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Roadmap to Cloud Success: How to Get There?

Mastering The Cloud in Eight Easy Steps: Top Strategies to Rocket Your Companys Growth

0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 0 1 0 1 0 1 0 0 0 1 0 0 1 1 1 0 1 0 1 0 1 0 0 1 1 0 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 1 1 0 1 0 1 0 1 1 0 0 1 0 1 0 1 0 0 0 1 0 0 1 1 0 0 0 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 1 1 0 1 0 1 This white paper was made possible by SAP, a leader in the cloud.

Roadmap to Cloud Success:

How to Get There?
This paper accompanies Part 5 of the eight-part SAP Webinar series: Mastering The Cloud in 8 Easy Steps: Top Strategies to Rocket Your Companys Growth. Youve heard about the cloud, but youre wondering what it means to you and your business. Attend this FREE Webinar series to learn everything you need to know to master the cloud and grow your company including: Beyond the Hot Air: Whats Really in the Cloud? Cloud Benefits 101: Whats In It for You? Roadmap to Cloud Success: How to Get There? Competitive Edge in the Cloud: Is the Sky the Limit?

Click here to register for the Webinars.

Cloud Strategy and Roadmap: The Path to an Agile Business

The case for cloud computing adoption sounds compelling. But how should companies make the move? What are the most important steps to get there? What should their cloud strategy and cloud roadmap look like? This white paper explains eight steps involved in successfully transitioning to the cloud, as follows: 1. Adopt a progressive mindset 2. Watch, learn, and experiment 3. Demonstrate quick wins 4. Develop a business case 5. Understand the risks 6. Analyze the current IT portfolio 7. Create a vision of the end-state 8. Develop and execute the roadmap

Step 1: Adopt a Progressive Mindset

The first step in a cloud computing strategy and roadmap is for your companyboth management and employeesto adopt an open progressive mindset regarding application of new technologies to gain business benefits. The move to cloud computing also involves changing mindsets, cultural patterns, process patterns, and colleagues hearts so that they willingly adapt to new approaches and technologies. Spearheading disruptive change in the organization will be the most difficult part of the journey.

Use of the cloud in our industry is an exception rather than the norm. I think a lot of companies in more traditional, mature industries like ours are missing out on a lot of opportunities to take advantage of what the cloud has to offer. I would encourage these companies to be open-minded and progressive and look at alternatives to traditional, client-server, on-premise systems. CEO, manufacturing company

Roadmap to Cloud Success: How to Get There?

Understanding the clouds power and potential is certainly important; but getting mentally ready to take the plunge can be a stumbling block. The underlying reasonsperceived or realare many: Fear of the unknown Fear of loss of control Fear of job loss Risk aversion Lack of tolerance for change Machiavelli said this about change more than 500 years ago:

There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.
A companys top management should drive change in order to ultimately generate value for customers and shareholders. Transforming a companys business using cloud solutions is not just about technology adoption and implementation. It also involves broader business and operational changes in several areas including governance, budgeting, contracting, regulatory compliance, polices, people, and processes. Therefore, management needs to educate and convincingly explain to everyone in the company who will be impacted by the change what the company is doing and why the new approaches bring value to the company. Success in getting to the cloud depends on adapting to change.

Step 2: Watch, Learn, and Experiment

Embracing any new technology involves learning. Sand Hills 2010 Leaders in the Cloud research study (see Appendix A) found that companies typically conduct experiments to see how the cloud really works and how it fits or doesnt fit into the requirements of the business. Through this process, companies became familiar with constraints, issues, and benefits of the technology. Many surveyed executives described this testing phase as similar to that of adopting outsourcing services: experiment with nonstrategic projects to acclimate the company to a new way of doing business, evaluate selected vendors, and assess business benefits. As their companies experienced the benefits and understood the technology, their outsourcing initiatives matured successfully and gained a significant share of projects.

Roadmap to Cloud Success: How to Get There?

