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1、CLOUD RADAR 2023A NEW ERA OF CLOUD2|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge InstituteContentsExecutive summary 04Cloud today is for growth and transformation 06Cloud works,and companies want more 10Room for improvement in innovation,integration,and spend 11Companies have ove

2、r$300 billion in unused cloud commitments 12More cloud spending,more cloud providers 14But cloud utilization has not kept pace 15Blend and extend 16Half of companies struggle with cloud cost,security,and governance 18Costs without control 19Companies lack security safeguards 21Transparent cloud owne

3、rship 23A new era in cloud requires a new approach 241.Master monitoring and prediction 262.Embed the business case into cloud 273.Adopt a value-centric cloud operating model 28Appendix:Research approach 30References 33Cloud Radar 2023|3External Document 2023 Infosys Limited Knowledge InstituteThe c

4、orporate world embraced cloud more than 10 years ago,with cloud adoption peaking in 2014 and migration following right after.It arrived as a single,neat solution.Companies with aging data centers and burgeoning digital systems faced a choice:spend heavily to modernize server racks and proprietary ne

5、tworks or move to cloud.Early corporate cloud gracefully aligned the IT departments desire for modern systems with the business desire for lower costs.Cloud has now entered a new era.Our research,based on interviews and a global survey of more than 2,500 respondents,shows that companies have moved b

6、eyond using cloud for storage and cutting costs they rely on it for sophisticated solutions,growth,and transformation.In fact,they see so much promise in cloud solutions that they continue to invest in cloud while under-utilizing the cloud they have.Further complicating matters,enterprises dont have

7、 a good handle on cloud spend,security,and governance.They need a new way to manage cloud.Executive summaryKnowledge Institute4|Cloud Radar 2023External Document 2023 Infosys Limited Cloud today is for growth and transformationCompanies now look to cloud to modernize and to grow by leveraging cloud

8、for differentiated business outcomes.They want cloud to help them open new revenue streams,access emerging technologies such as artificial intelligence(AI),and integrate acquisitions.And companies are happy with what cloud enables them to do.Nearly 75%report cloud migration very effective or extreme

9、ly effective to meet objectives.Companies have over$300 billion in unused cloud commitmentsCompanies have made big commitments to cloud and are committing more.Two-thirds have increased cloud spending this year,and four out of five intend to increase spending in the year ahead.Companies also continu

10、e to add new cloud vendors.This will only accelerate as cloud-driven AI and industry solutions continue to emerge.But as cloud investment races ahead,utilization has not kept pace.Companies have on average utilized 47%of all the cloud they have already committed to,our survey found.This is reflected

11、 in the financial reporting of major cloud providers.The 12 cloud and cloud-based software providers in our survey collectively report more than$300 billion in corporate cloud commitments that have not been used.A company that does not utilize the cloud it committed to faces only bad outcomes:lose m

12、oney,spend more to accelerate migration,or renegotiate from a point of weakness.Half of companies struggle with cloud cost,security,and governanceThis new era brings new complexities.In 2023,nearly two-thirds of respondents(65%)use three to four cloud or cloud service providers,a 75%increase over th

13、e proportion with three or four providers in 2021.Over half(53%)say they struggle to monitor costs in this environment.And more than one-third of the time,companies silo cloud ownership decisions within business or IT,not both.Finally,more than 40%have lax policies to govern cloud deployment.These m

14、anagement issues contribute to surprise cloud costs,unseen security threats,and cloud management confusion.A new era in cloud requires a new approachCompanies use cloud to grow,and it delivers.As cloud usage expands,companies risk losing cost,security,and management control.The following three steps

15、 guide enterprises to better utilize and manage cloud.1.Master monitoring and prediction2.Embed the business case into cloud 3.Adopt a value-centric cloud operating modelThis report explores the new sophistication and complexity of cloud,and the ensuing management challenges.A new cloud management a

16、pproach bridges the gap between cloud growth and business value.Knowledge InstituteCloud Radar 2023|5External Document 2023 Infosys Limited Cloud today is for growth and transformationBanks move slowly.Thats their heritage,going back to the Italian bancas,or benches,that the Medici family and others

17、 used to safely lock up coins and forward to the vaults and fortresses of 20th century banking.In the 21st century,safe and slow banks now contend with agile,digital-native competitors and higher customer expectations.Citizens Bank,a 195-year-old institution based in Providence,Rhode Island,began it

18、s cloud-powered modernization four years ago.They migrated existing systems to cloud and developed new cloud-native architecture and applications.Citizens cloud-based technology upgrades have empowered the bank to rapidly respond to crises.When the US Small Business Administration passed the Paychec

19、k Protection Program in response to the COVID-19 pandemic,Citizens quickly built cloud-based tools to help clients apply for forgivable loans.It processed 48,000 loan applications and disbursed about$5 billion US in timely support to client companies.1 Like Citizens,companies that once moved to clou

