieval or cost optimization or ultra-low latency, etc. In other words, the services offered are specific to that supercloud and will vary by each offering. OpenShift, for example, can be used to construct a superPaaS but in and of itself isn’t a superPaaS. It’s generic.

The point is that a supercloud and its inherent superPaaS will be optimized to solve specific problems such as low latency for distributed databases or fast backup and recovery and ransomware protection — highly specific use cases that the supercloud is designed to solve for.

SaaS as well is a subset of supercloud. Most SaaS platforms either run in their own cloud or have bits and pieces running in public clouds (e.g. analytics). But the cross-cloud services are few and far between or often nonexistent. We believe SaaS vendors must evolve and adopt supercloud to offer distributed solutions across cloud platforms and stretching out to the near and far edge.

Who is building superclouds?

Another question we often get is: Who has a supercloud and who is building a supercloud? Who are the contenders?

Well, most companies that consider themselves cloud players will, we believe, be building superclouds. Above is a common Enterprise Technology Research graphic we like to show with Net Score or spending momentum on the Y axis and Overlap or pervasiveness in the ETR surveys on the X axis. This is from the April survey of well over 1,000 chief executive officers and information technology buyers. And we’ve randomly chosen a number of players we think are in the supercloud mix and we’ve included the hyperscalers because they are the enablers.

We’ve added some of those nontraditional industry players we see building superclouds such as Capital One, Goldman Sachs and Walmart, in deference to Moschella’s observation about verticals. This goes back to every company being a software company. And rather than pattern-matching an outdated SaaS model we see a new industry structure emerging where software and data and tools specific to an industry will lead the next wave of innovation via the buildout of intelligent digital platforms.

We’ve talked a lot about Snowflake Inc.’s Data Cloud as an example of supercloud, as well as the momentum of Databricks Inc. (not shown above). VMware Inc. is clearly going after cross-cloud services. Basically every large company we see is either pursuing supercloud initiatives or thinking about it. Dell Technologies Inc., for example, showed Project Alpine at Dell Technologies World – that’s a supercloud in development. Snowflake introducing a new app dev capability based on its SuperPaaS (our term, of course, it doesn’t use the phrase), MongoDB Inc., Couchbase Inc., Nutanix Inc., Veeam Software, CrowdStrike Holdings Inc., Okta Inc. and Zscaler Inc. Even the likes of Cisco Systems Inc. and Hewlett Packard Enterprise Co., in our view, will be building superclouds.

Although ironically, as an aside, Fidelma Russo, HPE’s chief technology officer, said on theCUBE she wasn’t a fan of cloaking mechanisms. But when we spoke to HPE’s head of storage services, Omer Asad, we felt his team is clearly headed in a direction that we would consider supercloud. It could be semantics or it could be that parts of HPE are in a better position to execute on supercloud. Storage is an obvious starting point. The same can be said of Dell.

Listen to Fidelma Russo explain her aversion to building a manager of managers.

And we’re seeing emerging companies like Aviatrix Systems Inc. (network performance), Starburst Data Inc. (self-service analytics for distributed data), Clumio Inc. (data protection – not supercloud today but working on it) and others building versions of superclouds that solve a specific problem for their customers. And we’ve spoken to independent software vendors such as Adobe Systems Inc., Automatic Data Processing LLC and UiPath Inc., which are all looking at new ways to go beyond the SaaS model and add value within cloud ecosystems, in particular building data services that are unique to their value proposition and will run across clouds.

So yeah – pretty much every tech vendor with any size or momentum and new industry players are coming out of hiding and competing… building superclouds. Many that look a lot like Moschella’s matrix with machine intelligence and artificial intelligence and blockchains and virtual reality and gaming… all enabled by the internet and hyperscale clouds.

It’s moving fast and it’s the future, in our opinion, so don’t get too caught up in the past or you’ll be left behind.

What are some examples of superclouds?

We’ve given many in the past, but let’s try to be a bit more specific. Below we cite a few and we’ll answer two questions in one section here: What workloads and services will run in superclouds and what are some examples?

