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An Expansion of Processing Power and Competition in the Cloud Market

Cloud on Cloud Computing: An Expansion of Processing Power and Competition in the Cloud Market image cloud on cloud

What started as a secret and then an enterprise novelty has quickly gone mainstream. Chances are, your enterprise has caught on to cloud computing and seen several advantages. Easier and faster access to data is one of these. Nobody has yet come up with a reason this is not beneficial to the modern enterprise. The Web services which are easily accessible are numerous. The big names such as Google and Amazon have come up with some fairly versatile solutions over the past couple of years, expanding data storage and the resources available to run complex software applications.

Rackspace is yet another competitor in the cloud computing market, bringing to life the concept of cloud-on-cloud computing. Everything from cloud services you can outsource your infrastructure to, to configurations enabling business to create their own clouds, have been conceived. This company, however, has come up with OpenStack, a software platform that has brought businesses one step closer to in-house cloud computing. The single, open-source platform can span hundreds of different servers, converging processing power for applications used on the network.

The advantages of OpenStack are as follows:

a) Users can scale applications to reach as many users as can connect to the servers

b) A failed server does not impact the whole network; OpenStack will move the work being performed on one machine to a different, functioning unit.

c) Most uniquely, the software itself can run on OpenStack.

This is where the cloud-on-cloud concept comes in. Enterprises are not just able to run applications and access data in the cloud. They can deploy the software, expand it, and perform updates without adding infrastructure. Users can create applications and run services. Examples include Heroku from Salesforce.com, a cloud service that runs within the Amazon platform. The exception is that companies implementing cloud-on-cloud have many options for managing their cloud resources internally.

Expanding Processing Power

By using a software system such as OpenStack, your enterprise has the building blocks for creating a cloud. Multiples of these can be used to engineer a complex system for building software applications and accessing more servers easily. Higher processing power is advantageous for any large business. Experts also speculate that a cloud-on-cloud system will not only allow administrators to configure all machines from a central server. They will also be able to plug into the network using laptops and handheld devices, actually running the cloud on these devices.

A Boost for Competition?

The cloud-on-cloud concept, according to experts, has many possibilities. Competitiveness is certainly increased by the fact a business can operate more efficiently and has more flexibility in how it can run its network. Another benefit concerns organizations which create and sell cloud services. Doing so more effectively and quickly creates an edge over the competition that allows the service provider to grow with the demands of its customers. Businesses can quickly scale processing power to match internal and external demands. Cloud-on-cloud computing therefore adds versatility to an already high-demand and growing market, allowing your enterprise to find the most suitable platform and technology.

Source: http://www.business2community.com/cloud-computing/cloud-on-cloud-computing-an-expansion-of-processing-power-and-competition-in-the-cloud-market-0460203

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Top 10 Myths Of Cloud Computing

Myth 1: You still don’t know what the cloud is

Yes, you do, most likely. Some of the cloud technologies that the majority of businesses have used at some stage include Dropbox, Office 365 and Facebook and LinkedIn. And if you have had experience of using these systems and their storage services, then you will know that they are easy to use and often increase productivity and help to reduce costs.

Myth 2: I should make the move to reduce costs

If you are a business then you will likely be able to save money, depending on the current and future requirements of your business, but you need to understand that it’s not all about cutting costs. There are many other benefits that should not be ignored, including reliability, scalability, security and remote access.

Myth 3: The public cloud is the cheapest means of obtaining IT services

This may seem like a good idea because you are meant to pay for what you use and it’s seen as being easy and inexpensive to set up. But what if we take a closer look? When resources are needed frequently other models can be more appropriate. This includes shared resources through a private cloud, which could be more cost-effective since your core requirements, such as security, performance, and availability, will be implemented.

Myth 4: My critical applications and the cloud won’t mix

Businesses require more and more from their IT infrastructure in order to cover the development of their business models. They want to cut costs, be able to adjust their service levels and deliver applications at greater speeds. But what is to be done with applications critical to the running of a business? When choosing a cloud system it is essential that you outline your needs for transition and future developments.

Myth 5: It’s unreliable and insecure

If the data isn’t stored on your PC then it’s at risk because of lack of security and reliability. But wait, no, in actual fact, if you lose that PC then it really is all the important data lost. But with cloud the data will be remotely accessible and protected by a service-level agreement, with strict security protocols in place to keep it secure.

Myth 6: Productivity will be reduced

No, in actual fact, business owners are able to take advantage of advanced applications and servers, with support from experts who will maintain their data through the latest security and hardware. Data becomes accessible remotely and provides greater access capabilities, thus working to actually improve productivity.

Myth 7: Virtualisation is the first step

Virtualisation can improve the utilisation of existing resources and provide greater flexibility. However, cloud computing has the potential to reduce overheads and improve infrastructure, providing the ability to reduce time-consuming tasks and automate workflows without taking this initial step.

Myth 8: 100 per cent, all the time

Once you get the cloud there will be no worries and everything will run smoothly and there will be no downtime. But we all know technology and that it can never be relied upon entirely. With that in mind you need to make sure that there is a service-level agreement in place to cover the occurrence of any downtime. And, also, remember to structure the SLA to a level that makes most sense for your business. So, if a supplier guarantees 99 per cent uptime be aware that this could mean your system or application process is unavailable for several hours a month.

Myth 9: The cloud is too complex

There are different types of systems out there and they have differing levels of complexity. There are models that simplify management and require little change of how you do things, while others offer more control and will lead to further change in application architecture.

Myth 10: Security is the same for all cloud systems

Not necessarily. There are different types of systems and as a result the levels and types of security will differ. Just think about how businesses have to follow varied guidelines in order to handle their sensitive data. As a result a private system may seem like the best solution, but it still has vulnerabilities if there is an Internet connection. Insider attacks are also not to be ignored.

Source: http://www.cloudtweaks.com/2013/04/top-10-myths-of-cloud-computing/

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Why the in-crowd is outsourcing

technology

The 2013 InvestmentNews Technology Study suggests that top-performing firms are more likely to outsource and that most firms are interested in optimizing their existing technology versus investing in new technology.

So why are just a handful of firms (many of them top-performing, no less) investing in outsourcing and training?

My own hunch is that outsourcing in particular is often just too much of a paradigm shift for many advisers. I suspect that many advisers who are reluctant to embrace outsourcing are the principals of mature advisory firms: These advisers are well-aware of the movement by Fortune 100 and Fortune 500 companies to adopt cloud-based and outsourced technologies but have yet to see a real direct benefit.

These firm owners often have little in the way of personal experience using cloud-based or outsourced solutions — and ultimately relying on them in their businesses.

But our study has started to establish a track record for advisory firms that have embraced outsourcing: When it comes to annual average technology spending, Top Performers spend significantly more on technology-related consulting and outsourcing (by almost one-third, on average, than all other firms.)

Viewed in terms of median spending on technology, though, both Top Performers and Innovators spent twice as much on technology-related consulting and outsourcing in 2011, and respondent estimates showed that gap expanding in 2012.

There has been movement among providers, though that makes me more optimistic about increased adviser adoption of outsourced technologies. The two most popular providers of advisory customer relationship management systems are either in the cloud or will be soon.

Specifically, both CRM Software Inc.’s Junxure product and Redtail Technology Inc.’s CRM offering come out annually as the most popular products in their category among both InvestmentNews’ annual technology usage survey and that of Financial Planning magazine.

While Redtail’s CRM system has always been a cloud-based software as a service, the lion’s share of Junxure’s installations have been on-premises (a minority of firms do use a hosted version of the application over the Internet), yet the latter company has designed an entirely new offering for the cloud. It is expected to be available in late 2013 or early 2014, and anecdotally, many advisers have indicated that they are interested in trying out the offering.

