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1、Closing the cloud strategy,technology,and innovation gapDeloitte US Future of Cloud Survey ReportA report by the Deloitte Center for Integrated Research2As business and cloud decision-makers map out their future cloud strategies,what should they be doing to ensure their organizations are harnessing
2、the technologys full potential?3Increased adoption of cloud platforms and services is underway with upwards of 45%year-over-year growth.1 Organizations are increasingly using cloud investments to boost business performance,drive strategic outcomes,and enable breakthrough innovationnot just to delive
3、r IT services in a more flexible and efficient way.Many organizations have come to realize that while moving to the cloud can double their speed and efficiency,leveraging and building on the cloud can also give them enhanced capabilities that can reach 10 x multiples.2 Although most organizations ha
4、ve come to recognize cloud adds value beyond agility and efficiency goals,3 many dont know where and to what extent cloud platforms and services can contribute to broader enterprise goals such as product and service development,market expansion,cybersecurity,revenue generation,competitive differenti
5、ation,customer experience enhancement,and business/regulatory risk mitigationjust to name a few.And the contribution cloud plays to enabling business strategy can be significant.Cloud,in fact,can drive value in ways organizations may not know or realize.Cloud is now the default platform for many bus
6、iness and technology innovationsenabling everything from artificial intelligence and machine learning to advanced cybersecurity,IoT,and edge computing(as well as new products and services,new operating processes,and new business models).Yet many organizations are not getting nearly as much value fro
7、m their cloud investments as they could be and are lagging behind in terms of managing cloud capabilities in a way that drives business performancestrategic outcomes and innovation success.As business and cloud decision-makers map out their future cloud strategies,what should they be doing to ensure
8、 their organizations are harnessing the technologys full potential?ForewordCloud is now the default platform for many business and technology innovationsenabling everything from artificial intelligence and machine learning to advanced cybersecurity,IoT,and edge computing.4We analyzed survey response
9、s from US cloud strategy and innovation leaders versus others and found tangible actions that organizations can take right now to potentially improve their current and future cloud strategies and get more out of cloud.In this report,well share information about cloud investments and leading practice
10、s,including what sets cloud strategy and innovation leaders apart,how cloud investments can help your organization achieve its strategic and innovation priorities,and specific leading practices,challenges,and opportunities.We hope this report helps your organization generate more strategic value fro
11、m its cloud investments,and that you find these insights useful as you move forward on your cloud journey.ForewordCathleen DomesChief Operating Officer Cloud Services Deloitte Consulting LLPDavid Linthicum Chief Strategy Officer Cloud Services Deloitte Consulting LLP Diana Kearns-ManolatosSenior Man
12、ager Center for Integrated ResearchDeloitte Services LPJay ParekhAssistant Manager Center for Integrated ResearchDeloitte Services LPChris Thomas US Banking Sector LeaderCloud ServicesDeloitte Consulting LLP5Whats insideAbout the study6Executive summary8Detailed study findings15Appendix40010203046To
13、 help understand how cloud investment relates to strategic enterprise outcomes and innovation goals,Deloitte surveyed 500 senior cloud decision-makers in the US across a wide range of industriesasking detailed questions about their companies current cloud maturity and how they view the future of clo
14、ud.We also conducted in-depth discussions with some executive-level cloud decision-makers.Our goal was to understand the extent to which cloud maturity is an indicator of business performance and innovation,and how organizations can best use cloud technology investments as a“force multiplier”for the
15、ir digital strategy and overall business performance.As part of our analysis,we looked at nine outcomes where cloud can contribute to enterprise priorities.Cloud strategy and innovation indexBuilding net new product or service revenueExpanding existing products or revenueReducing and optimizing cost
16、sIncreasing efficiency and agilityExpanding into new marketsProviding better sustainability in support of environmental issuesCreating new operational processes or workflowsDeveloping new ideas,approaches,or methodologiesMitigating business and regulatory riskAbout the study030204010302LeadersDriver
17、sModeratesHopefuls292235147Respondent organizations were ranked and segmented based on the extent to which they view these nine outcomes as strategic priorities and the extent to which they reported a high level of success at driving innovation in these areas.Organizations that widely view these out
18、comes as strategically important and have also achieved high levels of innovation in their top-priority areas are classified as Leaders,whereas organizations that view these outcomes as strategically important but have not been successful at driving innovation in their priority areas are classified
19、as Hopefuls.In between are Drivers and Moderates,with rankings determined by their level of success at driving innovation in the outcome areas they consider strategically important.Cloud strategy and innovation segmentsPercentage of respondents(n=500)About the study030204010302Source:Deloitte analys
20、is.8Executive summary030204010302Increasing efficiencyand agilityExpanding existing product/service revenueReducing/optimizing costsBuilding net new product/service revenueMitigating business and regulatory riskDevelopingnew ideas,approaches,or methodologiesCreating new operational processes or work
21、flowsExpanding into new marketsProviding better sustainabilityin support of environmental issues45436448445402143142214To a large extent To a moderate extent To a small extent Not at all Dont know9Businesses that leverage the cloud know some things that ot
22、hers may not.They know that investing in cloud platforms and services can drive positive outcomes beyond efficiency and agility.In fact,our research has found that the vast majority of surveyed US cloud-decision-makers agree that integrated cloud technologies can serve as a“force multiplier”of their
23、 digital strategy and that their investment in cloud technologies are to a moderate or large extent driving positive outcomes across nine strategic business measures including,83%for mitigating business and regulatory risk,80%for building net new product/service revenue,74%for expanding into new mar
