Archive for junho \30\UTC 2010

The growth of legal outsourcing

junho 30, 2010

 O potencial de outsourcing da India é bem maior do que eu pensava!  Antes era o outsourcing de algumas atividades mercantis, tais como call centers e serviços de software e correlatos. Agora são os escritórios de advocacia!  A matéria é da revista The Economist! 

Impressionante!

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The growth of legal outsourcing

Passage to India

Companies and law firms are turning to India for cut-price legal services

Jun 24th 2010 | Delhi

RITU SOLANKI, a 28-year-old lawyer with a degree from Nottingham University, spends most of her time drafting contracts and legal memos for a telecoms firm in Britain. She, however, is in Gurgaon, a high-rise satellite city on Delhi’s edge, where she works for CPA Global, a legal-outsourcing company. A lawyer with similar experience at a London law firm might charge up to $400 an hour for the sort of work Ms Solanki does; her labour costs around $50 an hour. As law firms and corporate legal departments face mounting pressure to cut costs, an increasing number are choosing the Indian option. 

Last year, Rio Tinto, an international mining group, moved a tranche of legal work to Indian lawyers at CPA Global, which has its headquarters in Jersey, to save a fifth of its legal costs. Others are following. In May CMS Cameron McKenna, a British law firm, signed the legal industry’s biggest outsourcing deal with Integreon, an American company with operations in India. Over the next ten years, Integreon’s Indian staff will provide the British firm with services from human resources to legal research. 

Though India’s legal-process outsourcing (LPO) industry is still small, it is growing fast. In a recent report, ValueNotes, an Indian consultancy, estimated that India’s LPO revenues will grow from $146m in 2006 to $440m this year and $1.1 billion in 2014. The number of Indian firms offering LPO services has swelled from 50 in 2005 to more than 140 today. Investors have spotted the potential. In February, Actis, a British private-equity outfit that specialises in emerging markets, invested $50m in Integreon. Intermediate Capital Group, also based in Britain, has bought an undisclosed chunk of CPA Global. 

The growth in LPO has been boosted by the global economic slowdown. “It’s a very obvious way to cut costs and it is hard to refute once you have seen the good work that is being produced,” says Leah Cooper, CPA Global’s strategy director. Until four months ago, Ms Cooper was Rio Tinto’s managing attorney. Western lawyers have in the past been slow to outsource even the most basic work to India, because of worries about confidentiality and quality. But they are now commissioning ever larger volumes. 

Developments within India’s outsourcing industry have also contributed to making the country a more compelling destination for legal work. Although still dominated by low-value process outsourcing, such as call-centres, the fastest growth is in companies offering highly skilled work, from medicine to engineering and information technology (IT). A growing number of newly qualified lawyers, trained in a legal system based on Britain’s and often educated at British or American universities, are drawn to the higher salaries and international experience now being offered. Such lawyers are capable of doing more complex work than the document review and proofreading that currently forms the bulk of legal outsourcing. 

That said, many legal jobs, from court appearances to the handling of witness depositions, will never be outsourced. And fears persist among some senior lawyers about sending even the simplest chores offshore. A profit-inflating scandal last year at Satyam, India’s fourth-largest IT outsourcing company, reawakened old worries. There is also the question of how young lawyers will cut their teeth if the jobs they typically do are sent instead to Delhi. Ms Cooper says: “I hear that every day and my response is, I didn’t learn a thing as a baby lawyer digging through boxes in a storeroom. We may have to rethink how our lawyers are trained.”

Anúncios

Palestra sobre a Metodologia de Análise de Empresas: Arquitetura-Governança-Crescimento

junho 30, 2010

Este blog teve a grata satisfação de apresentar mais uma vez (nesta segunda-feira, 28/06/2010) sua metodologia de análise de empresas: a Metodologia Arquitetura-Governança-Crescimento

Desta feita a apresentação foi para os estudantes da Disciplina de Engenharia de Software, da Pós-Graduação do Curso de Ciência da Computação, do Centro de Informática da UFPE- Universidade Federal de Pernambuco.  A disciplina é ministrada pelo Prof. Silvio Meira.

Nesta apresentação se procurou dar ênfase às questões econômicas relacionadas com a Cloud Computing!

Aqueles que desejarem os slides da palestra, é só baixá-la aqui!

Why do we trust Google?

junho 29, 2010

 Post do blog http://www.infoworld.com!

