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Short shift to cloud

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Migrating to the cloud doesn’t have to be a complex task anymore. KABELO MAKWANE, MD of Accenture South Africa’s Cloud First business, explains the ‘Lift and shift approach’.

‘Lift-and-shift’ – the classic approach to cloud migration – means this: take all your existing IT structures, procedures and applications and transfer them to the cloud.

On paper, such an approach seems sensible. Yet, while cloud migration may mean the benefit of eliminating physical hardware infrastructure on the IaaS layer, transferring needless complexity elsewhere can in fact cause a business’s total cost of ownership on the cloud to escalate. More broadly, the speed and effectiveness of any cloud migration is highly ecosystem-dependent; the application landscape forms only one part.

The reason is the amplifying effect of the cloud. Poorly designed or inefficient IT operating models have their flaws emphasised by the as-a-service paradigm. On one hand, this means that if businesses haven’t designed an efficient service management model or built their application sets with an eye on leanness, they may end up spending more to maintain those functions in the cloud. Other ecosystem areas – including governance and management – also require an expert guiding hand when it comes to cloud pivots.

All businesses are likely to witness a degree of change in their IT operating models when undertaking a migration. For one, cloud changes the way people operate within an IT environment. Because of the high degree of automation within the cloud, for example, people are both freed up and required to work at a higher order, both in terms of IT ops and administration.

Given this consideration and others, enterprises need to assess how fast and to what extent they want to rotate to the cloud. Will it be full-on ERP in the cloud? Full CRM in the cloud with mobility? Partial? The growing impetus for enterprises to forward integrate using cloud services is a related consideration. Indeed, the trend is coming to demand increasing attention.

Consider the near-ubiquity of self-service banking apps. Today, we’d say that a financial services provider without one belongs in the stone age. And yet banking apps have been a relatively recent development. Healthcare is seeing similar developments with the rise of wearable tech. The industry is likely to witness the same level of forward integration, requiring consumers to take some degree of responsibility in terms of managing their own health and wellness.

When it comes to the application-level changes cloud-minded businesses undergo during migration, natively cloud apps will be those requiring the least remediation. Others will likely require more rationalisation and consolidation. Hearkening back to the concept of leanness, enterprises often have a large real estate of custom applications spun out by IT over time. Performing analysis and due diligence on the application landscape before a migration is key. Migrations present a good opportunity to do a little spring cleaning.

Integration layers – what we used to call ‘middleware’ – are key here, yet the area has also witnessed something of an overhaul. There are still middleware players – they haven’t gone away; they have just reinvented themselves. When it comes to modernising applications, containerisation allows for application migration without full reengineering. From a DevOps perspective, tools such as Kitkat and Cucumber can help with rewriting applications so that they become cloud ready.

Another key aspect of the migration ecosystem is governance. The sphere may be easy to overlook, yet business need to ask themselves key questions: ‘Do we have a governance model for operating in the cloud? Does it extend to security, risk and identity management?’ In this line, a concept known as shared responsibility is gaining traction. The approach means that enterprises cannot negate their responsibility to secure their applications and data, even if the cloud is more secure than their existing on-premise environment. It’s about a joint effort.

A final ecosystem component is that of cloud service brokerage. Businesses’ habits of consuming federated IT infrastructures and application environments haven’t gone away. Interest in engaging multiple providers is still driven, in some cases, by organisations shying away from vendor lock-in. Alternatively, enterprises may buy different applications for different purposes, informed by their strategy.

When it comes to consuming federated or disparate environments, businesses often require some level of service brokerage. So there is an emerged discipline – within hyperscale cloud particularly – wherein specific boutique outfits are now building brokerage capabilities. The result is that organisations can consume from multiple cloud types on their own terms.

At the broadest level, to be able to fully realise the promise of cloud in terms of speed, efficiency, cost effectiveness, scale and optimisation, capable oversight is required. The result is that cloud management platforms have emerged – many hyperscale cloud providers are now building management capabilities onto their offerings.

AWS’s EC2 platform for example has seen ongoing investment to natively embed functions around identity management and application integration in the cloud and Microsoft Azure Cloud also sees heavy investment in this area as well in order to build native capability. By embedding such tools, it becomes far easier for businesses to deploy cloud applications as extensive knowledge of middleware and integration tools are no longer required.