24、kets,and 72%for providing better sustainability in support of environmental issues,to name a few.Cloud investment driving positive outcomesExtent to which cloud investment is driving positive outcomes in these areas(Percentage of total respondents;n=500 for each response)Executive summary03020401030
25、2Source:Deloitte analysis.Throughout this report,percentages may not always sum to 100 due to rounding.Strategic priority Innovation successIncreasing efficiencyand agilityMitigating businessand regulatory riskProviding bettersustainability in supportof environmental issuesExpanding into new markets
26、Reducing/optimizing costsDeveloping new ideas,approaches,or methodologiesExpanding existingproduct/service revenueBuilding net newproduct/service revenueCreating new operationalprocesses or workflows84848286562707Innovationgap10And while the value being seen from cloud investme
27、nts is pervasive across all of these measures,our analysis reveals that some organizations are more successful at capturing it than others.Part of this goes to how well these organizations are able to tie together strategic business priorities with innovation success to hypercharge their leadership
28、positionsand this is where there can be a significant gap and opportunity for organizations overall.Our research found an on average 14.5 percentage point gap in organizations stated business priorities and how well they say theyre doing at achieving innovation success in those areas.According to ou
29、r survey,respondents top three most important business strategy objectives are increasing efficiency and agility;developing new ideas,approaches,or methodologies;and reducing/optimizing costs.Yet those areas are not necessarily where they are innovating.In contrast,Leaders are capturing much greater
30、 value across all nine strategic value measures.And its because they are operating in distinctly different ways.Executive summaryInnovation gap:Strategic priorities vs.successful innovation areas(Percentage of total respondents;n=500 for each response)030204010302Source:Deloitte analysis.11Leaders s
31、eeing the most value from cloud based on strategy and innovation outcomes uniquely:Dont spend significantly more on cloud platforms and services.Based on our study,Leaders tend to spend only slightly more on cloud as a normalized percentage of their revenues,indicating that it is not just spend but
32、action that matters.Have greater cloud maturity in terms of multi-cloud and on-premise approaches.Their focus on multi-cloud strategy is generally more advanced with the majority of respondents working with three or four providers as opposed to others working with only one or two.Most have also prog
33、ressed further to minimize their on-premises use.Across all respondents,the top benefits viewed as somewhat to very important from a multi-cloud approach are access to more choice in cloud services,application and data processing scalability,and increased flexibility/negotiating leverage.Are embraci
34、ng advanced cloud services like artificial intelligence and machine learning(AI/ML),cloud native,and edge computing.While data analytics,software engineering,and cloud cyber services are table stakes across all respondents,Leaders say they are using more advanced cloud services such as:AI and ML,clo
35、ud native development,and edge computing/IoT.Are getting much higher value from cloud services.For example,with AI and ML,for those that participated in the study,the percentage of Leaders who say they are getting very high value from cloud is 1.7x higher than for Hopefuls.The value multiples betwee
36、n Leaders vs.Hopefuls are even higher for cloud cyber(2.3x),cloud native development(2.9x),containers(3.5x),augmented reality(AR)/virtual reality(VR)(5x),and blockchain(10 x).Overwhelmingly view industry clouds a set of cloud native applications,code,and servicesas an enabler and catalyst.74%of surv
37、eyed Leaders“completely”agree industry clouds will be the enabler/catalyst for transformation and automation of industry-specific business processes versus 60%of Drivers,39%of Moderates,and 35%of Hopefuls.Executive summary03020401030212Have a much greater focus on software engineering culture.The va
38、st majority of surveyed organizations are focusing attention on building a strong software engineering culture.However,there are some stark differences between Leaders and Hopefuls.Leaders were more likely to completely agree they were focused on building“a strong software engineering”capability.Thi
39、s type of culture can drive problem-solving,product velocity and continuous improvement.Overwhelmingly feel positive about the future of cloud.While most emotional terms used to describe the future of cloud were positive,Leaders tended to express confidence while Hopefuls tended to express enthusias
40、m.Executive summary03020401030213Cloud platforms and services can enable strategic value overall,even if youre not a leader Cloud can be a“force multiplier”and cornerstone of digital strategy Overall,90%of respondents agree or completely agree with the statement that cloud combined with other techno
41、logies,such as AI,IoT,and analytics serve as“force multipliers”for their digital strategy.Similarly,88%of respondents view cloud as a cornerstone of their digital strategy and believe it is vital to driving revenue and maintaining a strong position in the marketplace.Cloud native services are increa
42、singly important for customer-facing processes.While our research shows that many companies are still unclear what cloud native even means,they do recognize that cloud native should be an important part of their cloud strategy.When asked to rank their top two priorities for cloud native solutions,th
43、e greatest number of respondents(50%)identified the customer domain,including processes such as customer engagement and customer segmentation,above all other options.Cloud cybersecurity is an opportunity,not a challenge.Regulatory and risk concerns can affect cloud adoption,particularly for risk-rel
44、ated cloud solutions such as cloud cybersecurity.However,according to our survey,many organizationsespecially Leadersappear to be overcoming those concerns and achieving highly-positive outcomes for risk-related cloud use cases.The vast majority of organizations surveyed say they have updated their
45、business and operational strategies to address cloud security,risk,and controls and most organizations are seeing positive outcomes related to business and regulatory risk mitigation and value from cloud cyber services.Executive summary03020401030214Learning from the LeadersMost organizations are no
46、t innovating as effectively as they could be,which could limit their ability to achieve their future strategic goals.Lessons from Leaders can be very powerful in guiding your future cloud strategies and benchmarking progress on your cloud journeyhelping you get the greatest possible value from your
