IT transformations - Capgemini Consulting Nederland

More documents

Recommendations

Info

obust product lifecycle management strategy, future proof their network, standardize IT systems, and achieve operational efficiency. Rob Staples is a vice president and Global Head of Consulting Services for Capgemini’s Telecom Media & Entertainment (TME) practice. Rob works with CEOs and board-level clients in the telecommunications and media industries and is a founding member of Capgemini’s TME Advisory Board — a private think tank in which CXOs can discuss the implications of the converging communications industries. Rob has 20 years’ operational and consulting experience, gained in Europe, Asia, Latin America, the United States and the Middle East. He is based in London. Manik Seth is a manager in the TME Strategy Lab. He has over five years of experience in strategy, planning, market analysis and consulting. His recent work includes being part of a one year technology-driven business transformation program for an integrated operator and helping a leading equipment manufacturer with identifying BSS/ OSS-related acquisition targets. Prior to joining the Lab, Manik was involved with identifying new technology initiatives in next-generation networks for a leading software services provider. He is based in Mumbai. n “ Average EBITDA margin of major European operators has witnessed a fall of nearly 12% between 2005 and 2009 ” 19
Cloud Computing: The Telco Opportunity By Jerome Buvat and Priyank Nandan Abstract: In recent years, the increasing costs of setting up and maintaining IT infrastructure have been a cause for concern for enterprise CIOs 1 . Cloud computing provides businesses with a cost efficient and elastic solution for offloading maintenance, freeing up budget, and improving IT productivity and responsiveness. The rising interest in cloud computing has resulted in several telcos entering this space. Although operators have been late entrants, they have established a strong presence by leveraging their in-place assets and focusing aggressively in this market. The primary focus of telcos has been on IaaS 2 , even if many also provide significant SaaS 3 applications. However, PaaS 4 has been largely neglected by most operators. Our analysis indicates that cloud computing presents several attractive commercial opportunities for telcos which should be tapped in a phased manner, without delay, in order to maximize returns. Although the IaaS proposition would be most fruitful for operators, other opportunities across SaaS, service delivery innovation, and PaaS will also offer significant potential. We recommend that telcos differentiate themselves by offering niche services which require industry and region specific customization. For example, a strong focus on specific industry verticals such as finance and healthcare will help them gain an edge over the competition. In terms of service delivery, telcos are best equipped to adopt virtual private cloud deployments and broker approach 5 . Customized offerings for large enterprises and SMEs 6 will further strengthen their position and enable them to become frontrunners in cloud computing. Figure 1: SaaS Offerings Categorization of Cloud Computing Offerings ■ Software applications running on a cloud infrastructure ■ Applications are accessible through a thin client interface such as web browser PaaS Offerings ■ Applications built using tools supported by the provider ■ Clients have control over the application hosting environment IaaS Offerings ■ Delivering storage, computing, monitoring and backup services from the cloud ■ Companies can manage their infrastructure remotely Source: Capgemini Analysis Applications Application Databases Development Environment Virtual Infrastructure The Cloud Stack of Cloud Services Web servers End-user applications available through Internet Application runtime Service Catalog, environment component library Monitoring and management of: ■ Services & Resources ■ Virtual servers (Virtualization) ■ Physical servers (Datacenters) Cloud computing is the latest technology trend in which IT infrastructure and software programs are accessed over the Internet or private networks. Cloud offerings can be largely categorized as Software as a Service (SaaS), Platform as a Service (PaaS), and Infrastructure as a Service (IaaS) (see Figure 1). These services are delivered via three main models: public cloud 7 , private cloud 8 , and hybrid cloud 9 . Enterprises of all sizes are being increasingly drawn to cloud computing. Benefits such as reduced IT costs, pay-per-use, better resource utilization, and elastic scalability are driving its uptake. The percentage of CIOs interested in cloud computing has grown rapidly from 5% in 2009 to 37% in early 2010 10 . The rising 1 Chief Information Officer. 2 Infrastructure as a Service. 3 Software as a Service. 4 Platform as a Service. 5 A broker is the single point of contact for an enterprise for all cloud computing requirements such as service provisioning, service level agreements (SLA) and compliance. A broker sits between the enterprise and multiple cloud service vendors and provides a layer of abstraction. 6 Small and medium sized enterprises. 7 Public cloud services are delivered to multiple customers from third party data centers over the Internet. 8 Private cloud is deployed within an enterprise for its internal use. 9 In a hybrid cloud model, some resources are provisioned and managed in-house while others are delivered from the cloud. 10 Harvard Business Review, What We’re Watching in Cloud Computing, http://hbr.org/2010/06/what-were-watching-in-cloud-computing/ar/1. 20
Page 1: volume 9: Spring/Summer.11 Capgemin
Page 5 and 6: Editorial Welcome to the Spring/Sum
Page 7 and 8: Digital Renewal: Addressing Transfo
Page 9 and 10: Figure 2: Digital Renewal Approach
Page 11 and 12: “ Several operators are exploring
Page 13 and 14: Mobile network traffic in Western E
Page 15: help them save costs, but will also
Page 19 and 20: Figure 3: Stakeholders in the Cloud
Page 21 and 22: Figure 6: Categorization of Cloud O
Page 23 and 24: Hosting on Demand Telcos are alread
Page 25 and 26: Figure 9: Telco Strategies in the S
Page 27 and 28: Figure 11: Summary of Cloud Strateg
Page 29 and 30: Beyond Communications: Identifying
Page 31 and 32: Figure 3: Indicative Activity Chain
Page 33 and 34: Figure 5: Needs Served by Smart Gri
Page 35 and 36: “ An increased focus on safety an
Page 37 and 38: Figure 8: Strategic Options for Tel
Page 39 and 40: Figure 10: Telco Evolution as Servi
Page 41 and 42: Long Term Evolution LTE Opportuniti
Page 43 and 44: Figure 3: Commercial LTE Deployment
Page 45 and 46: “ LTE offers the most efficient,
Page 47 and 48: Figure 6: Key Technical Challenges
Page 49 and 50: Figure 8: Accumulated CAPEX and OPE
Page 51 and 52: Ubiquisys (femtocell), and Openwave
Page 53 and 54: IT Renewal: A Business Transformati
Page 55 and 56: to launch Web-based self-service ch
Page 57 and 58: Figure 4: High Level of Functionali
Page 59 and 60: and acceptance by all the different
Page 61 and 62: “ IT transformations, at their co
Page 63 and 64: Navigating the Content Quagmire: Pr
Page 65 and 66: Figure 3: Synopsis of Options for C
Page 67 and 68:
Figure 4: Overview of Digital Conte
Page 69 and 70:
Paid content may be subscription or
Page 71 and 72:
“ Content providers need to focus
Page 73 and 74:
Innovating the Telco Business Model
Page 75 and 76:
Figure 2: Actions taken by Telcos o
Page 77 and 78:
Figure 3: Trends Impacting Business
Page 79 and 80:
Figure 4: Mobile Service Revenue Gr
Page 81 and 82:
Strategy Bottlenecks by Michael G.
Page 83 and 84:
are not active in are “contestabl
Page 85 and 86:
Figure 3: Evolving Bottlenecks in t
Page 87 and 88:
“ Companies should strive to make
Page 89 and 90:
lite BYTES Some vignettes and trend
Page 91:
“ Successful IT transformation en
show all

IT transformations - Capgemini Consulting Nederland

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?