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June 28, 2010

Why do we trust Google?

Paul Venezia

The idea of handing over responsibility to a cloud service provider doesn’t sit well with most people — unless that provider is Google

It’s not the first time that I’ve had this question on my mind, but reading Matt Prigge’s post last week — which echoed my own sentiments about cloud computing — led me to contemplate why we seem to consider Google’s cloud more trustworthy than others.

Nobody pushes cloud computing harder than Google: Gmail, Google Docs, Google Apps, Google this, Google that. It’s all based on a framework of remote resources and an amorphous blob of processing that’s been tuned to spit out whatever we happen to be looking for, accept whatever documents we create, and send email and IM messages. And unlike so many other cloud service providers, Google seems to be accepted in this role, while others inspire skepticism.

[ Also on InfoWorld: Read about Google’s adventures in Wi-Fi snooping in France. | Check out Neil McAllister’s comparison of Google Docs and Microsoft Office Web Apps. ]

Most people have heard Google’s corporate motto, “Do no evil,” which has been challenged again and again, from censorship in China right up to Google Street View cars detecting and cataloging nearby Wi-Fi networks. Google claims the latter was inadvertent, but the company is still in hot water for it.

Nonetheless, Google is going a step further. To feed Google Places, it’s placing cameras in certain public places and establishments, so you’ll be able to view the interior of a restaurant, say, before heading out for dinner. And this seems perfectly fine to most people. I wonder what the reaction would be if Microsoft or Oracle tried the same thing? Would it be all roses and sunshine, or would people look at some crusty, beady-eyed Oracle guy and send him packing?

Somehow, Google has convinced the world that the company isn’t, in fact, evil. That’s despite the fact that Google is the most powerful force on the Internet today — a position that companies with different corporate mentalities might wield like a truncheon.

But Google steps lightly and presumes nothing. The famously sparse home page remains free of ads and clutter — a design so beloved that when Google introduced a Microsoft Bing-like background image a few weeks ago, the Internet exploded with outrage, and the situation was quickly reversed. But screaming about background images is like yelling at a prison guard for the quality of the food: You’re still under lock and key, even if the consistency of the pudding improves.

Recently I’ve noted how much Facebook knows about you, but make no mistake, Google knows plenty, too. Based on IP information, they know your searches, naturally, but they also know everything you do with Google tools. Planning a trip? They know where you’re going and how you’re getting there if you use Google Maps and directions. Correlate that information with keywords in messages in your Gmail account and you can determine times, companions, specific destinations, the whole works. Use Google Maps on your smartphone and, technically, they could track your progress.

Given the paranoia about so many other intrusions such as government surveillance, snooping bosses, predators, whatever, it’s amazing what Google has gotten away with. We’ve taken the candy, and in return we’ve given up significant levels of privacy to some huge corporate entity that we inexplicably trust not to betray us.

Maybe we trust Google because it has been benevolent in the past — in not “monetizing” when it could have, in promoting open source here and there, and in providing whimsical perks to its employees. Sure, now and again we’ve sucked air and said, “Oops, that was kinda evil.” But strictly speaking, the company hasn’t screwed over enough people to dent its public image. The idea that Microsoft — or even Apple — could ever make that same claim is almost comical.

Google also has the benefit of being constantly available. Can you even recall the last time that Google Search was unavailable or down? Some apps have had snafus in the past — notably Gmail — but the Google main page has always been ready for service, fast as you please. And that impeccable reliability may have more to do with why folks trust Google with their details, documents, pictures, videos, and so on than anything else.

Me, I don’t trust the cloud. I don’t know that I ever will. Yet I have a Gmail account and I use Google Maps and a variety of other Google tools all the time. At this point in the evolution of the Internet, it’s impossible not to. Let’s just hope that those in control of our information can truly be trusted to do the right thing. Hope, in the end, is all we can do.

Cloud computing scenarios: 2010 and beyond

junho 28, 2010

Post de hoje do blog http://informationweek.in/!

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Cloud computing scenarios: 2010 and beyond
Get an insight into the evolutionary phases of Cloud Computing

By Diptarup Chakraborti, Principal Research Analyst, Gartner, June 28, 2010

While cloud computing is about a very simple idea—consuming and/or delivering services from ‘the cloud’ —there are many issues regarding the types of cloud computing and the scope of deployment. This makes the idea of cloud computing not nearly so simple.

