Cloud Services Adoption in Asia-Pacific

It's the time of year when most business technology market research and consulting companies release their predictions for the new year. In its annual outlook for 2010, IDC predicts the Information and Communications Technology (ICT) spending and growth in the Asia-Pacific excluding Japan (APEJ) region will reach $184 billion -- with a 7.7% growth over this year.

IDC predicts most growth will come from India and China, although all countries are expected to experience varying degrees of growth.

"While budgets are still tight, and the buying patterns may have changed irrevocably from what the ICT industry has been accustomed to, the fact remains that there is cautious optimism in the market with some interesting pockets of surprising growth," said Simon Piff, Head of IDC's Asia-Pacific Predictions Committee for 2010.

The net result of the economic slowdown has been an overarching change in how and why companies make new business technology investments.

Proven Technologies Ready for Adoption
IDC foresees projects that generate immediate ROI and tangible improvements in managerial and operational efficiencies will continue to be the ones that garner quick executive buy-in.

The key enabling technologies for 2010 are not necessarily new, as much as they are a more mature and robust implementation of proven solutions that have been available for a while.

Cloud Computing, last year's emerging focus area, will move from being merely a buzzword to a deployment reality -- as service providers address the challenges of providing managed cloud services and organizations realize the flexibility that these solutions can provide.

In fact, cloud services ranks number one on the “Top Ten key IDC predictions that will shape the ICT industry in APEJ in 2010.”

The Maturing of Cloud Services
According to IDC's assessment, service level agreement (SLA) options will improve. They believe that the combination of five-nines performance guarantees -- plus robust business continuity and disaster recovery (BCDR) capabilities -- will be the compelling new adoption momentum that accelerates cloud service growth.

In 2010, the large organizations that are ready to deploy managed cloud services will do so, demanding the same SLAs with BCDR capabilities.

IDC's annual predictions for ICT includes the latest research results from their 1000+ analysts. This insight was followed by an extensive regional review to weigh in on key industry events, typical user characteristics, vendor strategies and economic measures, that help define the technology trends which would impact and drive the ICT market in the Asia-Pacific region for 2010.

Top Six Motivations for Managed Services

What's motivating you to think about managed network services? Is it cost? If so, you'll be surprised to hear that you're somewhat behind the times. A new report cites six top reasons companies turn to managed services, with cost ranking all the way down the list at number four.

According to Warren H. Williams, Vice President and Senior Program Director of IntelliCom Analytics -- a market research firm focusing on managed services, outsourcing, and other technologies -- cost was a big factor several years ago. Today's list of motivations, however, looks like this:

● Improved overall network performance
● Increased network reliability
● Increased network availability
● Reduced operations cost
● Improved network quality of service
● Reduced business risk

Cost Superseded by Convergence
Cost is still important, certainly, but Williams' research over the last three years reveals a growing shift in priorities. "The corporate network has become a strategic resource; the Internet is a vital part of marketing, investor relations, customer satisfaction, and employee access to information," he writes. "Networking complexity and security requirements have increased exponentially."

This equates to nothing less than a multi-threaded convergence. On the one hand, there's the convergence of communications capabilities, such as data, voice, and video. On the other hand, there's the convergence of the network as the platform for a multitude of business processes.

Combating Complexity
Williams envisions these issues coming together "on a single infrastructure, with the objective ... of facilitating communication between man-to-man, man-to-machine, and machine-to-machine regardless of the endpoint." The end result? A flexible infrastructure that can support changing business conditions. Coupled with this capability, however, he says, is an "ever-increasing complexity, increased performance and reliability expectations, and increased costs for skilled personnel and management platforms."

Thus, the shift in motivation from cost reduction to network performance improvement. When considering managed services, then, you should look at the widest set of advantages possible: not just cost reduction, or the avoidance of high-priced personnel, but the advantage that comes from the ability to bring more flexibility and agility to your business.

