Cloud Computing: da curiosidade para casos reais

Editor's Notes

• #4: History of Innovations 1944 Mark I IBM's first large-scale calculating computer Developed in cooperation with Harvard University, the Automatic Sequence Controlled Calculator, or Mark I, is the first machine to execute long computations automatically. More than 50 feet long, eight feet high, and weighing almost five tons, the Mark I uses electromechanical relays to solve addition problems in less than a second. It takes about six seconds for multiplication, and twice as long for division -- far slower than any pocket calculator today. 1948 SSEC Selective Sequence Electronic Calculator - the 1st computer that can modify a stored program. Is 250 times faster than Mark 1 but less powerful than today's desktop personal computers. It has more than 12,000 vacuum tubes and 21,000 electromechanical relays. 1956 RAMAC 305 The first magnetic hard disk for data storage revolutionizes computing. Developed in San Jose, Calif., the 305 Random Access Method of Accounting and Control (RAMAC) permits random access to any of 5 million bytes of data stored on both sides of 50 two-foot-diameter disks. The magnetic hard disk is adopted throughout the industry. In 1960, the RAMAC 305 scores the Winter Olympics in Squaw Valley, Calif. and tallies votes at both U.S. political conventions 1957 FORTRAN A group of scientists at the Watson Scientific Computing Laboratory design a computer language called FORTRAN (FORmula TRANslation). Based on algebra, plus grammar and syntax rules, it becomes the most widely used computer language for technical work. 1966 One-transistor memory cell One-transistor memory cells store each single bit of information as an electrical charge in an electronic circuit. These memory cells, or DRAM (Dynamic Random Access Memory) cells, permit major increases in memory density. This technology is adopted throughout the industry and still is in widespread use today. Pictured is the inventor, Robert H. Dennard. 1967 Fractals IBM researcher Benoit Mandelbrot publishes a paper in Science magazine introducing fractal geometry -- the concept that seemingly irregular shapes can have identical structure at all scales. Fractal geometry makes it possible to describe mathematically the kinds of irregularities existing in nature. Fractals later make a great impact on engineering, chemical engineering, metallurgy, mathematics, art and health sciences. Pictured here is a fractal representation of a mathematical object called a Mandelbrot set. 1970 Relational Databases - Individuals and businesses are able to manage and access large amounts of data faster and more easily because of the relational database. The concept, first published in a paper by an IBM researcher in 1970, enables computer users to easily query a database and quickly access the findings. 1971 Speech recognition IBM's first operational application of speech recognition enables engineers servicing equipment to talk to and receive spoken answers from a computer that can recognize about 5,000 words. Today, IBM's ViaVoice voice recognition technology has a vocabulary of 64,000 words. 1973 "Winchester" disk The IBM 3340 disk storage unit, known by its internal project name, "Winchester," becomes the industry standard for the next decade. The 3340 features a smaller, lighter read/write head and a ski-like design that enables the head to ride closer to the disk surface on an air of film 18 millionths of an inch thick. The 3340 doubles the information density of IBM disks to nearly 1.7 million bits per square inch. 1979 "Thin film" heads Instead of using hand-wound wire structures as coils for inductive elements, IBM researchers substitute patterns of light. This leads to higher-performance recording heads at reduced cost and establishes IBM's leadership in "areal density" -- storing the most data in the least space. The end result is higher-capacity and higher-performance disk drives. 1980 RISC architecture Reduced Instruction Set Computer (RISC) architecture, developed by John Cocke, pictured here, greatly boosts computer speed by using simplified machine instructions for frequently used functions. The instruction set etched into logic circuits is reduced to basic, often-used commands that can be executed in a single machine cycle. It is the basis of most workstations in use today and is widely viewed as the computing architecture of the future. 1986 & 1987 Nobel Prizes: In 1986, Binnig and Rohrer received a nobel in physics for design of scanning tunneling microscope; in 1987, Muller & Bednorz received nobels for their discovery of superconductivity in ceramic materials. 1994 Silicon germanium chips IBM adds germanium to silicon chips, forming the basis of low-cost, high-speed transistors that are used in a new generation of wireless consumer products. Silicon germanium chips, pictured here, create significant performance improvements in high-frequency circuit operations and are adopted into products such as Global Positioning Satellite receivers and automobile collision warning systems. 1997 Deep Blue - a 32-node (256 processor) IBM RS/6000 SP high-performance supercomputer, became the first machine to beat a reigning world chess champion in a traditional match. Deep Blue now resides at the Smithsonian's National Museum of American History in Washington, DC, but the underlying technology continues to help with many business and industry challenges, including weather forecasting, financial market modeling , automotive design, and medical research and development. 1997 CMOS 7S (Complementary Metal Oxide Semiconductor) This technology is the first to use copper, instead of aluminum, to create circuitry on silicon wafers, permitting a dramatic increase in processing speed. CMOS 7S allows circuitry on a memory chip to be built to dimensions of 0.20 microns, 500 times thinner than a human hair. CMOS 7S can pack between 150 million and 200 million transistors on a single chip.\\1998 - Silicon-on-insulator (SOI) 1998 SOI - Silicon-on-Insulator - 8/3/98 - IBM announced it has perfected a process for building high-speed transistors that can be used to deliver higher performance microchips for servers and mainframes, as well as more power-efficient chips for battery-operated handheld devices. This technology, called "silicon-on-insulator" (SOI), represents a fundamental advance in the way chips are built. 1998 - Microdrive - IBM unveiled the world's smallest and lightest disk drive -- a potential boon to the digital camera market and to other consumer electronics devices that are increasingly demanding greater capacity for data storage. The drive can hold up to 340 megabytes of data, enough to hold about 340 200-page novels. The Microdrive can also store the equivalent of more than 200 floppy disks. 2002 - Millipede -- Using an innovative nanotechnology, IBM scientists have demonstrated a data storage density of a trillion bits per square inch -- 20 times higher than the densest magnetic storage available today. IBM achieved this remarkable density -- enough to store 25 million printed textbook pages on a surface the size of a postage stamp -- in a research project code-named " Millipede ". 2002 - Scanning tunneling microscope image of a 12 nanometer x 17 nanometer " molecule cascade " logic circuit made from carbon monoxide molecules on a copper surface. The circuit is a "three-input sorter" that calculates the logical AND of the three inputs, the logical OR of the three inputs and the logical MAJORITY of the three inputs. It is composed of three AND gates, three OR gates, six FANOUTS, three CROSSOVERS and the "wiring" to connect all of them. It is 260,000 times more compact than today's CMOS 9s circuitry. 2004 – Blue Gene/L - The latest addition to IBM's Blue Gene family of supercomputers, Blue Gene/L, is aggressively ascending the supercomputing Top500 list – a highly-respected ranking of the world's most powerful supercomputers based on the Linpack benchmark test. The Blue Gene/L prototype, at only half a rack (picture a dishwasher) and only 1/128th the size of the final version, was able to sustain a peak speed of 1.45 teraflops when it debuted at No. 73 on the 22nd Top500 list last November. Even fractionally complete, the prototype was more powerful than 85 percent of the world's 500 largest supercomputers. An independent study released today (Nov. 2004) named it as the world's most powerful supercomputer. IBM's Blue Gene/L tops the list with a sustained performance of 70.72 Teraflops, or trillions of floating point calculations per second. 2005: 5-stage Ring Oscillator: Identifying a material that can outperform silicon in terms of device density, power consumption and performance is one of the main goals of today’s nano-electronics effort. Carbon nanotubes are considered to offer the greatest potential in this context. However, current synthesis schemes all provide nanotubes with different diameters and chiralities. We built a 5-stage ring oscillator involving 14 field-effect transistors (FETs) side-by-side along the length of the nanotube. This intra-molecular circuit operates at 72MHz at V<dd>=1.04V, limited only by the non-optimized parasitic contributions.
• #18: We asked the respondents regarding their plans around the organization's level of cloud technology adoption today and the expected level in 3 years. 72% of the respondents were either piloting, or had adopted or substantially implemented cloud in their organization, and this number is expected to increase to more than 90% in 3 years with a rate of growth touching 215% for organizations which intend to substantially implement cloud. Further, forecasts around cloud predict the cloud market to reach up to $241bn by 2020.