Everyone has a perspective and an opinion—confusion is rampant. Misconceptions abound, especially as they relate to cost cutting. The cloud is often part of cost-cutting discussions, even though its ability to cut costs is often a misconception.

Another part of the discussion is centered around capabilities, agility, speed and innovation. Potential benefits can be overlooked if hype fatigue sets in. The impact of cloud computing will be felt widely as we deal with the real and hype-driven changes that many consider to be a re-envisioning of other distributed and utility computing models, such as utility computing, on demand services, grid computing and software as a service (SaaS).

Scenario 1

Through 2012, Global 1000 IT organizations will spend more money building private cloud computing services instead of offerings from public cloud computing service providers

Key Findings

  • Many large enterprises are interested in cloud computing, but are concerned about security, regulatory compliance and uptime.
  • The term ‘private cloud computing’ describes the style of computing used by a modern internal IT provider which is similar to that of an external cloud-computing service provider.
  • Almost all Global 1000 organizations have server virtualization projects in place, and many consider those the basis for their private cloud computing strategies.

Market Implications

Cloud computing has a promising future, but many large enterprises will invest in the near term on private cloud-computing services, especially in the area of infrastructure-as-a- service (IaaS). Virtualization of servers and storage will be the basis for most (but not all) of these architectures, but virtualization alone is not sufficient.

Large enterprises will be investing in technologies that enable service automation, chargeback and selfservice. These changes will also help drive cultural, political, funding and organizational changes that will make a future migration to external cloud computing services an easier and more viable choice. This will also spur more enterprise IT organizations to operate like a business.

Private cloud computing will not make sense for all organizations. Investment in private cloud computing requires a business case, and a return on investment before external cloud computing services mature. Private cloud computing will primarily make sense for larger enterprises, and enterprises with unique security and service requirements.

Recommendations

  • Understand your IT service portfolios, service-level requirements and service costs before building a private cloud service.
  • Develop a separate strategic plan for all services under consideration, as well as an analysis against external service offerings.
  • Build a private cloud service only after you have developed a complete business case analysis for doing so— it’s all about return on investment, in terms of cost and business value.
  • Evaluate and constantly benchmark yourself against external cloud service offerings, and ensure that you design in flexibility to migrate in the future.

Scenario 2

By 2013, at least two of the top three providers of SaaS and IaaS services will each offer a PaaS as a strategic offering

Key Findings

  • IaaS providers will run into limitations if their offerings address only system resource buyers; to grow their market share, they will look to expand their offerings.

Few IaaS providers will contemplate entering the SaaS market, given their highly technical backgrounds. Most will consider platform-as-a-service (PaaS) a natural extension to their core
expertise and will pursue that market segment through acquisitions, partnerships or by adopting open-source platform technologies.

  • The independent software vendors (ISVs) developing new SaaS-style applications can choose to develop their own PaaS functionality, use third-party PaaS offerings or make their own PaaS layer into a generalpurpose product to attract partners and build an ecosystem.Developing their private-use PaaS functionality was once the only option available, but with the emergence of dozens of PaaS options, it has become the least attractive choice. Using the established PaaS offerings is the lowest-cost and best time-to-market option, which will likely attract the majority of ISVs.

    The most ambitious SaaS providers, looking to establish vast followings in partner and technology ecosystems, will create the dominating programming model and technology platform for SaaS ISVs. They will provide a PaaS offering in addition to a SaaS offering, typically through internal development and by capitalizing on embedded open-source
    resources to improve time-to-market.

  • The pure-play PaaS providers will be acquisition targets for IaaS and SaaS providers, as well as for the latecomers looking to enter the cloud market.
  • Market Implications

    Rapid consolidation will follow the rapid growth in the number of providers offering PaaS solutions. The leadership in the PaaS market will belong to vendors that are able to combine the business foundation of SaaS or IaaS with the technology leadership of PaaS. PaaS will provide the vision, and SaaS or IaaS will provide the execution components of leadership.

    Vendors with the IaaS and SaaS background entering the PaaS market will favor the technology and architecture solutions that best fit their core competencies. For example, the IaaS experts will typically choose the shared hardware model of multitenancy and SaaS experts—a proprietary version of a shared-everything model).

    Only the pure PaaS providers will develop innovations independently, not held back by the demands of their established businesses. The optimal solutions will likely emerge in a combination of independent PaaS investments and a seasoned business of a mature technology provider.