47、cloud investments.Executive summary03020401030215Detailed study findings030204010302Increasing efficiencyand agilityExpanding existing product/service revenueReducing/optimizing costsBuilding net new product/service revenueMitigating business and regulatory riskDevelopingnew ideas,approaches,or meth
48、odologiesCreating new operational processes or workflowsExpanding into new marketsProviding better sustainabilityin support of environmental issues45434733944449643142214To a large extent To a moderate extent To a small extent Not at all Dont know16Leaders
49、 are better at driving positive strategic outcomes from cloudOur survey results show that cloud investments are driving positive outcomes in most areas for most companies.Figure 1:Cloud investments are driving positive outcomes across strategic business objectives(Percentage of total respondents;n=5
50、00 for each response)However,Leaders substantially outperform other organizations when it comes to harnessing the power of cloudboth in terms of success rate and scopewith Leaders achieving superior rates of success across all nine outcome areas.This contrast becomes even more stark when looking not
51、 just at the average organization as a benchmark but how other organizations are doing in terms of achieving these strategic outcomes compared with the Leaders in terms of cloud strategy and innovation success.Detailed study findings030204010302Source:Deloitte analysis.0255075100Increasing efficienc
52、y and agilityCreating new operational processes or workflowsReducing/optimizing costsMitigating business and regulatory riskDevelopingnew ideas,approaches,or methodologiesExpanding existing product/service revenueBuilding net new product/service revenueExpanding into new marketsProviding better sust
53、ainabilityin support of environmental issues8086 86957389669788637685956829641658190Hopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)72Total74Total80Total82Total82Total83Total83Total87Total88Total17Figure 2:Positive outcomes from cloud investmen
54、ts(Percentage selecting to a Moderate/Large Extent)The index shows that“increasing efficiency and reducing costs”is the top strategic priority for the overall pool of respondents,and the survey data shows highly positive outcomes in this areaeven for Hopefuls(80%)and Moderates(86%).“Creating new ope
55、rational processes or workflows”is the next highest area of positive outcomes,with increasing success rates as organizations move up the innovation scale(73%for Hopefuls,81%for Moderates,92%for Drivers,and 97%for Leaders).What most distinguishes Leaders appears to be their performance in areas beyon
56、d efficiency and operations,such as“developing new ideas,approaches,or methodologies”and“building net new product/service revenue.”Detailed study findings030204010302Source:Deloitte analysis.89848482855075100Increasing efficiencyand agilityDeveloping new ideas,approaches,or methodologiesR
57、educing/optimizing costsExpanding existing product/service revenueMitigating business and regulatory riskBuilding net new product/service revenueCreating new operational processes or workflowsExpanding into new marketsProviding better sustainability in support of environmental issues18How do cloud i
58、nvestments relate to strategic priorities and innovation?Cloud investments have the potential to drive organizational strategies forward in every major outcome area.Yet our analysis shows most organizations are missing out because their innovation capabilities are not aligned with their strategic pr
59、iorities.The gap between strategic priorities and successful innovationThere is a significant gap that should be closed between organizations strategic priorities and their ability to drive innovation in those priority areas.According to our survey,respondents top three most important business strat
60、egy objectives are“increasing efficiency and agility”(89%of respondents);“developing new ideas,approaches,or methodologies”(84%of respondents);and“reducing/optimizing costs”(84%of respondents).”Figure 3:Strategic priorities(Percentage of total respondents;n=500 for each response)Detailed study findi
61、ngs030204010302Source:Deloitte analysis.025507561Mitigating business and regulatory riskExpanding existing product/service revenueDevelopingnew ideas,approaches,or methodologiesCreating new operational processes or workflowsBuilding net new product/service revenueIncreasing efficiencyand
62、agilityExpanding into new marketsReducing/optimizing costsProviding better sustainability in support of environmental issues7371706919Yet those top three priority areas are not necessarily where most organizations are innovating.Instead,our overall pool of respondents reported the most success drivi
63、ng innovation in“mitigating business and regulatory risk”(73%);“expanding existing product/service revenue”(71%);and“developing new ideas,approaches,or methodologies”(70%).(Only the latter aligns with the top three business priorities noted above.)Also,for all nine outcome areas there is a significa
64、nt gap between the level of strategic priority and innovation success.For example,only 65%of respondents agree or strongly agree their organizations have been successful driving innovation to increase efficiency and agility.Only 62%agree or strongly agree their organizations have been successful dri
65、ving innovation to reduce/optimize costsa gap of 24 percentage points and 22 percentage points respectively.Figure 4:Successful innovation areas(Percentage of total respondents;n=500 for each response)Detailed study findings030204010302Source:Deloitte analysis.Strategic priority Innovation successIn
66、creasing efficiencyand agilityMitigating businessand regulatory riskProviding bettersustainability in supportof environmental issuesExpanding into new marketsReducing/optimizing costsDeveloping new ideas,approaches,or methodologiesExpanding existingproduct/service revenueBuilding net newproduct/serv
67、ice revenueCreating new operationalprocesses or workflows84848286562707Innovationgap20This suggests cloud decision-makers might not be focusing on the right strategic priorities and that their cloud strategies should be realigned with where innovation is actually occurring.Anot
68、her possibility is that organizations simply lack the ability to innovate in their priority areas and need to figure out how to close the gap.The gap is even more apparent when comparing Leaders with other segments.Figure 5:Innovation gap:Strategic priorities vs.successful innovation areas(Percentag
69、e of total respondents;n=500 for each response)Detailed study findings030204010302Source:Deloitte analysis.21Positive performance impacts might be easier to achieve than innovation Most organizations are better at using cloud to create incremental value in their priority areas than they are at drivi
