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With cloud strategies abundant, CIOs must exercise command, control
This article is part of the March 2012 Volume 12 issue of CIO Decisions
Just about every organization I know -- including my own at this very moment -- is faced with a vexing question: What do we do with the cloud, and when? While we sit and ponder, we risk having the decision made for us. The rapid expansion and adoption of Software as a Service (SaaS), Platform as a Service (or PaaS) and Infrastructure as a Service (or IaaS) mean we must quickly but correctly figure out our cloud strategies, be they public, private or hybrid. The Real Niel Niel Nickolaisen On the upside, cloud strategies lend themselves to projects that build on past work and previous experiences, such as virtualization and small-scale forays into the cloud. CIOs have to stay acutely aware of the lessons they've learned and position themselves as the key leader prepared to take the organization to cloud's next level. My organization recently replaced one of our mission-critical, highly interconnected, on-premises applications with a cloud application. The only place this application runs is in the cloud, but because it has to ...
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Features in this issue
Given the growing number and quality of cloud strategies, CIOs must make sure they are the ones driving this cultural shift -- or risk obsolescence.
News in this issue
For Owens Corning CIO David Johns, a shared services model is key to a low-cost, high-value IT and business services delivery strategy.
Definitions and approaches vary, but IT executives are forging ahead with their own takes on shared services to cut costs and serve customers better.
Shared services in a virtualized cloud computing environment add complexity to developing a service catalog but don't change its basic purpose.