Connect with us

Featured

IS opens portal to world’s biggest cloud

Published

on

Internet Solutions has launched SkyLight, the first aggregated cloud services portal of its kind that gives businesses the opportunity to create the virtual environments that are most appropriate for them.

SkyLight delivers the world’s biggest cloud by providing access to the foremost local and global cloud platforms through a single portal. This means that enterprises can finally create the virtual environments that are most appropriate for their business.

Andrew Aitken, Executive: Cloud at Internet Solutions, says that enterprises have known for a while that cloud computing is one of the most important new technologies seen in decades.

“CIOs and CFOs in particular are attracted by the proposition that cloud computing turns the economics of enterprise IT on its head. On-site data centres are prohibitively costly capital investments, whereas the cloud allows consideration of an operating expenditure model because those hard costs are eliminated. But in practise, there is a perception that shifting their invaluable data into the cloud is too difficult or too risky.

SkyLight delivers the promise of cloud computing by enabling the ease and flexibility of services that has been lacking, as well as the visibility that enterprises demand,” he says.

The world’s biggest cloud

With a single login and with one easy-to-use interface, SkyLight currently offers users on-demand access to cloud services from Amazon EC2, Microsoft Azure, Internet Solutions Cloud and Dimension Data Cloud, with others to follow.

Enterprises can select one virtual environment for their entire business, or select different environments for different departments, deployments or workloads. Provisioning or decommissioning machines as need dictates – whichever the platform – happens instantaneously via the portal.

“No longer must enterprises commit to a single platform that may not be ideal for their requirements, or face the laborious tasks of optimising and collating services across multiple platforms,” says Aitken. “This is probably the single biggest issue that enterprises grapple with when taking their data to the cloud.”

“Our answer is SkyLight – one account, one login and one interface to select and deselect the cloud services that your business and your workload needs from what is effectively one mega-cloud.”

Manage more with less

Whether users provision a single machine or many, SkyLight enables a range of security and performance management functions across all virtual environments and on all cloud platforms, including monitoring of firewalls, networks, usage and load balancers.

Custom permissions, detailed audit logs and roll-back functionality are built in, making it easy to maintain proper levels of IT governance in the virtual environment.

Aitken says that SkyLight offers an extraordinary degree of control over the virtual environment, no matter how simple or complex.

“Having an immediate, holistic view of how virtual machines are performing – from both a usage and security perspective – means that CIOs and IT staff can make informed decisions about how to manage services in the most cost-effective and efficient manner,” he says.

Financial flexibility and oversight

By eliminating contract lock-ins, enterprises can scale up or down their data requirements instantly. This flexibility means that business is not negatively impacted by delays on physical infrastructure or by paying for cloud services that are no longer required.

“Instead of purchasing infrastructure based on requirements and financial projections decided years ago, through SkyLight an enterprise pays only for the IT services it needs, when it needs it, and at the appropriate scale,” says Aitken.

SkyLight users will receive one consolidated bill – in Rands – with detailed usage statistics for all provisioned virtual environments and cloud platforms.

“Invoices typically provide very little information, which means that budgeting for unusual deployments or reporting on specific spend is almost impossible,” says Aitken. “SkyLight’s billing function, on the other hand, enables cost-tracking by the day which is not currently possible on other platforms.”

Internet Solutions’ Managing Director, Saki Missaikos, says that the company has invested more than two years into the development of SkyLight in order to transform cloud computing from a platform-centric to a user-centric service.

“Cloud computing offers enterprises tremendous advantage from a financial, operational and sustainability perspective, but only if their business requirements are central to the design of their virtual environment,” he says.

Missaikos believes that with user-centric cloud services like SkyLight, enterprises can look forward to a future in which CIOs and IT departments are freed from managing physical assets like servers and data centres.

“This is an exciting future in which the IT department is a creativity and innovation hub, properly leveraging its human capital to deliver business value,” he says.

Arts and Entertainment

VoD cuts the cord in SA

Some 20% of South Africans who sign up for a subscription video on demand (SVOD) service such as Netflix or Showmax do so with the intention of cancelling their pay television subscription.

Published

on

That’s according to GfK’s international ViewScape survey*, which this year covers Africa (South Africa, Kenya and Nigeria) for the first time.

The study—which surveyed 1,250 people representative of urban South African adults with Internet access—shows that 90% of the country’s online adults today use at least one online video service and that just over half are paying to view digital online content. The average user spends around 7 hours and two minutes a day consuming video content, with broadcast television accounting for just 42% of the time South Africans spend in front of a screen.

Consumers in South Africa spend nearly as much of their daily viewing time – 39% of the total – watching free digital video sources such as YouTube and Facebook as they do on linear television. People aged 18 to 24 years spend more than eight hours a day watching video content as they tend to spend more time with free digital video than people above their age.

Says Benjamin Ballensiefen, managing director for Sub Sahara Africa at GfK: “The media industry is experiencing a revolution as digital platforms transform viewers’ video consumption behaviour. The GfK ViewScape study is one of the first to not only examine broadcast television consumption in Kenya, Nigeria and South Africa, but also to quantify how linear and online forms of content distribution fit together in the dynamic world of video consumption.”