    Recommendations

    • Users should not expect an emergence of a successful standard for PaaS offerings to emerge in the next three years. However, some of the offerings will emerge as the de facto standards gain substantial followings in tools, applications and other add-ons.
    • Current cloud-computing leaders may not remain leaders in the long run. Active consolidation of the market and the emergence of winning combinations from mergers and acquisitions are more likely to occur, rather than through pure internal development.
    • Considering the uncertainty of the long-term market landscape, users should choose PaaS offerings based on their current merits, acknowledging—but not being driven by—the provider’s expected longterm prospects.

    Scenario 3

    By 2012, enterprise concerns over lock-in and standards will supplant security as the biggest objections to cloud computing

    Key Findings

    • Enterprise concerns around cloud computing today tend to be described at a high level as “security concerns.”
    • As enterprises’ attitudes toward the cloud mature, issues currently lumped into the security category will gain in prominence as true security concerns are more directly addressed.
    • Enterprises are more cynical about vendors’ claims that users are able to move easily across providers.
    • Vendors are beginning to address data ownership, backup and synchronization.

    Market Implications

    Lock-in issues increase in higher levels (for example, SaaS) of cloud computing.

    Recommendations

    • Apply lessons learned from outsourcing and hosting to cloud computing.
    • Pressure vendors to support emerging standards for portability and interoperability in cloud computing.
    • Apply techniques from due diligence in on-premises enterprise software, such as source code escrow strategies.

    Five private cloud computing best practices

    junho 28, 2010

     Post do blog http://searchcio.techtarget.com!

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    Five private cloud computing best practices
    By Laura Smith, Features Writer
    24 Jun 2010 | SearchCIO.com

    Private cloud computing gives enterprise IT executives the juice to go “from zero to hero” by maximizing their organization’s resources and aligning IT services with business needs, even as they wait for public cloud computing standards to shake out, industry experts say.

    More on private cloud computing
    Private cloud architecture implementation tips

    Internal private cloud storage makes its way into larger enterprises

    Building a private cloud is good practice, even for enterprises that prefer to manage infrastructure and applications in-house. “With virtualization and the private cloud, CIOs are much closer to that goal of efficient and dynamic IT service delivery capability,” said Frank Gens, senior vice president and chief analyst at IDC, a research firm in Framingham, Mass.

    Automation is a key goal, because it minimizes the IT staff’s involvement when the cloud is up and running. “The end user is the constituent who is going to leverage the workload for productive work,” said Brian Wilson, vice president for services and support at Surgient Inc., an Infrastructure as a Service provider in Austin, Texas, that has deployed 150 private clouds for enterprises in the Fortune 500.

    The most important aspect of a private cloud is self-service, Wilson said. However, “a self-service portal does not guarantee self-service,” he said. “Self-service needs to be layered on top of automation services.” CIOs should consider the service’s design, definition, library and lifecycle. In addition, the service should integrate applications that report usage for chargeback, preferably with an administrative dashboard and event broadcasting.

    Just because it’s private doesn’t mean it’s less complex. As more enterprises launch their private clouds, best practices are becoming clear. Here’s a list of five best practices for private cloud computing.

    The list of best practices for private clouds, according to Wilson, starts with three actions — assess, deploy and analyze:

    Assess

    • Evaluate current and planned hardware, hypervisors, network architecture and storage.
    • Understand corporate security standards and existing vendor relationships. Know where your vendors are going, so you don’t buy into dead-end technology.
    • Start with a defined project, and plan for scale, heterogeneity and change. Prepare and document your deployment plans using client-specific use cases and success criteria.

    Deploy

    • Imagine a hockey stick. That’s the usage curve for cloud computing, according to Microsoft CEO Steve Ballmer. Be prepared for the uptick by establishing a deployment schedule.
    • Make sure essential content is available in a centralized library.
    • At kickoff, introduce critical members of the team, finalize use cases, and confirm the schedule.
    • Dynamically manage your IT policies by automating self-service provisioning of applications, but understand that things will change — be flexible.
    • Plan for on-site training.

    Analyze

    • Review usage trends, resource consumption trends, server use and administration overhead. This is the step most often skipped, according to Wilson.
    • Understand the metrics for ROI and TCO; gain executive buy-in with formal ROI evaluations monthly and quarterly.
    • Continue to evaluate your processes. The cloud is a fundamental shift from traditional processes. Keep asking, is there a better way to do this?

