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In todays fast-paced digital landscape, the cloud has emerged as a cornerstone of modern business infrastructure, offering unparalleled scalability, agility, and cost-efficiency. As organizations increasingly migrate to the cloud, however, CIOs face the daunting challenge of navigating a complex and rapidly evolving cloud ecosystem.
Accenture reports that the top three sources of technical debt are enterprise applications, AI, and enterprise architecture. Build up: Databases that have grown in size, complexity, and usage build up the need to rearchitect the model and architecture to support that growth over time.
One of the most significant enablers of digital transformation is cloud computing. Strategic options for cloud adoption When it comes to cloud adoption, organizations have several strategic options to consider. Public cloud. Private cloud. Hybrid cloud. Multi-cloud.
Migration to the cloud, data valorization, and development of e-commerce are areas where rubber sole manufacturer Vibram has transformed its business as it opens up to new markets. It’s a change fundamentally based on digital capabilities.
Underpinning these initiatives is a slew of technology capabilities and strategies aimed at accelerating delivery cycles, such as establishing product management disciplines, building cloudarchitectures, developing devops capabilities, and fostering agile cultures.
When we were taken private in 2015, we were a traditional software vendor, but the market was starting to embrace the cloud. Many of our customers had already started to move their applications and it made sense they would want to transition to data management in the cloud as well. The architecture was a means to get there.
Become reinvention-ready CIOs must invest in becoming reinvention-ready, allowing their enterprise to adopt and adapt to rapid technological and market changes, says Andy Tay, global lead of Accenture Cloud First. They achieved these results through a culture that embraces change and a strong digital foundation, he says.
For instance, Capital One successfully transitioned from mainframe systems to a cloud-first strategy by gradually migrating critical applications to Amazon Web Services (AWS). It adopted a microservices architecture to decouple legacy components, allowing for incremental updates without disrupting the entire system.
For CIOs, the event serves as a stark reminder of the inherent risks associated with over-reliance on a single vendor, particularly in the cloud. The incident, which saw IT systems crashing and displaying the infamous “ blue screen of death (BSOD) ,” exposed the vulnerabilities of heavily cloud-dependent infrastructures.
A human-centric approach helps with the changemanagement efforts around using agentic AI while evaluating the benefits and risks. CIO should bet on changemanagement programs and evangelizing high-quality agents with whom employees collaborate to deliver value beyond productivity.
Network as a service (NaaS) is a cloud service model thats designed to let enterprise IT professionals order network infrastructure components from a menu of options, have them configured to fit their business needs, and have the whole thing delivered, running and managed in a matter of hours instead of weeks.
But the majority of companies in Germany, in particular, rely on the cloud in its various facets, and have now achieved a certain level of maturity when it comes to migrating workloads. The pressure to modernize IT and business processes has now clearly led to most cloud transformation projects being planned and implemented.
It’s no longer a question of whether organizations are moving to the cloud but rather how well it’s going. Cloud isn’t that shiny new object in the distance, full of possibility. Companies may have had highly detailed migration or execution plans, but many failed to develop a point of view on the role of cloud in the enterprise.
For example, my changemanagement motto is, “Humans prefer the familiar to the comfortable and the comfortable to the better.” Which are not longer an architectural fit? This phase brings with it rapid changes in technologies, processes, and roles. During my career I have developed a few mottos. Which are obsolete?
After marked increase in cloud adoption through the pandemic, enterprises are facing new challenges, namely around the security, maintenance, and management of cloud infrastructure. Following are the roles companies are most likely to have added to support their cloud investments, according to Foundry’s research.
Martin Bayer: At the moment, user companies are still hesitant to adopt cloud computing, but also SAP’s RISE and GROW programs, especially in Germany. Last year’s message that certain core innovations would only be offered in the cloud has also caused some resentment among users. But we have a strong cloud result.
Bhaskar Ramachandran, CIO of PPG, which provides specialty paints to a large network of body shops and retail outlets, details how the company uses a platform, consolidation, and cloud-only approach to modernization. To consolidate and modernize our technology, we focus on three transformations: customer facing, back office, and architecture.
CIOs often have a love-hate relationship with enterprise architecture. In the State of Enterprise Architecture 2023 , only 26% of respondents fully agreed that their enterprise architecture practice delivered strategic benefits, including improved agility, innovation opportunities, improved customer experiences, and faster time to market.
Allegis had been using Eclipse for 10 years, when the system was acquired by Epicor, and Allegis began exploring migrating to a cloud-based ERP system. We really liked [NetSuite’s] architecture and that it’s in the cloud, and it hit the vast majority of our business requirements,” Shannon notes.
Simultaneously, the monolithic IT organization was deconstructed into subgroups providing PC, cloud, infrastructure, security, and data services to the larger enterprise with associated solution leaders closely aligned to core business functions. They see a product from beginning to end and it’s pretty rewarding.”
Much of that energy has been spent assembling the right team and fully backing them with robust leadership and changemanagement. Otherwise, the Big 3 cloud providers have niche tools available to companies if they choose to build a custom solution. Thats just the nature of this beast.
In particular, a network team was more likely to swap tool vendors if it was struggling to monitor the health and performance of the cloud points of presence where SASE vendors host their security functionality. Network Management Software, Network Security
This change also demands a new business strategy in order to enable the flexibility and agility needed to meet the demands of increasingly tech-savvy and time-sensitive customers. For many insurers, this means investing in cloud. CIO Africa: We’re keen to find out more about your cloud journey. And what trends are you watching?