70、ng breakthrough innovation in those areas.Across all nine areas,the overall range of success at driving positive outcomes from cloud investments was 72%-88%,much higher than the range of success at driving innovation across those same areas,which was 61%-73%.Overall,cloud investments have an extreme
71、ly high success rate(88%)at increasing efficiency and agility which is the top strategic business objective overall.However,there is clearly much room for improvement when it comes to innovation.In particular,there should be greater alignment between strategic priorities and innovation,more success
72、at innovating in priority areas,and greater use of cloud to enable innovation.Cloud is emerging as a key enabler for digital transformation and customer-facing processesCloud is increasingly being used to support digital transformationespecially for front-office,customer-facing applicationsmaking th
73、e technology a key enabler for mission-critical strategy and high-stakes change.As noted earlier,cloud investments are already successfully driving positive outcomes related to efficiency and agility in core operations such as supply chain and the back office.However,when asked to rank their top two
74、 priorities for cloud native solutions,half of those surveyed highlighted the customer domain as most important,including a strategic focus on customer engagement and customer segmentation.This is perhaps even more important for the Hopefuls segment which has a significantly higher need for native c
75、loud solutions in the customer domain,(69%)compared to the other segments,for example Leaders at 49%.Even for Leaders this remains the top ranked area of need for cloud native solution.This emerging use of cloud technology to enable digital transformation and customer-facing processesnot just back-o
76、ffice systemsis a fundamental shift that can greatly boost clouds potential impact.Detailed study findings03020401030222What role does cloud technology play in digital strategy,growth,and competitiveness?Cloud is the foundation of a modern IT environment and serves as an essential enabler for other
77、powerful technologies such as artificial intelligence(AI),machine learning(ML),Internet of Things(IoT),and quantum computing.Without cloud,those technologies are difficult or impossible to implement.Conversely,those technologies in combination with cloud have the potential to supercharge growth and
78、boost a companys performance and competitiveness.Cloud is a“force multiplier”and cornerstone of digital strategyOverall,90%of respondents agree or completely agree with the statement that cloud combined with other technologies,such as AI,IoT,and analytics serve as“force multipliers”for their digital
79、 strategy.This could mean that cloud investments bring with them additional value related to other technology strategies,business goals,and innovation priorities.Similarly,88%of respondents view cloud as a cornerstone of their digital strategy and believe it is vital to driving revenue and maintaini
80、ng a strong position in the marketplace.Detailed study findings03020405100Integrated TechnologyWe view cloud as a combination of other technologies(AI,IoT,Analytics)that serve as force multipliers to their digital strategyStrategyWe view cloud as the cornerstone of our digital strategy an
81、d believe it is vital to driving revenue and maintaining a strong position in our marketplace8286929982828899Hopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)88Total90Total23Figure 6:The role and impact of cloud(Percentage selecting Agree/completely agree with the following sta
82、tements)Leaders hold those beliefs even more strongly,with 99%agreeing or completely agreeing with each of those statements.Detailed study findings030204010302Source:Deloitte analysis.Total(n=500)Hopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)297783466Top spenders All others24L
83、eaders may spend more on cloud,but thats not what makes them leadersWe looked at the top spenders,defined as those respondents falling in the 70th percentile or higher based on their cloud investments normalized for organization revenue.We found 34%of Leaders are top spenders vs.22%for Drivers,28%fo
84、r Moderates,and 28%for Hopefuls.The differences in cloud spending across the four segments is not dramatic,indicating that spending alone does not make you a Leader.Figure 7.Cloud investment(normalized for organization revenue)(Percentage)Over the past year,only 9%of the surveyed organizations inves
85、ted more than$100 million in cloud solutions,while another 21%invested between$20 million and$100 million.Most organizations(67%)invested less than$20 million.Looking ahead,the vast majority of surveyed organizations(87%)plan to increase their cloud investment by at least six percent over the next o
86、ne to two years and many by more than 20 percent.Over the same timeframe,12%plan to keep their investments flat,and only one percent expect to decrease their investments.Its interesting to note that 93%of Hopefuls plan to increase their cloud investments by at least six percent over the next one to
87、two years,which is a larger percentage of respondents than the Leader(89%),Driver(83%),and Moderates segments(85%).This likely reflects Hopefuls realization that they are behind and need to catch up.Detailed study findings030204010302Source:Deloitte analysis.25Where are some of the biggest opportuni
88、ties to get more value from cloud?Leaders are using many of the same cloud technologies and approaches as companies in other segments.However,Leaders are reporting much higher usage rates in areas such as cloud cybersecurity,AI/ML,cloud native development,industry cloud,multi-cloud,and software engi
89、neering culture.Leaders are embracing more advanced cloud technologiesWhich integrated technology approaches(i.e.,combinations of cloud services)can provide a“magic”mix of cloud services and capabilities that enables Leaders to reap greater value from their cloud investments?Across all respondents,t
90、he technology area where a cloud-based approach is most common is data analytics(86%),followed by software engineering(83%),and cloud cyber(82%).In those three areas,Leaders are using cloud-based approaches at similar levels to the overall respondent pool.However,Leaders are using cloud-based approa
91、ches at much higher levels in emerging technology areas,such as AI/ML(84%vs.74%overall),cloud native development(87%vs.73%overall),and edge/IoT(85%vs 64%overall).Detailed study findings030204010302Hopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)0255075100Data Analyticsand mana
92、gementSoftware Engineering/Developer tools/DevOpsCloud Cyber(application security,data privacy,threat detection,monitoring and response,etc.)AI/Machinelearning(ML)Cloud native developmentContainers and container orchestrationEdge and IoT(Internet of Things)Experiential technologies(Augmented Reality
93、,Virtual Reality,etc.)BlockchainQuantumcomputing968382898384768677808776467876956577856545685304451430455639Total47Total50Total64Total65Total73Total74Total82Total83Total86Total26Figure 8:Use of cloud services in various technology areas(Percentage)Hopefuls are furthest behind i