Similarly, Schwab Performance Technologies is in the middle of a pilot program providing a fully hosted and managed version of its PortfolioCenter portfolio management application. Thousands of advisory firms rely on the product despite its, at best, lukewarm reputation among advisers. Being so tied to and dependent on this application, many advisers have told me they are strongly considering adoption of the hosted option when it becomes generally available.

Why? They want to get out of the business of IT support and turn that over to Schwab, which they perceive will be better able to maintain it.

And when it comes to the types of technology that can — and should — be outsourced, I believe that every core category can be included. These include CRM, document management, portfolio management (especially performance reporting) and financial planning.

Less encouraging, and certainly more confounding, is another result.

When asked which areas in which they plan to invest (1 = the highest priority and 4 = the lowest), the highest priority across the board among advisers was “investing in new software,” with the second priority being hardware.

Sadly, technology training tied with “consultants and outsourcing” for third place.

A case can be made that improved efficiency could be gained simply by shifting toward more and better training on the software that advisers already have.

In fact, another question, “Which of the following would be most critical to achieving your goals for growth?” resulted in a seemingly counterintuitive response across the board — especially considering the top priority above.

A full 70% of Innovators selected “fully utilizing my firm’s current technology.”

This does not jibe with the lack of interest in additional training discussed above. This choice (“fully utilizing my firm’s current technology”) also was selected most among both the “all participants” category and Top Performers, though to a lesser degree (58% and 59%, respectively).

I noted another surprising result among that question’s response.

Among those same Innovators, only 12% selected “investing in new and emerging technologies,” compared with almost double that percentage among “all” (22%) and Top Performers (21%), and all this despite it being selected as the highest priority among all types of firms in a previous question.

One interpretation of this is that Innovators believe they already have solid technology and think they need simply to improve their efficiency in using it, whereas other firms view their current technology as at least somewhat inferior, hence those firms place a higher priority on investing in new tech over better utilizing what they have.

This interpretation does not explain why so many firms do not invest in training their employees, which is something I have noted anecdotally for years.

My own take on this is simple: When it comes to day-to-day operations, most advisers are unwilling to allow the necessary personnel or themselves to attend such training, because they cannot draw a clear line to increased profitability.

Quite a few technology providers, in fact, offer their own user conferences where advanced training is provided, and at least anecdotally, advisers report improved efficiency.

Source: http://www.investmentnews.com/article/20130403/FREE/130409991

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Can IT Outsourcing Learn From Facilities Management Outsourcing?

2013 began with a flurry of articles about companies insourcing work or rethinking their sourcing strategies. The reasons for this vary by company, but often include a perception that outsourcing has not delivered the cost savings, innovation or other value the companies had hoped to realize, particularly in information technology outsourcing (ITO). In contrast, we continue to see high levels of satisfaction among companies that have outsourced facilities management and other real estate functions. This makes us think the ITO industry might benefit from some of the best practices used in FMO deals.

First, let’s define what we mean by FMO. FMO involves the outsourcing of functions necessary to keep a company’s leased and owned buildings operating. FMO deals typically include core functions like maintaining building systems, performing repairs, and handling custodial and landscaping work. They will often also include higher value services like energy demand management and procurement, space planning and support for critical facilities like data centers and lab space. They may also be part of larger outsourcing relationships in which a company outsources responsibility for managing construction projects, lease administration or brokerage transaction management. For companies with sizable real estate portfolios, the annual spend covered by an FMO deal can be in the tens of millions of dollars.

Now let’s outline some of the key reasons we think FMO deals seem to have a relatively high success as compared to other types of outsourcing.

Transparency. FMO pricing is usually open-book. The supplier will perform the services using a combination of its own employees and networks of third party providers. The customer will reimburse the supplier for the salary and benefits of each supplier employee and for the actual costs paid by the supplier to the third party providers (with no mark-ups). The customer has visibility at all times into what resources are working on its account and what each of them costs.