• #19: Survey results reveal that organizations are experimenting with cloud regardless of the size. Although, larger organizations are more likely to adopt or are piloting in cloud when compared to smaller organizations.
• #22: Cloud computing is a new way of deploying IT over a network. Clients see only the service and not the implementation or infrastructure required for delivery. Technology services include storage, data protection, applications, business process and even business and consumer services such as email and office applications. No matter the IBM instantiation - All of our cloud-delivered services have common attributes – 5 in total: Clients will need to embrace standards to take advantage of Cloud Services IT and network capacity and capabilities are – ideally automatically – rapidly provisioned using Internet standards without transferring ownership of resources Utility pricing, variable payments, pay-by-consumption and subscription models make pricing of IT services more flexible and will evolve Resources scale up and down by large factors as the demand changes providing ability to leverage labor and not just IT IT resources from servers to storage, network and applications are pooled and virtualized to provide an implementation independent, efficient infrastructure – a dynamic one.
• #23: Main Point: As a result, many companies are experimenting with cloud computing, using computing resources only when and where needed, as a way to reduce the cost and complexity of delivering traditional IT services Harnessing cloud is one of the key ways companies can keep pace with ever increasing consumer expectations and competitive pressures. Consolidation, data center efficiency and lower costs are some of the drivers that led to early cloud adoption.
• #24: Beginning spring in 2006
• #25: Mobile Revolution: By the end of 2011, smart phones and tablets will overtake PC shipments.2 Downloads of mobile applications, or “apps,” are expected to surge from 11 billion in 2010 to 77 billion in 2014.3 These applications use location sensors and cameras, coupled with broadband connectivity, to enable activities ranging from videoconferencing to real-time coupon delivery for nearby stores. People want more than music, movies and books on the go; they want all information (including from businesses) that way. Mobility has eliminated the boundaries of space and time. Customers are always connected, and companies can interact with them at any time. The implications cannot be overstated. With information about products becoming as important as the products themselves, almost every company is now in the business of creating and delivering “content” – information that is personal, relevant and timely when accessed by the customer. Social Media Explosion With 2 billion people connected to the Internet, social media is quickly becoming the primary means for communication and collaboration. Young people may have spearheaded the changes, but people of all ages have joined the virtual revolution: 89 percent of the millennial generation uses social networking sites, but so do 72 percent of baby boomers. And the gap is closing. Hyper Digitization Today’s world exhibits a fast-developing case of hyper-digitization. As much information is now being generated every two days, according to former Google CEO Eric Schmidt, as existed between the dawn of civilization and 2003. Demand for video, as well as constant connectivity, is expected to double the amount of mobile data traffic every year through 2014. Power of Analytics Advanced mathematical analysis, powered by intensive computing systems, provides unprecedented opportunity to unleash the value of interconnected data. Electronic tags on packages, pallets and transport vehicles can relay critical information about the location and quality of items ranging from pharmaceuticals to food. Sensors in electrical grids and water systems, intelligent buildings and congested roadways can optimize the use of scarce resources. Predictions based on information relayed from security cameras, satellites and soil can improve public health and safety.
