The Frictionless Enterprise: Special Research & Coverage Series

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rep or ts.informat ionweek.com
June 2014
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Special Research & Coverage Series
The Frictionless
Enterprise
Our exclusive research and insights into cloud, hybrid cloud,
and mobile technologies can help CIOs build a fully integrated,
next-generation infrastructure.
By Art Wittmann
Report ID: R7960614
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CONTENTS
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TABLE OF
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Authors Bio
Executive Summary
Research Synopsis
Frictionless IT
Old Habits Die Hard
Who Has This Nailed?
Software-As-A-Service: Inevitable
Frictionless IT: Hybrid Clouds
Whats The Challenge?
The IaaS Factor
Cloud On The Brain
From The Data Center To The Cloud
Frictionless IT: Going Mobile
The Simplicity Of Youth
Security Focuses On Sandboxes
BYOD: ITs 5 Stages Of Grief
Whats New In Mobility Management?
Mobile App Dev Strategies
Speed Is Essential
Appendix
Related Reports
The Frictionless Enterprise
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Figure 1: Origin of New Initiatives Requiring IT Resources

Figure 2: Business Needs vs. IT Delivery
Figure 3: Development Methodologies
Figure 4: IT Maintenance Budget
Figure 5: Benefits Realized Through Use of Cloud Services
Figure 6: Revenue Sources
Figure 7: Extent of Technology Use
Figure 8: In-House Apps and Services Running on VMs
Figure 9: Benefits Realized Through Virtualization
Figure 10: Extent of Cloud Use
Figure 11: Future Cloud Use
Figure 12: Technologies in Use
Figure 13: Platforms for Developed Applications
Figure 14: Resources for Internal App Development
Figure 15: Percentage of Applications for Internal Customers
Figure 16: Resources for External App Development
Figure 17: Percentage of Applications for External Customers
Figure 18: Importance of App Dev to Organizations Success
Figure 19: Job Title
Figure 20: Industry
Figure 21: Revenue
Figure 22: Company Size
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Art Wittmann
InformationWeek Reports
Art Wittmann is an independent IT analyst and writer with 30 years of experience in IT and IT journalism. Formerly, he was VP of InformationWeek Reports,
and has served as editor of InformationWeek and editor in chief of Network
Computing and IT Architect magazines. Prior to his time in business technology
journalism, he worked as an IT director for a major university.
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SUMMARY
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To succeed today, businesses need fluid integration of mobile and cloud, partners and
suppliers, developers and big data, and security and governance. Designing, building, and
deploying such a fully integrated, next-gen infrastructure will be less complex if you follow some key principles: Dont create new data silos; consider cloud and mobile as just
part of the stack. Remember: Its not mobile business, its just business. Hew to the
principle of develop once and deploy many. That means investing in reusable components, such as HTML5 and responsive design, that ensure that new client devices and
platforms dont send developers back to the drawing board. Bake in security that focuses
on the data, not the device. Add automation and use DevOps principles to manage
change.
In this InformationWeek special-focus series, well combine exclusive research and insights to help CIOs integrate all the data channels in use today.
EXECUTIVE
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InformationWeek Reports analysts arm business technology

decision-makers with real-world
perspective based on qualitative and quantitative research,
business and technology assessment and planning tools,
and adoption of best practices
gleaned from experience.
Our staff:
Lorna Garey, content director;
lorna.garey@ubm.com
Heather Vallis, managing editor,
research; heather.vallis@ubm.com
Find all of our reports at
reports.informationweek.com.
SYNOPSIS
ABOUT US
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RESEARCH
Survey Name InformationWeek Next-Generation IT Survey

Survey Date May 2014
Region North America
Number of Respondents 362
Purpose To gauge the extent to which enterprises are embracing a new approach to
information technology
Methodology InformationWeek surveyed business technology decision-makers at
North American companies. The survey was conducted online, and respondents were
recruited via an email invitation containing an embedded link to the survey. The email
invitation was sent to qualified InformationWeek subscribers.
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Frictionless IT
Should IT pros consider themselves in an existential crisis? At a time when technologys
importance in business is soaring, the IT department in most companies is not benefiting
from the klieg-light attention. In fact, as technology becomes critical to more aspects of
the business, the IT group is increasingly seen
as an obstacle to be worked around. Avanade
did a survey of 1,003 business executives, lineof-business leaders, and IT executives. The survey found that 71% of C-level executives and
business unit leaders believe they can make
technology decisions for their departments
better and faster without the involvement of
IT staff. The survey also reported that technology budgets increasingly reside outside of IT.
That sure sounds like the makings of an existential crisis to us.
But when we asked IT pros, we got a sanguine response. In our InformationWeek NextGeneration IT Survey of 362 business technology professionals done for this article, we
asked how they would describe the align-
ment between what business unit customers

want and what IT delivers. Some 73% say the
IT group is perfectly aligned or fairly well
aligned to the needs of the business. Clearly
IT pros are a bit more optimistic about their
ability to serve the business than were the ex-
ecutives in Avanades survey.

Yet even our IT pros admit that technology
leadership is slipping away from them. We
asked where new technology initiatives originated within the business. Forty-two percent
say they come exclusively or mostly from busi-
Figure 1
Origin of New Initiatives Requiring IT Resources

When new initiatives arise that require additional IT resources, from where within your organization do they originate?
Exclusively from business units
Exclusively from IT
7%
6%
Mostly from IT
14%
Mostly from business units
36%
37%
About equally from IT and business units
Data: InformationWeek Next-Generation IT Survey of 362 business technology professionals, May 2014
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FAST FACT
73%
of business technology
pros responding to our
Next-Generation IT Survey
say the IT group is perfectly
aligned or fairly well
aligned to the needs of the
business.
reports
ness units, only 37% say they come equally

from business and IT, and just 21% think IT is
the primary driver.
As we look through the survey results and
listen to tech leaders, two facts seem apparent. The first fact: IT leaders know theres a
new game afoot for using technology in business. Businesses need a faster, more-responsive IT infrastructure and delivery process.
Thats become brutally obvious, and IT leaders
are taking steps to reshape what IT does in order to fit the new omnipresence of technology. The second fact: IT leaders arent changing fast enough. And unlike at any point
before in the 40-plus years that IT has existed
as a profession, business leaders now have an
alternative to in-house IT. In fact, software-asa-service, infrastructure-as-a-service, and
other cloud offerings provide business leaders with a rich array of alternatives many of
which can be used without ITs involvement.
The pressure to do more, faster isnt a surprise to IT leaders. In our 2014 Strategic CIO
Survey, we asked about concerns for the IT organizations ability to support business goals.
Figure 2
Business Needs vs. IT Delivery

How would you describe the alignment between what your business-side customers want and what your IT team
delivers?
Bad; business users avoid IT whenever they can

Not good; IT frequently underdelivers
1%
4% 5%
Perfectly aligned
Its hit or miss
22%
Fairly well-aligned
68%
The top concern this year, just as it was in

R2013, is that IT cant implement fast enough
to meet business goals. This is followed by a
trifecta of not having: enough staff, enough
budget, and the right skills. The frustration is
palpable.
Bottom line, though, is that IT leaders need
to change their outlook and tactics, and em-
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brace today as a time of golden opportunity.