20、d to modernize,cut costs,and boost resilience now find new reasons to continue shifting to cloud.Cloud has entered a new era as a tool for growth and transformation.In the early days of cloud,transformations like replacing systems went hand-in-hand with cost savings.As companies just began to adjust

21、 to the capital expenditure cycle associated with running data centers,a new option emerged:Move to cloud.Knowledge Institute6|Cloud Radar 2023External Document 2023 Infosys Limited Cloud Radar 2023|7External Document 2023 Infosys Limited Knowledge InstituteFigure 1.Two-thirds of companies began in

22、cloud between 2011-2015When insurance business NN Life Japan studied the best way to modernize its technology in 2016,cloud-based platforms rapidly emerged as the best choice,chief technology officer Drew Flynn recalled.2“The infrastructure we had at that time was not cutting it.It took too long to

23、provision the servers;we had complicated processes and limited features and functions,”he says.“The cloud promised to solve these issues and provide improved speed and reliability.”Early corporate cloud satisfied ITs need for modern systems and the businesss desire for stable spending,without the co

24、nstant replacement and expansion of server racks sparking a peak period of enterprise cloud Adoption yearProportion of respondentsGoogle Cloud PlatformMicrosoft AzureAmazon Web Services2023202220212020201920182017201620152014201320122011201020092008200720061%1%1%3%8%10%15%16%15%11%6%5%3%2%2%1%0.2%0.

25、2%67%of initial sign-ups camebetween 2011 and 2015N=2,523.We asked respondents what cloud providers they use,and when they started using the ones they selected.Roughly two out of three respondents use all three major cloud service providers.Source:Infosys Knowledge Institute8|Cloud Radar 2023Externa

26、l Document 2023 Infosys Limited Knowledge Institutemigrations,from 2011 to 2015.According to our survey,67%of over 2,500 companies signed their first cloud contract during thisperiod.Companies continue to migrate to cloud,and our research shows that replacing and updating systems is still a top moti

27、vation,but it is decoupled from reducing costs.Companies move to cloud for growth and transformation,encompassing four specific motivations:Replace or update systems Enable new revenue streams Access new tech or capabilities Integrate acquisitionsEach of these four motives are three times more impor

28、tant than reducing costs.Companies think about cloud differently today,says John Wei,chief technology officer at Comerica Bank.Where early cloud focused on replacing physical computer infrastructure with virtual boxes,the new era of cloud is centered on applications and capabilities.“Were still talk

29、ing about cloud.But were no longer talking about boxes.Were no longer talking about servers,but were actually talking about capabilities,”he adds.New on-demand capabilities will require composable architectures that span many clouds,which prompts two big shifts,Wei says.First,the network and orchest

30、ration of cloud applications and ecosystems becomes more important,and second,companies need to re-think how they procure cloud services.This shift in priorities reflects the evolving nature of cloud.Once an infrastructure destination,cloud has grown to include a broader range of services,applicatio

31、ns,and platforms.This will only accelerate with the emergence of cloud-driven artificial intelligence(AI)and industry solutions.“Cloud is central to business strategy today,and intertwined in every aspect of successful digital enterprises.”Anant Adya,executive vice-president,Infosys Cobalt,InfosysCl

32、oud Radar 2023|9External Document 2023 Infosys Limited Knowledge InstituteFigure 2.Companies migrate to cloud for growth and transformationN=2,523.We asked respondents to allocate 100 points among reasons to move to cloud.Updating systems and growth-oriented motives topped the list.We excluded the c

33、ategories not sure and other from this chart because they do not reflect specific cloud migration motivations.Source:Infosys Knowledge InstituteAverage relative importanceReducegreenhousegasemissions,3%Reducecosts,5%Connect to externaldata sources,collaboration tools,and partners,10%Access industry-

34、specifccapabilities,12%Integrate businesssubsidiaries oracquisitions,16%Access new technologyor software developmentcapabilities,17%Enable a new revenuestream or product,17%Replace or updatesystems,17%10|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge InstituteFigure 3.Cloud deliver

35、s for executivesCloud works,and companies want moreThree-quarters of respondents say cloud migration is very effective or extremely effective in meeting their objectives.Our survey found strong enthusiasm for cloud across industries and regions.While we uncovered regional variation in which cloud se

36、rvice providers were most popular,respondents universally reported that cloud migration has gone well.Companies have a more nuanced view of the performance and capabilities different cloud providers can deliver.For example,certain cloud providers have a reputation for handling large quantities of da

37、ta more efficiently,and others excel at interoperating with standard business applications.That influences cloud choice decisions,says Ann-Kathrin Sauthoff-Bloch,managing director Germany,Infosys Consulting.Knowledge Institute“Business leaders,in consultation with IT leaders,must make strategic choi

38、ces on what data,workloads,and solutions run on what services,”says Sauthoff-Bloch.N=2,523.73%of respondents feel that their cloud migration initiatives are either very effective or extremelyeffective.Source:Infosys Knowledge InstituteExtremelyefective orvery efectiveModerately efectiveor lowerCloud

