With the iCloud announcement, Apple joins the ranks of Google, Microsoft, Dropbox and others offering (or claiming to offer) some form of cloud computing services to consumers. While each service is unique, taken as a whole these offerings are redefining the way that we store, access, synchronize and share the data that defines our public, private and professional lives. Here's the question--as the definition of cloud services continues to evolve, and heavyweights like Apple put a stake in the ground, what are the implications for enterprises?
First, setting aside for a moment that iCloud has little if anything to do with the delivery of scalable, on-demand infrastructure, or platform- or software-as-a-service, the mere mention of Apple in the cloud computing space should improve the credibility of cloud services and (over time) the fortunes of cloud service providers in general. While it is hard to dispute that cloud services are fundamentally reengineering IT processes and service delivery, it is also clear that the industry could use some good news. The recent Amazon Web Services outage and the almost daily mea culpas for security breaches of corporate systems have rightfully forced IT administrators to reevaluate their cloud computing strategies. Viewed this way, Apple's announcement is good news for enterprise cloud initiatives.
Second, beyond the Apple halo effect, it's not unreasonable to speculate about a move by Apple into the enterprise space with a gussied-up iCloud service acting as the virtual hub of an ecosystem of Apple devices. Apple has something of a reputation for refining its hardware and software in the consumer marketplace before moving into the corporate environment (the iPhone is only the most visible example of this). Remember how IT administrators would not touch early incarnations of the iPhone? It had security and management weaknesses, particularly when compared to RIM devices. Having addressed many of those issues, and with service now available on both AT&T and Verizon, the iPhone has become a credible alternative to the once untouchable Blackberry and is in the vanguard (along with Android devices) of a move to fully featured smartphones in the enterprise.
Third, and most importantly, the flowering of personal cloud services will push enterprise cloud services to evolve. Employees who are always connected expect the same communication and collaboration tools in the workplace that they have outside it. These expectations will now extend to cloud services, creating additional momentum for their uptake in the enterprise. "Just Say No" is not an effective IT management strategy; as many enterprise managers have learned from Amazon's cloud and the iPhone and iPad, a corporate policy that tries to stamp out enticing new technologies by prohibiting them is not likely to succeed. IT professionals will feel the pressure to develop, implement and communicate a well planned cloud services strategy.
While iCloud's value to large users is yet to be determined, its early impact is thus not difficult to foresee. IT management cannot simply ignore the innovation percolating up from the consumer services marketplace from the likes of Apple, Google and their competitors. Doing that presents two risks--the risk of forgoing technology that has the potential to drive competitive advantage, and the risk of harm to IT management's credibility within the enterprise. IT managers who fail or refuse to intelligently address the opportunities (and risks) associated with cloud computing won't prevent the use of cloud services--they will simply be bypassed and obsolete.
So what do you do? The first step in developing a cloud computing strategy is to understand what and how your organization currently uses, and is likely to use, technology. Cloud computing is not a new technology per se; it's a new way of accessing and using familiar resources. As part of this study, make sure that you involve representatives from different parts (and levels) of your organization. This will ensure that you become aware of technologies or uses of technology that you may not already know about. Perhaps more importantly, it will help you get buy-in for your strategy from key stakeholders. Those who are part of the process have an interest in the success of the end result.
Keep in mind that cloud computing carries both benefits and risks about which various groups within your organization will want to have a say. Legal, procurement, privacy, risk management, telecommunications, and other interests are all wrestling with the implications of cloud computing. A successful long-term cloud computing strategy will require the input, approval, and cooperation of these groups. And multi-disciplinary working sessions will likely shed light on opportunities and risks that you may have not have considered.
Beyond internal resources, be willing to reach outside of your organization for knowledge, recommendations, and guidance. Cloud computing is important, but you probably do not have the time to make developing a cloud strategy your full time job. Find some quality advisors who spend much of their time grappling with these issues--particularly those that have done so on behalf of comparable organizations.
And once you have developed a going-forward cloud computing strategy, communicate it throughout your organization. Give your colleagues an alternative to ignoring corporate policy. Position yourself as the educator and the enabler, not the roadblock.
Tony Mangino ([email protected]) is a Senior Consultant with TechCaliber Consulting LLC ("TC2"). Joaquin Gamboa ([email protected]) is a partner in the law firm of Levine, Blaszak, Block & Boothby, LLP ("LB3"). TC2 and LB3 advise enterprise customers in their planning and procurement of cloud computing and other complex IT/network services.