They need to borrow tactics and strategies
from digital-native businesses, and adapt
them to their needs, to create an infrastructure
thats as responsive as the company demands.
Yes, there are things holding IT back from all
it would like to do in serving and leading the
business, and certainly the demand for speed
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Research: 2014 Strategic

CIO Priorities
One hundred fifty-five IT executives weigh in on their roles, innovation priorities, budget
trends and why speed of execution matters. A lot.
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and lack of expertise should land high on the

list. But executive committees are speaking
with their dollars that they consider IT increasing critical. Our Strategic CIO Survey largely
finds healthy increases in IT budgets, with
only 16% reporting a decrease in budget, 25%
with flat budgets, and the rest reporting increases and 17% with an increase of more
than 10%. This rosy view of IT budgets, together with the knowledge that departmental spending on technology is also increasing,
indicates that for many businesses, theres sufficient money to support the technology
needs of the company. IT needs to understand
how to influence all that spending to get the
best results and frankly needs to quit whining about resources. In an economy thats still
slow in its recovery, these budget numbers
are about as good as you can expect.
Old Habits Die Hard
If left to their own methods, IT groups would
prefer that businesses bring them opportunities that demand technology for studied assessment. In a reasonably sized enterprise, the
Figure 3
Development Methodologies
To what extent are the following development methodologies in use at your organization?
Primary methodology
Secondary methodology
Do not use
Agile development
45%
30%
25%
Waterfall
31%
28%
41%
Whatever the contractor wants
20%
23%
57%
DevOps
15%
34%
51%
Base: 311 respondents at organizations developing applications for internal or external customers
IT team will assemble its best and brightest,

possibly with some outside consulting and, after6a month or so for careful analysis, come up
with a plan that calls for gold-plated systems
from your long-standing infrastructure and
software suppliers. The plan will come with a
seven- or eight-digit price tag and call for an
18- to 24-month implementation window. If
R is the mind-set youre still in, then sure, ITs
this
budget, manpower, and skill set all seem lack-
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ing, and of course new projects that get this

treatment dont make for happy business
leaders.
Were not saying that using your established
vendors is a bad idea. They are proven, they are
stable, they are moderately responsive (commensurate with the size of your checkbook),
and by keeping your list of vendors relatively
short, youve created substantial expertise in
making their products work together. That
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made them good choices for critical, longterm production systems. The problem is that
many of the things that make systems and
software from these vendors as well as a
methodical IT process for implementing them
a good choice for critical production systems also make them a really bad choice when
youre trying to capitalize on a near-term business opportunity with an unknown ROI.
These near-term business opportunities are
precisely where IT and the business unit leaders misalign. The thing
that most IT executives
Near-term business opportunities
do best is manage
with unknown ROI are precisely
down their risks. CIOs
pay top dollar for namewhere IT and the business unit
brand technology and
leaders misalign.
believe its generally
worth it because they
do have limited staff and that staff has specific
but limited expertise. Each team within IT
monitors its respective systems and keeps
them up to date with little or no concern for
what other teams are doing. So when its time
to tackle new initiatives, of course it takes
months to figure out how to do it. Even if you

have enterprise or IT architects on staff, getting
down to a design you can price out and a system that everyone agrees to run simply takes
time. Meanwhile, that line-of-business customer is off looking at other ways to capitalize
on this urgent, newfound opportunity.
Again, the thing thats changed is that
those line-of-business customers now have
good alternatives.
Who Has This Nailed?
Lets take a look at it from a different point
of view. There are certainly companies for
which a focus on technology and the ability
to rapidly seize business opportunities is critical. The two most-celebrated classes are Silicon Valley startups, which typically use the
cloud as their launching point, and hyperscale
Internet companies that eschew hardware
and software from the typical vendors in favor
of their home-brewed systems.
Its wrong-headed to advise the typical midsize, or even enterprise-sized, company to remake itself in either of these images, but there
are things to learn from both in terms of how

IT can become a better business partner. For
startups and for hyperscale companies like
Google, Amazon, and Facebook, the biggest
risk in seizing new business opportunities
isnt that the technology required will fail, its
that the opportunity doesnt turn out to be as
lucrative as hoped. The goal is to get in quick,
test the business concept fairly cheaply, and
then see whether the market opportunity is
big enough to warrant a major investment.
Take the example of Zynga. The Internet
game business is as tough as they come. The
company needs to predict the fickle desires
of Internet social gamers and produce what it
hopes will be the next FarmVille, Angry Birds,
or Words with Friends. The company started
out with its own infrastructure, servers residing in hosting facilities. The model worked until FarmVille came along in 2009, and the company wasnt prepared for the enormous
success. Acting quickly, Zynga shifted FarmVille, and eventually all of its operations, to
Amazon Web Services.
After careful analysis, the company realized
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it would be more profitable to recast its own

infrastructure as a cloud and bring its most
successful games back onto its own hardware.
The result is a business model worth considering for many companies and many applications. Zynga uses the public cloud for rapid
deployment and proof of concept for new
games. Zynga can leave the game in the public cloud until it has a handle on how big it will
be. If its another FarmVille, it can resource for
that. If its a dud, it can kill it before the company has spent too much money on it.
For more typical businesses, there are good
lessons to be learned here. First, if time is of
the essence for capitalizing on a business opportunity, the public cloud is your friend. In
2009 Werner Vogels CTO of Amazon and
the father of its AWS infrastructure-as-a-service spoke at the InformationWeek Conference. One person in the audience of CIOs and
VPs of IT asked whom Vogels meant when he
referred to his customers. Developers, was
Vogels one-word answer. The environment is
geared for developers to rapidly create new
applications and to scale them. Its perfect for
Figure 4
IT Maintenance Budget
Approximately what percentage of your IT budget is spent to maintain existing services?
Less than 20%