39、 migrationefectivenessPercentage of respondents73%27%Cloud Radar 2023|11External Document 2023 Infosys Limited Knowledge InstituteRoom for improvement in innovation,integration,and spendCloud works well,but a closer investigation found a few areas for improvement,including using cloud for innovation

40、,integration,and cost reduction.Using cloud to access new technology or software development capabilities is a powerful corporate tool.In addition to innovation,cloud gives companies the speed and the ability to quickly experiment with emerging capabilities.Clouds quick scalability and broad accessi

41、bility make it a natural choice to integrate acquisitions.However,this requires a more mature cloud capability,known as interoperability.Interoperability is a highly valuable feature for companies with a mix of cloud and on-premises systems.It requires both of technology and business expertise,says

42、Suresh Karra,an associate vice-president of cloud services at Infosys.“Achieving interoperability in cloud requires cloud architecture and business processes to work together toward a common goal,”Karrasays.Respondents reported that using cloud to reduce costs falls short.This echoes what chief info

43、rmation officers(CIOs)have stated in recent years:As corporate data has proliferated and cloud has grown more complex,cloud has grown more useful butdoes not save them more money.3 This could be a symptom of how companies have shifted their expectations for cloud that is,they are more focused on thi

44、ngs it can do beyond saving costs.“Cloud can be a black hole for money,”says Chris Leigh-Currill,managing partner,InfosysConsulting.Figure 4.Companies have room for improvement in three areasCompanies are migrating to the cloud to EffectivenessAccess new technology or software development capabiliti

45、esNeeds improvementIntegrate business subsidiaries or acquisitionsReduce costsReplace or update systemsGoodEnable a new revenue stream or productAccess industry-specific capabilitiesConnect to external data sources,collaboration tools,and partnersReduce greenhouse gas emissionsVery GoodN=2,523.While

46、 respondents reported high overall effectiveness,they rated their companies as relatively less effective in the first three categories listed here.Source:Infosys Knowledge InstituteKnowledge InstituteCompanies have over$300 billion in unused cloud commitmentsKnowledge Institute12|Cloud Radar 2023Ext

47、ernal Document 2023 Infosys Limited Cloud Radar 2023|13External Document 2023 Infosys Limited Knowledge InstituteCloud works so well that companies want to invest more in it.Two-thirds of companies have increased cloud spending this year,and 80%say they intend to increase spending in the year ahead.

48、This trend defies early 2023 expectations,when tech companies initiated layoffs,and the specters of recession and corporatespendingcutbacks loomed.4 Yet even then,cloud spending did not slow down and is still expected toincrease.Although this might be because the recession and associated cutbacks ha

49、ve eased,our research indicates that companies use cloud to accomplish many goals and are so satisfied with it that they are not cutting cloud spending.Figure 5.More companies will increase cloud spendingN=2,505.We asked companies about the change in their cloud spending last year and their spending

50、 expectations for next year.The vast majority expect to spend more more next year.About 1%of respondents were unsure of how cloud spending changed in the last year.Source:Infosys Knowledge InstituteIncreased last year:67%Increase next year:79%Stay about the same next year:19%Decrease next year:1%Sta

51、y about the same last year:29%Decreased last year:3%Change in cloudspending last yearExpected change in cloudspending next year14|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge InstituteMore cloud spending,more cloud providersCompanies continue to add cloud providers.In our 2021 cl

52、oud research,most(51%)companies reported using two or three providers for cloud infrastructure or services.5 This year,the biggest group(65%)of companies use three or four cloud providers or services.Companies who rely on one cloud provider represent an even larger shift.The proportion of companies

53、with a single cloud provider decreased from 21%in 2021 to 7%in 2023.“Massive,monolithic migration is off the table,”says Umashankar Lakshmipathy,executive vice-president and head of Cloud,Infrastructure,and Security Services,Europe,Middle East,Africa for Infosys.“Instead of a singular cloud destinat

54、ion,companies want the right cloud for the right situation.Cloud in 2023 must be quick,comprehensive,customizable,and pricedfairly.”Even if a company has an expressed preference or strategic reason to go all-in with a particular cloud,a department will inevitably find a reason to stay with an incumb

55、ent or opt for a service or solution from another operation,says Leigh-Currill.“The genie has escaped,and most companies continue to add more cloud providers,”he says.Figure 6.Three to four cloud vendors is the norm,using one is rarely doneN=2,561(2021)and N=2,523(2023).The proportion of companies w

56、ith three or four cloud service providers has increased more than 75%since 2021 while the proportion with only one cloud service provider has shrunk by 66%.Source:Infosys Knowledge InstituteCloud providers used20212023one,21%two,26%three,25%four,12%fve,6%more than fve,7%one,7%two,11%three,33%four,32

57、%fve,12%66%decrease75%increasemore than fve,5%Cloud Radar 2023|15External Document 2023 Infosys Limited Knowledge InstituteBut cloud utilization has not kept paceFigure 7.Companies have only used 47%of their cloud commitmentsAs cloud investment races ahead,utilization of that contracted capacity has