Analytics. Snowflake is the furthest along with its data cloud in our view. It’s a supercloud optimized for data sharing, governance, query performance, security, ecosystem enablement and ultimately monetization. Snowflake is now bringing in new data types and open-source tooling and it ticks the attribute boxes on supercloud we laid out earlier.

Converged databases. Running transaction and analytics workloads. Take a look at what Couchbase is doing with Capella and how it’s enabling stretching the cloud to the edge with Arm-based platforms and optimizing for low latency across clouds and out to the edge.

Document database workloads. Look at MongoDB – a developer-friendly platform that with Atlas is moving to a supercloud model running document databases very efficiently. Accommodating analytic workloads and creating a common developer experience across clouds.

Data science workloads. For example, Databricks is bringing a common experience for data scientists and data engineers driving machine intelligence into applications and fixing the broken data lake with the emergence of the lakehouse.

General-purpose workloads. For example, VMware’s domain. Very clearly there’s a need to create a common operating environment across clouds and on-prem and out to the edge and VMware is hard at work on that — managing and moving workloads, balancing workloads and being able to recover very quickly across clouds.

Network routing. This is the primary focus of Aviatrix, building what we consider a supercloud and optimizing network performance and automating security across clouds.

Industry-specific workloads. For example, Capital One announcing its cost optimization platform for Snowflake – piggybacking on Snowflake’s supercloud. We believe it’s going to test that concept outside its own organization and expand across other clouds as Snowflake grows its business beyond AWS. Walmart Inc. is working with Microsoft to create an on-prem to Azure experience – yes, that counts. We’ve written about what Goldman is doing and you can bet dollars to donuts that Oracle Corp. will be building a supercloud in healthcare with its Cerner acquisition.

Supercloud is everywhere you look. Sorry, naysayers. It’s happening.

What’s next from theCUBE?

With all the industry buzz and debate about the future, John Furrier and the team at SiliconANGLE have decided to host an event on supercloud. We’re motivated and inspired to further the conversation. TheCUBE on Supercloud is coming.

On Aug. 9 out of our Palo Alto studios we’ll be running a live program on the topic. We’ve reached out to a number of industry participants — VMware, Snowflake, Confluent, Sky High Security, Hashicorp, Cloudflare and Red Hat — to get the perspective of technologists building superclouds.

And we’ve invited a number of vertical industry participants in financial services, healthcare and retail that we’re excited to have on along with analysts, thought leaders and investors.

We’ll have more details in the coming weeks, but for now if you’re interested please reach out to us with how you think you can advance the discussion and we’ll see if we can fit you in.

So mark your calendars and stay tuned for more information.

Keep in touch

Thanks to Alex Myerson, who does the production, podcasts and media workflows for Breaking Analysis. Special thanks to Kristen Martin and Cheryl Knight, who help us keep our community informed and get the word out, and to Rob Hof, our editor in chief at SiliconANGLE.

Remember we publish each week on Wikibon and SiliconANGLE. These episodes are all available as podcasts wherever you listen.

Email david.vellante@siliconangle.com, DM @dvellante on Twitter and comment on our LinkedIn posts.

Also, check out this ETR Tutorial we created, which explains the spending methodology in more detail. Note: ETR is a separate company from Wikibon and SiliconANGLE. If you would like to cite or republish any of the company’s data, or inquire about its services, please contact ETR at legal@etr.ai.

Here’s the full video analysis:

All statements made regarding companies or securities are strictly beliefs, points of view and opinions held by SiliconANGLE media, Enterprise Technology Research, other guests on theCUBE and guest writers. Such statements are not recommendations by these individuals to buy, sell or hold any security. The content presented does not constitute investment advice and should not be used as the basis for any investment decision. You and only you are responsible for your investment decisions.

Disclosure: Many of the companies cited in Breaking Analysis are sponsors of theCUBE and/or clients of Wikibon. None of these firms or other companies have any editorial control over or advanced viewing of what’s published in Breaking Analysis.