Dont know
13%
More than 90%
4%
5%
20% to 40%
16%
9%
81% to 90%
41% to 60%
27%
26%
61% to 80%
startups that havent invented their own enR

vironment,
and its perfect for enterprises that
have self-contained projects that require a
good bit of resources but arent highly dependent on the rest of the IT infrastructure.
Amazon has won a lot of business with that
definition, but our data also shows that a lot
of potential customers dont see a clear path
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for how to use infrastructure-as-a-service offerings like AWS. In our Strategic CIO survey,
we ask respondents about plans for incorporating the public cloud into their technology
infrastructure. In 2013, 14% said theyd already incorporated public cloud, 21% said
theyd do in the next 12 months, and 27%
said theyd do it in 24 months. By those figJune 2014 10
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ures, this should be a big transitional year for

the public cloud, with around one-third of
companies using public cloud. It didnt happen, and instead, the numbers are nearly the
same in 2014: Only 18% have already done it,
20% say its a year away, while 23% say its 24
months away. There are good intentions, but
little movement into IaaS, and its been that
way for years.
To make progress, IT leaders must think of
the cloud differently. While most IT architects
get that it can be powerful place for test and
development, it often feels like the applications will end up stranded in a public cloud
and thus the lackluster adoption. But just as
Zynga starts apps in the cloud with the intention of bringing them back on its own hardware, so can you. Whether you carve out part
of your infrastructure and structure it more
like your public cloud service of choice, or you
simply put restrictions on your cloud use
such as avoiding AWS-specific features for
which your own infrastructure has no analog
that facilitate bringing software developed
there back into your environment, the cloud
Figure 5
Benefits Realized Through Use of Cloud Services

To what degree have you realized the following benefits by using cloud services? Please use a scale of 1 to 5, where 1 is
no improvement and 5 is significant improvement.
1 No improvement
Significant improvement 5
Improved infrastructure fault tolerance
3.4
Eased IT staff workload
3.2
Improved app performance
3.1
Quickly deliver new apps to internal customers
2.9
Quickly deliver new apps or new features to external customers
2.9
Improved customer relations through new or better apps
2.9
Create new revenue streams for the company
2.5
Note: Mean average ratings
Base: 172 respondents at organizations using cloud services
can be a great way to give your business the

edge it needs for rapid development.
Those with a more conservative bent are
asking themselves questions like What about
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security? and What about availability?

Those are really good questions, and your basic design methodology should offer some
answers. Fundamentally you should use enJune 2014 11
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cryption, a scale-out design, and orchestration

software so that things like security and availability happen as part of the development
process. But more importantly, those arent
necessarily the questions to be primarily concerned with at this point. Even if you bar the
cloud, developers will happily ignore questions about security and availability as they
pack in the features that the line-of-business
customer wants, doing it quickly through Agile development techniques. And at the outset when you dont even know if the business opportunity is real or how exactly to
capitalize on it thats OK.
The main question to answer at this point is
whether theres truly a business opportunity
at hand. As the answer to that becomes apparent, its time to do the hard work of figuring out security, performance, availability, and
the other things that will make this service
bulletproof. What were addressing here is the
need for speed and proof of a real opportunity thats what that 71% of dissatisfied executives in Avanades survey are looking for
and not getting from IT.
Figure 6
Revenue Sources
To what degree do the following represent revenue streams for your organization? Please use a scale of 1 to 5, where 1
is, not a revenue stream and 5 is substantial revenue stream. If your organization is not using a particular technology,
please select "not in use."
1 Not a revenue stream
Substantial revenue stream 5
Browser-based applications
2.9
Applications delivering identical capabilities across many platforms
2.6
Conventional analytics improved through new technologies like in-memory databases
2.5
Applications developed natively for mobile platforms
2.3
Extensive presence on social networks and marketing and customer support
2.2
Hadoop-style big data analytics
2.2
Software-As-A-Service: Inevitable
Development isnt the only place where the
public cloud should play a role in helping IT
to be more responsive. Software-as-a-service
plays a surprisingly light role in the eyes of
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CIOs. In 2013 22% of CIOs said they had a major initiative in place to increase use of SaaS,
and that percentage is 20% in 2014. Doesnt
that strike you as odd? It may be partially due
to the way the question was asked, but it
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seems impossible to believe that less than a

quarter of businesses use SaaS.
Take marketing departments, where SaaS is
the dominant form for strategic platforms. If
theyre big believers in a digital strategy, then
theyre going to use something like Marketo
or Eloqua to track their email and online programs and nurture their leads. If theyre notquite-so-big believers, then perhaps Adobes
Omniture is good enough. Mildly interested,
then Google Analytics might do the trick. And
if theyre not interested in any of those? You
need a new marketing department.
SaaS apps are potentially everywhere. Box
or Google docs or HR apps or sales-force automation or analytics services or spam filtering, or dozens of other nonstrategic services
are probably being provided by SaaS somewhere in most companies. And if not, then
they should be. In our CIO survey, we asked
what prevents the IT team from innovating for
the company. Seventy percent cite a focus on
day-to-day IT operations, and nothing else
comes close the second most-cited concern is lack of budget, cited by 45%. SaaS is a
way out of at least some of the day-to-day operations issues.

IT teams must be involved in picking the
right SaaS products and integrating them in
to the existing authentication system, so that
administration is straightforward and security
is acceptable. But for that to happen, IT must
assert itself and prove to business units it has
something to offer, or else SaaS will continue
to sneak into the company without ITs approval. A quick look at the marketing for any
SaaS product will show that those vendors
arent marketing to IT. Theyre marketing to
the end user whether it be sales, marketing, HR, or some other function within the
company. IT organizations need to find ways
to say yes to SaaS, because it can lighten the
day-to-day workload, and also benefit the end
users by providing a regular flow of updates
and enhancements without ITs involvement
in the way that on-premises software would
require.
The public cloud remains a lightning rod
topic among IT pros. Some will swear that its
the only way services should be delivered,
and some believe cloud computing is the

least useful thing to come long since the ASP
craze of the previous decade. Both extremes
are wrong. But whatever the public cloud will
eventually be for IT operations, right now it is
an excellent tool to have at your disposal, and
one that you must learn how to use effectively for your organization.
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Frictionless IT: Hybrid Clouds

Anyone whos ever set up a virtual machine,
and many who havent, can understand the
nirvana appeal of the hybrid cloud that virtualization inspires. A pool of virtual machines
running in either the public cloud or a private
cloud, and all monitored and managed from
one software console, gives IT pros the ability
to configure and reconfigure their resources
without physically touching a thing. And just
as important, they can manage an app
through its life, from development to deployment to maintenance and enhancement to
retirement all without ever stepping foot
in a data center.
Thats the ideal scenario. Everyone from developers to testers to server and storage operators to security teams uses the same orchestration software to manage applications
and resources, whether its adding features,
optimizing performance, ensuring integrity
and security, or minimizing cost and downtime. Through a close partnership among
these teams, new features can be rolled out
on a regular basis and applications can be

moved from private to public clouds and back
again, all with a few mouse clicks.
Achieving this ideal, however, means completely remaking your environment, and the
skill set and attitudes of your teams some-
thing thats nearly impossible in the short

run. But like every transition IT has ever
made, the important thing is to start the
process and show that your new methodology and technology have merit. For the hybrid cloud, increasingly there is a hard return-
Figure 7
Extent of Technology Use

To what extent are the following technologies in use at your organization?
Extensive use
Limited use
Testing/evaluating
No use
Server virtualization
72%
19%
4% 5%
Storage virtualization
44%
34%
11%
11%
Network virtualization
24%
38%
17%
21%
Private cloud architecture
21%
30%
22%
27%
Hybrid cloud architecture
10%
26%
24%
Base: 287 respondents at organizations using server, storage, and/or network virtualization
40%
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on-investment proof point, even before you start factoring in the hard-tomeasure value of improving the responsiveness of IT for the business.
Figure 8
In-House Apps and Services Running on VMs

What percentage of your in-house applications and services are currently run on virtual machines? What do you
estimate the percentage will be in two years?
Currently
FAST FACT
72%
of Next-Generation IT Survey
respondents say they have
server virtualization in
extensive production use,
but only 21% have a private
cloud in extensive use.
In two years
Whats The Challenge?