Supplier Pricing. FMO pricing structures can vary, but the most common structure is for the supplier to charge a management fee for each square foot of real estate it manages. Management fees typically range from $0.05 to $0.20 per square foot depending on the size of the deal and the type of space to be managed, and include all supplier profit and non-reimbursable overhead. Because supplier employee and third party provider costs are passed through without mark-up, the supplier has no incentive to increase these costs (and equally important, no disincentive to reduce them). The supplier receives the same management fee whether it uses 5 or 10 employees to perform a particular function. This creates a very different dynamic between customer and supplier than the unit price x quantity (PxQ) pricing structures that often discourage ITO suppliers from proposing to automate services, virtualize servers or implement other innovative solutions that may benefit their customers but ultimately reduce the number of "units" they can charge for.

Risk/Gain Sharing. ITO suppliers often talk about risk/gain sharing mechanisms, but they almost never come to fruition, in part because of how ITO deals are structured. With a PxQ pricing structure, it is very difficult to create "gain" that benefits both parties and even more difficult to measure it when the supplier does not share its underlying costs. In contrast, FMO deals often include "savings targets" that focus both customer and supplier on reducing the customer’s costs. For example, assume the customer and supplier have agreed to a cumulative savings target of 10% in year 1. If the supplier exceeds its target, it might receive a bonus (e.g., 20% of incremental savings); if the supplier fails to meet its target, it might share in the pain (e.g., reduce its management fee by 20% of the variance between actual costs and the savings target). The contract must include clear guidelines about how "savings" are to be measured, but in general this type of risk/gain sharing structure can align customer and supplier interests, motivate supplier account teams, and allow both parties to "win" when they are able to reduce the customer’s costs.

Customer Satisfaction. Like ITO deals, FMO contracts typically include quantitative service levels (or key performance indicators) that are measured on a monthly or quarterly basis and obligations for the supplier to provide a credit against its management fee if it fails to meet them. However, unlike ITO, FMO suppliers will often also put a significant amount of their management fee at risk (typically 25% to 35%) for meeting the expectations of customer leadership. In other words, at the end of the year if the customer is not happy with the supplier’s performance, the supplier will receive a significantly lower fee even if it is meeting the quantitative service levels and technically fulfilling its obligations under the contract. If the supplier exceeds customer expectations, it might receive 100% of its fee and a bonus that is to be distributed among the employees working on the customer account.

There are certainly inherent differences in ITO and FMO deals and in many cases good reasons to have different deal structures. Nonetheless, FMO provides some interesting alternatives to consider for customers that are unhappy with their existing ITO relationships and for suppliers that are looking for new ways to build trust and expand relationships with their customers.

Source: http://www.jdsupra.com/legalnews/can-it-outsourcing-learn-from-facilities-82046/

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IBM aims to bring cloud computing and big data to mass markets

An IBM PureData system storage stack - closeup view

IBM has announced an update to its Power Systems offerings which is says will bring big data analytics capabilities to smaller firms and emerging markets and tackle rivals HP and Oracle.
The new Power Express entry-level and midrange offerings are based on Power7+ processors that have been optimised for use with the firm’s own analytics technologies such as Cognos and SPSS, IBM said.

The new products are listed as the Power Express 710, 720, 730 and 740, will start from $5,947 and begin shipping from 20 February. IBM said this will enable it compete with similar technology from rivals Oracle and HP.

Rod Adkins, senior vice president for IBM Systems and Technology Group, said the new offerings would help firms with smaller balance sheets utilise the benefits of big data.

"Big data and cloud systems that were once only affordable to large enterprises are now available to the masses," he said.
"With these new systems, IBM is forging an aggressive expansion of its Power and Storage Systems business into SMB and growth markets."