    More best practices for private cloud computing:

    Create reusable code

    • Plan your service catalog wisely by creating reusable building blocks of virtual machines and services.
    • Your content is critical; take the time to know your users’ needs and plan for their experience.
    • Take the centralized view that is possible with a private cloud; avoid discrete stacks and multiple operating systems.

    Don’t forget to charge back

    One of the pillars of the cloud is its ability to meter services on an as-needed basis, yet very few organizations actually charge back, according to Wilson.

    That isn’t the case at Saint Luke’s Health System, which operates 11 hospitals and clinics in the Kansas City, Mo., metropolitan area. CIO Debe Gash, who opted for public cloud computing because of the speed with which it enabled her organization to comply with new HIPAA regulations, says chargeback helps IT keep costs down and prove its mettle.

    “The bill of IT for each entity is valuable,” Gash said. “They can see what they’re using. The visibility into what something actually costs is very helpful to them.” The chargeback also shows which systems are driving IT costs, so Gash can “validate that we’re spending money on what’s strategic to the organization.”

    Let us know what you think about the story; email Laura Smith, Features Writer.

    IT Outsourcing: 7 Tips for peace, profit and productivity

    junho 27, 2010

     Mais um do blog http://www.theoutsourceblog.com/!

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    IT Outsourcing: 7 Tips for peace, profit and productivity

    June 26th, 2010 by Rahul Jain

    Dr. Oliver Williamson may not be a household name in IT outsourcing circles, but a consortium of academics is hoping to change that. Williamson, professor emeritus of business, economics and law at the University of California-Berkeley, won the Nobel Prize in Economics in 2009 for his examination of economic governance. Some outsourcing researchers say his lifelong study of transactional cost economics—the practice of accounting for the total costs of a contract, both obvious and hidden—contains valuable lessons for anyone engaging in outsourcing today.

    Kate Vitasek, a faculty member in the University of Tennessee’s Center for Executive Education and author of Vested Outsourcing: Five Rules That Will Transform Outsourcing, along with three other academics culled Williamson’s work for lessons on improving performance, reducing costs and increasing satisfaction when outsourcing. (The full white paper is available for download. Registration is required.) Here are seven of their suggestions.

    1. Build cooperation into the contract.

    In an article on transaction cost economics and outsourcing management, Williamson wrote that “efficiency gains from trade go back to when our ancestors traded nuts for berries on the edge of the forest, [in] which exchanges were both transparent and simple.”

    Modern outsourcing relationships, by contrast, are manifestly more complex. But Williamson maintains that additional gains can be realized if the outsourcing customer and supplier create processes to preserve cooperation throughout the life of the deal. For example, outsourcing partners should ask, “What’s in it for we?” instead of “What’s in it for me?” says Vitasek. “Don’t just say ‘win-win’. Contract for a ‘win-win’.”

    2. Factor in hidden transaction costs.

    No outsourced project ever costs what it purports to in the contract. In fact, the dotted line and the bottom line can be pretty far apart. Figuring out what an outsourcing deal will actually cost in the long run is tricky, but crucial.
    “Every contract structure and relationship, especially in a vested, collaborative partnership, should account for risk, asset specificity, frequency and work to be done,” Vitasek says, “or else it’s not much of a contract.”

    One-sided contracts that push all the risk on either the service provider or the customer will cost more in the long run.

    3. Use the contract as a framework, not a weapon.

    Outsourcing customers—particularly those who’ve been burned before—may be tempted to create an overly detailed contract to cover every possible contingency. That’s a mistake, according to Vitasek’s interpretation of Williamson, not to mention impossible.

    “It limits innovation and encourages finger-pointing when there is inevitable scope creep and changes,” Vitasek says. “Instead of trying to guess about the future, it is better to indicate an outline of the work to be done and provide recourse for ultimate appeal. For work yet to be determined, focus on the process and tools to be used, not on the work to be done.”

    4. Make end-of-life arrangements early.

    Outsourcing partnerships can’t last forever, so it’s constructive to plan for the end early on. With “feasible foresight,” Williamson wrote in the Journal of Supply Chain Management in April 2008, an outsourcing customer can mitigate the effects of a defection from its services provider.

    “It is important to recognize that business relationships may need to change due to changes in the market, and for this reason, contracts need a well thought out exit management plan,” says Vitasek. “Practitioners should clearly identify the costs associated with terminating a contract [and] create safeguards in the contract that are fair and equitable in terms of keeping either party whole in the event that a contract needs to be terminated prematurely.”