94、n using cloud-based approaches for blockchain(28%vs.76%for Leaders)and quantum computing(14%vs.56%for Leaders).Detailed study findings030204010302Source:Deloitte analysis.27Cloud cybersecurity:busting the myths and concerns Regulatory and risk concerns can affect cloud adoptionespecially for risk-re
95、lated cloud solutions such as cloud cybersecurity.However,our findings suggest many organizations appear to be overcoming those concerns and achieving highly positive outcomes for risk-related cloud use cases.This is encouraging given the critical importance of security-by-design strategies for clou
96、d implementations.4Overall,91%of the organizations surveyed have updated their business and operational strategies to address cloud security,risk,and controls through processes such as DevSecOps,and 83%say their cloud investments are driving positive outcomes in terms of mitigating business and regu
97、latory risk.This is a dramatic departure from the conventional wisdom and shows that cloud cyber capabilities can be an important enabler of strategic outcomes.Use of cloud cyber services is pervasive,with 82%of the surveyed organizations using cloud cyber services(e.g.,application security;data pri
98、vacy;threat detection,monitoring,and response)and 78%responding that they are receiving high to very high value from these services.Cloud cyber adoption is even more pervasive among Leaders,with nearly all(99%)saying they have updated their business and operational strategies to address cloud securi
99、ty,risk,and controls through processes such as DevSecOps.A similar proportion of Leaders(97%)have derived positive outcomes around mitigating business risk through cloud investments.Also,most are seeing high to very high value from cloud cyber services(90%for Leaders vs.58%for Hopefuls,71%for Modera
100、tes,and 84%for Drivers.)Overall,the top potential benefits/outcomes that respondents want to achieve with cloud cyber are:(1)improving their ability to detect and address security risks/threats(64%),and(2)improving customer digital trust(59%).Either of these focus areas could provide a strong entry
101、point for cloud strategies.However,detecting risks/threats seems to be table stakes,with Leaders focusing more on digital trust(66%).Detailed study findings03020405100Improving ability to detect andaddress security risks/threatsImproving customer digital trust(the confidence users have in
102、 technology and processes to create a securedigital world)Addressing regulatory compliance requirements more efficiently(through built-in data governance processes)Adopting Zero Trust methodsResponding to future,unknown threats with more agilityDriving business agility andtechnology resiliency686661
103、6556459345444928151224Total47Total49Total58Total59Total64TotalHopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)Source:Deloitte analysis.28Figure 9:Most desired benefits/outcomes with cloud cyber(Percentage)Leaders are furthest ahead of Hopefuls in focusing
104、 on“adopting Zero Trust methods”(58%for Leaders vs.31%for Hopefuls),whereas Hopefuls are much more focused on“driving business agility and technology resiliency”(49%for Hopefuls vs.12%for Leaders).Detailed study findings03020405100Data Analyticsand managementSoftware Engineering/Developer
105、 tools/DevOpsCloud Cyber(application security,data privacy,threat detection,monitoring and response,etc.)AI/Machinelearning(ML)Cloud native developmentContainers and container orchestrationEdge and IoT(Internet of Things)Experiential technologies(Augmented Reality,Virtual Reality,etc.)BlockchainQuan
106、tumcomputing29323752729573255282557235002137361.8xValueMultiplier3.4xValueMultiplier2.3xValueMultiplier1.7xValueMultiplier2.9xValueMultiplier3.5xValueMultiplier2.9xValueMultiplier4.8xValueMultiplier10 xValueMultiplierNAValueMultiplierHopefuls Moderates Dri
107、vers LeadersSource:Deloitte analysis.29Leaders are getting much higher value from cloud servicesWe asked respondents to what degree their organizations are seeing value from the cloud services they are using.Compared to Hopefuls,a much higher percentage of Leaders say theyre getting very high value
108、from their cloud services.For example,with AI/ML the percentage of Leaders who say they are getting very high value from cloud is 1.7x higher than for Hopefuls.The value multiples for Leaders vs.Hopefuls are even higher for cyber(2.3x)and cloud-oriented approaches such as cloud native development(2.
109、9x)and containers(3.5x)and are especially high for emerging technologies such as AR/VR(5x)and blockchain(10 x).Figure 10:Leaders and the cloud as a“Value Multiplier”(Percentage based on respondents who say yes to using cloud based approaches and achieving very high value from them)Detailed study fin
110、dings03020405HopefulsModeratesDriversLeaders53TotalHopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)Source:Deloitte analysis.30Industry cloudsIndustry cloudswhich bring together digital blueprints,integrated high-tech capabilities,and an ecosystem developm
111、ent modelare rapidly gaining adoption,and according to Deloittes analysis could have a$640 billion market potential by 2024.5 In our survey,95%of respondents agree or completely agree that industry clouds will be the enabler/catalyst for transformation and automation of industry-specific business pr
112、ocesses.However,the level of confidence and enthusiasm for industry clouds varies substantially across segments,with 74%of Leaders“completely”agreeing,versus 60%of Drivers,39%of Moderates,and 35%of Hopefuls.Figure 11:Confidence in industry clouds as a catalyst for transformation(Percentage of respon
113、dents who completely agree)Overall,the top three benefits of industry clouds cited by respondents are faster innovation/time to market for business capabilities and use cases(56%),accelerating the capacity to change(agility)(49%),and easing the way for migration of industry-specific legacy solutions
114、 to the cloud(38%).Detailed study findings03020405100Faster innovation/timeto market for business capabilities and use casesAccelerating the capacityto change(agility)Ease the way for migrationof industry specific legacy solutions to the cloudBenefitting from the most current digital busi
115、ness process blueprintCreating connections across an organization with their suppliers and customersEnabling a culture of Engineering and innovationMeeting the regulatory demands specificto an industryEnabling more modular solution designs56584844493038384432323643343839333322624243321614
116、75656Total49Total38Total36Total36Total30Total29Total25TotalHopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)Source:Deloitte analysis.31Figure 12:Most compelling benefits of using an industry cloud(Percentage,ranked top 3)Hopefuls rated industry clouds higher than average(58%vs.