• #31: # of connected things Ericsson CEO predicts 50 billion connected devices by 2020 ( http://gigaom.com/2010/04/14/ericsson-sees-the-internet-of-things-by-2020/ ) Intel estimates that by 2015 the world will have 15 billion connected devices ( http://gigaom.com/2009/03/02/intel-inside-becomes-intel-everywhere/ ) Internet Connected Devices about to pass the 5 billion milestone - IMS Research ( http://www.businesswire.com/news/home/20100816005081/en/Internet-Connected-Devices-Pass-5-Billion-Milestone )
• #33: The six cloud business enablers are applicable whether your cloud strategy involves becoming a consumer or a provider of cloud-based offerings – or includes elements of both Cost flexibility – 1) Shift capex to opex; - IT CapEx is money spent on acquiring physical assets for the purpose of running business.  Examples of IT CapEx: printers, servers, laptops, networking equipment, etc.  OpEx is money spent on the operational aspect of running business.  Examples of IT OpEx: telephone service, leased network lines, printer cartridges.  Enterprise software licenses are typically treated as CapEx, along with the servers and networking equipment required to host the software.  IT CapEx also tends to be less fluid and much more expensive than routine IT OpEx.  CapEx spending also tends to be harder to forecast than OpEx. OpEx typically represents a real cost of doing business: your business needs an internet connection to exist, and you pay for what you use.  CapEx in general is often more fuzzy in relation to its impact on a company’s operations, especially when it comes to IT CapEx.  Sure, you need a server to run your business, but do you really use it 100% for the entire duration of its life?  Even with virtualization tools like VMWare, you’re probably not using it 100%.  Plus, CapEx also has maintenance and “unexpected events” overhead that OpEx doesn’t. Cloud enables the shift from CapEx to OpEx. ii) Pay-per-use software and services; - With cloud applications there is no longer a need to install software or pay software license fees. This pay-per-use model provides greater flexibility and eliminates the need for significant capital expenditures 2) Business Scalability : Businesses can scale operations very easily based on requirement. If you need new servers because the number of hits to your website has increased, then you can easily do so. If you need to get rid of the extra servers, you can do that easily as well 3) Market Adaptability : Cloud enables a f aster time to market and helps in rapid prototyping, development and deployment; 4) Masked complexity : The c omplexity becomes hidden from end-user; There is user independence from IT or other operational issues like upgrade & maintenance. 5) Context-driven variability : Supports user defined preferences. Cloud can be used to store information about user preferences and enable the customization of product or service which is being delivered. 6) Ecosystem connectivity : Creation of new value nets including SMEs Shared infrastructure and services from cloud service providers Enhanced productivity through customer / partner interaction For example, cloud based platforms support sharing of resources, processes and workforce between companies in Pharmaceutical value chain, hence enabling joint research and collaboration
• #34: Etsy is the world’s handmade marketplace http://www.etsy.com/about/ http://www.businessweek.com/magazine/content/11_11/b4219052599182_page_4.htm
• #35: http://www.meetup.com/cloudcomputing/events/14476942/ Source: (1) http://radar.oreilly.com/2011/05/netflix-cloud.html Netflix has migrated its website and streaming service from a conventional datacenter implementation to the Amazon public cloud. Along the way, they re-wrote most of their code base, built a completely new data source backend based primarily on SimpleDB, and re-tooled their processes with high levels of automation. As a result, despite high and accelerating growth rates in Netflix subscriber counts, the growth rate of Netflix’ datacenter footprint has been halted, and all capacity expansion is now leveraging AWS.
• #37: The below excerpt is from the Microsoft Azure Cloud Case Study of Xerox Cloud Print: Xerox Mobile Print, a service that lets workers print to any printer in their company from handheld devices like smartphones. In 2010, Xerox began extending this service with Xerox Cloud Print, which enables workers to locate and print to any printer inside or outside their company from smartphones. Using Microsoft’s Azure Cloud, Xerox was able to use its existing IT skills and assets, and hence was able to get this innovative service to technology readiness in just four months. And, because cloud platform follows a flexible “pay as you go” model, Xerox can scale the service up or down at a moment’s notice. Cloud printing requires quite a bit of data management. There are files coming in, files being converted to print-ready format, and files being distributed to a variety of printers. With the availability of cloud platforms, there are a range of options for storing nonrelational data, so that databases do not get clogged. Database stays leaner and is therefore faster, and it’s also more economical. All this complexity remains hidden from the end-user. With Xerox Cloud Print, mobile workers can print from their mobile devices by routing print jobs through the cloud platform to the nearest available public printer. Say a worker is traveling and receives an email message on her smartphone with an attachment that she needs to print. She clicks the “open with” button on her device, and Xerox Cloud Print appears as an option. Depending on how customers configure the service, the worker might then open a dialog box that enables her to enter an address (such as for a copy shop nearby) or search for the closest public printer. She can then submit the print job from her phone. ---------- Technologically : What are they actually doing inside the cloud? - The Mobile Print solution allows employees to print from a mobile device without downloading software, mapping to a printer or booting up their laptops. This solution allows users to print from any smartphone, send documents such as emails and