Four Business Scenarios for Cloud Innovation – Deloitte On Cloud Blog | Deloitte US has been saved
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In an environment where organizations constantly need to innovate, evolve and change, digital enterprises have proven their capacity to drive financial value and competitive advantage. While many technologies will be part of a company’s digital strategy, the cloud will almost certainly be one of them.
Cloud technology is the de facto computing standard to store and process information and power enterprise and distributed solutions, but as organizations look to innovate and change, there will be competing business priorities to align and equally important technical considerations to take into account. If a CIO can understand potential overlaps in business and technical requirements across various cloud innovation programs, the organization can gain greater economies of scale from its cloud investment and speed innovation programs.
Assess relevant business and technical factors with potential areas of overlap
On the business side, there are several areas where organizations are using cloud to support innovation programs, including:
Each of these business requirements will have corresponding technical considerations in terms of operating model, standards, legacy versus agile infrastructure requirements, cloud strategy (whether single- or multicloud), and the extent to which the organization aims to be cloud-captive. As organizations understand and assess business requirements across multiple programs, they can consider overlapping technical requirements in these areas to gain economies of scale related to their cloud investments.
Four cloud innovation scenarios
In our recent Deloitte Insights analysis, “A new framing for cloud innovation,” we look at these business and technical factors to envision four likely scenarios for the future of cloud innovation to plan for in the next three to five years. They are based on existing trends in workforce and customer operational strategies and maturity data needs across global organizations. These scenarios are as follows:
As organizations look to advance one or more of these programs, an aligned business and technical framework and the lens of scenario planning can help them better understand their business drivers, technical choices, and financial implications to create a coordinated cloud strategy and investment.
To learn more about our research into this topic, the framework, and these four scenarios, visit our Deloitte Insights article, “A new framing for cloud innovation" or Deloitte On Cloud blog post, “Cloud innovation: Becoming a reactive responder.”
As the chief cloud strategy officer for Deloitte Consulting LLP, David is responsible for building innovative technologies that help clients operate more efficiently while delivering strategies that enable them to disrupt their markets. David is widely respected as a visionary in cloud computing—he was recently named the number one cloud influencer in a report by Apollo Research. For more than 20 years, he has inspired corporations and start-ups to innovate and use resources more productively. As the author of more than 13 books and 5,000 articles, David’s thought leadership has appeared in InfoWorld, Wall Street Journal, Forbes, NPR, Gigaom, and Lynda.com. Prior to joining Deloitte, David served as senior vice president at Cloud Technology Partners, where he grew the practice into a major force in the cloud computing market. Previously, he led Blue Mountain Labs, helping organizations find value in cloud and other emerging technologies. He is a graduate of George Mason University.