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Killexams : What recession? Tech spending stays robust as digital transformation plans forge ahead

In announcing second-quarter earnings on July 18, IBM Corp. Chief Executive Arvind Krishna commented that his business is not only not showing any signs of suffering from recessionary pressures but may actually be benefiting from them.

“We see technology as deflationary,” he said. “It acts as a counterbalance to all of the inflation and labor demographics people are facing all over the globe.”

If current trends are any indication, Krishna is onto something. Amid growing fears of an economic downturn, enterprises are mostly staying the course with overall information technology spending and even increasing investments in digital transformation-related areas such as cloud migration and software as a service.

That’s a break from the past. IT budgets have historically tracked business cycles because the principal use of IT systems was to process transactions. When the volume of business fell, so did technology budgets.

But analysts who track spending patterns say this year is different. The move to cloud platforms and remote work that was accelerated by the COVID-19 pandemic demonstrated such a strong return on investment that organizations are holding the line on tech spending with expectations that further efficiencies can be gained.

Post-‘as-a-service’ recession

“This is the first post-‘as-a-service’ recession,” said Philip Carter, a group vice president at International Data Corp. “IT has moved from being capital to an operating expense. The [traditional spending] lumpiness isn’t completely removed but it’s much less of a factor.”

Fears of a recession are growing amid higher inflation, supply chain problems and disruptions triggered by Russia’s invasion of Ukraine. TD Securities USA LLC recently said there is a better than 50% chance of a U.S. recession within the next 18 months. Economists polled by Reuters rated the likelihood at 40% over the next year.

A exact IDC quick poll of chief information officers found that 80% expect a recession to arrive within the next 12 months and most believe it will last about a year, Carter said. The good news is that nearly three-quarters believe the downturn will be moderate.

Business as usual

IT budgets typically ebb and flow with the economy, but something is different this time. “It’s business as usual from a CIO spending and tech vendor revenue perspective,” said John-David Lovelock, research vice president at Gartner Inc.

Gartner’s latest forecast sees 3% growth in IT spending in 2022, down only slightly from the 4% forecast at the beginning of this year. And some line items are actually growing. The research firm sees spending on data center systems growing 11.1% this year, up from 6.4% growth last year. Software expenditures are expected to rise 9.6% and next year by 12% more.

What drags down the total is an anticipated 5% drop in spending on personal computers, printers and other consumer devices. Businesses “did a massive refresh in 2020 for work-from-home, so this year when inflation started to bite, they stuck their hands back in the pocket and paused,” Lovelock said.

Other forecasters have recently published similar figures. Forrester Research Inc. expects technology budgets at U.S. companies to grow 6.7% this year, virtually unchanged from its expectations more than a year ago.

“We see the recession as an opportunity for firms to go on the offensive rather than the defensive with their technology investments,” said Christopher P. Gilchrist, a Forrester principal analyst. “This means refocusing strategy to where value can be extended and expanded, not where costs can be limited.”

IDC expects overall IT spending to “modestly exceed GDP growth,” but notes that strong growth in enterprise systems and software is masked by a slowdown in spending on end-user computing devices. “Exclusive of devices, growth will be nearly three times GDP growth,” Carter said.

Enterprise Technology Research expects total IT spending to grow 6.6% the year, down from the 8.3% rate it forecast at the end of last year but more optimistic than most.

Out of the back office

Analysts attribute the resilience of IT budgets to three factors, of which the most significant is that organizations are now looking at technology as a source of competitive advantage rather than a back-office function.

“IT is no longer considered a cost center,” said Gartner’s Lovelock. “It is crucial to operations and customer relationships. Digital business transformation is the number one thing happening in IT right now and you can’t cut your way to it.”

A survey of more than 2,900 IT decision-makers by colocation vendor Equinix Inc. provides clues about where the dollars are going. Despite the economic uncertainty, 72% of executives said their companies are planning to expand into new geographies, supported by digital technologies.