Less than 20%
IT teams have two avenues of pursuit
19%
in their quest to be a better business
10%
21% to 40%
partner, and the hybrid cloud can con15%
tribute to both. First, they must find
8%
ways to be more immediately responsive to the needs of business partners. 41% to 60%
19%
In both our 2013 and 2014 Strategic
13%
CIO surveys, the No. 1 lament among
61% to 80%
CIOs was that they simply cant imple19%
22%
ment fast enough to satisfy the busiMore than 80%
ness. The second avenue is to improve
28%
IT efficiency to cut IT operating
47%
costs, or at least do considerably more
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for the company with the resources
that it has.
More with less is a refrain that IT pros are old refrain, though. In one way or another the ganization. Gone will be storage growth of
plenty familiar with, since C-level execs have Internet of Things juggernaut, along with the 30% to 50% more a year, and in its place will
been saying it for as about as long as there desire to apply analytics to everything the be storage needs that increase by factors of
have been CIOs. Theres new urgency to this business does, will eventually hit your IT or- four and five times a year. Throw in the sysJune 2014 15
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tems to process all that good data, and you

have a challenge that IT cant possibly meet
with the way it currently does business.
But it gets better and by better, we mean
worse. The marketing department has its eyes
firmly set on your turf. In IDCs Top 10 CMO
predictions for 2013, prediction five states
that 50% of new marketing hires will have
technical backgrounds. With all that will come
a new title, that of chief marketing technologist. Feeling queasy yet?
A hybrid cloud architecture isnt going to fix
all these problems, and we wouldnt be so
cavalier as to suggest that, but it can certainly
help. Forward-thinking IT architects get this,
and even in Fortune 500 companies, theyre
realizing that in order to meet the needs of
the data and technology onslaught thats
about to come, everything possible that can
go will need to move into the cloud.
Before getting into the particulars of the
challenges of hybrid clouds, its worth taking
a look at just how well IT is doing on the foundation for the hybrid cloud which our data
shows is in the very early stages.
Figure 9
Benefits Realized Through Virtualization

To what degree have you realized the following benefits through your virtualization efforts? Please use a scale of 1 to 5,
where 1 is no improvement and 5 is significant improvement.
1 No improvement
Significant improvement 5
Better use of resources
4.0
Better able to meet the needs of internal users
3.7
More reliable service
3.6
Easier to manage than nonvirtualized infrastructure
3.6
Faster deployment of new applications and app revisions
3.3
Improved development and test results
3.2
Better able to meet the needs of external customers
3.2
In our survey of 362 business technology

pros for this report, we asked about the use of
virtualization, and 79% are using some form
of virtualization. Of those, we asked what percentage of in-house applications and services
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are running in virtual machines. Almost half

say that more than 60% of their apps are virtualized. One-third say less than 40% are virtualized. In two years almost half expect to be
at 80% of apps virtualized. The primary beneJune 2014 16
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FAST FACT
79%
of respondents to our
Next-Gen IT Survey say
they use some form of
virtualization.
reports
fit reported for virtualization is better use of

resources in other words, the payoff from
consolidation.
The majority of virtualization users have not
gone deeply into creating a private or hybrid
cloud. While 72% have server virtualization in
extensive production use, only 21% have a
private cloud in extensive use, and just 10%
report extensive hybrid cloud use. Much of
the hesitation for virtualization resides in
smaller companies. One consultant to SMBs
put it this way: Our client base is still highly
resistant to many virtualization/cloud ser vices development aspects. We are primarily
still in testing and light usage phases at the
present, but promoting services such as Salesforce.com as potential entry points for our
clientele.
Among the companies ranked in the InformationWeek Elite 100 this year, just 15% say
theyre able to switch between a public cloud
and in-house data center based on demand;
43% have no plans to explore that option.
Thus for many organizations, moving to a hybrid cloud is still years off.
That makes todays hybrid cloud users

early adopters, and one of the primary pieces
theyve found missing is good management
software to make their hybrid cloud a reality.
Or at least the good software they have
found comes with a steep learning curve.
Many have spent significant time and money
to build a private cloud based on VMware
vSphere only to find that vCloud now only
a year old is an expensive and less mature
infrastructure service than those offered by
Amazon, Microsoft, and even Google. In our
recent Hybrid Cloud Survey, only 7% of those
who say theyre using the public cloud report using vCloud Hybrid Service.
The IaaS Factor
The statistics around public infrastructureas-a-service usage tell another important
part of the story. Gartner recently released its
report on hybrid clouds and found that Amazon Web Services had a near monopoly with
more than 80% of the market. However, when
we asked about public cloud usage as part of
InformationWeeks Hybrid Cloud Survey,
among hybrid cloud users or planners, the

top answer was Azure (48%), followed by
AWS (39%), Google (23%), and Rackspace
(15%). Our poll only asked about usage, it didnt ask about the quantity of use. So AWSs
users could be much larger users than Microsofts, Googles or Rackspaces. It also appears that Microsofts software + service
strategy is appealing to early hybrid cloud
adopters.
Microsofts Windows Azure Pack contains all
of the necessary pieces and parts to make
your data center look like Azure, with the
same self-service management portals and
API services. In choosing that route, Microsoft
has taken the opposite approach to VMware,
which created its vCloud to look like and be
accessed from the same tools that enterprise
ops teams are used to for their noncloud data
center infrastructure. Azure Pack is intended
for large IT organizations that serve a wide variety of business units or for service providers
that want to provide their own cloud services.
To serve the needs of these audiences, Azure
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cluding resource tracking and billing.

