Cloud technology is gaining traction as more Internet enabled devices become available. But the key to a successful cloud deployment is how it is managed and which processes are hosted in the cloud and which are kept locally, writes JOHAN SCHEEPERS of CommVault.
While cloud technology gains traction through the big data boom, IT leaders question how they can maximise value from cloud computing while still maintaining data security and control. The data growth we are experiencing continues to escalate in volume and complexity, particularly when data is streaming in from millions of new internet enabled devices, virtualised machines and cloud enabled business-critical applications.
Although the cloud has been around for a few years now, organisations are only recently starting to understand what level of cloud adoption makes sense for their business needs. The cloud has also gone through significant developments, with Hybrid models becoming the favoured approach to enable organisations to benefit from the agility offered from public clouds, while maintaining control of sensitive data on-premise.
A hybrid approach to cloud
Planning a journey to the cloud, whether private, public or both is daunting for all organisations. There is the promise of greater business agility and low upfront investment, however if not handled systematically and driven by insights gleaned from your data, it can actually increase cost and complexity. Some organisations are experiencing issues ranging from egress costs to wasteful utilisation, to complex and siloed management. By starting with insights from your data you can better understand which workloads and applications are most appropriate for a public or private cloud or on-premise hosting, and deploy a successful Hybrid model.
Having an on-premises, private infrastructure directly accessible means not having to go via the public internet for everything, which can greatly reduce access time and latency in comparison to public cloud services. The hybrid cloud model offers organisations on-premises computational and storage infrastructure for processing data that requires extra speed or high availability for your business. This is combined with the benefits of the public cloud where a workload may exceed the computational power of the private cloud component.
Expanding the private component of a hybrid cloud also allows for flexibility in virtual server design. Organisations can automate the entire virtual machine lifecycle to archiving older VM’s to the cloud.
Another benefit of the hybrid model is the increased connectivity and collaboration offered to employees – which can often be a challenge in today’s digital world. The ability for teams to easily and securely share files should be coupled with the integration of remote workers into core business processes, such as internal messaging, scheduling, edge protection (laptops, tablets, etc), business intelligence and analytics.
Although the benefits are clear for adopting a Hybrid approach it can still be difficult to know where to start. CIOs need to look at how they can introduce a Hybrid model that delivers deeply integrated cloud automation and orchestration tools, ensuring compatibility across cloud solutions and on-premise infrastructure. It is recommended that organisations look towards a low risk, high value first step to the cloud through disaster recovery. And particularly in India, our service provider partners are seeing strong demand for Disaster-Recovery-as-a-Service and Backup-as-a-Service, as a clear entries into the cloud for businesses.
The hybrid environment is fast emerging as the norm for many CIOs. However the key to successfully deploying a hybrid cloud model is by understanding which workloads and applications are most appropriate for which hosting, and leveraging a single integrated console with an enterprise-wide view of data across these infrastructures. This will mean that IT leaders can better control where to process data and maximise cost savings by identifying reasonable spend in relation to the value that data offers to the business.
The spending shift – from Capex to Opex
While cloud computing offered promises of cost savings, increasingly we are seeing headlines like this from the Wall Street Journal: “The Hidden Waste and Expense of Cloud Computing“ or from CFO Mag: “Cloud Computing’s Wasteland“. So what’s actually happening?
Due to a lack of controls to help track and manage utilisation, businesses are being faced with unexpected costs, typically from an unusually large bill from their cloud provider after cloud instances are left running. In the traditional CapEx model, which we’re all used to, we invest heavily upfront in hardware and software. However with the cloud subscription model, we can build a datacenter with a credit card in a predictable Operational Expense (OpEx) model – which is wonderful in theory, until the bill shows up. As organisations mainstream public cloud, they are exposing holes in the maturity of their management processes and controls. This means that developers have been deploying VMs at will and not taking down workloads when they are finished.
To address this growing concern, IT leaders need to ensure they have a data and information management strategy which enables them to capture the workload at the point of creation and attach data management service at that point. To support Hybrid models, we need to be able to stay with the workload as it moves between on-premises to hosted private cloud to hybrid and public clouds.
Lastly, data is only useful when we are able to gain value from it, whether it be in the cloud or on-prem. Starting with backup and recovery, organisations can then fast track into more advanced use cases like dev/test solutions and more. Here emerges the hybrid data analytics strategy. ‘Analytics with purpose’ will be a guiding principle for businesses moving forward. And regardless of whether it’s to introduce a business intelligence project or take an advanced analytics strategy to the next level, organisations leveraging a hybrid cloud model will have the opportunity to make more intelligent choices about structured and unstructured data in their environment. They will be able to quickly mitigate the risk of compliance related issues, and regain valuable storage space, freeing up budgets to pursue opportunities that can power business growth.
* Johan Scheepers, Principal Systems Engineer at CommVault
ME and Africa Consumer tech spending to hit $149bn
Reaching $130bn this year, consumer spending on technology in the Middle East and Africa is expected to grow just 4% a year.
Consumer spending on technology in the Middle East and Africa (MEA) is forecast to total $130.8 billion this year, a year-on-year increase of 4.1%. According to the latest Worldwide Semiannual Connected Consumer Spending Guide from International Data Corporation (IDC), consumer purchases of traditional and emerging technologies will remain strong over the 2019–2023 forecast period, increasing at a five-year compound annual growth rate (CAGR) of 3.5% to reach $149.4 billion in 2023.
