4 Pilares de Adopcion de Nubes

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4 Pilares Que Apoyan El éxito
De La Adopción De Las Nubes
Miguel Angel Borrega
Sr Director Analyst
1 years at Gartner, 19 years industry experience
Previous Experience
Mr. Borrega has a combined experience of 20 years in datacenters modernization & transformation, hyperconverged
systems, IT&OPS, data storage solutions, Big Data Environments and professional services to deploy complex solutions.
He has managed Professional Services Teams providing Managed Services for Banking and Retailers firms. He has
worked for IT manufactures like Storagetek, Sun Microsystems and Oracle covering mainly the industries of Banking,
Retailers, and Telecommunications. He has a deep knowledge of Oracle Technology in fields like HW infrastructure,
2 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Exadata Systems, DB, MW and OCI IaaS and PaaS..
4 Pilares Que Apoyan El éxito
De La Adopción De Las Nubes
Miguel Angel Borrega

Sr. Director Research & Advisory
© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form
without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this
publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research
may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are
governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or
influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity."
Key Issues
1. Why organizations move to the Cloud

2. The impact of Cloud Adoption in an Organization
3. Four main pillars that support a successful Cloud Adoption
Key Issues

3. 4 main pillars that support a successful Cloud Adoption
Cloud Potential Benefits and Potential Risks
Secure
Modern
Self-Service Pervasive
On-Demand Innovative
Vendor Lock-in
Cost-Effective Pay-per-Use Lack of Skills Lack of Tools
Scalable & Elastic Global Incompatibility
Resilient
Adaptive
Security Risk
Cost Increases
Integration
Loss of Control Loss of Features
Compliance Risk
Cloud Benefits Align With Bimodal IT
Bimodal IT: Two modes of IT, each designed to address

different information and technology goals.
Mode 1 Mode 2
Sequential: Exploratory:
stability and reliability agility and flexibility
In Cloud: Cost Savings, In Cloud: Agility, Speed,

Efficiency … Time to Market …
Cost Savings Is the Top Reason Organizations
Want to Use Public Cloud
1st choice 2nd 3rd Sum
Cost savings 34% 19% 10% 64%

Agility 30% 9% 9% 48%
Innovation 13% 17% 14% 45%
IT modernization 9% 15% 18% 42%
Application development 6% 16% 18% 40%
Standardization 3% 12% 14% 29%
Executive mandate 4% 10% 10% 24%
P. What are the top three reasons for using public cloud services?
N = 505, Base: Use public cloud (Q03), excludes DK
PUBLIC CLOUD: Overwhelming agreement that use of Public cloud Leads to
cost savings. On Average respondents estimate the savings is 21%
Cost Savings of Public Cloud
Percentage of Respondents
21%
19%
17%
Average Cost
14%
Savings 13%
21% 5% 5%
4%
3%
50% or 30% to less 20% to less 15% to less 10% to less 5% to less 1% to less 0% (no cost Using public
more than 50% than 30% than 20% than 15% than 10% than 5% savings) cloud
increased
our costs
Base: Currently Use Public Cloud, excludes not sure, n=598
QA12. Compared to FY 2017, what level of cost savings has your organization realized during FY 2018 as a result of using public cloud services?
Modernizing to reduce technical debt: Two thirds already investing
Investment in modernizing I&O to reduce technical debt Top strategies to modernize I&O to reduce technical debt by 2020
Percentage of Respondents Percentage of respondents, Rank of top 3 strategies
0% 10% 20% 30% 40% 50%
Increase SaaS consumption 47%

Currently
investing in By year end Consolidate applications 44%
moderinizing 2020
to reduce 21% Replace legacy systems with COTS apps 40%
technical debt
66% Rehost legacy sys on modern tech
31%
platform (not public cloud)
Microservices & APIs using SOA 27%
Rewrite apps (not public cloud) 24%

No short-term
plans to invest Rearchitect/rebuild/rewrite apps for public
13% cloud 24%
Lift & Shift apps to public cloud 23%
Outsource maintenance of legacy system 13%
Base: n=71 Gartner Research Circle Members Base: n=62 investing/expect to invest by YE2020 (Q09a)
Q9a. Is your IT I&O currently investing in modernizing I&O to reduce technical debt? Q09B. What are the top strategies your IT I&O plans to use to modernize I&O to reduce technical
SOURCE: Gartner Research Circle I&O Executive Leader Survey 2019 debt by year end 2020? Sum of rank of top 3 shown; other not shown (3%)
SOURCE: Gartner Research Circle I&O Executive Leader Survey 2019
Multicloud Adoption
Benefits and Drawbacks of a Multicloud Model
What Drives Your Buyer’s Cloud Decision?
Cloud Platform Cloud Application

• General purpose platform • Specific application requirements
• DevOps • “Fit-for-purpose” infrastructure
• Packaged (bundled) services • Strong embrace of SaaS
• Support for legacy IT investments • Industry requirements
• Standardization of skills and tooling • Application vendors influence
• Hyperscale cloud platforms • IT service providers and outsourcers
Forecast: Investment in Public Cloud Services
515,250
500,000
445,657
120,832
400,000 380,470 100,200