As well as the new entry-level offerings, IBM also unveiled new Power Systems for midsized and large enterprises, the 750 and 760, that it said are ideal for these firms looking to consolidate their big data analytics and cloud workload platforms.

Meanwhile, on the software side, IBM has unveiled new Pure System offerings designed to make it easier for firms to interrogate and understand the data they want to use.

The launch includes PureData System for Analytics powered by Netezza technology, that can offer 40 percent great data capacity and three-times faster data-analysing than previous offerings, to both boost efficiencies and reduce datacentre costs.

In conjunction with its push to bring big data to the masses, IBM has also moved to boost its cloud computing storage offerings to help make the storage of data simpler and more cost-effective.

Chief among the updates include SmartCloud Storage Access. This is designed to allow companies to create their own internal cloud portals for the storing and accessing of data and this can be managed through a web-based portal with the need for IT admin support.

Another notable update sees the firm’s XIV Storage System upgraded with a new system of design for big data that supports 12 10GB Ethernet Ports and up to 6TB of solid state cache, which IBM said can improve workload performance five-fold.

The announcements underline IBM’s rich heritage of innovations, with the firm confirmed as securing the most patents in 2012, an achievement it has secured for 20 years in a row.

Source: http://www.v3.co.uk/v3-uk/news/2241519/ibm-aims-to-bring-cloud-computing-and-big-data-to-mass-markets

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The cloud sounds better than outsourcing, but is it?

Listen to Salesforce’s CEO Marc Benioff at this year’s Dreamforce ’12 and life, business couldn’t be better …we live in the virtual world with all of our memory stored in “the cloud.”

“The cloud” sounds so clean … beautiful … innocent.

It’s a whole lot better than back in the day when we called it “outsourcing.”

Back then, we had huge mainframe systems costing a gazillion dollars, huge special rooms full of storage and hundreds of people doing mystical stuff to keep information flowing … all terrifically expensive. So to reduce costs and save energy, companies pawned the work onto someone else, leaving companies free to figure out how to make products, deliver services, talk to other companies and convince people to buy them.

But folks didn’t like the sound of outsourcing – and there were other issues – so they took it back until things could get better. It didn’t get better, but we did get a better name … The Cloud, social media.

Every day, people around the globe use their iPhone/smartphone, iPad/tablet, notebook/ultrabook to click and tap, download music from iTunes, post a video on YouTube, check their credit card balance, post stuff on Facebook, send a Gmail, buy a product at Amazon or macsales, Tweet, read online newspapers or Huffington Post. And people love it – they may not understand what it means, what it does – but they love it.

Any business that is in business is either using a cloud service, moving to a cloud service or better yet, offering a cloud service. Maybe in a few years the excitement will mellow out and we can figure out what it is, what to do with it and how to manage it.

Whatever It Is

Business thinks it’s good; folks on the street think it’s good … even though a Citrix-sponsored report from Wakefield Research found we don’t have a clue:

- 51 per cent of folks said story weather would interfere with cloud computing.

- 1/3 see the cloud as a future thing, even though 95 per cent use cloud services.

- 59 per cent believe tomorrow’s workplace will be in the cloud.

- 22 per cent said they pretend to know the cloud and how it works.

- The majority said “the cloud” is an actual cloud or related to weather.

- 16 per cent said it was a computer “thingy”.

- 54 per cent said they never use the cloud, even though the bank online, shop online, use social network sites, play online games, store photos/music/videos/files.

The folks attending Benioff’s Dreamforce ’12 – especially sales/marketing types – packed sessions to hear GE’s Jeff Immelt, Virgin’s Richard Branson, former secretary of state Colin Powell and members of the Salesforce team so they could understand and improve their use of file-sharing and all the stuff in the cloud.

Big Data is increasingly important to companies that are slowly, sometimes painfully, learning that there is untapped wealth in the cloud if they can just figure out what all the information means and how to use it to sell even more of everything. Dreamforce ’12 showed thousands of sales, marketing and IT people that Salesforce had the tools/services to get the most from Big Data.