Moving from advisor to CTO, Nallani’s task was monumental, as there were many technology gaps to fill, including an antiquated ecommerce platform that needed to be replaced and a migration to the cloud, of course. The 3C roadmap: CDP, CMS, cloud. Of course, none of this would be complete without a shift to the cloud.
Ajith Chandrasekharan serves as the Director of Enterprise Architecture at Keurig Dr Pepper focused on developing and maintaining the enterprise architecture roadmap and plays a crucial role in aligning the IT strategy to the business objectives. This article was made possible by our partnership with the IASA Chief Architect Forum.
Many of these next-generation projects are on track due to the organization’s decision to go all-in to the public cloud well before the pandemic hit. The PGA’s cloud push. There were some things we just didn’t need anymore, and we would end-of-life it and do the necessary changemanagement to kill the whole thing.”.
Carhartt’s signature workwear is near ubiquitous, and its continuing presence on factory floors and at skate parks alike is fueled in part thanks to an ongoing digital transformation that is advancing the 133-year-old Midwest company’s operations to make the most of advanced digital technologies, including the cloud, data analytics, and AI.
Layering technology on the overall data architecture introduces more complexity. Today, data architecture challenges and integration complexity impact the speed of innovation, data quality, data security, data governance, and just about anything important around generating value from data. Data and cloud strategy must align.
Since technology evolves rapidly, ensuring seamless adoption while keeping business teams aligned requires continuous changemanagement. Additionally, optimizing cost while investing in next-gen capabilities like AI, automation, and cloud remains a challenge. Namrita prioritizes agility as a virtue.
Kyndryl Consult has also expanded its existing partnerships with hyperscalers, such as Google Cloud, to ready itself to deliver on generative AI, Slaga said. The existing accounts or clients, according to Steve Dickens, vice president of hybrid cloud at The Futurum Group, would be the company’s first primary target to expand its business.
Cloud Musings by Kevin L. Personal comments and insight on cloud computing related technologies and their use in the public sector to support net-centric operations. Cloud Musings on Forbes. NJVC Cloud Computing. Get "Cloud Musings" by RSS. Lessons Learned: VA Cloud Email Termination. GovCloud Daily.
Access to the internet, SaaS services, and cloud applications require all traffic to exit the network through myriad point solutions cobbled together to secure and monitor the perimeter. We even copied that perimeter defense strategy to our cloud environments by building virtual firewalls to control access to those applications.
and former CIO for cloud and cybersecurity with a tier 1 global CSP. “I was an architect and led large architecture teams for several years,” says Reis, “I'm a big supporter of API's and really valuable standards like TM Forum Open APIs for the telecom sector.”
Business drivers for the first wave of digital transformation through 2020 targeted growth, data capabilities, cloud migration, and delivering competitive technology capabilities. How will they learn customer needs, manage through conflicting priorities, align self-organizing teams on vision, oversee changemanagement, or handle detractors ?
Its a very long and painful process, notes Don Henderson, CTO at BetaNXT, a wealth management company that provides tech services to clients. Henderson is in the throes of an 18- to 20-month project to consolidate three database architectures for operational efficiencies. Were also running legacy Oracle version 12 from 2012, he adds.
There’s a strong need for workers with expertise in helping companies make sense of data, launch cloud strategies, build applications, and improve the overall user experience. The demand for project managers has grown, with salaries for this role increasing by 15.6% percent since 2021, according to Dice.
After walking his executive team through the data hops, flows, integrations, and processing across different ingestion software, databases, and analytical platforms, they were shocked by the complexity of their current data architecture and technology stack. It isn’t easy. Reducing complexity here is critical.
It also impacts data security, governance, and changemanagement. More often than not, these piecemeal data architectures crop up over time as organizations, in an attempt to harness the value of their data, invest in a variety of point technology solutions. Organizations can’t buy or hire their way out of this complexity.
I have been researching and thinking more deeply about how platform architectures can lead to intended or unintended consequences. The efficiency narrative is driven by platform DNA (think enterprise architecture). Today, society is reckoning with how “technological genetics” dictate outcomes, such as how algorithms impact democracy.
Technical skills topped the list but also crucial are key leadership and culture capabilities such as changemanagement, strategy building, and business relationship management, as well as critical business skills such as cost, product, and vendor management, as shown in the graphic below. And that is the rub.
“Building new business aligned cost models, setting up disaster recovery and BCP platforms, allowing remote-working, rearchitecting the enterprise network from the ground up, and migrating to cloud should be some of the prime focus areas for CIOs as they set about their operations in the new-era.”
In increasingly complex hybrid cloud environments, establishing these processes might seem difficult. But on offense, when you have an automated changemanagement solution in place along with processes to scan your code, your organization can more easily find and understand vulnerabilities before they become a problem.
Yet modernization journeys are often bumpy; IT leaders must overcome barriers such as resistance to change, management complexity, high costs, and talent shortages. While Ampol had most workloads in the cloud, it is still highly dependent on its data center. Realizing its ambitions with the right partner.
To that end, University of California, Riverside has launched an ambitious cloud transformation to shift from a small on-premises data center to an advanced research platform powered by Google Cloud Platform and its various service offerings. As such, migrating to the cloud alone was not part of Gunkel’s plan.
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