While Microsoft gets bashed for its lack of
foresight with smartphones and tablets, its
data center strategy is sound and something
that only it could pull off. The company will
help you build a private cloud or your own
public or semipublic cloud, and while it would
certainly like you to use its public cloud, it gets
paid no matter which route you take. So while
Amazon has the market share, it also continues to struggle to show the sort of profits that
Wall Street wants. Meanwhile, Microsoft has
made the hybrid cloud into one more software sales opportunity, something it knows
how to exploit.
That isnt to say that Amazon is satisfied with
its commanding early lead in the public cloud.
The company is well aware of VMwares dominance in the data center and the potential that
represents as enterprise IT architects turn more
seriously to hybrid clouds. In late May, Amazon
announced AWS Management Portal for vCenter. The product is a plug-in for vCenter that allows operators to launch workloads from their
VMware management console into the AWS
Figure 10
Extent of Cloud Use

To what degree does your organization use these cloud services?
Extensive use
Limited use
Testing/evaluating
No use
Software-as-a-service (SaaS)
31%
45%
13%
11%
Platform-as-a-service (PaaS)
17%
31%
19%
33%
Infrastructure-as-a-service (IaaS)
16%
30%
17%

cloud. The interface will be familiar to vCenter

jockeys, and more important than that, access
control and authentication are handled
through integration with Active Directory. Administrators
can create a directory structure
6%
within their AWS cloud and assign rights to
users within their organization. So ops users
might have access to and responsibility for a
production part of the tree, while developers
and testers would have access to their part of
R7960614_Nextgen_chart16
the tree. That makes it an easy matter to import
VMware images to Elastic Compute Cloud.
37%
R7960614/16
Cloud On The Brain

IBM, too, has seen that the hybrid cloud is increasingly on the minds of its customers. Its
SmartCloud Enterprise+ is intended for its existing large-enterprise customers who are interested in cloud architectures but who demand IBM-like service-level agreements
(99.95% in this case). The product has recently
been renamed IBM Cloud Managed Services,
and unlike most of the cloud offerings weve
discussed here, its less about a highly automated on-demand self-service model, and
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more about the SLA and its support for regulated environments such as HIPAA and PCI.
IBM works with AT&T to offer preconfigured
WAN and VPN services. In short, its for big
companies with deep pockets and demanding needs.
To augment its Cloud Managed Services,
IBM purchased SoftLayer for a cool $2 billion
last June. SoftLayers business model is the
opposite of IBMs Cloud Managed Services. It
is highly automated, web-centric, and aimed
at SMBs. The thing that sets it apart is that it
also offers very good SLAs, and will offer baremetal servers for those who are cloud oriented and would rather use a managed service. Originally based on CloudStack, SoftLayer
now offers OpenStack services as well, such as
Swift object storage. It doesnt appear as
though IBM plans to assimilate SoftLayer in its
typical Borg-like fashion. Rather, it is helping
the company expand its operations so that
between SoftLayer and IBM CMS, it has a
high-end offering that should be attractive to
any company regardless of size, as long as
what its looking for is more of a managed
Figure 11
Future Cloud Use

Looking ahead two years, to what degree do you estimate your organization will be using these cloud services?
Extensive use
Limited use
Testing/evaluating
No use
Software-as-a-service (SaaS)
56%
36%
5% 3%
Infrastructure-as-a-service (IaaS)
38%
35%
12%
15%
Platform-as-a-service (PaaS)
35%
35%

service with high-end SLAs and less of a selfservice cloud portal.

As the vendors jockey to provide you with
the best single point of management for both
your
6% private and public cloud needs, its important to be aware of what is and isnt possible in a hybrid cloud. If your typical virtual
machine image is in the 20 to 50 GB range,
then theres obviously no way to just click a
mouse and seconds later have that image
move from running in your data center to running in the cloud. Moving images of that size
13%
17%
R7960614/17
will typically take hours even if you have

big, fat Internet connections, because the
public cloud provider is likely to slow the
process down a bit. Not to mention youll be
using that pipe for other things.
Automating workload mobility is a big part
of the puzzle, but an even bigger part is
identifying the workloads that you think
might run in both the public and private
clouds, and finding a way to keep images
consistent between the two environments.
As is often the case, its not the computing
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resource thats the hard thing to figure out

in a hybrid cloud, its the storage. Getting the
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right images and the right data in the right
place at the right time is not a trivial matter.
Greg Ness, VP of marketing at CloudVelocity,
a startup attacking the problem of hybrid
Download
cloud automation, describes the problem
this way: All of these public and private
cloud data centers are like airports, but we
dont run planes between them. Its more
like Pony Express.
Subscribe
As the vendors jockey to provide
The issue is compounded by the nature
you with the best single point of
of the object storage armanagement for both your
chitecture used almost
private and public cloud needs,
universally in IaaS envibe aware of what is and isnt
ronments. With an object store, the only oppossible in a hybrid cloud.
erations available are
create, read, and delete. Theres no way to append to an existing object. If you need to
change it, you create a new instance and
delete the old one. So, clearly creating a VM
image as a single object is a bad idea. A big
part of what automation software must do is
manage consistency of content between the

various storage systems in use in the private
and public cloud.
From The Data Center To The Cloud
CloudVelocity is one of a handful of companies addressing the problem. The companys
original and continuing idea is to manage the
migration of workloads both virtual and
physical from the data center to the cloud.
An obvious application, and one with an immediate ROI, is to use the cloud for disaster recovery. Every IT team worth its pay realizes
that critical systems need to be deployed at
least in an N+1 architecture. If your daily operations require three data centers, youd better have a fourth, just in case. The bill for doing
this has given many a CFO cause to reach for
the Rolaids bottle. Its a bit like saying that to
ensure the smooth and continued operation
of your family, you need a second house just
outside of a local disaster zone.
The N+1 architecture, when done with real
data centers or even with services from the
likes of SunGard, is an expensive insurance
policy, so the idea of using IaaS for backup is

intriguing. By using AWS and mirroring
changes in storage systems as they happen,
CloudVelocity claims it can reduce the cost of
disaster recovery sites by more than 50%. As
with most startups, its initial challenge was
convincing anyone that it could be done. Its
now done that and claims that for one major
customer it was able to migrate 6 TB of apps
and data over seven days. While thats an impressive enough feat to get the company
Gartners Cool Vendor designation in its annual disaster recovery roundup, its a far cry
from push-button instant migration.
As with most things that IT tackles these
days, software and particularly automation
software is a key to capitalizing on new architectures like the hybrid cloud. But just as
important is a fundamental understanding of
the new architecture and the shift in how
teams work. To a certain degree, that unique
and indispensable star performer on the IT
team, the one who could fix Cisco, Linux, or
Oracle problems solely on intuition and hardearned knowledge, must disappear in favor of
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automation software that can manage systems many times larger than one person or a
small team could ever master. But in another
sense, the new star performer will be the one
who gets how and when to put to an application in the cloud, and how and when to mirror
data in the private and public cloud.
Were seeing the Internet of Things and the
analysis of everything, and the mobilization of
the workforce and customers, and the democratization of technological awareness in the
form of that chief marketing technologist and
others like him, all come together. As they do,
companies will need architects and other IT
leaders who can see beyond the grind of ITs
usual work and capitalize on automation and
the cloud to satisfy the needs of the business
without breaking the budget.
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Frictionless IT: Going Mobile