117、49%)for agility(i.e.,the ability to accelerate change).This might reflect the fact that Hopefuls are lagging behind and hope that industry clouds will help them quickly catch up.It might also reflect that Hopefuls tend to be larger companies(75%of Hopefuls have revenue of more than$5 billion vs.only
118、 35%of Leaders,and 55%of Hopefuls have more than 20,000 employees vs.only 19%of Leaders).As such,Hopefuls are more likely to be struggling with legacy systems and organizational inertia and might view industry clouds as a means to achieve rapid change and become more agile.Overall,respondents top th
119、ree concerns about industry clouds are“control over data and insights”(35%),“vendor lock-in”(33%),and“data protection”(31%).This makes constructing the right operating model when implementing industry clouds important in order to create the necessary control over data ownership and the flow of infor
120、mation across the solution,platform,or ecosystem.A strategy-first approach to deciding where,when,and how to use industry clouds and how to balance buy and build architectures,can help address these challenges.Detailed study findings030204004050Fear of control over data and insightsConcer
121、ns about vendor lock-in,more unified solutions with the hyperscalerConfidence in our ability to protect data in the cloudDifficulty around integrating niche/differentiating solutionsWe may lack required skillsets for industry cloudDiminishes our ability to differentiate because our industry competit
122、ors will have access to the same cloud tools and capabilitiesIt will be too expensive;cost prohibitivePotential for hyperscaler/industry cloud vendor to become a competitor in the futureLack of visibility into regulatory/legal risksThere are toofew cases to estimate its valueDoubt that industry clou
123、d can be successful given that our industry is so specialized443629362834323530332833352938253830252723273522299201835Total33Total31Total31Total29Total27Total26Total25Total25Total18Total18TotalHopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)32F
124、igure 13:Top concerns about using an industry cloud(Percentage,ranked top 3)Detailed study findings030204010302Source:Deloitte analysis.802Yes No I dont knowHopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total(n=500)33Multi-cloud A multi-cloud approach,which brings t
125、ogether more than one cloud service provider,6 is common across all surveyed segments(79%)but is highest among Leaders(86%).Figure 14:Use of multiple clouds/providers(Percentage)Detailed study findingsAccording to our analysis,Leaders use of service providers varies in a multi-cloud strategy,with 48
126、%using three or four providers(the most common number of cloud providers for Leaders).In contrast,one or two cloud service providers was the most common number for Hopefuls(52%),Moderates(50%),and Drivers(51%).The most important benefits cited from a multi-cloud approach are access to more choice in
127、 cloud services(85%),application and data processing scalability(84%),and increased flexibility/negotiating leverage(83%).030204010302Source:Deloitte analysis.0255075100Access to more choice in termsof cloud services(i.e.,a best of breed approach)Application and data processing scalabilityIncreased
128、flexibility and negotiating leverage for new and migrated workloadsImproved resiliency and reliability by distributing workloads across multiple cloud service providersGain autonomy with the potential to minimize vendor lock-inDistribution and Interoperability of dataBuilding full-stack capabilities
129、79707576789670688098726883957266769463667839885Total84Total83Total81Total80Total78Total76TotalHopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)34Figure 15:Benefits of a multi-cloud approach(Percentage responding important/very important)Across the board,Leaders seem
130、ahead of other segments in recognizing the benefits of a multi-cloud approach.However,the biggest differences for respondents are in“building full stack capabilities”(95%for Leaders vs.76%overall)and“resiliency and reliability”(98%for Leaders vs.81%overall).Detailed study findings030204010302Source:
131、Deloitte analysis.01020304050Developing or improving our software engineering culture is not a priority for our organizationWere just starting to thinkabout strengthening our software engineering cultureWe have a mature software engineering cultureWe have a mature software engineering culture and pl
132、an tofurther invest in this area84938339219Total30Total23Total28TotalHopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)35Figure 16:Software engineering culture maturity(Percentage)Detailed study findingsSoftware engineering cultureThe vast majority of surve
133、yed organizations(85%)are focusing attention on building a strong software engineering culture,including agile pods,continuous learning,and business/technology product teams.Consistent with that focus,83%say they are already using software engineering processes/services(and 75%are seeing value).Howe
134、ver,there is still significant room for improvement.Looking at software engineering maturity survey results,there are some stark differences between Leaders and Hopefuls.Nearly half of Hopefuls(49%)are just starting to think about the issue(vs.12%for Leaders).Overall,only 23%of respondents say they
135、have a mature software engineering culture,but many more Leaders have plans to further invest in this area(39%vs.20%of Hopefuls).030204010302Source:Deloitte analysis.Hopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)Total (n=500)0255075100Customer domain(customer engagement,customer segmenta
136、tion,etc.)Supply chain domain(vendor management,etc.)Core operations domain(distribution,manufacturing,etc.)Finance domain(forecasting,planning,etc.)Risk and regulatory domain695238493438464837423936273739353231383250Total42Total39Total36Total33Total36Cloud native While our research interviews show
137、that many companies are still unclear what cloud native even means,7 survey respondents do recognize that cloud native should be an important part of their cloud strategy.Across the total pool of respondents,the top-ranked need for cloud native solutions is in the customer domain(50%)which includes
