Rodrick Gorden's blog ::SVLG's 2nd Data Center Energy Efficiency Summit
"Ｉｎ ｔｈｅ ｎｅｘｔ ｆｉｖｅ ｙｅａｒｓ ｏｕｔｓｏｕｒｃｉｎｇ ａｓ ｗｅ ｋｎｏｗ ｉｔ ｗｉｌｌ ｄｉｓａｐｐｅａｒ. Ｔｈｅ ｌｅｇｉｏｎ ｏｆ Ｉｎｄｉａｎ ｓｅｒｖｉｃｅ ｐｒｏｖｉｄｅｒｓ ｗｉｌｌ ｂｅ ｓｉｄｅｌｉｎｅｄ ｏｒ ａｂｓｏｒｂｅｄ. Ｕ.Ｓ. ａｎｄ Ｅｕｒｏｐｅａｎ ｃｏｍｐａｎｉｅｓ ｔｈａｔ ｐｉｏｎｅｅｒｅｄ ｔｈｉｓ ｃｏｒｎｅｒ ｏｆ ｔｈｅ ｈｉｇｈ ｔｅｃｈ ｉｎｄｕｓｔｒｙ ｗｉｌｌ ｓｕｆｆｅｒ ｓｉｍｉｌａｒ ｆａｔｅｓ ｉｆ ｔｈｅｙ ｄｏｎ'ｔ ｗａｋｅ ｕｐ. Ｗｈｏ ｗｉｌｌ ｅｍｅｒｇｅ ａｓ ｔｈｅ ｎｅｗ ｌｅａｄｅｒｓ? Ｇｏｏｇｌｅ ａｎｄ Ａｍａｚｏｎ.ｃｏｍ, ｂｒａｎｄｓ ｔｈａｔ ｗｅ ａｓｓｏｃｉａｔｅ ｗｉｔｈ ｓｅａｒｃｈ ａｎｄ ｒｅｔａｉｌ, ｗｉｌｌ ｂｅｃｏｍｅ ｂｅｔｔｅｒ ｋｎｏｗｎ ｆｏｒ ｏｕｔｓｏｕｒｃｉｎｇ," ａｃｃｏｒｄｉｎｇ ｔｏ Ａｒｊｕｎ Ｓｅｔｈｉ ａｎｄ Ｏｌｉｖｉｅｒ Ａｒｉｅｓ ｉｎ ａｎ Ａｕｇｕｓｔ 2010 ｂｕｓｉｎｅｓｓｗｅｅｋ.ｃｏｍ ａｒｔｉｃｌｅ. Ｔｈｉｓ ｗｏｕｌｄ ｂｅ ｎｏ ｓｕｒｐｒｉｓｅ ｔｏ ｒｅｎｏｗｎｅｄ ｓｃｉｅｎｔｉｓｔ ａｎｄ ｉｎｖｅｎｔｏｒ Ｒａｙ Ｋｕｒｚｗｅｉｌ, ｏｆｔｅｎ ｌａｕｄｅｄ ｂｙ ｓｕｃｈ ｇｉａｎｔｓ ａｓ Ｂｉｌｌ Ｇａｔｅｓ, ｗｈｏ ｓａｉｄ ｉｎ ｈｉｓ ｂｏｏｋ, "Ｔｈｅ Ｓｉｎｇｕｌａｒｉｔｙ Ｉｓ Ｎｅａｒ" (Ｐｅｎｇｕｉｎ Ｂｏｏｋｓ 2005), ｔｈａｔ ｔｈｅ ｐａｃｅ ｏｆ ｔｅｃｈｎｏｌｏｇｉｃａｌ ａｃｈｉｅｖｅｍｅｎｔ, ｅｓｐｅｃｉａｌｌｙ ｉｎ ｃｏｍｐｕｔｉｎｇ ｉｓ ｇｏｉｎｇ ｕｐ ｌｏｇａｒｉｔｈｍｉｃａｌｌｙ. Ｔｈｅ "ｃｏｍｐｕｔａｔｉｏｎｓ ｐｅｒ ｓｅｃｏｎｄ" ｄｏｕｂｌｅｓ ｅｖｅｒｙ ｔｗｏ ｙｅａｒｓ, ｉｆ ｎｏｔ ｅｖｅｒｙ ｙｅａｒ, ｈｅ ｗｒｉｔｅｓ. Ｗｉｔｈ ｔｈｅ ｗｏｒｌｄ'ｓ ｅｃｏｎｏｍｉｅｓ ｔｉｐｐｉｎｇ ｏｎ ｔｈｅ ｒａｚｏｒ'ｓ ｅｄｇｅ ｏｆ ｓｕｒｖｉｖａｌ, ｉｔ ｉｓ ｒｅａｓｏｎａｂｌｅ ｔｏ ａｓｓｕｍｅ ｔｈａｔ ａｌｌ ｏｕｔｓｏｕｒｃｅｒｓ, ｅｓｐｅｃｉａｌｌｙ ｌｅｇａｌ ｐｒｏｃｅｓｓ ｏｕｔｓｏｕｒｃｅｒｓ ｓｕｃｈ ａｓ ｆａｍｅｄ ｗｈｉｔｅ-ｓｈｏｅ Ｎｅｗ Ｙｏｒｋ ｌａｗ ｆｉｒｍ ｇｉａｎｔｓ ｗｈｏ, ｓｉｎｃｅ 2001 ｈａｖｅ ｓｏｕｇｈｔ ｔｏ ｃｕｔ ｃｏｓｔｓ ｂｙ ｓｅｎｄｉｎｇ ｒｏｔｅ ｗｏｒｋ ｔｏ ｃｏｕｎｔｒｉｅｓ ｌｉｋｅ Ｉｎｄｉａ, ｗｉｌｌ ｑｕｉｃｋｌｙ ａｂａｎｄｏｎ ｔｈｏｓｅ ｂｒａｎｄ-ｎｅｗ ＬＰＯ ｆｉｒｍｓ ｗｉｔｈｉｎ Ｉｎｄｉａｎ ｂｏｕｎｄａｒｉｅｓ, ｉｆ ｉｔ ｍｅａｎｓ ｓａｖｉｎｇ ｅｖｅｎ ｍｏｒｅ ｍｏｎｅｙ. Ｔｈｅ "ｎｅｗ ｂｕｓｉｎｅｓｓ ｐａｒａｄｉｇｍ" ｆｏｒ ｓｕｃｈ ｌａｗ ｆｉｒｍｓ (ａｎｄ ｏｎｅ-ｐｅｒｓｏｎ ｌａｗ ｆｉｒｍｓ) ｈａｄ ｂｅｅｎ ｔｏ ｂｅｃｏｍｅ ｃｌｉｅｎｔ-ｃｅｎｔｒｉｃ ａｎｄ ｌｏｗｅｒ ｃｏｓｔｓ ｂｙ ｈａｖｉｎｇ ｗｅｌｌ-ｅｄｕｃａｔｅｄ Ｉｎｄｉａｎ ｌａｗｙｅｒｓ ｄｏ ｍｕｎｄａｎｅ ｗｏｒｋ ｆｏｒ 10 ｐｅｒｃｅｎｔ ｏｆ ｗｈａｔ ａ ｊｕｎｉｏｒ ａｓｓｏｃｉａｔｅ ｗｏｕｌｄ ｃｈａｒｇｅ ｉｎ ｔｈｅ ｈｅａｒｔ ｏｆ Ｍａｎｈａｔｔａｎ. Ｅｖｅｎ ａｓ ｔｈｅ ＬＰＯ ｉｎｄｕｓｔｒｙ, ａｆｔｅｒ ｊｕｓｔ 10 ｙｅａｒｓ, ｂｒａｇｓ ａｂｏｕｔ ｉｔｓ ａｌｒｅａｄｙ ｂｅｉｎｇ ａ ｂｉｌｌｉｏｎ-ｄｏｌｌａｒ ｉｎｄｕｓｔｒｙ ｊｕｓｔ ｗｉｔｈｉｎ ｔｈｅ Ｕ.Ｓ., ｔｈｅ ｄｒｅａｍ ｍａｙ ｂｅ ｏｖｅｒ. "Ｓｏｕｎｄ ｌｕｄｉｃｒｏｕｓ? Ｎｏｔ ｉｆ ｙｏｕ ｆｏｌｌｏｗ ｔｈｉｓ ｉｎｄｕｓｔｒｙ," Ｓｅｔｈｉ ａｎｄ Ａｒｉｅｓ ｗｒｉｔｅ, ａｎｄ Ｋｕｒｚｗｅｉｌ ｗｏｕｌｄ ｃｏｎｃｕｒ. "Ｄｅｓｋｔｏｐ ｃｏｍｐｕｔｅｒｓ ｙｉｅｌｄｅｄ ｔｏ ｌａｐｔｏｐｓ. Ｗｅｂ ｐｏｒｔａｌｓ ＡＯＬ, ＭＳＮ, ａｎｄ Ｙａｈｏｏ! ａｒｅ ｇｉｖｉｎｇ ｗａｙ ｔｏ ｓｏｃｉａｌ ｍｅｄｉａ ｓｉｔｅｓ Ｆａｃｅｂｏｏｋ, Ｔｗｉｔｔｅｒ, ａｎｄ ＬｉｎｋｅＩｎ. Ｓｏｆｔｗａｒｅ ｏｎｃｅ ｄｉｓｔｒｉｂｕｔｅｄ ｂｙ ｄｉｓｋ ｉｓ ｎｏｗ ａｖａｉｌａｂｌｅ ａｓ ａｐｐｓ ｏｖｅｒ ｔｈｅ Ｗｅｂ-ｏｆｔｅｎ ｆｏｒ ｌｅｓｓ ｔｈａｎ ｔｈｅ ｃｏｓｔ ｏｆ ａ ｓｌｉｃｅ ｏｆ ｐｉｚｚａ. Ａｎｄ ｓｏ ｉｔ ｇｏｅｓ. Ｔｈｅ ｓａｍｅ Ｄａｒｗｉｎｉａｎ ｐｒｏｃｅｓｓ ｉｓ ｃｒｅａｔｉｎｇ ａ ｆｒｅｓｈ ｅｃｏｓｙｓｔｅｍ ｉｎ ｏｕｔｓｏｕｒｃｉｎｇ, ｏｎｅ ｔｈａｔ ｗｉｌｌ ｕｓｈｅｒ ｉｎ ａｎ ｅｒａ ｏｆ ｃｏｎｓｏｌｉｄａｔｉｏｎ ａｎｄ ａ ｎｅｗ ｗａｙ ｏｆ ｗｏｒｋｉｎｇ ｗｉｔｈ ｃｌｉｅｎｔｓ," ｔｈｅｙ ｗｒｏｔｅ. "Ｏｕｔｓｏｕｒｃｉｎｇ ｃｏｍｐａｎｉｅｓ [ｓｔｉｌｌ] ｓｅｌｌ ｃｕｓｔｏｍｅｒｓ ｄｅａｌｓ ｔｈａｔ ｃａｎ ｓｐａｎ ａ ｄｅｃａｄｅ ａｎｄ ｅａｓｉｌｙ ｒｕｎ ｔｏ ｔｅｎｓ ｏｆ ｍｉｌｌｉｏｎｓ ｏｆ ｄｏｌｌａｒｓ. Ｔｈｅ [ＬＰＯ] ｓｅｒｖｉｃｅ ｐｒｏｖｉｄｅｒ [ｉｎ Ｉｎｄｉａ, ｏｒ ｔｈｅ Ｐｈｉｌｉｐｐｉｎｅｓ ａｎｄ ｏｔｈｅｒ ｃｏｕｎｔｒｉｅｓ] ｔａｋｅｓ ｏｎ ｔｈｅ ｅｘｐｅｎｓｉｖｅ, ｔｉｍｅ-ｃｏｎｓｕｍｉｎｇ ｔａｓｋ ｏｆ ｂｕｉｌｄｉｎｇ ａｎｄ ｏｐｅｒａｔｉｎｇ ｔｈｅ ｄｉｇｉｔａｌ ｔｏｏｌｓ ｔｈａｔ ｔｈｅ ｃｕｓｔｏｍｅｒ ｒｅｑｕｉｒｅｓ ｔｏ ｖａｎｑｕｉｓｈ ｔｈｅ ｃｏｍｐｅｔｉｔｉｏｎ, ｏｆｔｅｎ ｉｎｖｏｌｖｉｎｇ ｄｅｖｅｌｏｐｍｅｎｔ ｏｆ ｃｕｓｔｏｍ ｓｏｆｔｗａｒｅ ｔｏ ｇｅｔ ｔｈｅ ｊｏｂ ｄｏｎｅ. Ｔｏ ｄｏ ｔｈａｔ, ｓｅｒｖｉｃｅ ｐｒｏｖｉｄｅｒｓ ｎｅｅｄ ａｉｓｌｅｓ ｏｆ ｐｏｗｅｒｆｕｌ ｃｏｍｐｕｔｅｒｓ, ａｒｍｉｅｓ ｏｆ ｐｒｏｇｒａｍｍｅｒｓ, ａｎｄ ｌｏｔｓ ｏｆ ａｐｐｌｉｃａｔｉｏｎｓ, ｗｈｉｃｈ ａｒｅ ｈｏｕｓｅｄ ｅｉｔｈｅｒ ａｔ ｔｈｅ ｃｌｉｅｎｔ'ｓ ｓｉｔｅ ｏｒ ｌｏｃａｔｅｄ ａｔ ａ ｔｈｉｒｄ-ｐａｒｔｙ ｄａｔａ ｃｅｎｔｅｒ ｔｈａｔ'ｓ ｕｓｕａｌｌｙ ｏｗｎｅｄ ａｎｄ ｐａｉｄ ｆｏｒ ｂｙ ｔｈｅ ｃｌｉｅｎｔ ｂｕｔ ｍａｎａｇｅｄ ａｎｄ ｍａｉｎｔａｉｎｅｄ ｂｙ ｔｈｅ ｏｕｔｓｏｕｒｃｅｒ. Ａｃｃｅｎｔｕｒｅ ｉｓ ａ ｇｏｏｄ ｅｘａｍｐｌｅ ｏｆ ｔｈｅ ｏｌｄ ｍｏｄｅｌ ｏｆ ｏｕｔｓｏｕｒｃｉｎｇ, ｗｈｉｃｈ ｉｎｖｏｌｖｅｓ ｌｏｎｇ-ｔｅｒｍ ｃｏｎｔｒａｃｔｓ; ｃｕｓｔｏｍｉｚｅｄ ｓｏｆｔｗａｒｅ, ｌｅｇａｃｙ ｓｏｆｔｗａｒｅ, ｏｒ ｂｏｔｈ; ａｎｄ ｏｎ-ｓｉｔｅ ｓｙｓｔｅｍｓ ｉｎｔｅｇｒａｔｉｏｎ ｗｏｒｋ," ｔｈｅ ａｒｔｉｃｌｅ ｓａｙｓ. Ｂｕｔ, "ｉｎ ｔｈｅ ｎｅｗ ｍｏｄｅｌ, ｏｕｔｓｏｕｒｃｅｒｓ ｐｒｏｖｉｄｅ ｓｔａｎｄａｒｄ, ｏｆｆ-ｔｈｅ-ｓｈｅｌｆ ｓｏｆｔｗａｒｅ ｏｎ ａ 'ｐａｙ-ｐｅｒ-ｄｒｉｎｋ' ｂａｓｉｓ. Ｆｏｒ ｔｈａｔ, ｔｈｅｙ ｗｉｌｌ ｌｅｖｅｒａｇｅ [ｗｈａｔ Ｋｕｒｚｗｅｉｌ ｗｏｕｌｄ ｗｅｌｃｏｍｅ ｗｉｔｈ ｏｐｅｎ ａｒｍｓ, ｔｈｅ ｂｒａｎｄ-ｎｅｗ] ｓｏ-ｃａｌｌｅｄ ｃｌｏｕｄ ｔｅｃｈｎｏｌｏｇｙ, ｗｈｉｃｈ ｌｅｔｓ ｕｓｅｒｓ ｔａｐ ｉｎｔｏ ｃｏｍｐｕｔｉｎｇ ｐｏｗｅｒ ａｖａｉｌａｂｌｅ ｖｉａ ｔｈｅ Ｉｎｔｅｒｎｅｔ, ｒａｔｈｅｒ ｔｈａｎ ｏｎ ａ ｄｅｓｋｔｏｐ ｏｒ ｃｏｍｐｕｔｅｒ ｓｅｒｖｅｒ ｈｏｕｓｅｄ [ｉｎ Ｉｎｄｉａ]," ｔｈｅ ｔｗｏ ａｕｔｈｏｒｓ ｗｒｏｔｅ. "Ｔｈｅ ａｐｐｅａｌ ｉｓ ｓｃａｌｅ, ｆｌｅｘｉｂｉｌｉｔｙ, ａｎｄ ｅｆｆｉｃｉｅｎｃｙ: Ｔｈｏｕｓａｎｄｓ ｏｆ ｓｅｒｖｅｒ ｃｏｍｐｕｔｅｒｓ ｃａｎ ａｔｔａｃｋ ａ ｔａｓｋ ｍｏｒｅ ｑｕｉｃｋｌｙ-ａｎｄ ｃｈｅａｐｌｙ-ｏｒ ｈａｎｄｌｅ ａ ｐａｔｃｈｗｏｒｋ ｑｕｉｌｔ ｏｆ ｄｉｆｆｅｒｅｎｔ ｔｅｃｈｎｏｌｏｇｉｅｓ ｔｈａｔ ｃｏｍｐａｎｉｅｓ ｕｓｅ ｔｏ ｒｕｎ ｔｈｅｉｒ ｂｕｓｉｎｅｓｓｅｓ. Ｔｈｉｓ ａｐｐｒｏａｃｈ ｗｉｌｌ ｌｅｔ ｂｕｓｉｎｅｓｓｅｓ ｏｕｔｓｏｕｒｃｅ ｅｎｔｉｒｅ ｔａｓｋｓ ｓｕｃｈ ａｓ ｔｈｅ ｔｒａｃｋｉｎｇ ｏｆ ｉｎｖｅｎｔｏｒｙ, ｐａｙｉｎｇ ｏｎｌｙ ｆｏｒ ｔｈｅ ｉｎｆｏｒｍａｔｉｏｎ ａｃｃｅｓｓｅｄ ｏｒ ｕｓｅｄ." Ｔｈｅ ｒｅｌｅｎｔｌｅｓｓ ｐｒｅｓｓｕｒｅ ｔｏ ｃｕｔ ｃｏｓｔｓ ｉｓ ｗｈａｔ ｔｈｅ ｔｅｃｈｎｏｌｏｇｉｃａｌ ｅｖｏｌｕｔｉｏｎ, ｗｈｉｃｈ Ｋｕｒｚｗｅｉｌ ｓａｙｓ ｗｉｌｌ ｃｈａｎｇｅ ｔｈｅ ｖｅｒｙ ｄｅｆｉｎｉｔｉｏｎ ｏｆ ｗｈａｔ ｉｔ ｍｅａｎｓ ｔｏ ｂｅ "ｈｕｍａｎ," ｉｓ ａｌｌ ａｂｏｕｔ, ｊｕｓｔ ａｓ ｉｓ ｔｈｅ ｅｖｏｌｕｔｉｏｎ ｏｆ ｌｉｆｅ ｔｈａｔ Ｄａｒｗｉｎ ｄｉｓｃｏｖｅｒｅｄ--ｓｕｒｖｉｖａｌ ｏｆ ｔｈｅ ｆｉｔｔｅｓｔ ａｎｄ ｍｏｓｔ ａｄａｐｔａｂｌｅ. "Ｏｕｔｓｏｕｒｃｉｎｇ ｉｓ ａｂｏｕｔ ｓａｖｉｎｇ ｍｏｎｅｙ," Ｓｅｔｈｉ ａｎｄ Ａｒｉｅｓ ｗｒｏｔｅ. "Ｓｕｒｅ ｔｈｅ ｐｉｔｃｈ ｕｓｕａｌｌｙ ｒｅｖｏｌｖｅｓ ａｒｏｕｎｄ ｉｍｐｒｏｖｉｎｇ ｂｕｓｉｎｅｓｓ ｐｒｏｃｅｓｓｅｓ, ｂｕｔ ｎｏ ｃｌｉｅｎｔ ｉｓ ｇｏｉｎｇ ｔｏ ｐａｙ ｍｏｒｅ ｆｏｒ ｔｈｅ ｓｅｒｖｉｃｅ ｔｈａｎ ｗｈａｔ ｉｔ ａｌｒｅａｄｙ ｃｏｓｔｓ ｔｏ ｍａｉｎｔａｉｎ ｔｈｅｉｒ ｓｙｓｔｅｍｓ. Ｕｎｆｏｒｔｕｎａｔｅｌｙ, ｏｕｔｓｏｕｒｃｉｎｇ ｖｅｎｄｏｒｓ ｈａｖｅ ｍａｘｅｄ-ｏｕｔ ｅｆｆｉｃｉｅｎｃｉｅｓ, ｂｏｔｈ ｆｒｏｍ ａｕｔｏｍａｔｉｏｎ ａｎｄ ｆｒｏｍ ｍｏｖｉｎｇ ｔｈｅ ｗｏｒｋ ｔｏ ｌｏｗｅｒ ｃｏｓｔ-ｏｆ-ｌａｂｏｒ ｄｅｓｔｉｎａｔｉｏｎｓ, ａｌｓｏ ｋｎｏｗｎ ａｓ 'ｌａｂｏｒ ａｒｂｉｔｒａｇｅ.' Ｔｏ ｇｅｔ ｔｏ ｔｈｅ ｎｅｘｔ ｌｅｖｅｌ ｏｆ ｓａｖｉｎｇｓ, ａ ｒｕｔｈｌｅｓｓ ｓｅａｒｃｈ ｆｏｒ ｇｒｅａｔｅｒ ｅｃｏｎｏｍｉｅｓ ｏｆ ｓｃａｌｅ ｉｓ ｎｅｃｅｓｓａｒｙ." Ｔｈａｔ'ｓ ｗｈｅｒｅ ｔｈｅ ｃｌｏｕｄ ｃｏｍｅｓ ｉｎ. Ｉｔ ｓｈｉｆｔｓ ｔｈｅ ｃｅｎｔｅｒ ｏｆ ｇｒａｖｉｔｙ ｉｎ ｏｕｔｓｏｕｒｃｉｎｇ ｆｒｏｍ ｐｈｙｓｉｃａｌ ｏｗｎｅｒｓｈｉｐ ｏｆ ａｓｓｅｔｓ ａｎｄ ｐｒｏｃｅｓｓ ｅｘｐｅｒｔｉｓｅ. Ｉｔ ｆｏｃｕｓｅｓ ｏｎ ｔｈｅ ｓｋｉｌｌｓ ｎｅｃｅｓｓａｒｙ ｔｏ ｅｆｆｉｃｉｅｎｔｌｙ ｍａｎａｇｅ ｃｏｍｐｕｔｉｎｇ ｏｐｅｒａｔｉｏｎｓ ｔｈａｔ ｃａｎ ｓｃａｌｅ ａｎｄ ａｔ ｔｈｅ ｓａｍｅ ｔｉｍｅ ａｒｅ ｆｌｅｘｉｂｌｅ ｅｎｏｕｇｈ ｔｏ ｈａｎｄｌｅ ｓｃｏｒｅｓ ｏｆ ｄｉｆｆｅｒｅｎｔ ｔａｓｋｓ. Ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｐｒｏｖｉｄｅｓ ｃｏｍｐｕｔａｔｉｏｎ, ｓｏｆｔｗａｒｅ, ｄａｔａ ａｃｃｅｓｓ, ａｎｄ ｓｔｏｒａｇｅ ｓｅｒｖｉｃｅｓ ｔｈａｔ ｄｏ ｎｏｔ ｒｅｑｕｉｒｅ ｅｎｄ-ｕｓｅｒ ｋｎｏｗｌｅｄｇｅ ｏｆ ｔｈｅ ｐｈｙｓｉｃａｌ ｌｏｃａｔｉｏｎ ａｎｄ ｃｏｎｆｉｇｕｒａｔｉｏｎ ｏｆ ｔｈｅ ｓｙｓｔｅｍ ｔｈａｔ ｄｅｌｉｖｅｒｓ ｔｈｅ ｓｅｒｖｉｃｅｓ. Ｐａｒａｌｌｅｌｓ ｔｏ ｔｈｉｓ ｃｏｎｃｅｐｔ ｃａｎ ｂｅ ｄｒａｗｎ ｗｉｔｈ ｔｈｅ ｅｌｅｃｔｒｉｃｉｔｙ ｇｒｉｄ, ｆｒｏｍ ｗｈｉｃｈ ｅｎｄ-ｕｓｅｒｓ ｃｏｎｓｕｍｅ ｐｏｗｅｒ ｗｉｔｈｏｕｔ ｎｅｅｄｉｎｇ ｔｏ ｕｎｄｅｒｓｔａｎｄ ｔｈｅ ｃｏｍｐｏｎｅｎｔ ｄｅｖｉｃｅｓ ｏｒ ｉｎｆｒａｓｔｒｕｃｔｕｒｅ ｒｅｑｕｉｒｅｄ ｔｏ ｐｒｏｖｉｄｅ ｔｈｅ ｓｅｒｖｉｃｅ. Ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｄｅｓｃｒｉｂｅｓ ａ ｎｅｗ ｓｕｐｐｌｅｍｅｎｔ, ｃｏｎｓｕｍｐｔｉｏｎ, ａｎｄ ｄｅｌｉｖｅｒｙ ｍｏｄｅｌ ｆｏｒ ＩＴ ｓｅｒｖｉｃｅｓ ｂａｓｅｄ ｏｎ Ｉｎｔｅｒｎｅｔ ｐｒｏｔｏｃｏｌｓ, ａｎｄ ｉｔ ｔｙｐｉｃａｌｌｙ ｉｎｖｏｌｖｅｓ ｐｒｏｖｉｓｉｏｎｉｎｇ ｏｆ ｓｃａｌａｂｌｅ ａｎｄ ｏｆｔｅｎ ｖｉｒｔｕａｌｉｚｅｄ ｒｅｓｏｕｒｃｅｓ. Ｉｔ ｉｓ ａ ｂｙｐｒｏｄｕｃｔ ａｎｄ ｃｏｎｓｅｑｕｅｎｃｅ ｏｆ ｔｈｅ ｅａｓｅ-ｏｆ-ａｃｃｅｓｓ ｔｏ ｒｅｍｏｔｅ ｃｏｍｐｕｔｉｎｇ ｓｉｔｅｓ ｐｒｏｖｉｄｅｄ ｂｙ ｔｈｅ Ｉｎｔｅｒｎｅｔ. Ｔｈｉｓ ｍａｙ ｔａｋｅ ｔｈｅ ｆｏｒｍ ｏｆ ｗｅｂ-ｂａｓｅｄ ｔｏｏｌｓ ｏｒ ａｐｐｌｉｃａｔｉｏｎｓ ｔｈａｔ ｕｓｅｒｓ ｃａｎ ａｃｃｅｓｓ ａｎｄ ｕｓｅ ｔｈｒｏｕｇｈ ａ ｗｅｂ ｂｒｏｗｓｅｒ ａｓ ｉｆ ｔｈｅ ｐｒｏｇｒａｍｓ ｗｅｒｅ ｉｎｓｔａｌｌｅｄ ｌｏｃａｌｌｙ ｏｎ ｔｈｅｉｒ ｏｗｎ ｃｏｍｐｕｔｅｒｓ. Ｉｎ ｓｏｍｅ ｃａｓｅｓ, ｌｅｇａｃｙ ａｐｐｌｉｃａｔｉｏｎｓ (ｌｉｎｅ ｏｆ ｂｕｓｉｎｅｓｓ ａｐｐｌｉｃａｔｉｏｎｓ ｔｈａｔ ｕｎｔｉｌ ｎｏｗ ｈａｖｅ ｂｅｅｎ ｐｒｅｖａｌｅｎｔ ｉｎ ｔｈｉｎ ｃｌｉｅｎｔ Ｗｉｎｄｏｗｓ ｃｏｍｐｕｔｉｎｇ) ａｒｅ ｄｅｌｉｖｅｒｅｄ ｖｉａ ａ ｓｃｒｅｅｎ-ｓｈａｒｉｎｇ ｔｅｃｈｎｏｌｏｇｙ, ｗｈｉｌｅ ｔｈｅ ｃｏｍｐｕｔｉｎｇ ｒｅｓｏｕｒｃｅｓ ａｒｅ ｃｏｎｓｏｌｉｄａｔｅｄ ａｔ ａ ｒｅｍｏｔｅ ｄａｔａ ｃｅｎｔｅｒ-ｐｏｓｓｉｂｌｙ ｉｎ ｔｈｅ ｃｏｏｌｅｒ-ｃｌｉｍｅｄ ｃｏｕｎｔｒｉｅｓ ｉｎ Ｓｃａｎｄａｎａｖｉａ ｉｎｓｔｅａｄ ｏｆ ａ ｈｏｔ-ｗｅａｔｈｅｒ ｎａｔｉｏｎ ｓｕｃｈ ａｓ Ｉｎｄｉａ-ｌｏｃａｔｉｏｎ. Ｔｈｅｓｅ ｆａｃｔｏｒｓ ｗｉｌｌ ｓｅｔ ｏｆｆ ａ ｗａｖｅ ｏｆ ｇｌｏｂａｌ ｃｏｎｓｏｌｉｄａｔｉｏｎ ｉｎ ｔｅｃｈ ｓｅｒｖｉｃｅｓ. Ｔｈｅｒｅ ａｒｅ ｔｏｏ ｍａｎｙ ｃｏｍｐａｎｉｅｓ ｉｎ ｔｈｉｓ ｓｐａｃｅ. Ｃｏｎｓｏｌｉｄａｔｉｏｎ ｗｉｌｌ ｂｅ ａｂｏｕｔ ｐｒｏｔｅｃｔｉｎｇ ｏｒ ｂｕｉｌｄｉｎｇ ｍａｒｋｅｔ ｓｈａｒｅ ｏｒ ａｄｄｉｎｇ ｔｅｃｈｎｉｃａｌ ｓｋｉｌｌｓ, ｆｒｏｍ ｃｏｎｎｅｃｔｉｖｉｔｙ ａｎｄ ｎｅｔｗｏｒｋｉｎｇ ｔｏ ｄｅｅｐ ｅｘｐｅｒｔｉｓｅ ｉｎ ｔｈｅ ｄｅｌｉｖｅｒｙ ｏｆ ｓｅｒｖｉｃｅｓ-ｏｎ-ｄｅｍａｎｄ. Ｔｈｉｓ ｉｓ ｗｈｙ ｍｏｓｔ Ｉｎｄｉａｎ ｏｕｔｓｏｕｒｃｉｎｇ ｃｏｍｐａｎｉｅｓ ａｒｅ ｉｎｖｅｓｔｉｎｇ ｔｏ ｇｅｔ ｕｐ ｔｏ ｓｐｅｅｄ ｏｎ ｔｈｅ ｃｌｏｕｄ. Ｈｏｗ ｑｕｉｃｋｌｙ ｃａｎ ｔｈｅｙ ｂｕｉｌｄ ｓｕｆｆｉｃｉｅｎｔ ｓｃａｌｅ? Ｉｆ ｙｏｕ ｔａｌｋ ｗｉｔｈ ｍａｎｙ ＬＰＯ ｅｘｐｅｒｔｓ, ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｉｓ ｎｏｔ ｍｅｎｔｉｏｎｅｄ. Ｉｔ ｉｓｎ'ｔ ｅｖｅｎ ｉｎｃｌｕｄｅｄ ｙｅｔ ｉｎ ｔｈｅｉｒ ｇｌｏｂａｌ ＬＰＯ ｃｏｎｆｅｒｅｎｃｅｓ. Ｐｅｒｈａｐｓ ｔｈｅｙ ａｌｒｅａｄｙ ａｒｅ ｒｅａｄｉｎｇ ｔｈｅ ｈａｎｄｗｒｉｔｉｎｇ ｏｎ ｔｈｅ ｗａｌｌ. Ｉｎ ｔｈｅｉｒ ｂｕｓｉｎｅｓｓｗｅｅｋ.ｃｏｍ ａｒｔｉｃｌｅ, ｔｈｅ ａｕｔｈｏｒｓ ｈａｎｄｉｃａｐ ｔｈｅ ｗｉｎｎｅｒｓ ａｎｄ ｌｏｓｅｒｓ ｉｎ ｔｈｅ ｒａｃｅ ｔｏ ｂｅｃｏｍｅ ｐｌａｙｅｒｓ ｉｎ ｔｈｅ ｅｖｏｌｖｉｎｇ ｏｕｔｓｏｕｒｃｉｎｇ ｂｕｓｉｎｅｓｓ: · Ｔｈｅ Ｌｏｓｅｒｓ: Ｍｉｄ-ｔｉｅｒ Ｉｎｄｉａｎ ｏｕｔｓｏｕｒｃｅｒｓ ｗｉｌｌ ｂｅ ａｃｑｕｉｒｅｄ ｂｙ ｌａｒｇｅｒ, ｍｏｒｅ ａｇｇｒｅｓｓｉｖｅ ｃｏｍｐａｎｉｅｓ. Ｉｎｄｉａｎ ｏｕｔｓｏｕｒｃｅｒｓ ａｒｅ ａｔｔｒａｃｔｉｖｅ ｂｅｃａｕｓｅ ｏｆ ｔｈｅｉｒ ｃｕｒｒｅｎｔ ｃｌｉｅｎｔ ｌｉｓｔ, ｏｐｅｒａｔｉｏｎｓ ｉｎ ｌｏｗ-ｃｏｓｔ ｃｏｕｎｔｒｉｅｓ, ａｎｄ ｐｒｏｃｅｓｓ ｅｘｐｅｒｔｉｓｅ. Ｍｏｓｔ ｏｆ ｔｈｅｍ ａｒｅ ｔｏｏ ｓｍａｌｌ ｔｏ ｂｕｉｌｄ ｅｎｏｕｇｈ ｓｃａｌｅ ａｎｄ ｅｘｐｅｒｔｉｓｅ ｉｎ ｔｈｅ ｂａｃｋｂｏｎｅ ｃａｐａｂｉｌｉｔｉｅｓ ｒｅｑｕｉｒｅｄ ｉｎ ｔｈｅ ｃｌｏｕｄ. Ｌｅａｄｉｎｇ Ｉｎｄｉａｎ ｐｌａｙｅｒｓ ｌｉｋｅ ＭｐｈａｓｉＳ ａｎｄ ｅＳｅｒｖｅ ｈａｖｅ ａｌｒｅａｄｙ ｆａｌｌｅｎ ｐｒｅｙ ｔｏ Ｈｅｗｌｅｔｔ-Ｐａｃｋａｒｄ ａｎｄ ＴＣＳ, ｒｅｓｐｅｃｔｉｖｅｌｙ. Ｓｏｍｅ ｌａｒｇｅｒ ｐｌａｙｅｒｓ ｓｕｃｈ ａｓ Ｉｎｆｏｓｙｓ ａｎｄ Ｗｉｐｒｏ ａｒｅ ａｔ ｒｉｓｋ ｏｆ ｌｏｓｉｎｇ ｔｈｅｉｒ ｃｏｍｐｅｔｉｔｉｖｅ ａｄｖａｎｔａｇｅ. Ｅｖｅｎ ｔｈｅ ｌａｒｇｅｓｔ Ｉｎｄｉａｎ ｃｏｍｐａｎｉｅｓ ａｒｅ ｓｔｉｌｌ ｓｅｖｅｒａｌ ｏｒｄｅｒｓ ｏｆ ｍａｇｎｉｔｕｄｅ ｓｍａｌｌｅｒ ｔｈａｎ ｔｈｅｉｒ Ｕ.