58、 not kept pace.Companies have utilized less than half(47%)of the cloud they already committed to.One of the most well-known examples of unused commitment is Sabre,a US-based travel company.In January 2020,Sabre signed a 10-year cloud services deal reportedly worth$2 billion with Google Cloud,but mad

59、e headlines 18 months later for slowcloudmigration.6 Sabre managed to consume only$10 million of its commitment in those 18 months.Since then,Sabre has described strong acceleration of its cloud program,noting that it had shifted 69%of its compute to public cloud by spring 2023.7 While Sabre acceler

60、ated its migration,our research reveals that many companies are not using the cloud theyve committed to(see Figure 7).Major cloud providers also reflect this gap between cloud commitment and migration in their financial reporting.In 2022,Google Cloud earned$26.3 billion revenue for its parent compan

61、y Alphabet but reported a$64.3 billion revenue backlog,primarily related to Google Cloud and unused capacity from customers.Amazons AWS flagged up$110.4 billion of unspent commitments at the end of 2022,noting that customer usage drives revenue.Microsoft in July 2023 reported$53.8 billion in unearne

62、d revenue,mainly from contracted cloud services not yet in use.These reported numbers represent$228.5 billion in unused cloud commitments.When we account for other cloud providers in our survey,this number expands to$321.4 billion in unused cloud commitments.While this does not indicate a near-term

63、problem,companies that fail to meet their cloud contracts stand to face higher costs as cloud providers renegotiate contracts.8N=2,509.We asked:“What percentage of the cloud services your company has contracted for have been consumed?”These types of contract commitments became very popular after 201

64、8,and typical terms were three to five years.Our research indicates most of these contracts had to be extended because of an inability to consume contracted cloud services in the timeframe allotted.Almost 60%of our respondents had only consumed between 30%and 50%of their current commitment.Source:In

65、fosys Knowledge InstituteCloud commitments consumedCloudconsumed,47%Unutilized cloudcommitments,53%16|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge InstituteBlend and extendWhen money pledged has not yet been spent,it creates problems for both cloud clients and their providers,acc

66、ording to Shyam Vijayan,an associate vice-president with Infosys Cloud Services.A company that fails to utilize cloud commitments faces only bad outcomes:Lose money,spend more to accelerate migration,or renegotiate from a point of weakness.In renegotiations,companies blend prices and then extend the

67、 initial terms,often creating a larger commitment in the process.If they do not spend by the end of their cloud contract,they must pay the balance or renegotiate contract terms.This happens so frequently that it has earned a nickname:blend and extend.Blend refers to pricing revisions,accounted for o

68、n a blended basis until the new end of the term.Companies blend prices and then extend the initialterms.Typically,clients get the best terms on their initial commit contracts,which include incentives like volume discounts and billing credits.But in renewal periods,cloud providers have the stronger n

69、egotiating position.This stronger position comes from the simple truth that it is a Herculean and costly task for a company to move their systems from their current cloud providers to new providers.These multiyear cloud commitments surged in popularity after 2018 and typically last three to five yea

70、rs.Our research indicates most of these contracts were extended because of an inability to consume contracted cloud services in the time allotted.About 70%of our respondents had consumed only 50%or less of their cloud commitments(see Figure 8).Cloud providers face a problem when numerous clients fal

71、l behind on their committed or planned utilization,says Mukesh Nakra,associate vice-president of cloud services at Infosys.Building cloud capacity in data centers is a six-to nine-month timeline,and requires capital investments.The providers capital outlay is predicated on the fact that clients will

72、 spend that money.But if the clients dont follow through,the provider isnt going to get the return on that investment,”he adds.Cloud Radar 2023|17External Document 2023 Infosys Limited Knowledge InstituteFigure 8.Less than one-third of companies use most of their cloud commitmentsN=2,509.We asked:“W

73、hat percentage of the cloud services your company has contracted for have been consumed?”These types of contract commitments became very popular after 2018 and typical terms were three to five years.Most of these contracts had to be extended because of an inability to consume contracted cloud servic

74、es in the timeframe allotted.About 70%of our respondents had consumed only 50%of their current commitment or less.Source:Infosys Knowledge InstituteCloud commitment consumedPercentage of respondents80%Knowledge InstituteHalf of companies struggle with cloud cost,security,and governanceKnowledge Inst

75、ituteCompanies like what cloud does but lack confidence in their ability to control or manage it.More than half of companies struggle to monitor costs.One-third allow unilateral cloud decisions by IT staff or business leaders,despite abundant evidence that cloud works best as a techno-business colla

76、boration.And four out of 10 companies do not have adequate policies to govern who gets to deploy cloud.As cloud grows more sophisticated and more essential to enterprise operations,these management issues magnify the risks linked to cost,security,and governance.18|Cloud Radar 2023External Document 2

77、023 Infosys Limited Cloud Radar 2023|19External Document 2023 Infosys Limited Knowledge InstituteCosts without controlCompanies know what they spend in cloud.However,monitoring costs and forecasting future cloud costs are the most significant cloud management challenges companies face today.As compa