Step 3: Demonstrate Quick Wins

Many of the companies participating in the Sand Hill survey set up innovation sandboxes (a.k.a. Skunk Works projects) where their project teams were allowed to work with the new technology within the context of a specific business initiative. Here are some examples of such small, experimental projects that the companies in our study are executing in the cloud: Initiate development projects where small teams work on specific business-driven projects on a public Infrastructure-as-a-Service (IaaS) cloud such as Amazon. Examples of these projects include a shortterm marketing campaign, IT resources for offshore developers, and a new website for photo sharing. Develop a small tactical application on a Platform-as-a-Service (PaaS) cloud such as Force.com or Windows Azure. Because the platform was so easy to use and did not require any programming knowledge, one CIO of a manufacturing company developed a simple HR application in less than a week. He said this would have taken several months for a professional technical developer using traditional platforms. Acquire a Software-as-a-Service (SaaS) application for a non-missioncritical business process. An executive in a media company rolled out a cloud-based e-mail system to hundreds of users in less than a month. Based on high user satisfaction with this new e-mail system, the company decided to roll out the e-mail system to all of its users. When the companies successfully completed these projects in much shorter time and with less effort than it would have normally taken, they then pushed the results up the value chain and funded new pilot projects. The Sand Hill study found that many companies used the cloud to solve specific and tactical problems and, for the most part, achieved successful results. At the next stage of getting to the cloud, however, companies need to develop a business-case-driven cloud strategy that is fine-tuned by findings and value gained from the tactical projects. The emphasis needs to shift at this stage from too much how to more of what and why. Otherwise, short-term, tactical projects will dominate the transition to a cloud-based IT reality, which wont necessarily generate global business value or, even worse, will end up with vendors driving the companys agenda.

Step 4: Develop a Business Case

Companies should consider the following fundamental business drivers when building a case for cloud computing: Business agility: Identify how to apply cloud applications and platforms to the business, enabling better and faster competitiveness.

Roadmap to Cloud Success: How to Get There?

 Operational excellence: Investigate how cloud solutions can lead to improved availability, reliability, and lower total cost of ownership (TCO), facilitating investing the savings back into the business.

I have never established a cloud computing strategy or issued a mandate that everything needs to go off premise or move to some type of hosted model. The driver behind it is a business need and was defined and executed by line-of-business stakeholders. CIO, healthcare company
Like any other emerging technology, the fundamental decision to embrace cloud computing comes down to figuring out how the investment in the cloud will yield positive returns to the business at an acceptable risk level. If the company uses a public cloud for solving specific business problems, it also becomes an outsourcing decisionone where the company also looks for value in solutions that are less expensive, safer, and better than what it can create by itself. In the past few years, public cloud solutions have improved, becoming more robust and also more compelling in quality, stability, and overall cost-tobenefit ratio. Many commodity services (e-mail, backup, archival, collaboration, etc.) are now available as public cloud services. Commodity services now available in the cloud also include the following standard business processes: Customer relationship management (CRM) Expense management Accounting HR management Manufacturing, wholesale, and professional services components ERP (which is especially beneficial for fast-growth companies) For each business problem a company seeks to solve, it needs to look at a cloud solution and compare it with alternative solutions from both return on investment (ROI) and TCO perspectives.

Step 5: Understand the Risks

Like any new technology that offers credible business value, there are also risk factors to consider. Risks around security, privacy, and governance are major concerns for nearly every company. Sand Hills Leaders in the Cloud 2010 research study found a broad range of attitudes about security, privacy, and governance. Security concerns vary greatly by companydepending on the following factors:

Roadmap to Cloud Success: How to Get There?

 Business goals and rewards Perceived or real risks Level of risk tolerance Value and sensitivity of information assets and data Regulatory concerns Sand Hills survey of IT executives found large enterprises were more concerned about data privacy, security, and governance issues than smaller companies (see Exhibit 1). Most of the small and midsize SME IT leaders were emphatic that a cloud vendors security processes must be superior to any that their own company could provide. The reason: small companies cost structures are such that they cannot afford to build secure infrastructures that match those of large enterprises or the leading cloud vendors.

Exhibit1: Comparison of large and small companies concerns

about cloud computing
Large Enterprises Small and Midsize Enterprises 46% 36% 28% 47% 25% 19% 7% 18% 11% 2%

Data privacy Governance (e.g., policies for control, security, monitoring and services) Developers/corporate culture Lack of practical experience with cloud computing Migration/interoperability Lack of standards Regulation Lack of development and monitoring of service-level agreements (SLAs) No barriers Dont know
Source: Sand Hill Group Cloud Computing Survey 2010

63% 53% 38% 33% 25% 23% 15% 5% 0% 3%

Large enterprises refer to companies with $20 billion or more in revenue. Small and midsize Enterprises includes companies with less than $500 million in revenue.

Among many examples of surveyed business executives from SME companies who were pleased with the security of their cloud vendors is the following statement from a SME manufacturing company executive:

We have been using SaaS applications for more than nine years, and we havent had a security breach so far. At the end of the day, we are very vigilant about security, including strong passwords and frequent password updates; and we audit usage patterns of our users to monitor for any untoward behavior. CEO, manufacturing company

Roadmap to Cloud Success: How to Get There?