    5. Create a shared vision statement.

    If you can identify strategic points of alignment with your outsourcer, you will minimize additional transaction costs over the life of an IT services deal. Vitasek advises creating a shared vision statement to guide the relationship. She also recommends developing pricing models that reward service providers for achieving joint goals.

    6. Play nice (but not too nice).

    Sure, you can strong arm your supplier at the negotiating table—or be strong-armed—but either style of contracting will come back to bite you. Organizations that use what Williamson calls “one-sided muscular contracting” to gain advantage over an outsourcer will see only short-term gains, says Vitasek.

    “[They] will ultimately face higher market costs and transaction costs from switching or transitioning suppliers, or from suppliers being forced to use conventional negotiations to put in myopic and costly contractual provisions and behaviors that simply drive up hidden costs.” Williamson also warned against “idealistic benign contracting,” which assumes that most people will do what they say—and some will do more—most of the time.

    The Nobel laureate recommends a middle ground of “credible contracting,” which he describes as more “hardhearted wise” than its extreme alternatives. Credible contracting is “also flexible enough to acknowledge that complex contracts, by their very nature, are incomplete and thus require cooperative adaptation,” Vitasek says.

    7. Always leave money on the table.

    Most outsourcing customers and suppliers assume that leaving money on the table is, at best, wasteful, and at worst, foolish. Not so, says Williamson. Hard bargaining negotiations to get to the lowest possible price actually cost both the customer and the provider in the long run.

    “Successive ploys and counterploys of this kind could plainly jeopardize the joint gains from a simpler and more assuredly constructive contractual relationship,” wrote Williamson. “Always leaving money on the table can thus be interpreted as a signal of constructive intent to work cooperatively,” thereby mitigating “concerns over relentlessly calculative strategic behavior.”

    Of course, he also notes the effectiveness of this tactic varies based on the level of trust among those involved.

    Source:http://www.cio.com/article/597863/IT_Outsourcing_7_Tips_for_Peace_Profit_and_Productivity_

    When a business should consider hybrid cloud computing

    junho 27, 2010

    Post do blog  http://www.theoutsourceblog.com/!

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    When a business should consider hybrid cloud computing

    June 27th, 2010 by Rahul Jain

    Hybrid Cloud Computing is an emerging strategy in a cloud computing environment. It makes use of in-house resources, together with external cloud services, either on a continuous basis or in form of a ‘cloudburst’. So a company using hybrid cloud computing, may store sensitive data on its own data centre, while making use of public and private cloud services for infrastructure and general computing.

    With the use of a hybrid cloud computing model, a company can capitalise on the advantages of keeping data secure while outsourcing infrastructure and other computing services to the cloud. This enables an effective ROI, cost and ease of use benefits, while reaching a broader market. A hybrid cloud environment seamlessly integrates such external applications available on the private and public clouds, with your own in-built processes.

    So it makes sense for a company to work in a hybrid cloud environment with various concurrent cloud computing strategies that combine the private and public clouds, while integrating the internal.

    While every start-up and established business has some tool to manage cloud computing, to effectively gain an edge over your competitors in a cost-effective manner, you need to mash external applications with your own systems for better outreach, sales and ROI.. So if your business needs to keep control of company data that can be handled internally, while wanting a virtualised pool of public software-as-a-service for database management, marketing and computing solutions, then a hybrid cloud computing strategy is just what you need.

    As a business, you will be having on-site software applications that are customised to your business. But you may additionally want to streamline and automate tasks to suit your business requirements, that may not be addressed by the software solutions you are using. You may also want to integrate external software-as-a-service processes into your on-site applications for a workable solution. This is possible with the use of such SaaS offerings from a vendor’s hybrid platform that effectively integrate into your core applications.

    When should a business consider hybrid cloud computing?
    As using services of vendors on the private cloud costs money, you will need to devise a strategy that helps you decide the right time to opt for hybrid cloud computing.

    When your business uses e-mail marketing as a prime marketing tool, you should consider the hybrid cloud computing on-demand services of vendors like Sage. You get cost effective e-marketing tools with templates for email content, survey for feedback and drip marketing controls for automated e-marketing that integrate with your contacts and on-site systems.

    To make use of social media marketing for your business promotion and development, you will want to integrate social media management Software-as-a-Service applications offered by private cloud hosts that work in tandem with your data base.

