How. Now. Cloud.
No two organizational journeys to the cloud are exactly alike. But, many similarities exist. We see clients grapple with the same questions quite often. Questions around:
If and when to move ERP systems to the cloud.
How to make a business case when cloud ushers in an entirely new business model.
Strategizing for security in the cloud.
In the short video snippets below, our cloud executives offer practical tips on typical business scenarios where the cloud can deliver.
Cloud’s benefits do not always fit neatly into the old capital expense model. Building a business case for cloud requires a new way of thinking about the benefits of linking IT and business goals, says Mark Grindle, cloud strategy executive.
The cloud compels everyone involved to adapt to shifting roles, and governance models ultimately hinge on striking the right balance. Keep three things in mind, says Saideep Raj, managing director, Cloud First Applications.
Cyber threats grow more onerous every day. But a one-size-fits all solution is not wise, according to Rudy Bakalov, Accenture security executive.
Think big, start small. In the early stages, that’s a reasonable mindset. But sitting around too long is inadvisable as competitors ramp up their cloud-enabled systems and scale, says Adam Burden, managing director, Advanced Technology and Architecture.
Amid rapidly-growing demand and products coming from a variety of sources, the journey to cloud-based ERP is interesting, to say the least. Some products are poised to “catch fire,” says Stephanie Arnette, managing director, Oracle cloud practice.
A sound strategy involves effectively planning use of public and private cloud capabilities seamlessly, even within the same business service, according to Heath Whelan, cloud strategy executive.
Cloud enables business to stretch across platforms, devices and value chains and drive speed-to-market. But it’s not just about going faster, according to Saideep Raj, managing director, Cloud First Applications.
The cloud can be a secret weapon in your divestiture playbook, a lynchpin for getting the deal done. Making it happen usually comes down to three essential elements, according to Shannon Gilbertson.