86.3% of all consumer technology spending in 2019 will be on traditional technologies such as mobile phones, personal computing devices, and mobile telecom services. Mobile telecom services (voice and data) will account for 68.7% of this amount, followed by mobile phones which will account for 26.6%. Spending growth for traditional technologies will be relatively slow, with a CAGR of 2.4% for the 2019–2023 forecast period.
“Faster connectivity, combined with declining data service costs from telecom service providers and the need for end users to use telecom services for an increasing number of devices, will ensure that consumer spending on traditional technologies will continue to grow,” says Fouad Charakla, IDC’s senior research manager for client devices in the Middle East, Turkey, and Africa.
Emerging technologies, including AR/VR headsets, drones, on-demand services, robotic systems, smart home devices, and wearables, will deliver strong growth with a five-year CAGR of 10.2%. This growth will see emerging technologies account for 17.1% of overall consumer spending in 2023, up from 13.7% in 2019. Smart home devices and on-demand services will account for around 93% of consumer spending on emerging technologies by the end of the forecast period.
“The low penetration of smart home devices in the region, combined with growing efforts from market players to educate home users on the benefits and usage of these devices, will serve as an engine of growth for consumer spending on emerging technologies,” says Charakla. “A large portion of end users are already looking to invest in devices that will improve their productivity and quality of life, two key demands that smart home devices can be positioned to fulfil.”
On-demand services represent a new addition to IDC’s Worldwide Semiannual Connected Consumer Spending Guide. “On-demand services enable access to networks, marketplaces, content, and other resources in the form of subscription-based services and includes platforms such as Netflix, Hulu, and Spotify, among others,” says Charakla. “As connected consumers juggle multiple services across their devices, it is essential for technology providers to understand how the adoption of these various technologies and services will impact their customers’ experiences in the future.”
Communication and entertainment will be the two largest use case categories for consumer technology, representing more than 79% of all spending throughout the forecast. More than 70% of all communication spending will go toward traditional voice and messaging services in 2019. Entertainment spending will be dominated by watching or downloading TV, videos and movies, as well as listening to music and downloading and playing online games. The use cases that will see the fastest spending growth over the forecast period are augmented reality games (49.5% CAGR).
The Worldwide Semiannual Connected Consumer Spending Guide quantifies consumer spending for 22 technologies in ten categories across nine geographic regions. The guide also provides spending details for 23 consumer use cases. Unlike any other research in the industry, the Connected Consumer Spending Guide was designed to help business and IT decision makers to better understand the scope and direction of consumer investments in technology over the next five years.
Could robots replace human tennis players?
While steeped in tradition, tennis has embraced technology on multiple fronts: coaching, umpiring and fan experiences. Since the early 2000s, the Sony-owned Hawk-Eye system has been assisting tennis umpires in making close calls. At Wimbledon, IBM’s Watson AI analyses fan and player reactions in real-time video footage from matches to create highlight reels just minutes after the end of a match.
Meanwhile, at the ATP Finals in London, similar data analysis is being carried out by digital services and consulting firm Infosys.
GlobalData’s Verdict deputy editor Rob Scammell hears the future of tennis discussed at a recent panel discussion about the use of data analytics and technology in the game.
Scammel writes: “Infosys has been partnered with ATP for five years, providing features such as its cloud-based platform, which leverages artificial intelligence to analyse millions of data points to gain insights into the game.
“Players and coaches can also make use of the Infosys’ Players and Coaches Portal, allowing them to “slice and dice” matches on an iPad with 1,000 data analytics combinations. This is data crunching is vital according to Craig O’Shannessy, strategy analyst for the ATP World Tour and a coach for 20 years – including for the likes of Novak Djokovic.
O’Shannessy says: “Video and data analytics is crucial for giving players an edge. It’s about finding out of 100 points, the 10 or 15 that matter the most, and explaining that these are the patterns of play that you want to repeat in these upcoming games to win those matches.”
However, although Chris Brauer, director of innovation at the Institute of Management Studies at Goldsmiths, University of London, asked whether the “inevitable conclusion” of technological innovations in tennis was removing humans from the game entirely. ATP chair umpire and manager Ali Nili suggested that while there could one day be robot players adjudicated by robot umpires, it would be an entirely different sport.
Nili told GlobalData: “At ATP, we’re most proud of our athletes. It’s our athletes which make the tennis exciting. It’s how fast they are, how strong they are being. As humanbeings, we compare them to us and we’re fascinated by the things that they’re able to do. They’re the number one attraction for anyone who comes in, watches tennis, and everything else is secondary, you know, all the data and everything else, because we try to make our athletes more appealing.”
Could robots replace human tennis players?
Raghavan Subramanian, associate vice president and head of Infosys Tennis Platform, says it’s a “very philosophical question” and that we can look to the precedent set by other ‘man vs machine’ face-offs.
“In chess, we had [Garry] Kasparov play against the computer. So I think the natural first transition will not be two robots playing against each other, but one robot, possibly playing against the best player today. That’s the first possible bridge before two robots play.”