Progressive Business Technology Adoption Trends

Business leaders are still upbeat about the benefits of technology adoption. It's key to their market penetration, central to competitive differentiation, and vital to their supply chain and distribution strategies.

However, according to Forrester Research, they are less than satisfied with their own IT organization's contributions. In fact, reducing the cost of operations is believed to be one of the few attributes where expectations are aligned.

Members of the Forrester Leadership Boards (FLB) CIO Group recently discussed this challenge. Forrester presented results from their business technology survey of 600 executive leaders.

The study uncovered the following significant gaps:

IT teams rarely are aligned around key business priorities. When asked to rank business drivers by their importance to the firm's technology strategies, business executives identified customers, productivity, and costs as the most important themes.

But, when asked to rate their IT organization effectiveness, there was a wide gap between critical business drivers and the perception of IT's focus -- even in the key areas of cost reduction and workforce productivity.

Business executives consider several sourcing alternatives to fulfill the IT requirements of their enterprise. When asked to rate sources of technology solutions, leaders continue to rank their IT organization as a primary source.

However, they also referred to a wide range of other viable sources -- from their own staff, consulting firms, as well as out-tasked subscription-based managed service offerings.

Proven Strategies for Success
CIO Group members noted that these survey results accurately reflect the overall situation for IT organizations today -- an unfortunate scenario where many CIOs typically spend considerable effort.

These CIO Group members have adopted best practices for IT-business alignment ahead of the general population. Almost all have dedicated relationship managers, as opposed to only 37 percent of surveyed IT organization. All have a PMO dedicated to IT governance, whereas only 47 percent of the typical firms do.

Proven strategies to integrate business and IT include: formalizing IT's role in the overall planning process; formalize, embed, and expand the role of relationship managers; embed IT skills within business organizations; create centers of excellence for business change skills; and, separate business enablement functions from IT delivery and operations.

End of the Do-it-Yourself Era
Forrester concludes, the era where IT said "we can do it all for you" is no longer viable. Business executives see IT inflexibility as a detriment to their agility. They're aware that internal IT is but one of many options.

Therefore, CIOs who insist that their role is the "sole source for technology solutions" will be marginalized. The savvy IT managers have embraced a coexistence scenario, where selective out-tasking is a welcomed addition to their solution portfolio.

How to Enable the IT to BT Transformation

According to Forrester Research, as technology becomes integral to all types of commercial offerings and associated business strategy, the traditional model of IT as an independent and monolithic entity is clearly obsolete.

A proven Business Technology (BT) model will replace IT's legacy orientation -- with a focus on providing business value through process-governed services, measured in business-relevant terms.

Forrester believes that all business professionals should understand what is driving the shift from traditional IT -- as well as the key challenges around strategy, process, and culture when implementing BT practices.

So, how do you avoid the mistakes of the past, and pro-actively transform your IT capability to address today's apparent challenges? Forrester offers three key suggestions.

Deliver services and value, not hardware and software
IT's traditional focus on system components means that it has neglected to maximize business-relevant services for its internal customers. This piecemeal approach led to excessive complexity and redundancy.

In contrast, BT convergence is meant to align or better synchronize disparate processes and technologies into integrated services that provide value to the business user.

Organize around holistic processes and a lean culture, not silos
Instead of allowing low-level tactical responses to proliferate, BT relies on a broader view of IT processes in order to make decisions that maximize value for business users.

This process shift must often be accompanied by a culture change. Lean methodologies and behaviors shed the traditional IT use of one-off workarounds in favor of continuous aggregation, experimentation, and learning that keep sight of overall business objectives.

Measure performance with business-relevant metrics, not IT assets
BT also means stronger performance management systems. IT has traditionally focused on providing resources that sometimes don't have a clear impact on business outcomes.

As an example, server availability and capacity utilization, while important, are not relevant to business executives. By replacing technical benchmarks with metrics like alignment to business strategy and IT spend ratio, the BT model enables decision makers to objectively consider business cases for the inherent value they provide.