Asked about the priorities for their technology investments, five of the top seven respondents cited tech that relates to transformative areas such as future-proofing the business, improving customer experience, accelerating innovation, improving the employee experience and digitizing the business.

More than 70% said they’re moving more functions to the cloud and 52% agreed that “our IT strategy has become more aggressive and ambitious as a result of the COVID-19 pandemic,” compared with 28% who disagreed.

“Discretionary spending such as proof-of-concept tests…could get pushed back, but businesses see more value than ever in tech that will enhance the customer experience and supply them an edge in an increasingly tight market,” The Wall Street Journal reported last month.

Forrester’s Gilchrist suggested the experience of previous recessions may have finally convinced executives that downturns are the best time to ramp up investments that can separate companies from their competitors. “Even when organizational budgets began to contract during the pandemic, IT spending expanded in the aggregate,” he said. “This phenomenon was a materialization of how IT cost structures have evolved over the past decade.”

That’s the case at Detroit-based Rocket Mortgage LLC.  “The message I hear from most of my business partners is look, this is going to be a rough year but recessions are the time to lean in,” CIO Brian Woodring told The Wall Street Journal.

At age 24, Iddo Gino has never managed a business through a recession, but the CEO of RapidAPI, which is the business name of R Software Inc., said he learned something from temporary recession caused by COVID in 2020. “It served as a cautionary tale against overreacting,” he said. “We froze hiring and marketing spend for six months. That was followed by two of the best years we’ve ever had.”

Democratized spending

The second factor is that IT spending is harder to pinpoint and manage than it was just a few years ago. A exact Gartner report asserted that line-of-business leaders in the average enterprise now spend more on transformative IT projects than the IT organization. As department heads have shouldered responsibility for the cloud software they now rely upon, budget mandates have become harder to enforce.

“Customer experience is coming from marketing and the ‘internet of things’ from the factory,” Carter said. “Digital transformation is much less of an IT budget discussion than a C-suite budget discussion.”

The third factor is that IT budgets are simply becoming harder to cut. The costs of maintaining and administering data centers and enterprise software constitute as much as 80% of the IT budget at large organizations, and shifting operations to the cloud has been shown to yield only modest savings.

“IT is so efficient and so necessary that there’s no fat left to cut,” said Gartner’s Lovelock.

A worsening skills shortage has driven up salaries and spending just to keep basic services in operation. “We have 200 open positions in the IT department globally and we can’t fill them,” the CIO at a multinational consumer packaged goods manufacturer told IDC.

The degree to which IT spending continues to hold up has become more evident this week as bellwether companies such as Microsoft Corp. and Alphabet Inc. report quarterly earnings that somewhat exceeded expectations, particularly thanks to continued high spending on cloud computing. IBM’s Krishna described the company’s pipeline as “pretty healthy,” and SAP SE attributed the better-than-expected results it reported recently to strength in its cloud business.

Although there’s a reason for optimism, the full extent of any potential recession is still unclear and plans could change. “When revenue falls and the wealth of executives evaporates as stock prices follow, how many of those surveyed will still talk a good digital game about the next best thing?” asked InfoWorld columnist David Linthicum earlier this month. “I hope priorities don’t change when everyone finds out what a hard slog digital transformation will be.”

Image: Mediamodifier/Pixabay

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Killexams : Exponential Growth Expected for Enterprise Nervous System Market With Complete SWOT Analysis by Forecast From 2022 to 2028

Worldwide Market Reports added a new research study on Enterprise Nervous System Market in its repository, which aims to offer a detailed overview of the factors influencing the worldwide business orientation and overall outlook. Enterprise Nervous System Market study highlights exact market insights with disrupted trends and breakdown of industry offering along with impact due to macro-economic and matured western countries’ slowdown. Quantitative statistics with qualitative reasoning are evaluated on the market size, % share, % growth and trending influencing factors challenge Pre and Post 2022 Impact on Enterprise Nervous System Market. With this study, you are entitled to see competitive situations showcasing leaders by % market share and the emerging players by highest growth rate.