The study finds that just over a third of South African adults are using streaming video on demand (SVOD) services, with only 16% of SVOD users subscribing to multiple services. Around 23% use per-pay-view platforms such as DSTV Box Office, while about 10% download pirated content from the Internet. Around 82% still sometimes watch content on disc-based media.

“Linear and non-linear television both play significant roles in South Africa’s video landscape, though disruption from digital players poses a growing threat to the incumbents,” says Molemo Moahloli, general manager for media research & regional business development at GfK Sub Sahara Africa. “Among most demographics, usage of paid online content is incremental to consumption of linear television, but there are signs that younger consumers are beginning to substitute SVOD for pay-television subscriptions.”

Continue Reading

Featured

New data rules raise business trust challenges

When the General Data Protection Regulation comes into effect on May 25th, financial services firms will face a new potential threat to their on-going challenges with building strong customer relationships, writes DARREL ORSMOND, Financial Services Industry Head at SAP Africa.

Published

on

The regulation – dubbed GDPR for short – is aimed at giving European citizens control back over their personal data. Any firm that creates, stores, manages or transfers personal information of an EU citizen can be held liable under the new regulation. Non-compliance is not an option: the fines are steep, with a maximum penalty of €20-million – or nearly R300-million – for transgressors.

GDPR marks a step toward improved individual rights over large corporates and states that prevents the latter from using and abusing personal information at their discretion. Considering the prevailing trust deficit – one global EY survey found that 60% of global consumers worry about hacking of bank accounts or bank cards, and 58% worry about the amount of personal and private data organisations have about them – the new regulation comes at an opportune time. But it is almost certain to cause disruption to normal business practices when implemented, and therein lies both a threat and an opportunity.

The fundamentals of trust

GDPR is set to tamper with two fundamental factors that can have a detrimental effect on the implicit trust between financial services providers and their customers: firstly, customers will suddenly be challenged to validate that what they thought companies were already doing – storing and managing their personal data in a manner that is respectful of their privacy – is actually happening. Secondly, the outbreak of stories relating to companies mistreating customer data or exposing customers due to security breaches will increase the chances that customers now seek tangible reassurance from their providers that their data is stored correctly.

The recent news of Facebook’s indiscriminate sharing of 50 million of its members’ personal data to an outside firm has not only led to public outcry but could cost the company $2-trillion in fines should the Federal Trade Commission choose to pursue the matter to its fullest extent. The matter of trust also extends beyond personal data: in EY’s 2016 Global Consumer Banking Survey, less than a third of respondents had complete trust that their banks were being transparent about fees and charges.

This is forcing companies to reconsider their role in building and maintaining trust with its customers. In any customer relationship, much is done based on implicit trust. A personal banking customer will enjoy a measure of familiarity that often provides them with some latitude – for example when applying for access to a new service or an overdraft facility – that can save them a lot of time and energy. Under GDPR and South Africa’s POPI act, this process is drastically complicated: banks may now be obliged to obtain permission to share customer data between different business units (for example because they are part of different legal entities and have not expressly received permission). A customer may now allow banks to use their personal data in risk scoring models, but prevent them from determining whether they qualify for private banking services.

What used to happen naturally within standard banking processes may be suddenly constrained by regulation, directly affecting the bank’s relationship with its customers, as well as its ability to upsell to existing customers.

The risk of compliance

Are we moving to an overly bureaucratic world where even the simplest action is subject to a string of onerous processes? Compliance officers are already embedded within every function in a typical financial services institution, as well as at management level. Often the reporting of risk processes sits outside formal line functions and end up going straight to the board. This can have a stifling effect on innovation, with potentially negative consequences for customer service.

A typical banking environment is already creaking under the weight of close to 100 acts, which makes it difficult to take the calculated risks needed to develop and launch innovative new banking products. Entire new industries could now emerge, focusing purely on the matter of compliance and associated litigation. GDPR already requires the services of Data Protection Officers, but the growing complexity of regulatory compliance could add a swathe of new job functions and disciplines. None of this points to the type of innovation that the modern titans of business are renowned for.

A three-step plan of action

So how must banks and other financial services firms respond? I would argue there are three main elements to successfully navigating the immediate impact of the new regulations:

Firstly, ensuring that the technologies you use to secure, manage and store personal data is sufficiently robust. Modern financial services providers have a wealth of customer data at their disposal, including unstructured data from non-traditional sources such as social media. The tools they use to process and safeguard this data needs to be able to withstand the threats posed by potential data breaches and malicious attacks.

Secondly, rethinking the core organisational processes governing their interactions with customers. This includes the internal measures for setting terms and conditions, how customers are informed of their intention to use their data, and how risk is assessed. A customer applying for medical insurance will disclose deeply personal information about themselves to the insurance provider: it is imperative the insurer provides reassurance that the customer’s data will be treated respectfully and with discretion and with their express permission.

Thirdly, financial services firms need to define a core set of principles for how they treat customers and what constitutes fair treatment. This should be an extension of a broader organisational focus on treating customers fairly, and can go some way to repairing the trust deficit between the financial services industry and the customers they serve.

Continue Reading

Trending

Copyright © 2018 World Wide Worx