presentations to a server (this could be a physical enterprise server but ideally on the enterprise private cloud for which it has partnered with Cisco) then retrieve the printouts by walking up to any printer and entering a code to release the print. - The Cloud Print enables workers to print to many printers outside their organization, using Xerox’s Public Cloud rather than the organization’s own Mobile Print solution running within the organization’s private cloud. Multitude of mobile device interfaces requires enablement of print from devices that are not supported by print drivers and do not have direct access to the networks on which printers reside . Traditional print subsystems require extensions and updates. Cloud Print aims to provide an end-to-end solution to meet the printing needs of mobile workers anywhere. In essence, creates a new service and enables more users (and hence more page prints) from a given printer and also targets a new segment of mobile users. Business Opp : how are they actually using the cloud enable their business model? Put a slightly different way, what are they doing that could not be done through some other tech solution? End-to-end consulting and cloud-based services provide new, recurring revenues Incremental use of Xerox printers (particularly in the Mobile Print solution) generates additional revenues from increased use of Xerox printer consumables (e.g. toner, maintenance items) Please note the following references: Critical: http://cloudprint.cloudapp.net/developer/Summary  calls the concept we’re interested in “ Cloud Print ” http://www.consulting.xerox.com/xerox-managed-print-services/enus.html  explains the relationship between the different Xerox offerings. Not very clearly, but it appears to be their best attempt. http://www.microsoft.com/india/casestudies/windows-azure/xerox/xerox-cloud-print-solution-connects-mobile-workers-to-printers-around-the-world/4000008986  best job explaining the Xerox offerings and road leading to Cloud Print solution Important: http://www.reuters.com/article/2011/05/09/us-cisco-xerox-idUSTRE74807720110509  useful to understand that a) there is competition to the Cisco+Xerox partnership (Jupiter+HP) and b) Xerox can make money as a reseller as well as incremental revenue from printing supplies. Vaguely relevant: http://www.office.xerox.com/software-solutions/xerox-mobile-print-solution/enus.html  calls a similar concept Mobile Print except that it appears to require Cisco and is designed for inside businesses that use specific Xerox printers. This does not appear to be cloud-enabled, but rather an application or tool suite that enables mobile users to print within their business. Cloud Print takes this concept and moves the hosting of this tool suite outside the perimeter of the business, it seems. Brochure here: http://www.office.xerox.com/latest/SO1BR-11U.pdf http://www.eweek.com/c/a/Mobile-and-Wireless/Cisco-Xerox-Partner-on-Mobile-Printing-Via-the-Cloud-825677/ http://news.xerox.com/pr/xerox/IDC-report-positions-xerox-leader-in-managed-print-services.aspx  Sept 2010 report, but of 2009 data, is becoming a bit dated…
• #38: Value chain – Traditional value chains are being transformed and disrupted using the cloud, resulting in shifts in how and by who value is created, delivered and captured Value Proposition – Organizations are leveraging the cloud to re-define customer value propositions and generate additional revenue streams
• #39: Enhance –Use cloud to improve products and services and gain incremental revenue Improve existing products/ services, add new features Enhance customer experience Deliver through broader array of channel Extend – use cloud to create new products and services or utilize new channels or payment models Create new products or services Deliver via new channels Develop new payment models Invent - use cloud to “create a need” and own a new market Introduce new revenue models, generate new revenue streams
• #40: http://developer.apple.com/technologies/ios/ http://gigaom.com/apple/infographic-apple-app-stores-march-to-500000-apps/ Construct radically different value proposition to create a new “need” and own the market and form new customer segments Created a need and market for a range of office productivity tools, gaming and entertainment options and various other applications on a mobile phone. Apple introduced a standardized platform for developers to quickly, economically and efficiently develop mobile apps. Radically changed industry economics as independent developers can participate in the Apple ecosystem, to develop and sell their apps for a popular set of devices. Generate entirely new revenue streams – Established barriers to entry by being a first mover and locking in developers New revenue model created for apps developed using the platform
• #41: Improve Use cloud to maintain competitive parity and place in existing value chain Achieve step changes in process efficiency & effectiveness Better partnering, sourcing, collaboration Transform Use cloud to establish competitive advantage across existing value chain Create – use cloud to create sustainable competitive dominance across a new value chain
• #42: https://www.salesforce.com/assets/pdf/misc/WP_THINKstrategies_VAR.pdf/ http://www2.sta.uwi.edu/~anikov/info1400/lectures/05-ITF-tutorial-case-study.pdf Create new industry ecosystem or disintermediate an existing value chain Salesforce is leveraging the cloud to provide the CRM software as a service thereby enabling cost flexibility and scalability catering to changing demand and requirement patterns of the customer. Created a new software industry value chain. Disrupted the mode of delivery, usage and licensing payments for enterprise software. Introduced pay-for-use model for enterprise software services More than 227,000 subscribers at more than 13,900 companies worldwide Radically change industry economics It re-defined the customer value proposition by offering CRM software as a service to its customers and generated new revenue streams from new customer segments who could not invest in software & hardware. 21% revenues growth over 2009 ($1.3 billion in 2010) - Ranked 4th in Fortune’s 2010 ‘100 Fastest Growing Companies’.