138、customer engagement,customer segmentation,and other related areas.This ranks ahead of respondents other possible needs for cloud native services,including the supply chain,finance,core operations,and risk/regulatory domains.Interestingly,Hopefuls cited the highest level of need in the customer domai
139、n(69%),far higher than any other segment.Figure 17:Business domains with the greatest need for cloud native solutions(Percentage,ranked top 2)Clearly,there is a strong imperative to apply cloud native concepts to designing and developing new cloud-enabled capabilities for front-office and customer-f
140、acing applications.This is especially true for Hopefuls;however,those companies could encounter extra challenges in their pursuit,given their less mature ability to innovate and their relative lack of experience achieving strategic outcomes(beyond agility and efficiency)and moving solutions to the c
141、loud and off premises.Detailed study findings030204010302Source:Deloitte analysis.37What are the current sentiments about clouds future?When asked to describe the future of cloud in their organizations,emotional sentiment was mostly positive(86%)with confidence,enthusiasm,and excitement as the top e
142、motions.Leaders tended to be the most positive(91%),followed by Hopefuls(85%),Moderates(84%),and Drivers(84%).As organizations progress along the continuum,confidence tends to supplant enthusiasm.For example,the top cloud sentiment among surveyed Hopefuls is enthusiasm(31%),whereas the top sentiment
143、 among Leaders is confidence(29%)presumably due to Leaders superior capabilities and proven track record.One caveat to these highly positive feelings about cloud is that Hopefuls,Moderates,and Drivers might be underestimating the extent to which they are lagging behind the Leaders(and the challenges
144、 they might face due to their lack of proven ability to innovate).Detailed study findings03020401030238Figure 18:Cloud sentiment analysis by index segmentRespondents were asked to rank 20 emotions from most to least based on how they felt about their organizations future use of cloud.(Percentage bas
145、ed on total share of preference for each attribute)Hopefuls(n=71)Moderates(n=174)Drivers(n=108)Leaders(n=147)AttributeShare of preferenceAttributeShare of preferenceAttributeShare of preferenceAttributeShare of preferenceEnthusiasm31%Enthusiasm20%Confidence19%Confidence29%Excitement18%Confidence17%E
146、xcitement15%Excitement14%Confidence16%Excitement15%Enthusiasm11%Enthusiasm11%Peace of Mind6%Peace of Mind7%Joy8%Peace of Mind8%Uncertainty5%Triumph5%Pride7%Joy7%Contentment5%Pride5%Triumph6%Pride7%Triumph4%Contentment5%Contentment6%Triumph6%Overwhelmed3%Joy4%Peace of Mind5%Contentment4%Stress2%Relie
147、f4%Relief4%Relief3%Pride2%Uncertainty3%Surprise3%Surprise2%Joy2%Overwhelmed2%Overwhelmed3%Aggravation1%Relief2%Surprise2%Aggravation2%Overwhelmed1%Fear1%Stress2%Uncertainty2%Disappointment1%Aggravation1%Aggravation2%Stress2%Stress1%Disappointment1%Fear2%Anger1%Fear1%Surprise1%Disappointment1%Disappo
148、intment1%Uncertainty1%Sadness1%Panic1%Fear1%Remorse1%Anger1%Remorse1%Remorse1%Anger1%Panic1%Sadness1%Sadness1%Panic1%Remorse1%Anger1%Panic1%Sadness1%Detailed study findings030204010302Source:Deloitte analysis.39Learning from the LeadersMost organizations are not harnessing the full power of cloud an
149、d are not innovating as effectively as they could be.This may limit their ability to achieve their future strategic goals.In particular,digital transformation is now inextricably linked to cloud strategy and technology,so its important to understand how cloud can enable business innovationand where
150、you stand in relation to your peers.Sentiments about clouds future are overwhelmingly positive and enthusiastic across all four index segments:Leaders,Drivers,Moderates,and Hopefuls.What appears to set Leaders apart in this area is that their enthusiasm seems combined with confidence.We want your or
151、ganization to be confident too.Achieving the cloud capabilities necessary to instill that confidence will likely require new ways of thinking and working.Leaders can serve as a powerful example of what a future cloud strategy looks like as you benchmark progress on your cloud journeyhelping your org
152、anization get the greatest possible value from its cloud investments.To find out more,please visit study findings03020401030240Appendix030204010302S1:Industry(Percentage)20ConsumerEnergy,Resources&IndustrialsFinancial ServicesLife Sciences&Health CareTechnology,Media&Telecom20202020S2:Organization s
153、ize(Percentage)331,000 to 4,9995,000 to 9,99910,000+2344S3:Organization revenue(Percentage)16$500 million to less than$1 billion$1 billion to less than$5 billion$5 billion to less than$10 billion$10 billion or more352425402AppendixFirmographicsSource:Deloitte analysis.S4:Position/Role(Per
154、centage)38C-Suite(e.g.,CEO,CFO,CTO,CXO,President)Director/VPOther194350S5:Function(Percentage)50ITBusinessS6.1:Level of cloud responsibility(Percentage)I develop the cloud strategies for my organizationI determine cloud technology spending and/or approve cloud investmentsI implement the cloud techno
155、logies within my organization47163742Appendix030204010302Respondent profileSource:Deloitte analysis.S6.3:Level of investment in cloud solutions(Percentage)S7:Level of innovation focus(Percentage)312511330$500,000 to less than$1 million$1 million to less than$10 million$10 million to less than$20 mil
156、lion$20 million or moreDont know1462825The majority of my time(91%100%+)A significant,though not majority,of my time(50%90%)Some of my time(10%49%)Very little of my time(10%)S8.1:Years of cloud adoption(Percentage)60Less than 1 year12 years36 years7 yearsMore than 10 years2391743Appendix030204010302
157、Cloud adoptionInvestment in cloud solutionsLevel of innovation focusSource:Deloitte analysis.010203040Current workloadWorkload in three years2522272615243229Traditional,on-premise solutionsPublic cloud(not SaaS applications hosted by your public cloud providers)Public cloud(with SaaS applications ho
158、sted by third-party vendor)Private cloudS8.3:Percentage of workloads/applications in the cloud vs.traditional solutions(Percentage)S8.2:Percentage of workloads/application in the cloud(Percentage)44Appendix030204010302Workloads and application in cloudHas migrated already/has developed cloud nativeW