78、nies contract more cloud services to access new technologies,such as AI,and scale infrastructure to meet the demands of new technologies,those cost challenges will only grow more significant.This makes the practice known as financial operations,or FinOps,more critical,says Rakhi Gupta,a partner in I

79、nfosys Consultings CIO advisory practice.“Companies must shift toward a cost-conscious mindset and integrate new ways of working informed by objectives and key results,”Gupta says.“But the benefits are evident improved financial accountability,accelerated business value,and a more cloud cost Agile o

80、rganization.”Figure 9.Cost management is a challenge in the new era of cloudSource:Infosys Knowledge InstituteOur research reveals cloud executives are least confident in their ability to manage these three things:1.Monitor costsMy organization has a complete view of all of its costs associated with

81、 cloud services.2.Optimizes costsMy organization actively optimizes its costs associated with cloud services.3.Predict costsMy organization accurately predicts future costs associated with cloud services.20|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge InstituteFor example,Amazons

82、 Prime Video unit shocked the cloud developer community by describing how it reduced cloud costs by 90%by shifting a video quality monitoring tool from distributed microservices to a monolithic application.9Amazons cloud overspending news was a treat for internet geeks.AWS alumnus Adrian Cockcroft m

83、entioned that many added their comments,including some bad takes.10 Cockcroft argued that the Prime Video team showed good discipline by re-engineering many costly microservices into a more cost-efficient,super-sized,microservice(not a monolith).Setting aside the microservices versus monolith debate

84、,Amazon used technology in the best way businesses can use it:to solve business problems,a truism that can get lost in the push-and-pull between software engineering techniques.11Analogous discussions about cloud have developed in business and finance domains as new managers must study cloud costs a

85、nd potential changes.The distributed nature of cloud makes a holistic bill hard to read and comparisons difficult to divine.Companies may soon have help in finding clarity on managing cloud costs.In May 2023,the FinOps Foundation,an affiliate of the Linux Foundation,launched a project to help compan

86、ies make sense of their cloud spending.The FinOps Open Cost and Usage Specification(or FOCUS)project is working to standardize cloud costs and bring a common structure to how companies pay for cloud.12Comericas Wei notes that coming innovations in cloud will also come with progress toward better cos

87、t clarity around cloud.“As we move higher and higher in the value chain,the notion of pricing by transaction will become more tangible and real.The conversation in five years is going to be quite different,”he says.Cloud Radar 2023|21External Document 2023 Infosys Limited Knowledge InstituteCompanie

88、s lack security safeguardsIn the past,cloud skeptics opposed migration because they feared losing control of cybersecurity.More recently,cloud advocates argued to put security in the hands of cloud providers,who have greater depth and experience in cloud security.Neither case holds up migration does

89、nt mean handing security over to cloud providers.Moving to cloud creates new security challenges,and security chiefs are working to address known vulnerabilities,and seek out security blind spots,says Ankur Shah,a senior vice-president at cloud security firm Palo Alto Networks.13“They have some cont

90、rols in place,so its not completely wild west,but there are many blind spots,”he says.IT departments and security chiefs must prepare for this,but so must all users with a system log-in.Companies generally require security training.Some 84%of companies surveyed for Cloud Radar 2023 say their Figure

91、10.Cloud migration creates new security challengesN=2,523.43%of respondents indicated that their company may allow more people than is necessary access to provisioning of new cloud services.Source:Infosys Knowledge InstituteAny department head or IT manager can add new cloud infrastructure,software,

92、or applications.43%49%8%YesNoNot suretraining includes a focus on cloud security.But 43%of companies have lax policies regarding who is authorized to deploy cloud resources.This can create“shadow cloud”deployments,where developers spin up cloud instances,Shah says.Developers often create“shadow clou

93、d”because the current process for cloud deployments is too arduous or they are simply unaware there is even aprocess.22|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge InstituteThis further complicates the cost governance challenge and introduces governance challenges.While chief in

94、formation security officers(CISOs)may have a good handle on which cloud service providers and application services the enterprise is using,they may not be able to track what is being used,how,and by whom,at a more granularlevel.Security companies have developed a growing number of tools aimed at pro

95、viding better visibility into cloud systems,but thats only a partial solution,says Eyal Fingold,research and development vice-president at Check Point Software Technologies.Its one step to gain visibility,but its a much larger challenge to systematically maintain visibility into larger and more comp

96、lex cloud ecosystems.“The fact is they now need to do the liability management not to 100 services but rather to thousands that are ever-changing,”Fingoldsays.Its a parallel challenge to getting ahead of cloud cost management,he says,adding:People are looking to find some quick magic,but theres no q

97、uick magic.Theres still no good methodology to solve it.”“What they dont know is specifically what cloud services are being used,and what risks are introduced at every stage,”Shah explains.Ultimately,security is a shared responsibility among the security team,developers,cloud providers,and business