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In most companies support of mobile devices hasnt been ITs finest hour, particularly
when it comes to helping employees use
new devices. In fact, the process of embracing mobility for workers in many companies
follows painfully close to the Kbler-Ross
model of the five stages of grief denial,
anger, bargaining, depression, and acceptance. The process has been far from the
warm, welcoming embrace IT has given to
technologies such as virtualization or solid
state storage.
When it comes to mobile support for external customers, though, IT leaders are of an entirely different mind. For customers, IT has
jumped at the chance to build mobile apps
and support connections via smartphones
and tablets, seeing this new link as the best
thing IT can build to contribute to the companys digital strategy.
Supporting a mobile workforce and connecting to a mobile customer base both are
critical to companies looking to build what
Figure 12
Technologies in Use
Which of the following technologies are in use at your organization?
Applications developed for internal customer use (i.e., for other employees)
79%
Server, storage, and/or network virtualization
79%
Applications developed for external customer use
56%
Cloud services, including IaaS, PaaS, and SaaS
48%
Note: Multiple responses allowed
were calling frictionless IT an IT strategy

and infrastructure that would allow companies to quickly react to new opportunities. Because mobility for internal users has taken a
markedly different path to acceptance than
mobile customer support has, well look at
each separately. However, elements of the mobile strategy can and should be universal,
even if the goals arent.
R7960614/1
The Simplicity Of Youth

Its hard to fault the grief process reaction to
bring-your-own-device smartphone policies.
Prior to BYOD, most IT teams had it down. Lots
of people got laptops from the company, complete with security and management software.
Fewer people got BlackBerrys from the company, but the built-in security and management
and limited browsing capability made the
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FAST FACT
86%
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of respondents to our
2014 Mobile Security
Survey said it is OK to
store company data on
company-owned devices.
Next
BlackBerry pretty easy to manage. The iPhone,

iPad, and Android devices changed that in an
instant. IT went from supporting two or three
end-user systems to five or six or perhaps
dozens, depending on how you approached
Android. And from ITs point of view, the company got very little in return. Workers just got
to use a fancier device of their choosing.
According to our 2014 Mobile Security Survey, two-thirds of organizations have a mobility policy that allows employees to bring their
own devices. A similar percentage said they
had such a policy in 2013. Policies are split between allowing a limited range of devices
(46%) and letting users bring any device as
long as they agree to abide by the companys
policies (43%) and the trend is toward supporting only a limited range of devices.
Policies differ significantly between company-owned devices and personally owned
ones. For company-owned devices, 86% of respondents said it is OK to store company data
on the device, though 41% require the use of
an encrypted container. For personally owned
devices, only 53% said it is OK to store com-
Figure 13
Platforms for Developed Applications

For which platforms do you develop applications?
Primary platform
Secondary platform
Do not develop apps for platform
Windows
84%
11%
5%
HTML5
29%
34%
37%
HTML4
26%
36%
38%
iOS
14%
38%
48%
Android
12%
37%
51%
Mac OS
7%
31%
62%
Windows Mobile
6%
29%
65%
pany data, with a third requiring the use of encrypted containers.

This huge gap between letting data on company-owned versus personal phones is a bit of
R7960614/10
a head-scratcher. ITs main concern for mobile

devices is that theyll be lost or stolen (72%), followed by users forwarding data to cloud-based
storage like Google Drive or Dropbox. Whether
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or not the device is owned by the company, it

can easily be left in a cab or at a restaurant. Policies around security need to be shaped around
the data people are using, not based on the device or who owns it.
The goal for IT should be the ability to say
yes to allowing data on most any mobile device; if business users have a legitimate use,
then they should have access to their data. After all, its their data, not ITs. Policies on encryption and the shareability of data need to
be predicated on the datas nature and value
to the company. IT needs to look on security
at the device level as enabling data access.
Unfortunately, while that mindset leads to a
good consistent policy, device makers are
now going to extra lengths to make their devices safer. All in all thats a good thing but
when each device maker gives IT a different
set of protection mechanisms, its all but impossible to craft and enforce a consistent policy. The bottom line is that youll need some
sort of enterprise mobility management software that works on all devices and operating
systems that youre going to support.
COMING AROUND
BYOD: ITs 5 Stages Of Grief
enial: No, you cant bring your iPad

into the office. The company policy
is we only support company owned
devices. Period.
Anger: What do you mean you still
brought your iPad in and loaded sales presentations on it? And who gave you email
access?!?
Bargaining: OK, you can bring your iPad in,
but we will manage it as though we own it.
Youll be subject to our password policies,
well be able to remotely wipe your device,
and youll abide by our acceptable-use policies. And you can only do email on it; were
not porting apps to that thing.
Depression: These iPads are impossible
Security Focuses On Sandboxes

Before we get into the latest trends, its
worth reviewing the dominant approach to
security. Most all security products deploy on
to secure. Executives want to view the companys most closely held private data on
them, and then they leave the things in a
cab to the airport. Were going to end up on
the front page of the WSJ, and not in a
good way.
Acceptance: We need to manage iPads as
part of our overall data-centric security strategy. I bet people would like to get their enterprise apps on these. What about analytics
dashboards? What could our sales team do
if we put all our product data on these? Its
time to form a team, choose a management
approach, and find ways to make these
things a business advantage.
Art Wittmann
the mobile device a container or sandbox in
which enterprise apps run. There are dozens
of players in the mobility management market these days. The major difference between
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these vendors is whether the sandbox is applied an app at a time or is a permanent space
carved out on the device. The drawback to the
container method is that you can end up with
a limited set of applications that will run in the
container.
Some vendors wrap familiar email and calendaring apps that are native to the device
so that users will have two instances, one for
work and one for personal use. Other vendors provide enterprise apps for things like
calendaring and email so that the experience for enterprise use is different than for
personal use. Depending on the nature of
the users needs, that might be just fine, but
certainly some power users will want a broad
set of native tools for which the device is
known.
A subset of products uses the acronym
MAM for mobile application management
(sometimes with an E thrown in there for
enterprise). These systems wrap a broader set
of applications in a container that allows IT to
grant or revoke access to the application and
wipe just its data as it sees fit. These systems
Figure 14
Resources for Internal App Development

What resources does your organization use to develop unique applications for internal customers, that is, other
employees?
Other
1%
We have a team of in-house
developers for this purpose
39%
We use contractors and
in-house developers
50%
10%
We contract with outside developers

to create such apps
Base: 287 respondents at organizations developing applications for internal customers

help manage licensing as well as data access
and can be useful when roles or project participation changes regularly and dictates
which applications can be accessed. Other
systems seek to limit what the device can do,
including limiting the function of the camera
and email attachments.
R7960614/6
Whats New In Mobility Management?