However, vendors could fail, as was the case with Amazons high-profile failure in April 2011, which resulted from a configuration error. What would happen to a customers data in that case? Would the provider return the data, or would it be lost forever? The good news is that companies that properly understood their cloud vendors offering made sure they included data backups and redundancies in their applications. They also conducted due diligence to ensure they properly understood the vendors offerings, service level agreements (SLAs), and architecture. Such companies remained unscathed and ran their operations without any interruption during the Amazon outage. Many vendors are getting certified to security standards such as SAS 70. Even if a vendor is certified, the most important question to ask is: does the certification meet your specific security requirements? As one surveyed executive stated:

You should really ask for a security review, especially if you are a big company dealing with a smaller company and the risk to you is greater than the risk to them in case of a security breach. On the other hand, if you are a small or medium-sized business, your risk is much lower if you are dealing with a well-established large cloud vendor such as SAP , Salesforce, Amazon, or Microsoft, that is betting their business on their cloud services. Principal consultant, leading security firm

Step 6: Analyze Your Existing IT Portfolio

Another important step in the roadmap of getting to the cloud is performing an inventory of the companys current IT systems and developing a logical model of the existing architecture including all relevant systems, data, applications, processes, functional components, and services. As part of this exercise, companies should ask the following questions and analyze the systems from the following perspectives: What is working and what is not? What is core to the business and what is not? What is driving innovation and what is preventing progress? Where are the cost inefficiencies? What is driving business value and what is not? How are the systems coupled and interoperating with each other?

Roadmap to Cloud Success: How to Get There?

This analysis not only provides a snapshot of the companys current state of IT but also delivers crucial information to help fine-tune its business case based on the new architecture. Without doubt, the cloud deployment options in the architecture will drive down cost inefficiencies and improve agility and scalability, among other benefits. Analyzing an existing IT portfolio in this manner typically takes no longer than four to six weeks in a midsized company.

Step 7: Create a Vision of the End-State

Once the company has a clear understanding of the current state of its IT portfolio, the pain points, and the cost inefficiencies, it can then begin to map out the vision of moving purposely to the end-state. That end-state will include a description of which architectural components, data, applications, systems, services, and processes will move to the cloud in what order, and how much decoupling will be required to isolate the components. In designing the end-state vision, the company needs to design a reference platform that leverages cloud technologies for highly scalable automation, low-cost hardware, middleware, and application servers to connect new and existing applications. Such an analysis will consider not just the technology piece but also the people, process, and the cost aspects including the most important areas such as budgeting, TCO, service level agreements, governance, and compliance. The Sand Hill study found that, even if the cost of moving to the end-state from the current state is $5 million (for example), most small to midsize companies will move ahead with the initiative if the end-state generates cost savings of more than, say, $10 million per year.

Step 8: Develop and Execute the Roadmap

After creating a vision of the end-state, companies then need to determine which applications and data to move when, and where, before detailing the specifics around how to move them. It is not necessary or practical to move everything all at once. Create a roadmap for a long-term perspective (say, three years) and map out how the architectural components will move over in a staged manner to a much more effective, efficient architecture. This roadmap exercise should not take more than a month to map out in a small or midsized company; this includes a cost and benefit analysis for each stage of the roadmap. Typically, companies focus on the low-hanging fruit with the most business value and place them on the roadmap first. For example, companies initially select a relatively less-critical application that is currently not running cost-efficiently in house. Moving it to an external cloud quickly will

Roadmap to Cloud Success: How to Get There?

create significant business value. As a next step, they then select the lessvaluable and more risky systems that are still worth moving, and place them at the back end of the roadmap. Another consideration is to review the project portfolio and identify new and innovative revenue-generating projects that will benefit from a faster time-to-market advantage using cloud technologies. For each of the identified applications, companies need to evaluate the vendor capabilities and the risks associated with the security, data privacy, and governance with each vendor. Compare different cloud provider offerings. They also need to evaluate the offering of cloud vendors to ensure that it meets the security, scalability, reliability, and privacy needs of the enterprise and meets established security and compliance (SAS 70, FISMA, ISO/ IEC 27001, PCI, and HIPAA) standards. This evaluation includes: Review the vendors SLA provisions based on the companys specific business risks, risks that typically may not be covered in standard SLAs. Identify changes required in the vendors data compliance and security procedures (if any) to adapt to the companys risk, compliance, and business metrics. Identify interoperability, lock-in, and compatibilities issues and determine workarounds as applicable. Carry out a hands-on product and technology validation and evaluation against the above criteria. Assess the companys financial stability and longevity. Evaluate the companys commitment to innovating with its customers. Obtain examples of customers successes.

