IBM PoV: #13 Managed Infrastructure as a Service Preliminary -- for Internal Use Only

Offering delivering hybrid cloud infrastructure in a managed as-a-Service model, from On-premise Private Cloud, to GTS Multi-Tenant Clouds, to IBM
Cloud, inclusive of the complete infrastructure (compute, networking, storage, backup, facilities and network connectivity).
Industry Setting and Problem The New Approach
 A singular and consistent approach to IaaS across Hybrid Clouds
 Clients’ journey to cloud are problematic – many clouds, limited portability,
complexity due to multiple hybrid clouds and non-homogeneous access  Hybrid Cloud comprehensive options from on-premise private cloud, to
 Trends and challenges - IT needs to move from being a cost center to GTS DC Multi-tenant Private Clouds, to IBM Public Cloud (Dual codes)
supporting strategic business objectives, but:  Complete IaaS solutions from managed hypervisor layer (Red Hat,
 Internal challenges: Historically starved IT team; LOB created shadow IT; VMWare, etc.) through infrastructure (Compute, Network, Storage,
technology lag and legacy depreciating assets Backup)
 External challenges; New nimble competitors, lack of industry skills;
 Integrated Multi-Cloud connectivity and facilities from Multi-
multiple cloud providers hinder app and data portability
Network services to GTS site & facilities
 Predefined aaS Offering with standardize architecture and market
olutions Insights | Audience Roles and Objectives
pricing
• CIO/Director of IT: Primary decision maker; responsible for  Private Cloud IaaS defined and delivered for the first time as an
transformation of IT offering
• IT administration: Responsible to keep IT up and running and improve  Consistent model and deployment services across private to public
cloud skills  IBM differentiated position to deliver a complete Hybrid/Multicloud experience,
• CISO: Focused on security and data protection regardless of multiple Benefits and Proof
from on-premises Points
Private Cloud IaaS to Public Cloud IaaS with a singular
cloud locations experience and model.
 Customer satisfaction - customer loyalty, customer goodwill
• CFO: Steers IT purchases with a focus on optimized financials (OPEX)  Profitability –ability to control the cost and drive higher margins
• LOB execs, CEO: Put business objective stress on CIO/CTO; driving  Cultural – IT/LOB roles back in proper alignment and lane
growth / leveraging cloud to survive  Technical – leverage latest industry innovation, enabling application/data
Shortcomings of Current Approaches portability, maximize utilization, measure to SLA
 Financial – OPEX, avoids new embedded leases
 Today’s GTS cloud environment solutions are typically:
 Custom – divergent approaches and architectures
 Siloed – Infrastructure, Networking & Resiliency separate by service Critical Success Factors
lines  IBM cross team collaboration to move clients to cloud principles – market
 Cost based – Total cost focused vs. Market List Priced focused based pricing , standard terms, managing to service levels
 Not True aaS – Set baselines with fully allocated assets not providing  Accelerate Multicloud and ‘as a service’ expertise - hire from the industry
 Ability to influence the client with IBM’s journey to cloud POV
the flexibility or consumption model of a true Cloud Model
 Sales force incentives focused on new logo versus just leveraging existing
 Inconsistent across Clouds – IaaS solutions on the Private Cloud not
accounts
integrated nor consistent with IaaS Public Cloud solutions
 Most market players are either primarily focused on Public Clouds, or focused 1