Particularly in BYOD uses, its critical that the
security software in use be able to distinguish
between what is personal data and what is
corporate data. A couple years ago, this was a
hard feature to find, but now its becoming
commonplace. Forcing corporate policies on
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personal data is a recipe for unhappy employees, so increasingly vendors are trying to offer
options to keep personal and company data
separate.
Tizen, the operating system co-developed
by Samsung and Intel, is just now coming to
market and is said to use hardware virtualization to provide highly secure containers that
are a native concept to the operating system.
At present iOS and Android cant do this. Because of its improved security, Samsung has
suggested that the OS will be appropriate for
organizations with special regulatory requirements such as PCI and HIPAA, but its so new
that there really hasnt been a chance to evaluate these claims.
Since Intel has been involved in the development of Tizen, which is just now available
on the Samsung Z, it seems a safe bet the
phone is using an Intel chip though we
couldnt find confirmation of that at publication time. That means its a new task for developers to bring apps to the OS or that
they must use a compatibility shim. Infraware
offers one called Dalvik, but it too is quite
Figure 15
Percentage of Applications for Internal Customers

What percentage of your applications are for internal customers?
Less than 20%
100%
11%
13%
20% to 40%
81% to 99%
17%
22%
14%
23%
41% to 60%
61% to 80%
Base: 287 respondents at organizations developing applications for internal customers
new. Whether Tizen will be an issue for IT
planners remains to be seen. It appears that
the OS was designed to address shortcomings of Android and iOS, but even with the
largest handset maker behind it, that doesnt
guarantee success.
Samsung also offers systems for separat-
R7960614/7
ing business and personal data on Android

and iOS phones; it upgraded its Knox enterprise mobility management earlier this year
and now supports cloud delivery of EMM
management.
Google got in on the act in May when it said
it was acquiring Divide (previously known as
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FAST FACT
79%
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of Next-Gen IT Survey
respondents said they
develop apps for internal
customers, while 56% are
creating them for
external customers.
Next
Enterproid), whose enterprise mobile management system also is called Divide. Divide
takes the container notion one step further by
giving the phone a dual persona complete
with multiple phone numbers, message
queues, and so on. Google was an early investor in the company, participating in A
round financing. Googles purchase is timely
as chipmaker ARM has incorporated hardware virtualization support into its latest designs, and chips supporting such divisions are
now coming to market. In the same way hardware support spurred virtualization performance in the server market, its likely to have
the same effect on mobile devices.
Along with some stellar technology, the Divide purchase gives Google the companys
founders, who were previously executives in
charge of mobility and security at Morgan
Stanley. Along with the dual persona capability,
Divide provides business-appropriate apps for
calendaring and email. With the purchase, it
looks like Google may finally be getting serious
about creating a more enterprise-friendly version of its mobile operating system.
Figure 16
Resources for External App Development

What resources does your organization use to develop unique applications for external customers?
Other
1%
We have a team of in-house

developers for this purpose
41%
We use contractors and in-house developers
48%
10%
We contract with outside developers
to create such apps
Base: 201 respondents at organizations developing applications for external customers
When you start talking about virtualization
at the device level, VMware of course pops to
mind. It is active in this market with its Horizon product. (One of its early deals was with
carrier Verizon, leading to the unfortunate
combination Verizon Horizon Mobile. Cant
make this stuff up.) Horizon seeks to offer
R7960614/8
end-user device management across laptops,

smartphones, and tablets. It also can provide
a dual persona phone, thus the need to work
with Verizon to manage the phone numbers.
Horizon also includes other typical enterprise
security features like encryption and usage
logging. Horizon is fairly expensive, starting at
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$125 per user for a perpetual license. Other

products will typically run $45 to $70 a year
per user.
VMware also completed its purchase of AirWatch in February for about $2 billion in
cash and stock, which gives the company on
one hand a proven EMM and MDM product
(AirWatch along with Mobile Iron came on
top of Gartners EMM magic quadrant). On
the other hand it sows some confusion with
the purchase of the highly successful AirWatch and no clear statement on what will
happen with Horizon Mobile.
Figure 17
Percentage of Applications for External Customers

What percentage of your applications are for external customers?
100%
Less than 20%
3%
81% to 99%
21%
19%
61% to 80%
11%
23%
20% to 40%
23%
Mobile App Dev Strategies

Security is a big piece of what companies
want in mobile management, but its only one
piece. Data on mobile devices really requires
an application for it to be useful. Plowing
through a spreadsheet on an iPhone is not
too productive; you need an app, either HTML
based or native, if people are actually going
to use data productively. In our Next Gen IT
Survey, conducted for this article, 79% of respondents said they develop apps for internal
41% to 60%
Base: 201 respondents at organizations developing applications for external customers
customers, while 56% are creating them for
external customers.
Whether the customer is internal or external
bears heavily on the approach IT takes to creating apps. Most respondents in our survey
are still creating Windows apps for internal
customers to use on laptops. For external cus-
R7960614/9
tomers the focus is on the web as a way to

universally support devices, and for informational websites augmented by platform-specific development. That makes Windows the
primary delivery platform; the No. 1 secondary
delivery platform is iOS (38%), followed by Android (37%) and HTML4 (36%) and HTML5
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(34%). So for all the talk of a mobile first development mindset, companies arent quite
there yet particularly for internal users.
However, when asked about contributors to
business success, respondents to our Digital
Business Survey at large companies ranked
mobile apps for customers as their No. 1 contributor, with e-commerce websites coming in
second, followed by informational websites
for customers.
The importance of mobile apps is widely
agreed upon, then, but the debate about
whether to use native development or HTML
and JavaScript for end-user presentation is
one where reasonable people will differ.
Both have obvious benefits and drawbacks.
Native development will provide better access to the unique features of each device,
and apps will perform better. However, theres
a constant need to do maintenance to keep
up with native OS changes in functionality
and style. Apps that arent maintained quickly
show their age. Then theres the question of
where to stop. Android and iOS will certainly
get you most of the market, but Tizen could
Figure 18
Importance of App Dev to Organization's Success

How critical is application development to the success of your organization?
Not at all important