Conclusion
Transitioning to the cloud is similar to a major change initiative and needs top management support, clear vision, and careful planning. The eight steps presented here are sequenced in a logical order designed to yield maximum value. Typically, the more detailed activities of later steps provide additional information that helps companies fine-tune and refine the results of previous steps. In this sense, this is an iterative and cyclical process that companies can apply throughout the IT life cycle.

Roadmap to Cloud Success: How to Get There?

APPENDIX A
Overview of Sand Hill 2011 Cloud Survey
During January-February 2011, Sand Hill Group conducted a research study to gauge software vendors cloud outlook for the coming year and beyond. The study utilized an online survey to gather executives impressions on the direction of the cloud market, their cloud strategies, and customer readiness for adoption. A total of 100 software CEOs and senior executives responded to the 24-question survey and provided insight about their cloud revenues today and next year, customer attitudes and readiness, and which products and services are gaining traction. Thirty-two percent of the respondents identified themselves with titles of CEO/Presidents, and another 32 percent identified as Vice Presidents of sales/marketing/services. The study also identified the long-term trends including which layers of the cloud stack will take hold in the next three to five years. In addition, researchers conducted in-depth telephone interviews with some executives to gain more insight. Participants in the initial survey as well as the followup interviews were guaranteed that their identities would remain confidential in order to protect the strategic nature of the corporate information provided. A broad cross-section of software companies participated in the survey. Nearly three-quarters of the respondents were from product companies. The executives represented primarily midsize and small companies. Thirtyseven percent were from companies with less than $10 million in revenues, and 28 percent have revenue of at least $10 million but less than $250 million. About 18 percent of the respondents were companies with greater than $1 billion in revenues. The findings of this study are intended to give software companies directional insight as they make business decisions. Although efforts were taken to survey a wide variety of software companies, the study is not necessarily a representative sample of U.S. software companies.

Roadmap to Cloud Success: How to Get There?

APPENDIX B
Overview of Sand Hill 2010 Cloud Research Study
In 2010, Sand Hill Group released a landmark research study identifying the business value realized by companies deploying cloud-computing initiatives today. A two-phase interview study design uncovered both the in-depth insight of specific customers and vendor experiences, and a quantitative market survey provided a snapshot of cloud initiatives and priorities at a variety of companies. The interviews and survey questioned respondents about their current cloud initiatives, current and planned use of specific cloud models, business benefits, organizational and technical challenges, and details of specific use cases.

In-depth Interviews
In order to gain an understanding of the cloud experience at a variety of types of companies, Sand Hill conducted a total of 40 one-hour, in-depth interviews. Twenty-two interviews involved CIOs, VPs of IT, systems architects, and technology directors at small, midsize, and large companies. This group of executives represented a variety of industries, including insurance and finance, energy, telecom, manufacturing, healthcare, media, and technology. To gain insight from leading software vendors, Sand Hill conducted eight interviews with executive-level individuals who were responsible for cloud strategy and products within their organizations. Again, a mixture of representatives from large and small software companies was included.

Quantitative Survey
As part of the study, Sand Hill Group conducted two Web-based quantitative surveys in collaboration with McKinsey & Co. and Tech-Web. These surveys received a total of 511 qualified responses. Most respondents were CEOs, CIOs, or other senior IT executives at their companies, which ranged in size from small businesses to global corporations. The combination of qualitative interviews and quantitative surveys present first-hand accounts on the current state of cloud computing initiatives from an impressive cross-section of enterprises. However, the results may not be reliably projectable across the universe of American businesses. Therefore, the findings and implications in this report are intended to provide directional guidance during product development.

Roadmap to Cloud Success: How to Get There?

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About Sand Hill Group

Sand Hill Group (http://www.sandhill.com) provides strategic management, investment and marketing services to emerging market leaders. Sand Hill Group is best known for its work in the $600-billion software and services market. As founder of the Enterprise and Software conference series, Sand Hill Group has been credited with uniting the software business ecosystem of executives, entrepreneurs, investors and professionals. The firm is also the publisher of SandHill.com, the premier online destination for strategic information on the software business. The site and its newsletters are read by thousands of top software industry executives every week. Sand Hill Group also funds primary research into key technology and business model trends that impact the software business.

Copyright 2011 Sand Hill Group

The information contained herein has been obtained from sources believed to be reliable. Sand Hill Group disclaims all warranties as to the accuracy, completeness or adequacy of such information. The Sand Hill Group shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice. Reproduction of this report in print or electronic form is strictly prohibited without written permission from Sand Hill Group.

Roadmap to Cloud Success: How to Get There?

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