Ｓ. ｃｏｍｐｅｔｉｔｏｒｓ-ＨＰ, Ｘｅｒｏｘ , Ｍｉｃｒｏｓｏｆｔ, ａｎｄ Ｇｏｏｇｌｅ. Ｔｈｅｓｅ ｉｎｃｌｕｄｅ ｃｏｍｐａｎｉｅｓ ｓｕｃｈ ａｓ Ｐａｔｎｉ, Ｌ&Ｔ Ｉｎｆｏｔｅｃｈ, ａｎｄ Ｓａｔｙａｍ (ｒｅｃｅｎｔｌｙ ａｃｑｕｉｒｅｄ ｂｙ Ｔｅｃｈ Ｍａｈｉｎｄｒａ. Ｔｈｅｒｅｆｏｒｅ ｗｅ ｅｘｐｅｃｔ Ｉｎｄｉａｎ ｖｅｎｄｏｒｓ ｔｏ ｔｒｙ ｔｏ ｇａｉｎ ｓｃａｌｅ ｖｉａ ａｃｑｕｉｓｉｔｉｏｎｓ ｏｒ ａｌｌｉａｎｃｅｓ ａｍｏｎｇ ｔｈｅｍｓｅｌｖｅｓ. · Ｔｈｅ Ｗｉｎｎｅｒｓ: Ａｍａｚｏｎ ａｎｄ Ｇｏｏｇｌｅ ａｒｅ ｔｈｅ ｆｕｔｕｒｅ ｌｅａｄｅｒｓ ｉｎ ｏｕｔｓｏｕｒｃｉｎｇ. Ｔｈｅｙ ａｒｅ ａｌｒｅａｄｙ ｐｒｏｖｉｄｉｎｇ ｓｅｒｖｉｃｅｓ ｔｏ ｓｕｃｈ ｅｎｔｅｒｐｒｉｓｅｓ ａｓ Ｅｌｉ Ｌｉｌｌｙ ａｎｄ Ｐｆｉｚｅｒ. Ｔｈｅｙ ｏｗｎ ｄａｔａ ｃｅｎｔｅｒｓ ｏｎ ａｎ ｅｎｏｒｍｏｕｓ ｓｃａｌｅ ａｎｄ ｋｎｏｗ ｈｏｗ ｔｏ ｏｐｅｒａｔｅ ｔｈｅｍ ｅｆｆｉｃｉｅｎｔｌｙ. Ｔｈｅｙ ｗｉｌｌ ｇａｉｎ ｃａｐａｂｉｌｉｔｉｅｓ ｔｈｅｙ ｄｏｎ'ｔ ｙｅｔ ｈａｖｅ-ｓｕｃｈ ａｓ ｉｎｄｕｓｔｒｙ-ｓｐｅｃｉｆｉｃ ｋｎｏｗ-ｈｏｗ ａｎｄ ｌｏｗ-ｃｏｓｔ ｗｏｒｋｆｏｒｃｅｓ-ｂｙ ａｃｑｕｉｒｉｎｇ Ｉｎｄｉａｎ ｏｒ ｏｔｈｅｒ ｇｌｏｂａｌ ｏｕｔｓｏｕｒｃｅｒｓ. Ｍｅａｎｗｈｉｌｅ, Ｇｏｏｇｌｅ ａｌｒｅａｄｙ ｈａｓ ａｎｎｏｕｎｃｅｄ ａ ｐａｒｔｎｅｒｓｈｉｐ ｗｉｔｈ Ｃｏｍｐｕｔｅｒ Ｓｃｉｅｎｃｅｓ ａｎｄ Ａｍａｚｏｎ ｈａｓ ａｎｎｏｕｎｃｅｄ ａ ｓｉｍｉｌａｒ ｏｎｅ ｗｉｔｈ Ｃａｐｇｅｍｉｎｉ. Ｉｎｄｅｅｄ, Ａｍａｚｏｎ ｈａｓ ｍａｄｅ ｓｏ ｍｕｃｈ ｈｅａｄｗａｙ ｉｎ ｃｌｏｕｄ ｔｅｃｈｎｏｌｏｇｙ ｔｈａｔ ｔｈｉｓ ａｒｅａ ｏｆ ｔｈｅｉｒ ｂｕｓｉｎｅｓｓ ｗｉｌｌ ｇｅｎｅｒａｔｅ, ａｃｃｏｒｄｉｎｇ ｔｏ ａｎ ｅｓｔｉｍａｔｅ ｒｅｃｅｎｔｌｙ ｐｕｂｌｉｓｈｅｄ ｂｙ ＵＢＳ, ｓｏｍｅｔｈｉｎｇ ｉｎ ｔｈｅ ｏｒｄｅｒ ｏｆ $750 ｍｉｌｌｉｏｎ ｂｙ ｔｈｅ ｅｎｄ ｏｆ 2011. Ｔｈｅｎ ｔｈｅｒｅ'ｓ ｔｈｅ ｇｅｎｅｒａｔｉｏｎａｌ ｉｓｓｕｅ ｔｏ ｃｏｎｓｉｄｅｒ. Ａｍａｚｏｎ ａｎｄ Ｇｏｏｇｌｅ ａｒｅ ｈｏｕｓｅｈｏｌｄ ｂｒａｎｄｓ ｆｏｒ ｔｈｅ ｇｅｎｅｒａｔｉｏｎ ｏｆ ｍａｎａｇｅｒｓ ａｎｄ ｌｅａｄｅｒｓ ｔｈａｔ ｉｓ ｎｏｗ ｒｉｓｉｎｇ ｉｎ Ｕ.Ｓ. ｍａｎａｇｅｍｅｎｔ ｒａｎｋｓ. Ｉｎ ｔｈｅｉｒ ｙｏｕｔｈ, ｔｈｅｓｅ ｌｅａｄｅｒｓ ｅｎｔｒｕｓｔｅｄ ｐｅｒｓｏｎａｌ ｅ-ｍａｉｌｓ, ｍｕｓｉｃ ｆｉｌｅｓ, ｐｉｃｔｕｒｅｓ, ａｎｄ ｓｏｃｉａｌ ｉｎｔｅｒａｃｔｉｏｎｓ ｔｏ ｔｈｅｓｅ ｃｏｍｐａｎｉｅｓ. Ｗｅ ｂｅｌｉｅｖｅ ｉｔ ｗｉｌｌ ｂｅ ａ ｌｏｇｉｃａｌ ｅｘｔｅｎｓｉｏｎ ｆｏｒ ｔｈｉｓ ｇｅｎｅｒａｔｉｏｎ ｔｏ ｈｉｒｅ ｔｈｅｓｅ ｃｏｍｐａｎｉｅｓ ａｓ ｔｒｕｓｔｅｄ ｍａｎａｇｅｒｓ ａｎｄ ｈｏｓｔｓ ｏｆ ｔｈｅｉｒ ｃｏｒｐｏｒａｔｅ ｓｅｒｖｉｃｅｓ. · Ｔｈｅ Ｐｏｓｓｉｂｌｅ Ｗｉｎｎｅｒｓ: Ｓｏｆｔｗａｒｅ ｇｉａｎｔｓ ｓｕｃｈ ａｓ Ｍｉｃｒｏｓｏｆｔ, Ｏｒａｃｌｅ, ａｎｄ ＳＡＰ ｈａｖｅ ｋｎｏｗｌｅｄｇｅ ａｒｏｕｎｄ ｅｎｔｅｒｐｒｉｓｅ ｐｌａｔｆｏｒｍｓ ａｎｄ ａｐｐｌｉｃａｔｉｏｎｓ ｔｈａｔ ｃａｎ ｕｎｌｏｃｋ ｆｕｒｔｈｅｒ ｅｆｆｉｃｉｅｎｃｉｅｓ ｆｏｒ ｃｌｉｅｎｔｓ. Ｔｈｅｙ ａｌｓｏ ｈａｖｅ ｒｏｂｕｓｔ ａｎｄ ｃａｐｔｉｖｅ ｃｌｉｅｎｔ ｐｏｒｔｆｏｌｉｏｓ. Ｔｈｅｉｒ ｓｕｃｃｅｓｓ ｗｉｌｌ ｄｅｐｅｎｄ ｏｎ ｔｈｅ ｓｐｅｅｄ ａｔ ｗｈｉｃｈ ｔｈｅｙ ｂｕｉｌｄ ｕｐ ｃａｐａｂｉｌｉｔｉｅｓ ｔｈｅｙ ａｒｅ ｃｕｒｒｅｎｔｌｙ ｍｉｓｓｉｎｇ ｉｎ ｃｏｎｎｅｃｔｉｖｉｔｙ, ｉｎｆｒａｓｔｒｕｃｔｕｒｅ, ａｎｄ ｅｘｐｅｒｉｅｎｃｅ ｉｎ ｔｈｅ ｃｌｏｕｄ ｉｔｓｅｌｆ. Ｉｔ ｗｉｌｌ ａｌｓｏ ｄｅｐｅｎｄ ｏｎ ｔｈｅｉｒ ａｐｐｅｔｉｔｅ ｆｏｒ ｒｉｓｋ. Ｗｅ ａｒｅ ｔａｌｋｉｎｇ ｈｅｒｅ ａｂｏｕｔ ｎｏｔｈｉｎｇ ｌｅｓｓ ｔｈａｎ ｒｅｅｎｇｉｎｅｅｒｉｎｇ ｔｈｅｉｒ ＤＮＡ. Ｆｏｒ ｅｘａｍｐｌｅ, ｅｖｅｎ Ｍｉｃｒｏｓｏｆｔ ｈａｓ ｂｅｇｕｎ ｔｏ ｆｏｒｓａｋｅ ｉｔｓ ｌｉｃｅｎｓｅ-ｂａｓｅｄ ｓｏｆｔｗａｒｅ ｔｏ ｉｎｔｒｏｄｕｃｅ ｎｅｗ, ｃｌｏｕｄ-ｂａｓｅｄ, ｏｆｆｉｃｅ ｓｏｆｔｗａｒｅ. Ａｔ ｔｈｅ ｓａｍｅ ｔｉｍｅ, Ｓａｌｅｓｆｏｒｃｅ.ｃｏｍ ｈａｓ ａｇｇｒｅｓｓｉｖｅｌｙ ｇｒｏｗｎ ｂｙ ｓｈｉｆｔｉｎｇ ｉｔｓ ＣＲＭ ａｐｐｌｉｃａｔｉｏｎｓ ａｒｏｕｎｄ ｔｈｉｓ ｃｌｏｕｄ-ｂａｓｅｄ ｍｏｄｅｌ. · Ｔｈｏｓｅ ｏｎ ｔｈｅ Ｆｅｎｃｅ: Ｘｅｒｏｘ, ＨＰ, ａｎｄ Ａｃｃｅｎｔｕｒｅ ｈａｖｅ ｔｈｅ ｔｅｃｈｎｉｃａｌ ａｎｄ ｆｉｎａｎｃｉａｌ ｒｅｓｏｕｒｃｅｓ ｔｏ ｅｘｐａｎｄ ｔｈｅｉｒ ｃａｐａｂｉｌｉｔｉｅｓ. Ｒｅｃｅｎｔ ａｃｑｕｉｓｉｔｉｏｎｓ-ＨＰ/ＥＤＳ, Ｄｅｌｌ/Ｐｅｒｏｔ Ｓｙｓｔｅｍｓ, ａｎｄ Ｘｅｒｏｘ/Ａｆｆｉｌｉａｔｅｄ Ｃｏｍｐｕｔｅｒ Ｓｅｒｖｉｃｅｓ-ｓｈｏｗ ｔｈａｔ ｔｈｅｙ ｕｎｄｅｒｓｔａｎｄ ｗｈａｔ'ｓ ｃｏｍｉｎｇ. Ｎｅｖｅｒｔｈｅｌｅｓｓ, ｉｔ'ｓ ｕｎｃｅｒｔａｉｎ ｔｈａｔ ｔｈｅｓｅ ｂｅｈｅｍｏｔｈｓ ｗｉｌｌ ｓｈｉｆｔ ｓｅａｍｌｅｓｓｌｙ ｆｒｏｍ ｌａｒｇｅ ｉｎｔｅｇｒａｔｉｏｎ ｐｒｏｊｅｃｔｓ ｔｏ ｃｌｏｕｄ-ｂａｓｅｄ ｓｏｌｕｔｉｏｎｓ. Ｕｎｌｅｓｓ ｃｏｍｐａｎｉｅｓ ｓｕｃｈ ａｓ ＨＰ, Ｘｅｒｏｘ, ａｎｄ Ｄｅｌｌ ｃｏｎｔｉｎｕｅ ｔｏ ｉｎｃｒｅａｓｅ ｔｈｅｉｒ ｍｏｍｅｎｔｕｍ ｉｎｔｏ ｔｈｅ ｃｌｏｕｄ, ｔｈｅｙ ｍａｙ ｆｉｎｄ ｔｈｅｉｒ ｍｕｌｔｉｂｉｌｌｉｏｎ-ｄｏｌｌａｒ ａｃｑｕｉｓｉｔｉｏｎｓ ｇｏ ｔｏ ｗａｓｔｅ. "Ｔｈｅ ｏｕｔｓｏｕｒｃｉｎｇ ｍａｒｋｅｔ ｉｓ ｏｎ ｔｈｅ ｖｅｒｇｅ ｏｆ ｅｘｐｅｒｉｅｎｃｉｎｇ ｉｔｓ ｍｏｓｔ ｍａｓｓｉｖｅ ｔｒａｎｓｆｏｒｍａｔｉｏｎ ｓｉｎｃｅ ｔｈｅ ｃｏｎｃｅｐｔ ａｒｏｓｅ ｍｏｒｅ ｔｈａｎ 20 ｙｅａｒｓ ａｇｏ [10 ｙｅａｒｓ ａｇｏ ｆｏｒ ｌｅｇａｌ ｐｒｏｃｅｓｓ ｏｕｔｓｏｕｒｃｉｎｇ]. Ｆｏｒ ｏｕｔｓｏｕｒｃｅｒｓ, ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｃｒｅａｔｅｓ ａｎ ｕｎｐｒｅｃｅｄｅｎｔｅｄ ｏｐｐｏｒｔｕｎｉｔｙ ｔｏ ｒｅｓｈａｐｅ ｈｏｗ ｓｅｒｖｉｃｅｓ ｇｅｔ ｄｅｌｉｖｅｒｅｄ. Ｆｏｒ ｃｌｉｅｎｔｓ, ｉｔ ｏｐｅｎｓ ｕｐ ａ ｎｅｗ ｅｒａ ｃｈａｒａｃｔｅｒｉｚｅｄ ｂｙ ｔｈｅ ａｒｒｉｖａｌ ｏｆ ｎｅｗ ｐｌａｙｅｒｓ ｔｈａｔ ａｒｅ ｅａｇｅｒ ｔｏ ｂｕｉｌｄ ｒｅｌａｔｉｏｎｓｈｉｐｓ ａｎｄ ｓｈｏｗｃａｓｅ ｔｈｅｉｒ ｃａｐａｂｉｌｉｔｉｅｓ. Ｔｈａｔ ｍｅａｎｓ ｍｏｒｅ ｃｈｏｉｃｅ ａｎｄ ａ ｎｅｗ ｍｏｄｅｌ ｔｈａｔ ｗｉｌｌ ｓｕｓｔａｉｎ ｔｈｅ ｐｒｉｃｅ ａｄｖａｎｔａｇｅ ｔｈａｔ ｏｕｔｓｏｕｒｃｉｎｇ ｈａｓ ｈｉｔｈｅｒｔｏ ｐｒｏｖｉｄｅｄ," ｗｒｏｔｅ Ｓｅｔｈｉ ａｎｄ Ａｒｉｅｓ. Ｉｎ ａ Ｊｕｎｅ 29, 2009 ａｒｔｉｃｌｅ ｏｎ ｆｏｒｂｅｓ.ｃｏｍ, Ｅｄ Ｓｐｅｒｌｉｎｇ ｗｒｏｔｅ ｔｈａｔ ｗ ｈｅｎ ｅｘｅｃｕｔｉｖｅｓ ａｔ Ａｍａｚｏｎ ｔｏｏｋ ａ ｈａｒｄ ｌｏｏｋ ａｔ ｔｈｅ ｃｏｍｐａｎｙ'ｓ ｂｕｓｉｎｅｓｓ ａ ｆｅｗ ｙｅａｒｓ ａｇｏ, ｔｈｅｙ ｒｅａｌｉｚｅｄ ｔｈａｔ ｏｎｅ ｏｆ ｔｈｅ ｃｏｍｐａｎｙ'ｓ ｃｏｒｅ ｃｏｍｐｅｔｅｎｃｉｅｓ ｈａｄ ｂｅｃｏｍｅ ｍａｎａｇｉｎｇ ｄａｔａ ａｎｄ ｔｈｅ ｆｌｏｗ ｏｆ ｉｎｆｏｒｍａｔｉｏｎ. Ｎｏｔ ｏｎｌｙ ｗａｓ Ａｍａｚｏｎ ｇｏｏｄ ａｔ ｍａｎａｇｉｎｇ ｄａｔａ--ｉｔ ｗａｓ ｓｉｇｎｉｆｉｃａｎｔｌｙ ｂｅｔｔｅｒ ｔｈａｎ ｍａｎｙ ｏｔｈｅｒ ｃｏｍｐａｎｉｅｓ. Ｔｈａｔ ｓｍｅｌｌｅｄ ｌｉｋｅ ａ ｎｅｗ ｒｅｖｅｎｕｅ ｏｐｐｏｒｔｕｎｉｔｙ. Ａｓ ａ ｒｅｓｕｌｔ, ｔｈｒｅｅ ｙｅａｒｓ ａｇｏ, ｔｈｅ ｃｏｍｐａｎｙ ｂｅｓｔ ｋｎｏｗｎ ｆｏｒ ｓｅｌｌｉｎｇ ｂｏｏｋｓ ｒｏｌｌｅｄ ｏｕｔ ｉｔｓ ｆｉｒｓｔ ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｓｅｒｖｉｃｅｓ. Ａｎｄｒｅｗ Ｒ. Ｊａｓｓｙ, ｓｅｎｉｏｒ ｖｉｃｅ ｐｒｅｓｉｄｅｎｔ ｏｆ Ｗｅｂ ｓｅｒｖｉｃｅｓ ａｔ Ａｍａｚｏｎ, ｔｏｌｄ Ｓｐｅｒｌｉｎｇ ａｂｏｕｔ ｔｈｅ ｃｈａｌｌｅｎｇｅｓ ａｎｄ ｗｈａｔ ｃｕｓｔｏｍｅｒｓ ｔｈｉｎｋ ａｂｏｕｔ ｔｈｅ Ａｍａｚｏｎ ｃｌｏｕｄ. "Ｔｈｅ ｐｒｉｃｉｎｇ ｉｓ ｉｎｄｅｐｅｎｄｅｎｔ ｏｆ ｔｈｅ ＳＬＡｓ (ｓｅｒｖｉｃｅ-ｌｅｖｅｌ ａｇｒｅｅｍｅｎｔｓ). Ｗｅ ｈａｖｅ ａ 99.95% ｕｐｔｉｍｅ ｇｕａｒａｎｔｅｅ. Ｙｏｕ ｇｅｔ ｔｈａｔ ｎｏ ｍａｔｔｅｒ ｗｈａｔ ｓｉｚｅ ｙｏｕ ａｒｅ," Ｊａｓｓｙ ｔｏｌｄ Ｓｐｅｒｌｉｎｇ. "Ｌａｒｇｅ ｃｕｓｔｏｍｅｒｓ ａｒｅｎ'ｔ ｓｔａｒｔｉｎｇ ｆｒｏｍ ｇｒｏｕｎｄ ｚｅｒｏ. Ｔｈｅｙ ｈａｖｅ ａ ｐｒｅｔｔｙ ｓｉｇｎｉｆｉｃａｎｔ ｉｎｆｒａｓｔｒｕｃｔｕｒｅ. Ｔｈｅｙ ｈａｖｅ ｌｅｇａｃｙ ｓｏｆｔｗａｒｅ ｔｈｅｙ ｈａｖｅ ｔｏ ｆｉｇｕｒｅ ｏｕｔ ｈｏｗ ｔｈｅｙ'ｒｅ ｇｏｉｎｇ ｔｏ ｍｉｇｒａｔｅ. Ｗｈａｔ ｔｈｅｙ ｆｉｎｄ ｉｓ ｔｈｅ ｖａｌｕｅ ｐｒｏｐｏｓｉｔｉｏｎ ｉｓ ａｔｔｒａｃｔｉｖｅ ｆｒｏｍ …ｆｒｏｍ ａ ｓｃａｌｅ ｐｅｒｓｐｅｃｔｉｖｅ ａｎｄ ｆｒｏｍ ａ ｔｉｍｅ ｔｏ ｍａｒｋｅｔ ｐｅｒｓｐｅｃｔｉｖｅ. Ｗｅ ｃａｎ ｐｒｏｖｉｓｉｏｎ ｓｅｒｖｅｒｓ ｉｎ ｍｉｎｕｔｅｓ ｖｓ. ｗｅｅｋｓ. Ｆｏｒ ｔｈｅｍ ｔｏ ｅｖｅｎ ｔｏ ｇｅｔ ａ ｓｅｒｖｅｒ ｔａｋｅｓ ｅｉｇｈｔ ｔｏ 12 ｗｅｅｋｓ. Ｔｈｉｓ ｗａｙ ｔｈｅｙ ｃａｎ ｒｕｎ ｔｈｅ ｔｅｓｔ, ｓｅｅ ｗｈａｔ ｔｈｅｙ ｃａｎ ｐｅｅｌ ｏｆｆ ａｎｄ ｔｈｅｙ ｓｔａｒｔ ｔｏ ｂｕｉｌｄ ａ ｙｅａｒ ｏｒ ｔｗｏ ｐｌａｎ ｔｏ ｐｅｅｌ ｏｆｆ ｐａｒｔｓ ｏｆ ｔｈｅｉｒ ｉｎｆｒａｓｔｒｕｃｔｕｒｅ." Ｓｐｅｒｌｉｎｇ ａｓｋｅｄ ａｂｏｕｔ ｓｔａｒｔ-ｕｐｓ: "Ｉｔ'ｓ ｓｏ ｈａｒｄ ｔｏ ｇｅｔ ｆｕｎｄｉｎｇ ｆｒｏｍ ｖｅｎｔｕｒｅ ｃａｐｉｔａｌｉｓｔｓ ｔｈａｔ [ｔｈｅｓｅ ｓｅｒｖｉｃｅｓ ａｒｅ] ａ ｈｕｇｅ ｂｅｎｅｆｉｔ ｔｏ ｓｔａｒｔ-ｕｐｓ. Ｔｈｅｙ ｄｏｎ'ｔ ｈａｖｅ ｔｏ ｓｐｅｎｄ ｔｈａｔ ＣａｐＥｘ ｏｎ ａ ｄａｔａ ｃｅｎｔｅｒ ｏｒ ｃｏ-ｌｏｃａｔｉｏｎ ｏｒ ｓｅｒｖｅｒｓ. Ｉｔ'ｓ ａ ｈｕｇｅ ａｄｖａｎｔａｇｅ ｔｏ ｔｕｒｎ ＣａｐＥｘ ｉｎｔｏ ａ ｖａｒｉａｂｌｅ ｅｘｐｅｎｓｅ. Ｔｈｅｙ ａｌｓｏ ｄｏｎ'ｔ ｈａｖｅ ｔｏ ｄｅａｌ ｗｉｔｈ ａ ｌｅｇａｃｙ ｉｎｆｒａｓｔｒｕｃｔｕｒｅ. Ｔｈｅｙ'ｒｅ ｂｕｉｌｄｉｎｇ ｔｈｅｉｒ ｓｅｒｖｉｃｅｓ ｄｉｒｅｃｔｌｙ ｏｎ ｏｕｒ ｉｎｆｒａｓｔｒｕｃｔｕｒｅ." "Ｔｈｅ ｈａｒｄｅｓｔ ｄｅｃｉｓｉｏｎ ｐｏｉｎｔ [ｒｅｇａｒｄｉｎｇ ｏｕｔｓｏｕｒｃｉｎｇ] ｉｓ ｒｅｌｉｎｑｕｉｓｈｉｎｇ ｃｏｎｔｒｏｌ," Ｊａｓｓｙ ｓａｉｄ. "Ｗｈｅｎ ｉｔ'ｓ ｉｎ ｈｏｕｓｅ ａｎｄ ｓｏｍｅｔｈｉｎｇ ｇｏｅｓ ｗｒｏｎｇ ｙｏｕ ｋｎｏｗ ｗｈｏｓｅ ｔｈｒｏａｔ ｔｏ ｃｈｏｋｅ. Ｍｏｓｔ ｏｆ ｕｓ, ｗｈｅｎ ｔｈｅｒｅ ａｒｅ ａｎｙ ｉｓｓｕｅｓ, ｗａｎｔ ｔｏ ｂｅ ａｃｔｉｏｎ-ｏｒｉｅｎｔｅｄ ｉｎ ｆｉｘｉｎｇ ｐｒｏｂｌｅｍｓ. Ｗｈｅｎ ｙｏｕ'ｒｅ ｏｕｔｓｏｕｒｃｉｎｇ [ｙｏｕｒ ｄａｔａ ｃｅｎｔｅｒ] ｙｏｕ ｄｏｎ'ｔ ｈａｖｅ ｔｈａｔ ｓａｍｅ ｌｅｖｅｌ ｏｆ ｃｏｎｔｒｏｌ. Ｅｖｅｒｙ ｄｅｃｉｓｉｏｎ ｉｎｖｏｌｖｅｓ ａ ｒｉｓｋ-ｂｅｎｅｆｉｔ ａｎａｌｙｓｉｓ. Ｗｈａｔ ｗｅ'ｒｅ ｆｉｎｄｉｎｇ ｉｓ ｃｏｍｐａｎｉｅｓ ｒｅａｌｉｚｅ ｔｈｅｙ ｍａｙ ｈａｖｅ ｌｅｓｓ ｃｏｎｔｒｏｌ, ｂｕｔ ｔｈｅ ｂｅｎｅｆｉｔｓ ｆｒｏｍ ａ ｃｏｓｔ ｐｅｒｓｐｅｃｔｉｖｅ ｏｕｔｗｅｉｇｈ ａｎｙ ｎｅｒｖｏｕｓｎｅｓｓ ａｂｏｕｔ ｔｈｅ [ｌｏｓｓ ｏｆ] ｃｏｎｔｒｏｌ. Ｔｈａｔ ｉｓ ｔｈｅ ｂａｔｔｌｅ ＣＩＯｓ ａｒｅ ｗａｇｉｎｇ." "Ｗｅ ｗｉｌｌ ｎｅｅｄ ａｄｄｉｔｉｏｎａｌ ｄａｔａ ｃｅｎｔｅｒｓ ｂａｓｅｄ ｕｐｏｎ ｏｕｒ ｇｒｏｗｔｈ ｏｖｅｒ ｔｈｅ ｐａｓｔ ｔｈｒｅｅ ｙｅａｒｓ. Ｗｅ ｈａｖｅ ａ ｐｒｅｓｅｎｃｅ ｏｎ ｔｈｅ Ｅａｓｔ Ｃｏａｓｔ ａｎｄ ｔｈｅ Ｗｅｓｔ Ｃｏａｓｔ ａｎｄ ｉｎ Ｅｕｒｏｐｅ, ａｎｄ ｗｅ'ｒｅ ｓｔａｒｔｉｎｇ ｔｏ ｔｈｉｎｋ ａｂｏｕｔ Ａｓｉａ. Ｉ ｅｘｐｅｃｔ ｗｅ'ｌｌ ｅｘｐａｎｄ ｇｅｏｇｒａｐｈｉｃａｌｌｙ ｂｅｃａｕｓｅ ｏｕｒ ｃｕｓｔｏｍｅｒｓ ａｒｅ ａｓｋｉｎｇ ｆｏｒ ｔｈａｔ." Ｉｎ ａ Ｊａｎｕａｒｙ 2011 ａｒｔｉｃｌｅ ｉｎ Ｏｕｔｓｏｕｃｉｎｇ-ｃｅｎｔｅｒ.ｃｏｍ, Ｋａｔｈｌｅｅｎ Ｇｏｏｌｓｂｙ ｗｒｏｔｅ ｔｈａｔ " Ｊｉｍ Ｓｔｉｋｅｌｅａｔｈｅｒ, ｃｈｉｅｆ ｔｅｃｈｎｏｌｏｇｙ ｏｆｆｉｃｅｒ ａｔ Ｄｅｌｌ Ｐｅｒｏｔ Ｓｙｓｔｅｍｓ, ｓａｙｓ ｔｈｅ ｅｃｏｎｏｍｉｃ ｖａｌｕｅ ｏｆ ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｗｉｌｌ ｈａｖｅ ａ ｈｕｇｅ ｉｍｐａｃｔ ｏｎ ｏｕｔｓｏｕｒｃｅｄ ｓｅｒｖｉｃｅｓ. Ｉｔ ｃｈａｎｇｅｓ ｃｏｍｐａｎｉｅｓ' ａｂｉｌｉｔｙ ｔｏ ｃｏｎｓｕｍｅ ＩＴ. Ａｎｄ ＲａｍＰｒａｓａｄ Ｋａｎ, ｃｈｉｅｆ ｔｅｃｈｎｏｌｏｇｉｓｔ ａｔ Ｗｉｐｒｏ Ｔｅｃｈｎｏｌｏｇｉｅｓ, ｓａｙｓ ｃｌｏｕｄ ｔｅｃｈｎｏｌｏｇｉｅｓ ａｒｅ ａ ｇａｍｅ-ｃｈａｎｇｅｒ. 'Ｔｈｅｙ ｅｎｃｏｍｐａｓｓ ｉｎｆｒａｓｔｒｕｃｔｕｒｅ, ｐｌａｔｆｏｒｍｓ, ａｐｐｌｉｃａｔｉｏｎｓ ａｎｄ ＢＰＯ ｓｅｒｖｉｃｅｓ-ａｎｄ ｔｈｉｓ ａｎ 'ＩＴ-ａｓ-ａ-ｓｅｒｖｉｃｅ' ｍｏｄｅｌ." Ｓｈｅ ｗｒｏｔｅ ｔｈａｔ ｃｌｏｕｄ-ｂａｓｅｄ ｓｅｒｖｉｃｅｓ ｗｉｌｌ ｒａｄｉｃａｌｌｙ ｃｈａｎｇｅ ｔｈｅ ｏｕｔｓｏｕｒｃｉｎｇ ｂｕｓｉｎｅｓｓ ｆｒｏｍ ｔｈｅ ｓｅｒｖｉｃｅ ｐｒｏｖｉｄｅｒｓ' ｐｅｒｓｐｅｃｔｉｖｅ. Ｓｔｉｋｅｌｅａｔｈｅｒ ｔｏｌｄ ｈｅｒ, "Ｔｈｅｒｅ ｗｉｌｌ ｂｅ ｍａｎｙ ｍｏｒｅ ｃｏｍｐｌｅｘｉｔｉｅｓ ｉｎｖｏｌｖｅｄ ｉｎ ａ ｐｒｏｖｉｄｅｒ [ａｎ ＬＰＯ ｂａｓｅｄ ｉｎ Ｉｎｄｉａ] ｏｆｆｅｒｉｎｇ ｔｏ 'ｔａｋｅ ｏｖｅｒ ｙｏｕｒ ＩＴ ｓｏｆｔｗａｒｅ ａｎｄ ｈａｒｄｗａｒｅ ａｎｄ ｍｏｖｅ ｉｔ ｔｏ ｏｕｒ ｅｎｖｉｒｏｎｍｅｎｔ' ｂｅｃａｕｓｅ ｃｌｏｕｄ-ｂａｓｅｄ ｓｅｒｖｉｃｅｓ ｗｉｔｈ ａ ｖａｒｉｅｔｙ ｏｆ ｖｅｎｄｏｒｓ ｗｉｌｌ ｃｏｍｐｒｉｓｅ ａ ｌａｒｇｅ ｃｏｍｐｏｎｅｎｔ ｏｆ ｔｈｅ ｂｕｙｅｒ'ｓ [ｔｈｅ ｌａｗ ｆｉｒｍ'ｓ] ＩＴ." Ｃｌｏｕｄ-ｂａｓｅｄ ｓｅｒｖｉｃｅｓ ａｌｓｏ ｗｉｌｌ ｃａｕｓｅ ａｎ ｅｖｏｌｕｔｉｏｎ ａｎｄ ｈｕｇｅ ｃｈａｎｇｅ ｉｎ ｔｈｅ ｗａｙ ｏｕｔｓｏｕｒｃｉｎｇ ｐｒｏｖｉｄｅｒｓ ｐｒｉｃｅ ｔｈｅｉｒ ｓｅｒｖｉｃｅｓ, ｓｈｅ ｗｒｏｔｅ. "Ｓｔｉｋｅｌｅａｔｈｅｒ ｓａｙｓ ｃｕｓｔｏｍｅｒｓ ｗｉｌｌ ｅｘｐｅｃｔ ｔｈｅｉｒ ｅｎｔｉｒｅ ｏｕｔｓｏｕｒｃｉｎｇ ｓｏｌｕｔｉｏｎ ｔｏ ｂｅ ｂｉｌｌｅｄ ｏｎ ａ 'ｎａｔｕｒａｌ ｆｏｒｅｃａｓｔｉｎｇ ｕｎｉｔ' ｔｈａｔ ｃｏｒｒｅｌａｔｅｓ ｗｉｔｈ ｔｈｅ ｂｕｙｅｒ'ｓ ｒｅｖｅｎｕｅ ｉｔｅｍｓ. Ｈｅ ｅｘｐｅｃｔｓ ｔｈｉｓ ｃｈａｎｇｅ ｔｏ ｃａｕｓｅ ａ ｌｏｔ ｏｆ ｆｒｉｃｔｉｏｎ ｏｖｅｒ ｔｈｅ ｎｅｘｔ ｆｉｖｅ ｙｅａｒｓ, ｗｉｔｈ ｐｒｏｖｉｄｅｒｓ ｐｒｏｔｅｓｔｉｎｇ 'ｂｕｔ ｔｈｉｓ ｉｓ ｔｈｅ ｗａｙ ｗｅ'ｖｅ ａｌｗａｙｓ ｄｏｎｅ ｉｔ.'" ＬＰＯｓ ａｌｓｏ ｗｉｌｌ ｎｅｅｄ ｔｏ ｔａｋｅ ｏｎ ｔｈｅ ｒｏｌｅ ｏｆ ａ ｔｒｕｓｔｅｄ ｐａｒｔｎｅｒ ｔｏ ｉｎｔｅｇｒａｔｅ ｃｌｏｕｄ ｓｅｒｖｉｃｅｓ ｏｆ ｍｕｌｔｉｐｌｅ ｓｅｒｖｉｃｅ ｐｒｏｖｉｄｅｒｓ ｗｉｔｈ ｅｎｔｅｒｐｒｉｓｅ ＩＴ, ｓｈｅ ｗｒｏｔｅ. Ｓｔｉｋｅｌｅａｔｈｅｒ ｓａｉｄ, "Ｏｕｔｓｏｕｒｃｉｎｇ ｐｒｏｖｉｄｅｒｓ ａｒｅ ｇｏｉｎｇ ｔｏ ｍｏｖｅ ｕｐ ｔｈｅ ｖａｌｕｅ ｃｈａｉｎ, ｏｆｆｅｒｉｎｇ ｃｏｎｓｕｌｔｉｎｇ ａｎｄ ｉｎｆｏｒｍａｔｉｏｎ ｍａｎａｇｅｍｅｎｔ ｓｅｒｖｉｃｅｓ-ｎｏｔ ｉｎ ｔｈｅ ａｃｔｕａｌ ｄｅｌｉｖｅｒｙ ｏｆ ＩＴ, ｂｕｔ ｉｎ ｈｏｗ ｂｕｙｅｒｓ ｓｈｏｕｌｄ ｐｒｏｖｉｓｉｏｎ ａｎｄ ｏｒｇａｎｉｚｅ ｔｈｅｉｒ ｓｙｓｔｅｍｓ ａｎｄ ｂｕｓｉｎｅｓｓ ｗｏｒｋｆｌｏｗｓ." Ｉｎ ｈｅｒ ａｒｔｉｃｌｅ, Ｇｏｏｌｓｂｙ ｗｒｏｔｅ ｔｈａｔ ｂｕｙｅｒｓ ｓｈｏｕｌｄ ａｓｋ ｑｕｅｓｔｉｏｎｓ ａｂｏｕｔ ｔｈｅ ＬＰＯ ｐｒｏｖｉｄｅｒ'ｓ ａｂｉｌｉｔｙ ｔｏ ｍａｎａｇｅ ｔｈｅ ｌｏｎｇ-ｔｅｒｍ ＩＴ ｔｒａｎｓｆｏｒｍａｔｉｏｎ ｔｏ ａ ｈｙｂｒｉｄ ｃｌｏｕｄ ｅｎｖｉｒｏｎｍｅｎｔ [ｉｎｖｏｌｖｉｎｇ ａ ｐｒｉｖａｔｅ ｃｌｏｕｄ ｉｆ ｔｈｅ ｌａｗ ｆｉｒｍ ｉｓ ｂｉｇ ｅｎｏｕｇｈ ｃｏｍｂｉｎｅｄ ｗｉｔｈ ａｎ ｉｎｔｅｒｓｅｃｔｉｏｎ ｗｉｔｈ ａ ｍｕｌｔｉｐｌｅ-ｕｓｅｒ ｃｌｏｕｄ]. Ｏｎｅ ｐｒｏｂｌｅｍ ｍｅｎｔｉｏｎｅｄ ｉｎ ｈｅｒ ａｒｔｉｃｌｅ ｉｓ ｔｈａｔ ｏｆ ａｎ ａｃｃｏｕｎｔａｂｉｌｉｔｙ ｓｈｉｆｔ ｔｏ ｔｈｅ ｂｕｙｅｒｓ [ｌａｗ ｆｉｒｍｓ] ｗｈｏ ｗｉｌｌ ｈａｖｅ ｔｏ ｔａｋｅ ｏｎ ｍｏｒｅ ｒｅｓｐｏｎｓｉｂｉｌｉｔｙ ｆｏｒ ｔｈｅ ａｒｃｈｉｔｅｃｔｕｒｅ ｄｅｃｉｓｉｏｎｓ, ｉｎｓｔｅａｄ ｏｆ ｌｅａｖｉｎｇ ａｌｌ ｏｆ ｔｈｏｓｅ ＩＴ ｄｅｃｉｓｉｏｎｓ ｕｐ ｔｏ ｔｈｅ ＬＰＯ ｐｒｏｖｉｄｅｒ ｉｎ Ｉｎｄｉａ ｉｎ ｏｒｄｅｒ ｔｏ ｇａｉｎ ｔｈｅ ａｄｖａｎｔａｇｅ ｏｆ ｍｕｃｈ ｃｈｅａｐｅｒ, ｍｏｒｅ ｆｌｅｘｉｂｌｅ ｓｅｒｖｉｃｅｓ. Ｈｏｗｅｖｅｒ, ｓｏｍｅ ｑｕｅｓｔｉｏｎｓ ｒｅｍａｉｎ ａｂｏｕｔ ｆｌｅｘｉｂｉｌｉｔｙ, ｂｅｃａｕｓｅ "ｓｔａｎｄａｒｄｉｚａｔｉｏｎ ｗｉｌｌ ｂｅ ｖｅｒｙ ｈｉｇｈ ｉｎ ｔｈｅ ｃｌｏｕｄ," Ｇｏｏｌｓｂｙ ｗｒｉｔｅｓ, ｑｕｏｔｉｎｇ ａｎｏｔｈｅｒ ｅｘｐｅｒｔ, "ａｓ ｏｐｐｏｓｅｄ ｔｏ ｔｈｅ ｃｕｒｒｅｎｔ [ＬＰＯ] ｓｅｒｖｉｃｅ ｍｏｄｅｌ ｗｈｅｒｅ ｔｈｅｒｅ ｉｓ ａ ｌｏｔ ｏｆ ｃｕｓｔｏｍｉｚａｔｉｏｎ. Ｔｈｅ ｑｕｅｓｔｉｏｎ ｔｏ ｂｕｙｅｒｓ ｗｉｌｌ ｂｅ: 'Ｄｏ ｙｏｕ ｗａｎｔ ｉｔ?'