Slightly important
Moderately important
7%
2%
Critically important
33%
20%
38%
Very important
take off if Samsung spends a few years pushing it, and Microsoft seems to finally be winning some critical acclaim for the latest version of Surface Pro. Thats a lot of platforms to
support.
But HTML/JavaScript programming doesnt
obviate the need to program for screen size
R7960614/11
and touch-friendly input. Theres nothing

more off-putting than trying to use a smartphone to view a website that isnt mobileaware. On top of that, HTML compliance is not
perfect across browsers. Chrome usually
scores best, Internet Explorer scores worst,
and Firefox and the others are somewhere in
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between. So, while those who choose to go

native have to maintain independent codeNext
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bases for the devices theyll support, those
who go the HTML route must test against at
least four browsers (Chrome, IE, Firefox, and
Safari) and include special code for small
Download
screen sizes and keyboardless devices.
Cross-platform development environments
offer one way out of this mess, and there are
a bunch of them to choose from. But the majority of developers are still using some form
Subscribe
of C++ such as Apples
Objective-C or Micro In BYOD, its critical that the
softs C#. Our Next Gen
security software in use be able
IT Survey indicates that
most application deto distinguish between personal
velopment for external
data and corporate data.
customers is done either by in-house teams
(41%) or by in-house teams in conjunction
with contractors (48%). That may relegate
cross-platform tools to development done
for rapid prototyping and for internal use,
with the real deal for customer-facing apps
left to the C++ derived tools.
However, the complexity of C++ development is not lost on the device vendors. This
year at Apples Worldwide Developers Conference, Apple surprised the industry by announcing Swift, a more intuitive alternative to
Objective-C, which has been its sole language
of preference for years. Apple says Swift code
will run significantly faster than Objective-C
code, and it automates some of the more
mundane development tasks. Google also offers more intuitive languages like Simple for
Android and Dart for Chrome.
Speed Is Essential
In terms of reducing the time to development, theres now more to it than simply
picking a good development environment
and committing to it by training your staff.
The DevOps movement as started by the hyperscale Internet companies and now heavily
used by startups is an important new concept that will be critical as companies outside
the tech industry move from developing
dozens of apps with a few updates a year to
fielding potentially hundreds with an almost
continuous stream of updates, new features,

and bug fixes.
The central concept of DevOps is to bring
developers and operators together so that
the path from concept to development to
testing to deployment to maintenance is
mapped out ahead of time and that dependencies become part of the specification
process. Though one can certainly imagine
creating the process without the aid of orchestration and automation tools, the real
value comes when IT uses these tools well.
Automation plus DevOps will mean, for example, that the testing environment for an app
will mirror the production environment so
that a new version can be rolled out under the
control of your orchestration system.
Much of the development for mobile devices will focus on the back-end systems that
feed the mobile apps used to interact with
your company. The DevOps concepts are important enough that companies like IBM are
building the notion into their platforms.
BlueMix is IBMs platform-as-a-service offering
that runs on its recently acquired SoftLayer inJune 2014 30
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frastructure-as-a-service platform. BlueMix

pulls together tools from various IBM products with the goal of helping companies combine Agile development and DevOps techniques. BlueMix includes what IBM calls
boilerplates, which are templates that help
programmers get started in various tasks.
Among the BlueMix boilerplates are ones to
support mobility. This, together with the SoftLayer platform and the systems DevOps inclusions, shows that IBM is seeing many of the
same issues we do primarily that meeting
future needs will take a rethinking and simplification of how IT does its thing.
IT organizations are facing rising demand
for faster development, thanks to the increased strategic importance of analytics, the
Internet of Things, a mobile-equipped workforce and customer base, and increased expectation that business will be done digitally.
Mobility is an essential part of the equation. It
offers great promise in terms of both employee productivity and customer interaction
and intimacy.
But mobility can also be a huge resource
suck. The continued confused state of the

EMM market shows just how far from maturity
and efficiency we are in mobility. Even the
most confident IT pros will have a hard time
choosing development standards and sticking
with them in an age where shadow IT operations are in vogue and non-IT business partners can get an app built quickly by any of
hundreds of eager development shops. So,
along with choosing development standards
and sticking with them something IT is
pretty good at the bigger task will be selling ITs approach to the rest of the company.
That campaign will provide the most significant challenge for IT for the foreseeable future.
June 2014 31
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APPENDIX
reports
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Figure 19
Job Title
Which of the following best describes your job title?
Other
Consultant
Line-of-business management
Non-IT executive management (C-level/VP)
IT executive management (C-level/VP)
6%
5%
10%
6%
5%
IT director/manager
42%
26%
IT/IS staff
R7960614/19
June 2014 32
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Figure 20
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Industry
Other
Utilities
2%
4%
Telecommunications/ISPs
3%
Retail/e-commerce
2%
Nonprofit
2%
Media/entertainment
7%
Manufacturing/industrial, noncomputer
4%
Logistics/transportation
4%
IT vendors
Healthcare/medical
Government
Financial services
Electronics
Education
3%
6%
7%
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Consulting and business services
12%
13%
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15%
16%
What is your organizations primary industry?
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June 2014 33
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Figure 21
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Revenue
Which of the following dollar ranges includes the annual revenue of your entire organization?
Less than $6 million
Download
Dont know/decline to say
9%
12%
Government/nonprofit
Subscribe
$6 million to $49.9 million
12%
17%
13%
10%
$5 billion or more
12%
11%
$1 billion to $4.9 billion
4%
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June 2014 34
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Figure 22
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Company Size
Approximately how many employees are in your organization?
Fewer than 50
Download
10,000 or more
8%
22%
28%
8%
Subscribe
50-99
4%
100-499
5,000-9,999
19%
1,000-4,999
11%
500-999
R7960614/22
June 2014 35
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June 2014 36

The Frictionless Enterprise: Special Research & Coverage Series

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Special Research & Coverage Series

Report ID: R7960614

The Frictionless Enterprise

Figure 1: Origin of New Initiatives Requiring IT Resources

The Frictionless Enterprise

The Frictionless Enterprise

InformationWeek Reports analysts arm business technology

The Frictionless Enterprise

Survey Name InformationWeek Next-Generation IT Survey

The Frictionless Enterprise

ment between what business unit customers

ecutives in Avanades survey.

Origin of New Initiatives Requiring IT Resources

Exclusively from business units

Mostly from business units

ness units, only 37% say they come equally

The Frictionless Enterprise

Business Needs vs. IT Delivery

Bad; business users avoid IT whenever they can

Its hit or miss

The top concern this year, just as it was in

brace today as a time of golden opportunity.

Research: 2014 Strategic

and lack of expertise should land high on the

The Frictionless Enterprise

Whatever the contractor wants

IT team will assemble its best and brightest,

ing, and of course new projects that get this

The Frictionless Enterprise

months to figure out how to do it. Even if you

are things to learn from both in terms of how

it would be more profitable to recast its own

The Frictionless Enterprise

Less than 20%

startups that havent invented their own enR

Like This Report?

ures, this should be a big transitional year for

The Frictionless Enterprise

Benefits Realized Through Use of Cloud Services

Improved infrastructure fault tolerance

can be a great way to give your business the

security? and What about availability?

cryption, a scale-out design, and orchestration

The Frictionless Enterprise

1 Not a revenue stream

Substantial revenue stream 5

seems impossible to believe that less than a

The Frictionless Enterprise

way out of at least some of the day-to-day operations issues.

and some believe cloud computing is the

The Frictionless Enterprise

Frictionless IT: Hybrid Clouds

on a regular basis and applications can be

thing thats nearly impossible in the short

Extent of Technology Use

Private cloud architecture

Hybrid cloud architecture

The Frictionless Enterprise

In-House Apps and Services Running on VMs

Whats The Challenge?

tems to process all that good data, and you

The Frictionless Enterprise