22,194
Millions of Dollars
81,902 19,760
303,910
300,000 125,235
17,343
250,927 61,626 105,729
233,629
46,840 14,622 88,232
196,931 41,488
200,000 12,846 63,202
32,441 11,983
10,484 38,364 46,587
27,257 195,786
171,812
147,703
100,000 121,185
85,043 98,256 102,853
41,705 43,537 41,801 43,275 45,290 48,156 51,202

-
2018 2019 2020 2021 2022 2023 2024
BPaaS SaaS PaaS Mgmt & Sec IaaS Total
Source: “Forecast: Public Cloud Services, Worldwide, 2018-2024, 1Q20 Update” (G00726977)
Key Issues

Cloud Makes I&O Organization
Unnecessary!
I thought we were The database
serverless now? is slow.
The networks
won’t connect.
Who’s monitoring We just got a

this? six-figure cloud bill.
Kooba-what My data is
now? on the mainframe …
Flip Your View From This …
Traditional Agencies/
End Users Software Lines of
Development Business
Public Public
IaaS/PaaS IaaS No. 2
SaaS No. 1 SaaS No. 2

Architecture Engineering
Data Center
Security Network Compute Storage Database Apps Support
“I Build and Run Things Here”
To This …
Agencies/
DevOps/Agile
End Users Lines of
Teams
Business
Architecture Governance Self-Service
Platform Ops
Cloud/Infrastructure Ops Automation/Delivery
Private Private Public Public

Virtualization IaaS/PaaS IaaS/PaaS IaaS No. 2
“I Provide, Enhance and Manage Services”
Impact in the Organization
 Organization must transform. The current skill set, roles and organizational structures are not fit-for-
purpose for the cloud computing model
 Cloud services require a higher level of autonomy and self-service for end users than what we provide
today in our highly-centralized IT model
 Cloud services require the governance of a number of configuration options that is at least two order of
magnitude larger than what we are governing today including the choice of deployment environment
Structure and Roles Changes Main Processes Changes
• Appoint a cloud architect • Procurement

• Operations
• Establish a cloud center of excellence (CCoE)
• Resource provisioning
• Shift from domain-focused to cloud engineers
• Budgeting and forecasting
• Transform IT into a broker of cloud services • Security
• Prepare to scale our DevOps practice • …
Key Issues

The 4 Cloud Adoption Pillars
Cloud Cloud
Cloud
Implementation Governance &
Strategy
Plan Management
Cloud Center of Excellence
No Cloud Strategy Versus Driving a Cloud Strategy
Business Units
No Cloud Strategy Versus Driving a Cloud Strategy
Business Units Business Units
Business and Cloud Strategy Relationship
Cloud Strategy Cloud Plans

….
 Cloud Risk Mitigation
Corporate Strategy Other Strategic Plans
 Cloud Implementation
 Data Center
 Cloud Cost Management
 Development
 Cloud Governance
 Procurement
 ….
 Security
Who should define the Cloud Strategy?
Cloud Strategy Program Manager, Often EA

Leader
Executive Business Group

IT Functional Leads
Sponsor Leads
Cloud Architect Human Resources …

Application Architect Finance
Infrastructure Legal
Operations Procurement
Security Risk Management
… …
It’s Never Too Late to Start a Cloud Strategy

The Cloud Strategy Document
Cloud Strategy
Vision Risks Skills Decision Exit

Objectives Assessments Organization Governance Plan
Goals Mitigation Structure Framework
Cloud Cloud
Cloud
Strategy
Plan Management
The Cloud Implementation Plan
Cloud Implementation Plan
Assesment Cloud Foundations Design & Setup
Migration Framework
+
Bring It Altogether to Make the Right Decision
High
“Worthy but Hard” “Quick Win”
B A
J
Business Value
D
“Out of Scope” “Easy but Not Worthy”
F I
E
H
Low
Hard Technical viability Easy
Candidate Application to be migrated
Workload Placement Decision Framework
All Application Info.
Application Enumeration and Prioritization
Go
SaaS
PaaS
No
Risk/Business Impact
Retire? Go/No Go?
Assessment
IaaS
Yes
Hosting
(Incl. Private Cloud)
No Go
Yes
Colocation
Stay No
Stop Stop Cost Analysis
On-Prem.
Migrate
Workload Migration Alternatives
Build the migration roadmap and define migration
strategies
High
“Worthy but Hard” “Quick Win”
B A
J
Business Value
G
D
“Out of Scope” “Easy but Not

Worthy”
C
F I
E H
Low
Cloud Migration Alternatives
Hard Technical viability Easy
PaaS
Migration Roadmap
Rebuild
Wave 1 Wave 2 Wave 3
Rearchitect SaaS
IaaS
Effort
A J D B G I H Refactor
Replace
Rehost
Cloud -native
Compare and Select Providers Based
on Technical Capabilities
https://www.gartner.com/document/code/365830?ref=ddisp&refval=365830
Main Factors Impacting Cloud Regionally
Latency and
Network Performance Regional Costs Differences
Cloud Financial
Products Availability Planning Challenges
Cloud
Regional
Differences
Regulatory
Local Constraints Compliance
Cultural, Political and