98、leaders.“Cloud providers can take care of the physical security and have the infrastructure at an operating system level.But the stuff that goes into cloud infrastructure,your applications,your data,is not the cloud providers responsibility:it is the customers responsibility,”he adds.Cloud Radar 202

99、3|23External Document 2023 Infosys Limited Knowledge InstituteTransparent cloud ownershipCloud usage and benefits span all enterprise functions.But cloud decisions are often made in isolation:45%of our respondents reported that either the IT department or business leaders decide what cloud to deploy

100、 or how to manage cloud compliance.Figure 11.Too many cloud decisions happen in isolationN=2,523.We asked who was responsible for four major tasks in cloud:1.Compliance:Managing compliance in your cloud services2.Deploy/retire:Deploying,retiring and terminating cloud services3.Purchasing:Cloud purch

101、asing decisions4.Security:Security in your cloud servicesOptions included the IT department and CIO office,CISO office,CFO office,COO office,head of cloud or similar position,and outsourced cloud management vendor.Source:Infosys Knowledge InstituteWhen cloud decisions are made in isolation,finances

102、and security become difficult to govern.IT excels at deployment,management,and security governance,but may lack a full view of business value,ownership,or success factors of cloud initiatives.Without this knowledge,it becomes difficult for companies to track whether cloud initiatives effectively mee

103、t business objectives.Business units have a good grasp of how cloud can impact business value,performance metrics,and customer needs.However,they often lack insight into the technical requirements and security decisions required to bring cloud initiatives safely to fruition.This gap can create servi

104、ce downtime,or worse,risks related to data privacy,leakage,or cyberattacks.IT and business must collaborate for successful cloud initiatives that meet business objectives and mitigate risks.Cloud started as a solution that primarily required IT expertise,but modern cloud touches every function of a

105、business and customers.“I think the hardest part of cloud is getting the organization mobilized and marching toward a shared mission,”says Comericas Wei.Wei describes the complexity further:“Think about a diagram with technology on the horizontal axis and value on the vertical axis.The relationship

106、between technology and value is a bell curve,and you want your company to be at the pinnacle of that curve.You do not want to be at either end of the curve,where value is low.On one end,with minimal technology,its hard to generate any value.And on the other end,if you have too much technology,you ha

107、ve too much complexity,and eventually the value will drop to zero,because all your time is spent on just managing that complexity.So you want to be in the middle of the bell curve,at the pinnacle,with just the right amount of technology,which delivers the most value but the trick is that its difficu

108、lt to find where that spot is.”IT aloneBusiness aloneIT and business jointlyCloud decisionPercentage of respondents29%16%55%Responsible partyA new era in cloud requires a new approachCloud keeps getting better.And it keeps growing more complexKnowledge Institute24|Cloud Radar 2023External Document 2

109、023 Infosys Limited Cloud Radar 2023|25External Document 2023 Infosys Limited Knowledge InstituteCompanies use cloud for innovation,and it works well.The advent of cloud-based AI solutions,which demand greater compute power and data capabilities,will turbo-charge the need for and growth of cloud.As

110、cloud usage expands and accelerates,companies must act to govern and retain control.What was a single,neat solution a decade ago has matured into a complex,robust portfolio of capabilities.Today,the questions What is cloud for?How to pay for cloud?How to keep cloud secure?and Who owns cloud?all have

111、 multiple answers.The correct answer varies from enterprise to enterprise.But the new cloud approach must come with clarity on cost and governance,center on business value supported by deep technical skills,and involve a diverse decision-making team aligned around customer needs and responsible,secu

112、re processes.Cloud and its adoption has reached a tipping point just like legacy systems,with time cloud starts to become unwieldy and costly.Cloud has transformed from a tech imperative to a business imperative.Companies risk losing the benefits of this new era of cloud unless they take a new appro

113、ach to how they manage it.These three steps guide enterprises to better utilize and manage cloud.1.Master monitoring and prediction2.Embed the business case into cloud3.Adopt a value-centric cloud operating model26|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge Institute1.Master mo

114、nitoring and predictionBusiness plans change,customer desires shift,and value sources evolve.With change comes the opportunity to reevaluate cloud goals and strategies and the challenge of not adding new cloud costs and more complicated governance.Cloud cost management and compliance are two signifi

115、cant cloud challenges for enterprises,especially without clear guardrails for who can purchase,deploy,and securecloud.Companies should be able to easily answer the following questions:What is the business case for purchasing more cloud?Who will be using cloud?Who is responsible for deciding to purch

116、ase it?And who will pay for it?These answers are crucial to optimize cloud decisions.Answers to these questions empower organizations for future cloud contract negotiations.Historically,companies have more leverage in their first negotiation,but incumbent providers hold the cards in renegotiations.E

117、ven companies with informed,optimized cloud cannot guarantee cost control and effective cloud management.Technology experts and business leaders should collaborate to keep everyone on the same page and predict future costs.“These are not controversial concepts,but its hard to change habits,”says Inf