Benioff’s team has done a super job of pulling together solutions that will help companies do a better, more effective job of harvesting Big Data in The Cloud.

There are a lot of reasons – beside the fact that all of your clicks/taps are there – that companies are rushing to use cloud services.

Computing and storage in The Cloud is not only cost-effective, it seems to free up a firm’s precious capital and give them greater operating flexibility to meet the market’s constant and rapid changes.

The Cloud is an efficient place for companies that are now global in nature to carry out their business processing, DSS (decision support systems), VOIP (voice over internet protocol) and improve the management of their IT infrastructure, applications development, web infrastructure and collaboration.

Oh yes, there’s also the fact that you’re there and they want to/need to sell stuff to you.

Sure, there are a few issues, problems that have to be worked out; but what the heck, what’s business/life without a few “issues”?

The Cloud for computing and storage is not without its risks and downsides. It requires a skilled and experienced IT team to weigh the pros and cons of content in The Cloud.

Probably the biggest issue companies, cloud services and ordinary people have about The Cloud is the fact that there is a growing army of hackers, whackers, phisherpeople and cyberthieves who also just love harvesting personal information from the Big Data.

But little things like that don’t bother people who have grown up never knowing anything but being online — millennials, teens, preteens.

And if it’s good enough for them its gotta’ be good enough for companies that have to move as fast as their illusive and fast-moving markets (customers).

Source: http://www.itbusiness.ca/it/client/en/home/News.asp?id=69145

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Fuzhou pushes forward service outsourcing industry

Fuzhou reached a total of $62.73 million in services outsourcing from January to August, a year-on-year increase of 227.28 percent. The figure includes $41.89 million in offshore service outsourcing and $20.83 million in onshore outsourcing. The more than 100 service outsourcing enterprises in Fuzhou have become a new engine for economic development.

Fuzhou Software Park has become an important base for the service outsourcing industry. In recent years, the software industry has maintained an annual growth rate at 30 percent and an annual growth in exports of 50 percent. In 2010, software and IT industries in the park have earned 1.7 million yuan ($271,000), up 21 percent from 2009. IT reaped 1.3 million yuan ($207,000), a year-on-year increase of 71 percent.

Despite its fast growth, the service outsourcing industry also faces limitation in core technologies and top talent.

Some CPPCC members suggest that Fuzhou apply for to become a “Demonstration City of Service Outsourcing in China” to solve its problems. Fuzhou failed its first application in 2008. This year offers an opportunity for Fujian province and Fuzhou to reapply. Related departments are busy revising service outsourcing industry plans and preparing application materials.

Source: http://www.chinadaily.com.cn/m/fuzhou/e/2012-10/16/content_15821243.htm

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IT Outsourcing ‘plays key role in cutting costs’

Outsourcing business units can help companies gain access to skills they do not have and also drive down operating costs and capital expenditure. But when embarking on outsourcing you have to be very careful and make sure you get it right and avoid a lot of pitfalls.

That was the message from global law firm DLA Piper Paul Allen, head of intellectual property and technology Paul Allen at a seminar organised by the law firm with the Bahrain Association of Banks (BAB) at the Gulf Hotel yesterday.

Speakers from DLA Piper Middle East and BAB shed light on key issues organisations face when considering outsourcing and covered topics such as regional outsourcing and managed services trends and root cause analysis of deal failures plus the secrets of outsourcing success and getting the contract right.

Case studies illustrated successful examples of outsourcing deals from the telecoms and health services industries as part of what was a dynamic, interactive and engaging event for procurement, IT and legal professionals with an interest in operational efficiencies, managed services and outsourcings.

"Across the region, private and public sector organisations are looking for effective ways to reduce operational costs, improve speed to market and gain access to in-demand skills to enhance their operations," said Mr Allen.