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If you are involved in the Enterprise Nervous System market offering or planning to enter, then this study will provide you comprehensive outlook and consequential analysis of Enterprise Nervous System companies, key tactics followed by leading players, and trending segments:

The following Key Players / Companies are Mentioned in this Document:

  • Cisco
  • Vmware
  • General Electric
  • IBM
  • Fiorano Software

Market split by Types can be divided into:

Market split by Applications can be divided into:

  • IT and Telecommunications
  • Manufacturing
  • Transportation and Logistics
  • Defense and Government
  • BFSI
  • Healthcare
  • Retail
  • Energy and Utilities

“Our new sample is updated which corresponds to a new report showing the impact of Covid-19 on Industry trends”

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We have also focused on SWOT, PESTLE, and Porter’s Five Forces analyses of the Enterprise Nervous System market. Leading players of the Enterprise Nervous System Market are analyzed taking into account their market share, exact developments, new product launches, partnerships, mergers or acquisitions, and markets served.

Introduction & Scope:

This newly compiled research synopsis is a reliable reference guide to recognizing the Enterprise Nervous System market in thorough detail. The research documentation offers readers new perspectives on the Enterprise Nervous System market growth highlighting key factors such as market size and dimensions, along with trend identification and competition assessment affecting Enterprise Nervous System market development forecasts across geographies.

Global Enterprise Nervous System Market Regional Analysis:

The research study has segregated the global Enterprise Nervous System industry into segments, including product type, application, and vertical, to broaden the overall understanding of the industry. This assessment has been carried out on the basis of size, share, and CAGR. Additionally, regional analysis has been done by the experts stressing the growth potential of the key regions and countries. The report also encompasses accurate and reliable figures based on the Enterprise Nervous System consumption and production in key regions.

North America: USA, Canada, Mexico, etc.
Asia-Pacific: China, Japan, Korea, India, and Southeast Asia
The Middle East and Africa: Saudi Arabia, the UAE, Egypt, Turkey, Nigeria, and South Africa
Europe: Germany, France, the UK, Russia, and Italy
South America: Brazil, Argentina, Columbia, etc.

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The report helps in providing a wider introduction to the market and also helps in dealing with the detailed methodology of research for the calculation of the size and forecasts of the market. The sources of secondary data are used and the primary inputs are taken for the validation of data. This section also helps in the outlines the several segments that have also been covered as being a part of the report. Additionally, the Research Methodology reviews tend of providing the calculation for determining the inclinations of the global market.

Points covered in the Enterprise Nervous System market report:

✦ A comprehensive insight into key players operating in the market and their corresponding data. It includes product portfolio, annual revenue, expenditure on research and development, fluctuation in revenue gained, manufacturing plants, geographical presence, strategic acquisitions and subsidiaries, key developments in exact years, and growth strategies.
✦ Regional analysis, which includes insight into the dominant market and corresponding market share. It also includes various socio-economic factors affecting the evolution of the market in the region. It also profiles key growth opportunities for market players in the region during the forecast period.
✦ The report offers a comprehensive insight into different individuals from value chains such as raw materials suppliers, wholesale dealers, logistics, distributors, and stockholders. It also discusses macroeconomic factors in the automotive industry such as unemployment rate, recession, and rate of inflation affecting the evolution of the Enterprise Nervous System market.

How insights and forecasts from the reports could benefit you:

✤ To understand the latest market dynamics and Demand & Supply situation
✤ Gauging timing and size of R&D activities
✤ To gear up or down the production cycle to meet demand
✤ Ways to increase or decrease sales force activities
✤ Supporting & Adjust Investment/business decisions
✤ Benchmark and judge own competitiveness
✤ Assisting in allocating marketing investments
✤ Supporting company financial and cash flow planning
✤ Open up New Markets
✤ To Seize powerful market opportunities
✤ Identify Key Business Segments, Market proposition & Gap Analysis

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Killexams : The Cloud Iceberg: What You Can’t See Can Hurt You

Vice President, Head of Commercial Strategy at Expedient, one of the nation's premier hybrid cloud providers.