-ｎｏｔ 'Ｈｏｗ ｄｏ ｙｏｕ ｗａｎｔ ｉｔ?'" Ｔｈｅｒｅ ａｒｅ ａｌｓｏ ｃｏｎｃｅｒｎｓ ａｂｏｕｔ ａ ｃｌｏｕｄ ｐｒｏｖｉｄｅｒ ｓｈｕｔｔｉｎｇ ｄｏｗｎ ｆｏｒ ｆｉｎａｎｃｉａｌ ｏｒ ｌｅｇａｌ ｒｅａｓｏｎｓ, ｗｈｉｃｈ ｈａｓ ｈａｐｐｅｎｅｄ ｉｎ ａ ｎｕｍｂｅｒ ｏｆ ｃａｓｅｓ. Ａｎｄ ｔｈｉｓ ｙｅａｒ'ｓ ｓｈｏｒｔ ｏｕｔａｇｅ ｗｉｔｈｉｎ Ａｍａｚｏｎ Ｗｅｂ Ｓｅｒｖｉｃｅｓ ｄｉｄｎ'ｔ ａｌｌｅｖｉａｔｅ ｃｏｎｃｅｒｎｓ. Ａｓ ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｉｓ ａｃｈｉｅｖｉｎｇ ｉｎｃｒｅａｓｅｄ ｐｏｐｕｌａｒｉｔｙ, ｉｓｓｕｅｓ ａｒｅ ｂｅｉｎｇ ｖｏｉｃｅｄ ａｂｏｕｔ ｓｅｃｕｒｉｔｙ ｐｒｏｂｌｅｍｓ ｔｈａｔ ｍａｙ ｂｅ ｉｎｔｒｏｄｕｃｅｄ ｔｈｒｏｕｇｈ ａｄｏｐｔｉｏｎ ｏｆ ｔｈｉｓ ｎｅｗ ｍｏｄｅｌ. Ｔｈｅ ｅｆｆｅｃｔｉｖｅｎｅｓｓ ａｎｄ ｅｆｆｉｃｉｅｎｃｙ ｏｆ ｔｒａｄｉｔｉｏｎａｌ ｐｒｏｔｅｃｔｉｏｎ ｍｅｃｈａｎｉｓｍｓ ａｒｅ ｂｅｉｎｇ ｒｅｃｏｎｓｉｄｅｒｅｄ ａｓ ｔｈｅ ｃｈａｒａｃｔｅｒｉｓｔｉｃｓ ｏｆ ｔｈｉｓ ｉｎｎｏｖａｔｉｖｅ ｄｅｐｌｏｙｍｅｎｔ ｍｏｄｅｌ ｄｉｆｆｅｒ ｗｉｄｅｌｙ ｆｒｏｍ ｔｈｏｓｅ ｏｆ ｔｒａｄｉｔｉｏｎａｌ ａｒｃｈｉｔｅｃｔｕｒｅｓ. Ｔｈｅ ｒｅｌａｔｉｖｅ ｓｅｃｕｒｉｔｙ ｏｆ ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｓｅｒｖｉｃｅｓ ｉｓ ａ ｃｏｎｔｅｎｔｉｏｕｓ ｉｓｓｕｅ ｔｈａｔ ｍａｙ ｂｅ ｄｅｌａｙｉｎｇ ｉｔｓ ａｄｏｐｔｉｏｎ. Ｉｓｓｕｅｓ ｂａｒｒｉｎｇ ｔｈｅ ａｄｏｐｔｉｏｎ ｏｆ ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ａｒｅ ｄｕｅ ｉｎ ｌａｒｇｅ ｐａｒｔ ｔｏ ｔｈｅ ｐｒｉｖａｔｅ ａｎｄ ｐｕｂｌｉｃ ｓｅｃｔｏｒｓ ｕｎｅａｓｅ ｓｕｒｒｏｕｎｄｉｎｇ ｔｈｅ ｅｘｔｅｒｎａｌ ｍａｎａｇｅｍｅｎｔ ｏｆ ｓｅｃｕｒｉｔｙ ｂａｓｅｄ ｓｅｒｖｉｃｅｓ. Ｉｔ ｉｓ ｔｈｅ ｖｅｒｙ ｎａｔｕｒｅ ｏｆ ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｂａｓｅｄ ｓｅｒｖｉｃｅｓ, ｐｒｉｖａｔｅ ｏｒ ｐｕｂｌｉｃ, ｔｈａｔ ｐｒｏｍｏｔｅ ｅｘｔｅｒｎａｌ ｍａｎａｇｅｍｅｎｔ ｏｆ ｐｒｏｖｉｄｅｄ ｓｅｒｖｉｃｅｓ. Ｔｈｉｓ ｄｅｌｉｖｅｒｓ ｇｒｅａｔ ｉｎｃｅｎｔｉｖｅ ａｍｏｎｇ ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｓｅｒｖｉｃｅ ｐｒｏｖｉｄｅｒｓ ｉｎ ｐｒｏｄｕｃｉｎｇ ａ ｐｒｉｏｒｉｔｙ ｉｎ ｂｕｉｌｄｉｎｇ ａｎｄ ｍａｉｎｔａｉｎｉｎｇ ｓｔｒｏｎｇ ｍａｎａｇｅｍｅｎｔ ｏｆ ｓｅｃｕｒｅ ｓｅｒｖｉｃｅｓ. Ｓｅｃｕｒｉｔｙ ｉｓｓｕｅｓ ｈａｖｅ ｂｅｅｎ ｃａｔｅｇｏｒｉｚｅｄ ｉｎｔｏ ｓｅｎｓｉｔｉｖｅ ｄａｔａ ａｃｃｅｓｓ, ｄａｔａ ｓｅｇｒｅｇａｔｉｏｎ, ｐｒｉｖａｃｙ, ｂｕｇ ｅｘｐｌｏｉｔａｔｉｏｎ, ｒｅｃｏｖｅｒｙ, ａｃｃｏｕｎｔａｂｉｌｉｔｙ, ｍａｌｉｃｉｏｕｓ ｉｎｓｉｄｅｒｓ, ｍａｎａｇｅｍｅｎｔ ｃｏｎｓｏｌｅ ｓｅｃｕｒｉｔｙ, ａｃｃｏｕｎｔ ｃｏｎｔｒｏｌ, ａｎｄ ｍｕｌｔｉ-ｔｅｎａｎｃｙ ｉｓｓｕｅｓ. Ｓｏｌｕｔｉｏｎ ｔｏ ｖａｒｉｏｕｓ ｃｌｏｕｄ ｓｅｃｕｒｉｔｙ ｉｓｓｕｅｓ ｖａｒｙ ｔｈｒｏｕｇｈ ｃｒｙｐｔｏｇｒａｐｈｙ, ｐａｒｔｉｃｕｌａｒｌｙ ｐｕｂｌｉｃ ｋｅｙ ｉｎｆｒａｓｔｒｕｃｔｕｒｅ (ＰＫＩ), ｕｓｅ ｏｆ ｍｕｌｔｉｐｌｅ ｃｌｏｕｄ ｐｒｏｖｉｄｅｒｓ, ｓｔａｎｄａｒｄｉｚａｔｉｏｎ ｏｆ ＡＰＩｓ, ｉｍｐｒｏｖｉｎｇ ｖｉｒｔｕａｌ ｍａｃｈｉｎｅ ｓｕｐｐｏｒｔ ａｎｄ ｌｅｇａｌ ｓｕｐｐｏｒｔ. Ｈｏｗｅｖｅｒ, Ｐｒｅｓｉｄｅｎｔ Ｏｂａｍａ ｈａｓ ｍａｄｅ ｄｅｆｉｎｉｔｅ ｍｏｖｅｓ, ｂｅｃａｕｓｅ ｏｆ ｔｈｅ ｇｒｅａｔ ｃｏｓｔ ｓａｖｉｎｇｓ, ｔｏ ｂｒｉｎｇ ｍｏｒｅ ａｎｄ ｍｏｒｅ ｇｏｖｅｒｎｍｅｎｔ ｆｕｎｃｔｉｏｎｓ ｗｉｔｈｉｎ ｔｈｅ ｐｒｉｖａｔｅ, ｐｕｂｌｉｃ, ａｎｄ ｍｉｘｅｄ ｃｌｏｕｄ ｃｏｍｐｕｔｉｎｇ ｍｏｄｅｌｓ. |
Image of data center consulting
 |
| data center consulting |
data center consulting Image 1
 |
| data center consulting |
data center consulting Image 2
 |
| data center consulting |
data center consulting Image 3
 |
| data center consulting |
data center consulting Image 4
 |