"Outsourcing and managed services offer proven solutions to many current business and public sector challenges.

"Even so, time and time again, the procurement and implementation of these solutions can be mismanaged, leading to potentially catastrophic business damage as well as injury to market reputation.

"It is critical to businesses and public sector organisations alike that any outsourcing effort is well-managed, from concept to implementation," he added.

"As an organisation, one of our core objectives is to encourage and enable our members in the banking sector to adopt best practices in everything that they do," said BAB chief executive Robert Ainey.

"Today’s event was a success in highlighting the fact that outsourcing can bring real business benefits, provided it is procured, implemented and managed effectively and that best practice is adopted at every stage of the process.

"It is clear that organisations choosing to outsource as a solution to business challenges, regardless of sector, should seek out robust legal advice to help minimise business risk," he added.

Source: http://www.gulf-daily-news.com/NewsDetails.aspx?storyid=338004

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Savvis’ Study on IT Outsourcing

Savvis Inc., a consulting company, recently released a study on IT Outsourcing and Cloud Computing. The study was conducted through a survey that highlighted the growing trend of corporate houses using outsourced IT infrastructure rather than developing in-house IT infrastructural facilities. 

According to the study, the enterprises believe that having an in-house IT infrastructural facility incurs higher cost without providing optimum utilization of resources. 

In collaboration with Vanson Bourne international research firm, Savvis conducted this survey among 550 enterprises across the U.S., the United Kingdom, Germany, Japan, Hong Kong and Singapore. The survey offers an insight into nearly all aspects of a corporate enterprise like finance, media, retail, software and automotive, IT outsourcing, cloud computing and the costs of  IT infrastructure.

The research highlighted that the organization would outsource over 40% of its IT requirement within next five years compared to the existing 25%. The report projects that currently 85% of the organization are using public and private cloud for storage of information as against only 39% in 2010. 

However, the survey also shows that 56% of the global participants have in-house IT facilities and the practice is more prevalent in Japan. Almost 78% of the Japanese participants admitted that they rely more on owned IT infrastructure.

Conversely, according to the survey, an increasing number of businesses point out that owning an IT facility leads to wasteful spending. In 2010, about 38% of the business houses held this view which has now grown to approximately 60%; representing a potential opportunity for outsourced IT infrastructural services.

Source: http://community.nasdaq.com/News/2012-09/savvis-study-on-it-outsourcing-analyst-blog.aspx?storyid=173105

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Cloud Computing Keeps Businesses Competitive

One of the main reasons businesses adopt cloud computing is to keep pace with rival firms. However, not every company has the proper knowledge to leverage the technology to its maximum potential. CloudTweaks’ John Omwamba recently offered organizations several ways to ensure their use of the cloud is successful so they remain in front of their competitors.

The writer explained that companies must reduce costs as much as possible, which can be done thanks to the cloud’s cost-effectiveness. Businesses no longer have to spend for expensive hardware and software.

"To be competitive in the current market environment one needs relevant information; the correct data, forecasts and analysis that will help them make strategic decisions," Omwamba explained. "The business may not have the necessary hardware and algorithms to access, tabulate and utilize such data but they can easily and cheaply access them through cloud service providers."

Companies should also be cognizant of the changing working environment, according to Omwamba. Employees are no longer restricted to just an office setting and many staff members are more productive working on their own time or in the comfort of their homes. The cloud improves this situation because workers have access to corporate data from anywhere with an internet connection.

Not only can the cloud help businesses compete with other companies, but it also is considered a green technology. The writer indicated that the solution can reduce energy requirements for corporate data centers, thus lowering carbon emissions in the process.

Regardless of how effective the cloud is, companies need to make sure they have resources in place to manage the hosted environments at all times. This is where cloud monitoring solutions are handy, providing businesses with real-time updates on how their services are performing.

Source: http://copperegg.com/cloud-computing-keeps-businesses-competitive/

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