Organizations all over the world are in a mad rush to move to "the cloud," with an urgency only exasperated given today’s business challenges. But as I talk to analysts and travel around the country talking to CIOs and cloud leaders, most organizations seem to be struggling to get over one-third of their workloads into a hyperscale cloud.

Why is that? I believe it is primarily because of the common misperception that hyperscale = cloud.

Just like you have choices when you walk down the cereal aisle, you also have choices when it comes to your cloud providers. There are, of course, three primary hyperscale providers (AWS, Azure, GCP), and each has been designed to work at a massive global scale and architected to leverage microservices capabilities. They each have their unique strengths and weaknesses, but their primary underlying architectures are similar in the cloud-native arena, supporting high levels of variability in workloads, enabling rapid scalability and innovation, and providing unique and powerful PaaS capabilities.

These strengths work well when you are building new applications or when you are rebuilding applications as you undergo a major digital transformation. They also work when you have seasonal applications where you need the ability to rapidly scale up and down to support demand. But for the bulk of your workloads, it is like using a Ferrari to take your kids to school when a minivan might work much better.

That is what organizations who have been on this cloud journey for a while are finding out—if you choose one-size-fits-all in the cloud, the entire financial model breaks down. I liken this to a “cloud iceberg," which would look something like this:

Above The Water:

• Applications with highly variable workloads

• Net New applications

• Customer-facing applications requiring regular change

• Seasonal applications

Below The Water:

• E-Commerce applications

• Applications requiring heavy data transfer

• Core operational applications (ERP, finance, HR, etc.)

• IBM Power Systems applications

• Mainframe applications

When looking to move workloads and applications to the cloud, it's what lies beneath the surface that can really “hurt” you. That’s why I like to use an iceberg analogy. About one-third of enterprise applications and workloads work well in cloud-native environments. But this is just the tip of the iceberg. It’s the two-thirds of ice below the waterline that should keep you up at night. These are the mission-critical and core legacy applications that would benefit from a cloud operating model but are simply not cost effective when placed in a hyperscale cloud environment.

Beyond that, there are all those steady-state, mission-critical applications like your ERP in manufacturing, policy systems in insurance or electronic medical records in healthcare or your finance or HR systems in every industry. Refactoring these applications (even if possible) could take years and add minimal value to the business. For these sorts of workloads, a hyperscale cloud is typically overkill, and an alternate cloud can be just the landing spot to meet your needs.

451 Research clearly outlines this new market segment and the value of a multi-cloud approach when targeting transformation on your cloud journey. Many of these alternate clouds are specifically architected to support these "under the waterline" workload types. For example, the Virtustream Cloud is specifically architected for SAP workloads and the Expedient Enterprise Cloud, my company's cloud software, is specifically architected for VMware-based workloads. Knowing what your workload needs are and finding the right cloud to meet those needs is critically important.

Even with that, there is that “hard ice” at the bottom of the cloud iceberg: the legacy systems like mainframes and power series. To put this into perspective, there are currently 10,000 mainframes actively being used around the world, including those being used by 71% of Fortune 500 companies. These aren't the shiny new applications but the back-end digital plumbing that is the lifeblood of organizations still leveraging this technology. These are often the last workloads standing when it comes to getting you out of your data center. There aren’t many good ways to move these workloads to the cloud yet, so a co-location partner may be the best way to get you out of your data center and deliver the highest return on your cloud journey.

What I, along with other analysts, are seeing is that improper placement of these workloads comes back to haunt you in a cloud migration. This is not the time for broad proclamations and hand waving by IT leaders. Organizations need to leverage a data-driven approach to build intelligent business cases, identifying key objectives and then clearly communicating the expected benefits of this critical initiative. Remember to view cloud adoption as a journey, not a destination.


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Fri, 08 Jul 2022 01:01:00 -0500 Michael Fulton en text/html https://www.forbes.com/sites/forbestechcouncil/2022/07/08/the-cloud-iceberg-what-you-cant-see-can-hurt-you/
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