In sum, effective, cost-effective cloud migration depends on thoughtful deployment on a host of levels – applications, governance, management and brokerage among them. In short, it’s all about leveraging the ecosystem.

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Welcome to world of 2099

The world of 2099 will be unrecognisable from the world of today, but it can be predicted, says one visionary. ARTHUR GOLDSTUCK met him in Singapore.

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Futuristic structures tower over the landscape. Giant, alien-looking trees light up with dazzling colours amid the hundreds of plant species that grow up their trunks. Cosmetic stores sell their wares via public touch-screens, with products delivered instantly in drawers below the screens.

This is not a vision of the future. It is a sample of Singapore today. But it is also an inkling of the world we may all experience in the future.

Singapore was the venue, last week, of the World Cities Summit, where engineers, politicians, investors and visionaries rubbed shoulders as they talked about the strategies and policies that would enhance urban living in the future.

As part of the Summit, global payment technologies leader Mastercard hosted a small media briefing by one of Singapore’s leading thinkers about the future, Dr Damian Tan, managing director of Vickers Venture Partners. The company’s slogan “We invest in the extraordinary,” offers a small clue to Tan’s perspective.

“We look as far forward as 2099 because, as a venture capital firm, we invest in the long term,” he tells a group of journalists from Africa and the Middle East. “Companies explode in growth because there is value in the future. If there is no growth, they won’t explode.”

The big question that the Smart Cities Summit and Mastercard are trying to help answer is, what will cities look like in the year 2099? Tan can’t give an exact answer, but he offers a framework that helps one approach the question.

“If you want to look at 81 years into the future, and understand the change that will come, you need to double that amount and look into the past. That takes us to 1856. The difference between then and now is the difference you can expect between now and 2099.”

Click here or on the page link below to read on: Page 2: Soldiers and Health in 2099.

  •    Arthur Goldstuck is founder of World Wide Worx and editor-in-chief of Gadget.co.za. Follow him on Twitter on @art2gee and on YouTube

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Street art goes electric

Kaspersky Lab and British street artist D*Face have unveiled the first-ever “art helmet” design at the Formula E finale for electric cars in New York.

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The ‘Save The World’ helmets will be raced by DS Virgin Racing’s drivers, Sam Bird and Alex Lynn, as they traverse the New York street circuit during the final races of the Formula E season.

The announcement signals the first art helmet by a Formula E team, continuing the heritage of art in motorsport and the cybersecurity brand’s commitment to contemporary art, creativity and innovation. D*Face took inspiration from Kaspersky Lab’s tagline, “A Company To Save The World”, and hopes that his colourful work will inspire people to take positive action.

D*Face will announce his first-ever art car design with a custom-made livery for the DS Virgin Racing Team. Its design will be released at the “Art Goes Green” event after Saturday’s race. The helmets and art car are the latest installations in the “Save the World” collection, following a major permanent public mural that was installed in Brooklyn, New York, in May.

D*Face, whose real name is Dean Stockton, said: “It is exciting to work with Kaspersky Lab on this project and create art with a real message of hope for a better future. After all, this is our world and we need to look after it. It will take every one of us to make a real lasting, impactful change. I love the mentality of the DS Virgin Racing Team and that of Formula E by showcasing sport in a way that doesn’t harm the environment, but is still just as exhilarating and fun.

“It is time for us all to stand together and make a change… be that stopping data steals, climate change, plastic waste or using damaging fuels. I want everyone to make a pledge to do one thing that will help make a change.”

As a sponsor of DS Virgin Racing Team, Kaspersky Lab is responsible for protecting the team’s devices against cyber threats. The company sees the technical environment in the global sport of Formula E as the next frontier in furthering its research and development of new technologies to keep vehicles secure in the digital world.

Sylvain Filippi, Managing Director at DS Virgin Racing, said: “The whole team fully supports this great initiative and our thanks got to Kaspersky and D*Face for their collaboration. It’s an honour to have such an innovative artist bring his talents to bear in our team ahead of the season-finale; the car, drivers’ crash helmets and mural all look amazing.”

Aldo Fucelli Pessot del Bo, Head of Global Partnerships and Sponsorships at Kaspersky Lab added: “There is a need for innovation on a global scale, both in contemporary art and in the fast-growing sport of Formula E. Now, for the first time ever, Kaspersky Lab is proudly bringing together the two sectors in an effort to Save the World and unleash creativity, encourage freedom of expression and further innovation.”

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