159、ill migrate in the next 12 yearsWill develop cloud native in the next 12 yearsNone0%2%6%120%21%18%23%2140%36%38%26%4160%21%29%22%6180%11%11%14%Above 80%11%3%9%Workloads and application in cloud vs.traditional on-premise solutionsSource:Deloitte analysis.45Endnotes0302040103021 Ron Miller,“Cloud infr
160、astructure market soared to$178B in 2021,growing$49B in one year,”TechCrunch,February 2,2022.2 Deloitte,“Cloud Case studies:End-to-end cloud native solution in oil and gas,”accessed May 19,2022.3 Duncan Stewart,et.al,“The cloud migration forecast:Cloudy with a chance of clouds,”Deloitte Insights TMT
161、 Predictions,December 7,2021.4 Deborah Golden,et.al,“An integrated cyber approach to your cloud migration strategy,”Deloitte Insights,March 2,2021.5 Brian Campbell,et al,“Reimagining digital transformation with industry clouds,”Deloitte Insights,November 23,2021.6 David Linthicum,et al,“The future o
162、f cloud-enabled work infrastructure,”Deloitte Insights,September 23,2020.7 David Linthicum,“Cloud native confusion continues,”InfoWorld,March 4,2022.46Acknowledgements030204010302A research effort of this size requires the collaboration of many,without whom this project would not be possible.The aut
163、hors would like to thank our Deloitte leaders and subject matter experts:Ranjit Bawa,Nicholas Merizzi,Brian Campbell,David Knight,Bob Hersch,Lars Cromley,Mike Kavis,Beena Ammanath,Deborah Golden,and Vikram Kunchala.We would also like to thank the core research project team:Jodie Stern,Hannah Suher,K
164、aneez Fizza,Lisa Beauchamp,Kassandra Rhoads,Saurabh Rijhwani,David Levin,Jonathan Holdowsky,Siri Anderson,Andy Bayiates,Michael Lim,Lily Miskimmin,Kylie McDonald,Adrienne Zwiener,Claire Melvin,Colleen Page,Kayla Colaianni,Tracy Fulham,Jennifer Anderson,Rachel Kule,Matt Kule,Shelley Pfaendler,Taylor
165、Graham,Mike Nash,Scott Woodward,Jaya Gopalan,and James Boise.47About the authors030204010302Cathleen DomesChief Operating OfficerCloud ServicesDeloitte Consulting LLPAs chief operating officer of Deloittes Cloud businessand previously as the managing director who was instrumental in standing up Delo
166、ittes Analytics offeringsCathleen has cemented her position at the forefront of Deloittes largest and most important investments.She executes on some of Deloittes most strategic initiatives and is at her best when creating new businesses for Deloitte,which affect large-scale change in the world of b
167、usiness.Name one of Deloittes largest transformation and modernization efforts,and youre apt to find Cathleens footprints.Her experience with Deloitte spans more than 25 years.Cathleen loves to serve clients across industries and her expertise includes cloud,digital transformation,and analytics,to n
168、ame a few.Cathleen is a leading woman in technology and with three children is helping pave a path for other women in the industry to be felt for decades to come.David Linthicum Chief Strategy OfficerCloud ServicesDeloitte Consulting LLP As the chief cloud strategy officer for Deloitte Consulting LL
169、P,David is responsible for building innovative technologies that help clients operate more efficiently while delivering strategies that enable them to disrupt their markets.David is widely respected as a visionary in cloud computinghe was recently named the number one cloud influencer in a report by
170、 Apollo Research.For more than 20 years,he has inspired corporations and start-ups to innovate and use resources more productively.As the author of more than 13 books and 5,000 articles,Davids thought leadership has appeared in InfoWorld,Wall Street Journal,Forbes,NPR,Gigaom,and L.Prior to joining D
171、eloitte,David served as senior vice president at Cloud Technology Partners,where he grew the practice into a major force in the cloud computing market.Previously,he led Blue Mountain Labs,helping organizations find value in cloud and other emerging technologies.He is a graduate of George Mason Unive
172、rsity.Diana Kearns-ManolatosSenior ManagerCenter for Integrated ResearchDeloitte Services LPDiana is a senior manager in the Deloitte Center for Integrated Research where she analyzes market shifts and emerging trends across industries.She leads Deloittes global digital transformation research and f
173、ocuses on topics including digital strategy,cloud,AI,cyber,blockchain,IoT,experiential technologies,and the future of workforce.Additionally,she draws on more than 15 years of award-winning marketing communications expertise to align insights with business strategy.She speaks on technology and women
174、 in leadership and holds a bachelors degree and a masters degree from Fordham University.Jay ParekhAssistant ManagerCenter for Integrated ResearchDeloitte Services LP Jay is an assistant manager with the Deloitte Center for Integrated Research.He has over seven years of experience in research and an
175、alysis focused on emerging technologies and digital innovations related to cloud,AI,cyber,blockchain,augmented&virtual reality,and other advanced technologies.He specializes in applying quantitative and qualitative research techniques to enable data-driven insights.He holds a bachelors degree in eng
176、ineering and a masters degree in management from Mumbai University.Chris Thomas US Banking Sector LeaderCloud ServicesDeloitte Consulting LLP Chris is a principal in Deloitte Consulting LLPs global technology practice and is the US banking sector leader for Cloud.He brings 20 years of strategy consu
177、lting and hands-on transformation experience in the cloud and core technology infrastructure domain,specializing in financial services.Chris has extensive experience partnering with senior executives to develop and implement large scale technology transformations,cloud-centric operating models,strat
178、egic cost optimizations,global outsourcing programs,and workforce of the future initiatives.He brings a perspective that humans and machines must develop a symbiotic relationship,each with specialized skills and abilities,in a unified workforce that delivers multifaceted benefits to the business.Chr
179、is writes frequently about emerging technologies and banking,and his observations appear in Wall Street Journals CIO Journal and Deloitte Tech Trends,as well as in financial services industry forums and technology journals.He holds a B.S.from Miami University(Ohio)and a M.S.from Northwestern Univers
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