• #43: CeBM Inclusion & Placement Rules : Cloud-enabled does not merely mean cloud-supported. To be CeBM, the BM would have been infeasible, either technologically or financially, without cloud. Review the need of cloud in enabling each new business model Include: Cloud is a technical necessity (ie. integral, critical part of the original design) of the BM (e.g. Force.com). These tend to innovate/disrupt. Include: Cloud is a financial necessity (ie. integral, critical part of the original design) of the BM (e.g. Netflix). These tend towards optimize/innovate. Include: Cloud is a financial or technical aid (ie. optional part of the original design or incorporated after launch ) of the BM that propped up the BM (averted failure) or unencumbered a significantly constrained BM (e.g. Ford SYNC). These tend towards optimize/innovate. Include: Cloud is a financial or technical aid (ie. optional part of the original design or incorporated after launch ) of the BM that propped up the BM and/or averted failure (e.g. Ford SYNC). These are only optimize. But beware, as if you use innovative or disruptive business models that +happened+ to use cloud, but didn’t need it, these disruptors will fall within the “Optimizer” category, causing confusion. Review the effect the business model generated via cloud. Here is where we make a leap in logic. We placed the BM on the matrix based upon its marketplace success, which confounds the effects of cloud with many other variables (e.g. leadership, timing, marketing, level of investment, timing…). As a result, unless cloud was the core of the business model (e.g. FORCE.COM), we cannot say much about cloud’s role in causing the success beyond that cloud did not inhibit the success.
• #44: Optimizers – leverage cloud to enhance the customer value proposition and improve in the value chain hence deepening customer relationships. They are mainly focused towards giving greater value to the customers, and hence focus more on product/service innovation and operational innovation hence increasing the overall efficiency and reducing costs. However, they realize limited or no revenue gains. Innovators use cloud to create new products and services or utilize new channels or payment models. They have the opportunity to gain a competitive advantage by extending their value proposition to adjacent industries or markets, or transforming their role in the value chain by developing new operating capabilities They create innovative technologies, but face the fear of replication by competitors as one of the major risks. For e.g. both 3M (VAS - Visual Application Service) and Animoto have developed new technologies leveraging cloud, upon which there businesses are based but face the risk of replication. Disruptors harness the cloud to address hitherto unforeseen customer needs through radically new value propositions. They create new industry economics and disrupt existing players. They definitely get the first movers advantage but also face the risk of trying untested business models which may not always succeed.