118、osys Consultings Rakhi Gupta.“Structuring your cloud strategy needs to be extremely dynamic because cloud providers constantly change their models,and business needs rapidlyevolve.”As companies continue to add technologies such as generative AI,internet of things(IoT),and data analytics,cloud enviro

119、nments will continue to become larger,more complex,and more expensive.To master monitoring and prediction,companies should establish guardrails for governance and costs.Cloud Radar 2023|27External Document 2023 Infosys Limited Knowledge Institute2.Embed the business case into cloudCloud started out

120、as a tool to save money and boost efficiency.But now this technology supports growth and transformation initiatives,and many companies still have not changed their cloud governance to thrive in this new cloud era.Currently,too few enterprises link cloud deployments to a business case.Only 21%of our

121、survey respondents said they always have an approved business case for adding cloud,and just 24%said they always link cloud deployments to the relevant business unit.These are vital steps.Without a business case or business owner,tracking and attributing the return on investment of a cloud initiativ

122、e is challenging,if not impossible.And in a growth mode,the stakes are higher,because growth investments carry more risk than those predicated on cost savings.But cloud must remain fast and flexible those are its key attributes.So,the answer is not to slow down growth by hampering governance.There i

123、s no call for long forms to be filled and slide decks to be created for each cloud decision.Instead,forge a more transparent,agile collaborative relationship between IT and business units.Both sides should share the responsibility to identify,Figure 12.Too often,companies add cloud without a busines

124、s caseAlways,21%Often,46%Sometimes orless,33%How often does your cloud have an approved business case?Source:Infosys Knowledge Institutetrack,and report the value delivered by cloud deployments,says Carlos Caloi Santos,chief information officer at JG Summit Holdings.14“Make sure the move to the clou

125、d is aligned with business strategy and understand cost will be a factor because its a huge investment.Present the cloud proposal to the board as a collective effort between three C-level executives the CIO,CFO,and CPO endorsing it together.Moving to the cloud is not just an IT project.”28|Cloud Rad

126、ar 2023External Document 2023 Infosys Limited Knowledge Institute3.Adopt a value-centric cloud operating model Agile collaboration between business and IT is critical for rapid and responsible cloud investment in an era of cloud growth.But this does not happen when communication and connectivity bet

127、ween teams is ad hoc.An updated operating model will enable teams to track value flow,create alignment,and encourage engagement around measurablegoals.“You must change the way you work to maximize the value you can get from cloud.To do that you have to ask different questions:Who are the users?Do th

128、e products you offer across the stack serve their needs?How do you organize dev and ops into one team focused on value?How often do you update products with releases?And how often do you ask whether your cloud users like what they are using?”Satsang Randhelia,associate partner,InfosysConsultingCompa

129、nies increasingly realize the need to adopt a product-centric or value-centric,operating model.Figure 13.Six guiding principles of a cloud product-centric operating modelValue-baseddeliveryCustomer-centricoutlookDiverse waysof workingStrategyalignmentEngineeringmindsetInnovationN=2,523.While respond

130、ents reported high overall effectiveness,when we control for individual biases from the respondents,we find there are some areas where companies feel they are less effective than others.Source:Infosys Knowledge InstituteCloud Radar 2023|29External Document 2023 Infosys Limited Knowledge InstituteThi

131、s model is product-centric in how teams organize but its less about products and more about the value delivered to the end user.This model is set up by organizing cloud teams around these customer journeys,client experiences,or value streams.Successful organizations implement a value-centric cloud o

132、perating model,which consists of six differentiating principles:Value-based delivery:Develop cloud products and services for business value through revenue improvement,cost reduction,scalability,and customer satisfaction.Customer-centric outlook:Adopt a customer-first mindset that understands and ad

133、dresses customer needs;use customer feedback and data to drive product development and adoption.Diverse ways of working:Leverage Agile and DevOps methodologies to foster collaboration,and develop training to ensure that the skills to deliver are in place.Strategy alignment:Establish a clear vision,o

134、bjectives,and direction for each product and connect the product strategy to the overall business strategy.Engineering mindset:Evaluate every aspect of cloud services,products,and delivery for automation to minimize cognitive workloads.Innovation:Leverage cloud to innovate and develop differentiated

135、 customer solutions,stay ahead of industry trends,and respond to market demands.A value-centric cloud operating model,infused with these six principles,empowers enterprise cloud organizations to act as internal hyperscalers that provide innovation and value to end users.As perpetually evolving techn

136、ologies like generative AI,IoT,and data analytics shape larger and more complex cloud environments,companies with a clear business strategy and agility are better positioned to adapt and thrive in this dynamic landscape.30|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge InstituteApp

137、endix:Research approachQualitative interviewsTo enrich insights,we conducted phone interviews with more than 50 industry practitioners,executives,and subject matter experts.Quantitative surveySource:Infosys Knowledge InstituteSource:Infosys Knowledge InstituteRespondents by regionRespondents by indu

138、stryAutomotive and manufacturing412Healthcare403Telecommunications401Retail and CPG400Banking399Energy and utilities305High tech203US34%Australia andNew Zealand11%UK20%France5%Germany20%Nordic countries(Norway,Sweden,Finland,Denmark,and Iceland)10%Cloud Radar 2023|31External Document 2023 Infosys Li

