Cloud computing is perhaps the most important corporate round lately – it turns out to be a $ 100 billion a year business. And it’s likely that companies are paying too much for it.


Photo: Joe McKendrick

That’s the conclusion drawn by Sarah Wang and Martin Casado, fellow Silicon Valley powerhouse Andreessen Horowitz Capital Management, who say cloud prices on a company will be staggering. “While the cloud clearly keeps its promises early on an organization’s journey, the stress it places on the margins may start to outweigh the benefits, as an organization evolves and progress slows, ”they wrote in a final analysis.

In fact, while the value of the financial savings is limited to the initial benefit of the cloud, which is presumably subsumed by the flexibility and agility of the cloud assets present. Wang and Casado recognize this a lot. “This change is driven by a hugely effective value proposition – an instantly accessible infrastructure at the precise size the business wants – that drives efficiencies in both operations and the economy. The cloud also helps domesticate innovation, as business assets are freed up as well as the management of new products and advancements.

The catch is, as companies throw their assets on premise and build their goals on major cloud providers, it’s too late by the time they recognize the high prices. A rewrite or the many redesigns needed to dramatically improve efficiency can take years and is generally considered a no-beginner, ”they say.

Wang and Casado point out that “some companies have taken the radical decision to ‘repatriate’ the vast majority of workloads or, in different circumstances, to adopt a hybrid method. Those who performed this reported significant financial savings. Still, they warn, repatriating goals from the cloud to on-premises environments could be a difficult and expensive business.

Still, the authors say the repatriation to on-premises or hybrid environments could end with a third to half the cost of equal workloads in the cloud. “A director of engineering at a large web client company found that the public cloud checklist costs will be 10 to 12 times the cost of running its personal information facilities,” they said. In addition, for large companies, “the added value of the cloud weighs heavily on market capitalization by leading to lower revenue margins”, further aggravating these prices. “Throughout our conversations with various practitioners, the sample has been remarkably consistent,” they add. “If you’re working on a large scale, the price of the cloud can at least double your infrastructure bill. “

In terms of cloud computing, however, not everything is as simple as it seems. In terms of pricing versus the benefits of the cloud, one of the best routes hinges on a lot of things, says Joe Weinman, creator of Cloudonomics and Digital Disciplines. “In terms of associated costs, eco-friendly and knowledgeable large-scale IT retailers with little variability or unpredictability and / or with efficiency demanding that the benefits of a custom structure can do it themselves. “he said in a tweet in response to the study. Nevertheless, “with a scarcity of value efficiency resulting from a lack of capacity or scale, with extremely variable or unpredictable demand, and without the need for an extremely specialized structure resulting from efficiency or different engines, the cloud is an efficient choice “.

It’s also noteworthy that, in their assessment, Wang and Casado seemed completely on the cloud experiences of technology companies, many of whom are themselves cloud service providers, who are voracious customers of cloud and information providers, and still have the capability of the site to successfully manage an on-site information center. The question is: Do Wang and Casado correctly account for the development of the company accelerated by the use of the cloud? “Since value isn’t everything: managing heart versus context, time to market, innovation and revenue growth can also be enabled through the public cloud / edge,” Weinman explains. .

Certainly, it is difficult to quantify such things. For example, cloud and SaaS providers are integrating enterprise learning courses with their many customers which, in turn, benefit anyone who signs up for a service. Additionally, innovators within companies can quickly create cloud provider cases to experiment and test new concepts. Security is another part of the equation, with service providers staying ahead of businesses – and hackers – in assembling the latest protocols.

The authors suggest a few strategies to manage the price of the cloud:

Cloud spending as a KPI. “By monitoring cloud spending, the business empowers engineers, and never just finance groups, to take ownership of cloud spending…. Manufacturers who were sharply burned off cloud payments have become more savvy and anticipate additional stringency with their staff’s cloud spending method, ”Wang and Casado say.

Encourage appropriate behaviors. “Giving engineers information from first-class KPIs for infrastructure supports awareness, but wouldn’t address incentives to vary how best to run problems,” Wang and Casado said. “An outstanding sales CTO told us that at one of his companies they put in place short-term incentives like those used in gross sales, so that any engineer who saves a specific amount of cloud expense by optimizing or stopping workloads gets one-time bonus.

Optimize, optimize, optimize. Take into account value of products purchased (COGS) versus cloud prices – “for every greenback a business earns, how many dollars is it worth to ship?” There are a variety of third-party optimization tools that can quickly present good points to current programs, ranging from 10-40% of our expertise in observing this area.

Take repatriation into account until entry and repatriate gradually. “Even modest or extra-modular architectural funding at the start, coupled with the architecture to move workloads to the optimal location and never get locked in, reduces the work desired to bring in workloads early or late. The recognition of Kubernetes and the containerization of the software, which makes workloads more mobile, was in part a response to companies that didn’t want to be locked in a particular cloud.



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