• #45: As discussed earlier, Optimizers Optimizers are organizations which utilize cloud to IMPROVE their role in the value chain and ENHANCE their value proposition further. North Carolina State University In collaboration with IBM, NC State looked to a new virtualization based "cloud computing" model – known as Virtual Computing Lab (VCL – for flexible and intelligent provisioning that offers a quantum improvement in access, efficiency and convenience over the traditional approach for managing resources that it had previously relied on. It allowed NCSU to enhance user experience while optimizing operational efficiencies. Xerox Offered “Mobile Print” hosted on cloud to enable its customers to remotely print documents without installing printer drivers and without a direct connection/ownership. The service is particularly attractive to mobile customers and to those who do not own printers. Hence, enhancing their value proposition to the customers. This service also helped improve printer accessibility and simplified the process of connecting and printing (without the need to configure drivers and software) Innovators Organizations, which in addition to the above, also actively utilize cloud to EXTEND or TRANSFORM and create or invent to an extent have been categorized as INNOVATORS 3M Visual Attention Service (VAS) offers cloud based scientific analysis of product and marketing design effectiveness, predicting visual Impact 3M offers VAS in a cloud-based, pay-as-you-go model that is fast, affordable, flexible, user-friendly, and fits easily into a designer’s existing process. The new cloud-based offering allows 3M to transform its role in the product development value chain by closely integrating with a global network of designers. The offering enables 3M to extend into adjacent customer segments, including brand owners, marketing professionals, and creative designers beyond 3M’s target market segments Animoto Extended its value proposition to attract customers to different products and services by using Cinematic Artificial Intelligence technology in order to create videos from photos and music using cloud based platforms. They extended the video mixing services not just to professionals, but also towards the more "amateur" audience. Disruptors CREATE new industry ecosystem or disintermediate an existing value chain or INVENT by constructing radically different value proposition to create a new “need” and own the market Apple iOS Created a need and market for a range of office productivity tools, gaming and entertainment options and various other applications on a mobile phone. Apple introduced a standardized platform for developers to quickly, economically and efficiently develop mobile apps. Radically changed industry economics as independent developers can participate in the Apple ecosystem, to develop and sell their apps for a popular set of devices. Force.com Force.com is a platform-as-a-service that delivers a scalable, easily-provisioned, pay-per-use set of development tools and IT services that enable users to customize their Salesforce customer relationship management applications or to build entirely new applications and run them “in the cloud” on Salesforce’s data center infrastructure. While disrupting the traditional enterprise software value chain, Force.com has created an entirely new customer segment of users for who customized business applications and services were prohibitively expensive earlier.
• #47: As discussed earlier, Optimizers Optimizers are organizations which utilize cloud to IMPROVE their role in the value chain and ENHANCE their value proposition further. North Carolina State University In collaboration with IBM, NC State looked to a new virtualization based "cloud computing" model – known as Virtual Computing Lab (VCL – for flexible and intelligent provisioning that offers a quantum improvement in access, efficiency and convenience over the traditional approach for managing resources that it had previously relied on. It allowed NCSU to enhance user experience while optimizing operational efficiencies. Xerox Offered “Mobile Print” hosted on cloud to enable its customers to remotely print documents without installing printer drivers and without a direct connection/ownership. The service is particularly attractive to mobile customers and to those who do not own printers. Hence, enhancing their value proposition to the customers. This service also helped improve printer accessibility and simplified the process of connecting and printing (without the need to configure drivers and software) Innovators Organizations, which in addition to the above, also actively utilize cloud to EXTEND or TRANSFORM and create or invent to an extent have been categorized as INNOVATORS 3M Visual Attention Service (VAS) offers cloud based scientific analysis of product and marketing design effectiveness, predicting visual Impact 3M offers VAS in a cloud-based, pay-as-you-go model that is fast, affordable, flexible, user-friendly, and fits easily into a designer’s existing process. The new cloud-based offering allows 3M to transform its role in the product development value chain by closely integrating with a global network of designers. The offering enables 3M to extend into adjacent customer segments, including brand owners, marketing professionals, and creative designers beyond 3M’s target market segments Animoto Extended its value proposition to attract customers to different products and services by using Cinematic Artificial Intelligence technology in order to create videos from photos and music using cloud based platforms. They extended the video mixing services not just to professionals, but also towards the more "amateur" audience. Disruptors CREATE new industry ecosystem or disintermediate an existing value chain or INVENT by constructing radically different value proposition to create a new “need” and own the market Apple iOS Created a need and market for a range of office productivity tools, gaming and entertainment options and various other applications on a mobile phone. Apple introduced a standardized platform for developers to quickly, economically and efficiently develop mobile apps. Radically changed industry economics as independent developers can participate in the Apple ecosystem, to develop and sell their apps for a popular set of devices. Force.com Force.com is a platform-as-a-service that delivers a scalable, easily-provisioned, pay-per-use set of development tools and IT services that enable users to customize their Salesforce customer relationship management applications or to build entirely new applications and run them “in the cloud” on Salesforce’s data center infrastructure. While disrupting the traditional enterprise software value chain, Force.com has created an entirely new customer segment of users for who customized business applications and services were prohibitively expensive earlier.