    When you need to address sales and budgetary problems of marketing, you will want a hybrid cloud model that uses email within sales and marketing campaigns to complement on-site and hosted CRM systems.

    To reach out to a wider audience more effectively and inexpensively, you should use a hybrid cloud model to drive sales that also manage your database and e-commerce process concurrenlty.

    To create an automated sales and marketing campaign for multi-step drip marketing campaigns, you should make use of hybrid environment that integrate emails, mailers, telemarketing, direct sales with Web forms offered by public clouds, and transfer them into your existing records.

    For automated list creation of your prime sales leads that lead to substantial business volume, your business should use hybrid cloud computing solutions.

    To integrate your company payroll system to accounting and Human Resource applications you should turn to the hybrid cloud environment that offers Software-as-a-Service for an effective computing solution.

    An app store or application marketplace will have a marquee vendor like Google, Intuit or Salesforce, to give you a fully integrated solution that works on the hybrid cloud platform to fulfil all your business needs.

    Source:http://www.helium.com/items/1873505-when-should-a-business-consider-hybrid-cloud-computing

    Who is pushing the private cloud: Users or vendors?

    junho 26, 2010

    Interessante artigo sobre clouds privadas, públicas ou híbridas e sobre quem está “empurrando” o quê! 

    O post saiu no http://www.zdnet.com!

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    Who is pushing the private cloud: Users or vendors?

    By Mary Jo Foley | June 25, 2010, 12:41pm PDT

    No two pundits, partners or customers seem to be able to agree exactly what a “private cloud” is/isn’t. But that’s not the only cloudy party of the cloud. There’s also disagreement as to who wants private cloud computing.

    Salesforce and Amazon execs have taken to calling the virtual private cloud — when that term is used to mean hosting data on-premises but making use of pay-as-you-go delivery — the “false cloud.” Their contention is Microsoft, IBM, HP and other traditional tech vendors are pushing customers to adopt private cloud solutions so they can keep selling lots of servers and software to them. Their highest-level message is everything can and should be in the cloud; there’s no need for any software to be installed locally.

    Microsoft, for its part, is positioning itself as offering business customers a choice: Public cloud, private cloud or a mix of the two. Increasingly, especially in the small- and mid-size markets, however, Microsoft is leading with public cloud offerings, not with its on-premises offerings (something which even some of the company’s own product groups are still having trouble digesting). Microsoft is going to use its upcoming Worldwide Partner Conference in July to try to get its partners on the same page, so that they see the cloud as their friend and not their margin destroyer.

    But all the focus on public cloud doesn’t mean Microsoft is de-emphasizing the private cloud. In fact, earlier this month, Microsoft officials said that its enterprise customers are the ones pushing the company to accelerate its private cloud strategy.  A recent IDC study seemed to back Microsoft’s play: Enterprise IT customers says they want a mix of public and private cloud computing.

    Vendor bickering and rhetoric aside, what do business customers want? Do they want a hybrid public/on-premises model or are they ready to be “all in” with the cloud?

    At a half-day event in New York City this week sponsored by Amazon.com, a panel of four business users had their chance to present their stories as to why they decided to go with Amazon Web Services (AWS). It was interesting to hear some of these customers say they were committed to the public cloud, but then actually acknowledge that they wanted private cloud and hybrid models.

    Marc Dispensa, Chief Enterprise Architect of IPG Mediabrands Global Technology Group, one of those customers, said he and his org spent three months evaluating the different cloud platforms out there. They looked at Amazon’s AWS, RackSpace and Microsoft’s Azure, among others, he said. While Mediabrands is/was primarily a Microsoft shop, meaning Azure would be “an easy fit for our developers,” Mediabrands opted against it because of the limited SQL Server storage available, as well as because of Microsoft’s “hybrid model” approach, Dispensa said.

    But as he went on to describe Mediabrands’ evolving plan, Dispensa noted that the group is moving their SharePoint data into the AWS storage cloud, but is planning to keep SharePoint installed on-premises. (That sounds like a hybrid model to me.) Dispensa also said that Mediabrands still hasn’t ruled out entirely going with SharePoint Online, the Microsoft-hosted version of its SharePoint solution.

    Another AWS customer, Michael Miller, the head of high performance computing services for Pfizer Research & Development (the group that handles cloud computing there), talked up Pfizer’s use of Amazon’s Virtual Private Cloud service. (Yes, even though Amazon officials say they think private cloud computing is not real cloud computing, Amazon did create a protected public cloud offering which the company calls Virtual Private Cloud.)