Resiliency Options
Economic Factors
Cloud Regional Implementations
Distinctions and Terminology Differences Example of VMs in an Availability Set Configuration
Fault Domain 1 Fault Domain 2
Data Data
Centers Centers
Update Server 1 Server 1
Domain
Availability Availability
1
Zone/Zone Zone/Zone
Infrastructure
Infrastructure
Server 2 Server 2
Server 3 Server 3
Data Update
Data Centers
Centers Domain
2
Availability Server 4 Server 4
Zone/Zone
Azure Region
AWS, GCP and Azure Region (No Availability Zone)
Server 5 Server 5
Update
Domain
3
Server 6 Server 6
Architect for Availability
1
Amazon
Availability Zone A Availability Zone B CloudFront
2 your-app.com 2
(Route 53)
3
Amazon
S3 Bucket
EC2 Instances
4 Instances
5
Auto Scaling
Group
Read 6 EBS Snapshot

access
Amazon
CloudWatch
Amazon
Write ElastiCache
access
Relational S3 Bucket
Database Multi-AZ RDS

7
Multi-AZ RDS
NoSQL
Database DynamoDB DynamoDB
Architect for Performance
Data Center
Internet Private WAN
Cloud-Ready WAN
Remote or Remote or
Corporate Sites Corporate Sites
Cloud Cloud
Cloud
Strategy
Plan Management
The Cloud Governance and Management
Cloud Governance & Management
Governance Self-Service Cost Automation Monitor & Multicloud

Management Optimize Management
Cloud Governance Models
Cloud Governance Models
Gartner Framework for Public Cloud Cost Management
Benefits and Drawbacks of a Multicloud Model
Cloud Cloud
Cloud
Strategy
Plan Management
The Cloud Center of Excellence - CCoE
The CCoE is a centralized cloud governance

team that:
• Operates under the CIO’s authority
• Led and staffed by cloud architects
• Express the CIO’s cloud strategy
• Enable business to choose the best solutions
• Provide governance through policies
• Gather and disseminate cloud best practices
Core Principles of CCoE
The Cloud Computing Advisory Council
The Cloud Center of Excellence
The Cloud Center of Excellence
Key Issue Takeaway:
Align your business goals with Cloud benefits
The cloud adoption impacts the whole organization
Consider the four pillars for a successful Cloud Adoption
Recommended Gartner Research
The Cloud Strategy Cookbook, 2019

Lessons Learned From the Most Common Mistakes Made by
Cloud Infrastructure Adopters
Cloud Migration: Make It a Business Decision
Ignition Guide to Creating a Migration Plan for Public Cloud
Ignition Guide to Building a Cloud Center of Excellence
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Miguel Angel Borrega

1. Why organizations move to the Cloud

1. Why organizations move to the Cloud

Bimodal IT: Two modes of IT, each designed to address

In Cloud: Cost Savings, In Cloud: Agility, Speed,

Cost savings 34% 19% 10% 64%

0% 10% 20% 30% 40% 50%

Increase SaaS consumption 47%

Microservices & APIs using SOA 27%

Rewrite apps (not public cloud) 24%

Lift & Shift apps to public cloud 23%

Outsource maintenance of legacy system 13%

Cloud Platform Cloud Application

400,000 380,470 100,200

41,705 43,537 41,801 43,275 45,290 48,156 51,202

1. Why organizations move to the Cloud

Who’s monitoring We just got a

SaaS No. 1 SaaS No. 2

Security Network Compute Storage Database Apps Support

“I Build and Run Things Here”

Architecture Governance Self-Service

Cloud/Infrastructure Ops Automation/Delivery

Private Private Public Public

“I Provide, Enhance and Manage Services”

Structure and Roles Changes Main Processes Changes

• Appoint a cloud architect • Procurement

1. Why organizations move to the Cloud

Cloud Center of Excellence

Business Units Business Units

Cloud Strategy Cloud Plans

Cloud Strategy Program Manager, Often EA

Executive Business Group

Cloud Architect Human Resources …

It’s Never Too Late to Start a Cloud Strategy

Vision Risks Skills Decision Exit

Cloud Center of Excellence

Cloud Implementation Plan

Assesment Cloud Foundations Design & Setup

“Out of Scope” “Easy but Not Worthy”

Candidate Application to be migrated

“Out of Scope” “Easy but Not

Cultural, Political and

Fault Domain 1 Fault Domain 2

Read 6 EBS Snapshot

Database Multi-AZ RDS

Internet Private WAN

Cloud Center of Excellence

Cloud Governance & Management

Governance Self-Service Cost Automation Monitor & Multicloud

Cloud Center of Excellence

The CCoE is a centralized cloud governance

• Operates under the CIO’s authority

• Led and staffed by cloud architects

• Express the CIO’s cloud strategy

• Enable business to choose the best solutions

• Provide governance through policies

• Gather and disseminate cloud best practices

The Cloud Strategy Cookbook, 2019

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