• #49: As discussed earlier, Optimizers Optimizers are organizations which utilize cloud to IMPROVE their role in the value chain and ENHANCE their value proposition further. North Carolina State University In collaboration with IBM, NC State looked to a new virtualization based "cloud computing" model – known as Virtual Computing Lab (VCL – for flexible and intelligent provisioning that offers a quantum improvement in access, efficiency and convenience over the traditional approach for managing resources that it had previously relied on. It allowed NCSU to enhance user experience while optimizing operational efficiencies. Xerox Offered “Mobile Print” hosted on cloud to enable its customers to remotely print documents without installing printer drivers and without a direct connection/ownership. The service is particularly attractive to mobile customers and to those who do not own printers. Hence, enhancing their value proposition to the customers. This service also helped improve printer accessibility and simplified the process of connecting and printing (without the need to configure drivers and software) Innovators Organizations, which in addition to the above, also actively utilize cloud to EXTEND or TRANSFORM and create or invent to an extent have been categorized as INNOVATORS 3M Visual Attention Service (VAS) offers cloud based scientific analysis of product and marketing design effectiveness, predicting visual Impact 3M offers VAS in a cloud-based, pay-as-you-go model that is fast, affordable, flexible, user-friendly, and fits easily into a designer’s existing process. The new cloud-based offering allows 3M to transform its role in the product development value chain by closely integrating with a global network of designers. The offering enables 3M to extend into adjacent customer segments, including brand owners, marketing professionals, and creative designers beyond 3M’s target market segments Animoto Extended its value proposition to attract customers to different products and services by using Cinematic Artificial Intelligence technology in order to create videos from photos and music using cloud based platforms. They extended the video mixing services not just to professionals, but also towards the more "amateur" audience. Disruptors CREATE new industry ecosystem or disintermediate an existing value chain or INVENT by constructing radically different value proposition to create a new “need” and own the market Apple iOS Created a need and market for a range of office productivity tools, gaming and entertainment options and various other applications on a mobile phone. Apple introduced a standardized platform for developers to quickly, economically and efficiently develop mobile apps. Radically changed industry economics as independent developers can participate in the Apple ecosystem, to develop and sell their apps for a popular set of devices. Force.com Force.com is a platform-as-a-service that delivers a scalable, easily-provisioned, pay-per-use set of development tools and IT services that enable users to customize their Salesforce customer relationship management applications or to build entirely new applications and run them “in the cloud” on Salesforce’s data center infrastructure. While disrupting the traditional enterprise software value chain, Force.com has created an entirely new customer segment of users for who customized business applications and services were prohibitively expensive earlier.
• #50: This slide summarizes what has been discussed till now. We first discussed about the 6 business enablers which are offered by cloud. We then discussed their impact on the value chains and the value propositions. The extent to which cloud is being leveraged to improve, transform or create the value chain, and Enhance, extend or invent the value proposition empowers organizations to optimize, innovate or disrupt the business models while encompassing , product innovation, operational innovation for optimizers, enterprise model and revenue model innovation for innovators, and in addition to all, industry model innovation for disrupters.
• #52: This slide summarizes the potential benefits of cloud : Scalability – access to unlimited computing resources Context driven variability – Greater reach to customers and specific targeting based upon their preferences. Greater access for customers to products and services. Cost flexibility and market adaptability – inexpensive and rapidly develop new products and service offerings seamlessly connect with customers Transforming value chains by collaborating with partners and customers Be able to redefine your role in the industry and change competitive positioning
• #56: The cloud computing ‘buzz’ has been going on now for 3-4 years. Cloud is a disruptive new way to deliver software & services and will lead to a whole new set of industry-specific business processes, applications, and solutions. Benefits include reduced costs, improved service delivery and an enablement of business innovation.   It can enable both new opportunities as well as new competitors in all areas of business. Something else to watch out for this year is how cloud computing will impact the mobile infrastructure and ecosystems in 2012. Major players in this market are IBM, Oracle, SAP, Microsoft, Google Enterprises, and Amazon. Speaking of Amazon, IDC is predicting it will reach $billion in Cloud Services revenue this year….and Google Enterprises is close behind.