| data center consulting |
data center consulting Image 5
Related blog with data center consulting
- datacenterdesign.blogspot.com/..., and risk mitigation plans if/when the unexpected happens. Data Center Consulting Services are available from the consultants at PTS...
- keywordsinsider.blogspot.com/...390 data center moves $11.38 320 320 data center outsourcing $10.73 2,900 2,900 data center consulting $10.28 1,000 1,000 tier 1 data center $10.05 480 720 data center move $10.01 2,900...
- datacenterdesign.blogspot.com/...availability of the two sites? It is interesting that most data center consulting, design, and engineering companies nationwide utilize ...
- trejrc0.blogspot.com/...degenerative arthritis ... starting her up on meds, and getting a surgical consult in a month or so :(.
- bandl.typepad.com/...this has been a good development, it can create problems in the data center, as APC Consulting Engineer Jim Spitaels pointed out recently in a white paper entitled...
- bartongeorge.net/...ton. One of the folks I learned a lot from was Dave Ohara who consults in the data center arena. Dave is uber connected in this space and pens the blog...
- grovesgreenit.typepad.com/...find the results highly applicable to their own data centers.” KC Mares of Megawatt Consulting and co-chair of this event, said: “Worldwide, we...
- briefingsdirect.blogspot.com/... as a step up to the plate on these data center issues? Moore: They certainly should consult John's crystal ball regarding the issues he's...
- leearnoldsblog.blogspot.com/...special format might have some holes musically. After looking at the Mediabase data , while we are very confident in it, there are some special challenges...
- mpetrelis.blogspot.com/... HIV/AIDS epidemiology and surveillance data (even winning written praise from...someone to replace Michelle. He'd be wise to consult extensively with her about picking our next...
Data Center Consulting - Blog Homepage Results
Network Design, Unified Communications, and Data Centers
... up for having bad luck. Without having access to all of the Shotlink data on the PGA Tour’s website, it’s still possible to get a sense of the kind of player...
RJTby
... which help the call center decide whether their operations have...Aloha & Welcome to Quality Assessed, a consulting service of RJT Enterprises, ...
Related Video with data center consulting
data center consulting Video 1
data center consulting Video 2
data center consulting Video 3
data center consulting
Data Consulting Group Plan Net Consulting Plannet Consulting Brea CA EEC Consulting New Mark Data Center Data Center Design Consultants Data Center Real Estate Companies Data Center Engineering Consulting
댓글 없음:
댓글 쓰기