139、mited Knowledge InstituteThe unrealized revenue figure of$300 billion is based on the declarations made by cloud service providers in their latest 10-K(or 20-F filing in case of foreign listed companies)to the Securities and Exchange Commission(SEC).To arrive at the unrealized revenue value,we searc

140、hed for the following declarations in the liability section of the SEC filings of the companys balance sheet:unearned revenue,deferred revenue or backlog revenue.Most of the cloud provider companies have declared these values as a part of a short-term or long-term liability on their balance sheets d

141、epending upon the status of the contracts involved.For the estimation,we recorded and then added the unrealized revenues for the cloud services providers covered in our study based Quantifying unused cloud commitmentson their SEC filings.We only included B2B unearned,deferred,or backlog revenue,and

142、excluded any declared unrealized revenue listed as a liability due to B2C subscriptions or services.For example,Microsoft Xbox and other personal subscriptions was recorded under personal cloud subscription services was not included in our data analysis.Our research indicates that this$300 billion r

143、epresents 53%of currently contracted cloud services.From this we estimate that the total amount of currently contracted cloud services exceeds$600 billion.Companies and their providers estimate the remaining$300 billion in unused cloud commitments will be consumed in the next three to five years but

144、 will likely be renegotiated and blended into a larger figure for longer contract terms.32|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge InstituteRespondents by firmographicsCloud role738834426525Strategy:I set thevision anddirectionfor cloudinitiatives Evaluation:I plan,design,or

145、 evaluatecloudinitiativesManagement:I managecloudenvironmentsImplementation:I implementcloud initiativesSource:Infosys Knowledge InstituteSource:Infosys Knowledge InstituteSource:Infosys Knowledge InstituteSource:Infosys Knowledge InstituteJob levelMid-levelmanagement,847C-level(CXO),549Executive le

146、vel(XVP),1,12789Before 19801980-19891990-19992000-20092010 topresent1531,035907339Company ageCompany annual revenue range231$5bn526512590664Cloud Radar 2023|33External Document 2023 Infosys Limited Knowledge InstituteReferences1.Banks turning to the cloud for growth and improved customer experience,

147、Patrick Moorhead,December 2021,Moor Insights&Strategy.2.Ahead in the cloud:Bringing agility to an insurance business in Japan with Drew Flynn,hosted by Chad Watt,October 17,2022,Infosys Knowledge Institute.3.CIOs still waiting for cloud investments to pay off,Angus Loten and Isabelle Bousquette,Sept

148、ember 29,2022,The Wall Street Journal.4.The slowdown has come for the cloud business,Daniel Howley,Nov.30,2022,Yahoo FinanceTech.5.Cloud Radar 2021:Boosting profits and enabling a competitive edge with cloud,Chad Watt,May 2021,Infosys Knowledge Institute.6.Why a$2 billion google cloud contract has g

149、enerated only$10 million in revenue so far,Kevin McLaughlin and Amir Efrati,Aug.27,2021,The Information.7.Sabre Q1 2023 Earnings Report,May 4,2023,Sabre Corp.8.See appendix,Quantifying unused cloud commitments,August 2023,Infosys Knowledge Institute.9.Scaling up the Prime Video audio/video monitorin

150、g service and reducing costs by 90%,Marcin Kolny,March 22,2023,Prime Video Tech blog.10.So many bad takes What is there to learn from the Prime Video microservices to monolith story,Adrian Cockcroft,May 6,2023,Medium.11.Amazon prime videos microservices move doesnt lead to a monolith after all,Scott

151、 M.Fulton III,June 13,2023,The New Stack.12.The FinOps Foundation launches FOCUS,a new spec for sharing cloud cost data,Frederic Lardinois,May 3,2023,Tech Crunch.13.Ahead in the cloud:Navigating cloud security challenges with Ankur Shah,hosted by Chad Watt,August 4,2023,Infosys Knowledge Institute.1

152、4.Ahead in the cloud:C-suite teamwork with JG Summit,hosted by Chad Watt,November 1,2021,Infosys Knowledge Institute.34|Cloud Radar 2023External Document 2023 Infosys Limited Knowledge InstituteAuthors Chad Watt|Infosys Knowledge Institute,DallasDylan Cosper|Infosys Knowledge Institute,DallasAnalysi

153、s and ProductionIsaac LaBauve|Infosys Knowledge Institute,DallasPramath Kant|Infosys Knowledge Institute,BengaluruAbout Infosys Knowledge InstituteThe Infosys Knowledge Institute helps industry leaders develop a deeper understanding of business and technology trends through compelling thought leader

154、ship.Our researchers and subject matter experts provide a fact base that aids decision making on critical business and technology issues.To view our research,visit Infosys Knowledge Institute at or email us at .Cloud Radar 2023|35External Document 2023 Infosys Limited Knowledge Institute 2023 Infosy

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