    Miller said Pfizer wanted to extend its out datacenter by putting some of its internally-facing applications in the cloud.  So far, the company has deemed two-thirds of those applications to have been able to meet the compliance and security criteria provided by Amazon’s Virtual Private Cloud (VPC). Miller said that without a secure offering like VPC, doing this kind of expansion would have been a “nonstarter” for the company.

    Miller said that Linux has been working well for his group at Pfizer. He called out the fact that Windows applications record information into the operating system registry, making it harder to port them to the cloud. That’s a problem of which the Softies are quite aware, and the biggest reason the company is planning to make application virtualization available as part of Virtual Machine Manager in the second half of 2011.

    My biggest take-aways from Amazon’s event were that Amazon and Microsoft are more similar than different, in terms of wanting to get enterprise customers into the cloud at a pace at which those users feel comfortable. To me, the talk of a “false cloud” seems to be a lot like Salesforce’s “end of software” argument — it’s more of a slogan than the real way that Salesforce’s products work and how customers (who still largely want offline data access) actually operate.

    Mary Jo has covered the tech industry for more than 25 years for a variety of publications and Web sites, and is a frequent guest on radio, TV and podcasts, speaking about all things Microsoft-related. She is the author of Microsoft 2.0: How Microsoft plans to stay relevant in the post-Gates era (John Wiley & Sons, 2008).

    Governança, risco e desempenho das companhias abertas brasileiras

    junho 26, 2010

    Artigo da Revista Economia e Administração, do IBMEC-SP , e que você pode acessar aqui (desde que registrado), confirma que uma boa governança traz bons resultados econômicos!

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    Governança, risco e desempenho das companhias abertas brasileiras

    Valdir de Jesus Lameira, Walter Lee Ness Júnior, Patrícia Pereira da Silva, Patrícia Pereira da Silva, Luiz Felipe Jacques da Motta, Marcelo Cabús Klötzle

    Resumo

    Nesta pesquisa procurou-se estimar a qualidade da governança praticada por uma amostra significativa de companhias abertas brasileiras, por meio de um índice composto por 20 perguntas de respostas binárias, entre 2002 e 2006, e relacioná-la com indicadores de risco e desempenho dessas companhias. Após a aplicação inicial do teste de Hausman envolvendo as relações entre governança e as variáveis ROE (return on equity) e ETS (ebit-to-sales), pelo lado do desempenho; as variáveis MTS (market-to-book sales) e MTBV (market-to-book value), representando a variável valor; e o WACC (weighted average cost of capital), pelo lado do risco, constatou-se a existência de endogeneidade nas relações envolvendo tais variáveis. Dessa forma, estudaram-se as relações entre as variáveis de desempenho, risco e valor com a variável de governança por meio de um sistema de equações estruturais. Verificou-se a existência de relações estatísticamente significativas entre maiores níveis de governança, menores riscos, maior valor e melhores desempenhos.

    Trade Policy and Firm Boundaries

    junho 23, 2010

    Excelente artigo novo na NBER-National Bureau of Economic Research (http://www.nber.org), nos EUA!

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    Trade Policy and Firm Boundaries
    Laura Alfaro, Paola Conconi, Harald Fadinger, Andrew F. Newman

    NBER Working Paper No. 16118
    Issued in June 2010
    NBER Program(s):   IO   ITI

    Abstract

    We study how trade policy affects firms’ ownership structures. We embed an incomplete contracts model of vertical integration choices into a standard perfectly-competitive international trade framework. Integration decisions are driven by a trade-off between the pecuniary benefits of coordinating production decisions and the managers’ private benefits of operating in preferred ways. The price of output is a crucial determinant of this choice, since it affects the size of the pecuniary benefits: higher prices lead to more integration. Because tariffs increase domestic product prices, this effect provides a novel theoretical channel through which trade policy can influence firm boundaries. We then examine the evidence, using a unique dataset to construct firm-level indexes of vertical integration for a large set of countries. In line with the predictions of our model, we obtain three main results. First, higher tariffs lead to higher levels of vertical integration. Second, differences in ownership structure across countries, measured by the difference in sectoral vertical integration indexes, are smaller in sectors with similar levels of protection. Finally, ownership structures are more alike among members of regional trade agreements.


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