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1、Cloud computing in the Middle EastNew opportunities for companies and cloud providers Strategy&|Cloud computing in the Middle East2This thought leadership paper has been produced in collaboration between PwC and Strategy&.Together,we build our foresight on solid analytics combined with deep and dive
2、rse industry expertise.This gives us rich and surprising insights and a keen eye for new opportunities.We believe in sharing our insight and foresight so that organizations can benefit from them.At PwC,our purpose is to build trust in society and solve important problems.Were a network of firms in 1
3、52 countries with nearly 328,000 people who are committed to delivering quality in assurance,advisory,and tax services.Find out more and tell us what matters to you by visiting us at .Established in the Middle East for 40 years,PwC has 24 offices across 12 countries in the region with around 8,000 p
4、eople( refers to the PwC network and/or one or more of its member firms,each of which is a separate legal entity.Please see for further details.Strategy&|Cloud computing in the Middle East 1About the authorsStrategy&Middle EastAchilles Drettas is a partner with Strategy&Middle East,part of the PwC n
5、etwork.Based in Dubai,he is a member of the technology,media,telecommunications,and digital practice in the Middle East.He works with telecom operators and technology providers to expand their tech and digital business with enterprises.He has deep expertise in corporate and business strategies,gover
6、nance and operating models,and business-to-business(B2B)sales and marketing transformation.Nikolaos Lioulis is a principal with Strategy&Middle East.Based in Dubai,he is a member of the technology,media,telecommunications,and digital practice in the Middle East.He has more than 13 years of experienc
7、e with consulting and telecom operators,focusing on B2B technology and digital strategy and growth.PwC Middle EastRajat Chowdhary is a partner with PwCs cloud transformation practice.He has over 15 years of experience driving large-scale digital transformation initiatives across the Middle East and
8、India.He has implemented cloud strategy and transformation projects with clients in areas including oil and gas,public safety,education,defense,and the public sector.Mina Ghabbour is a partner with PwCs cloud transformation practice.He has over 23 years of experience,including in enterprise and solu
9、tions architecture,technology consulting,and platform advisory services across the Middle East and other markets.Over the last decade,he has focused extensively on leading complex cloud transformation programs in areas such as financial services,oil and gas,energy,ports and logistics,health,and the
10、public sector.Bassel El Atab,Pawan Jain,and Vikram Sharma of PwC and Hisham Elshaer of Strategy&also contributed to this report.PwC Middle EastDubaiRajat Chowdhary Partner+971-4-304-3100rajat.c.chowdhary Mina GhabbourPartner+971-4-304-3100mina.ghabbour Strategy&Middle EastDubaiAchilles DrettasPartne
11、r+971-4-436-3000 achilles.drettas Nikolaos LioulisPrincipal+971-4-436-3000 ContactsStrategy&|Cloud computing in the Middle East2The Middle East is quickly catching up to other markets in terms of cloud computing adoption.Government investments and the increasing presence of public cloud1 providers a
12、re making cloud solutions more accessible.These developments are providing organizations in the public and private sectors with a faster route to capturing value from the technology.PwC and Strategy&recently surveyed companies in the region to gauge the level of cloud impactthe first such publicly a
13、vailable research in the region(see“About the survey,”p.4).This publication summarizes our analysis and provides vital insights for cloud computing customers and Cloud professional and managed services providers(Cloud PMSPs).Specifically,our analysis indicates that cloud adoption has passed the init
14、ial adoption phase and is poised for accelerated growth.Jointly,PwC and Strategy&Middle East identify how leading companies are capturing the benefits of cloud technology,and then present key considerations for cloud PMSPs in the Middle East.CLOUD ADOPTION IS ABOUT TO TAKE OFFAlthough the Middle Eas
15、t lags behind North America and Europe in terms of cloud market maturity as measured by the size of the cloud market relative to GDP,adoption is rapidly gaining momentum,and there is ample room for further expansion.Our survey of Middle East companies reveals the following:68 percent of Middle East
16、companies plan to migrate a majority of their operations to the cloud within the next two years.To fund these initiatives,approximately four out of five companies intend to increase their cloud budget over the coming year.32 percent have started implementing the cloud in at least one area of their o
17、perations.35 percent have adopted cloud computing across multiple domains of their business and have developed their operating model accordingly.18 percent are going all in on the cloud and have scaled it throughout the business.68%76%Strategy&|Cloud computing in the Middle East3Significant growth i
18、s comingStrategy&|Cloud computing in the Middle East4About the surveyTo assess the state of cloud technology in the Middle East,PwC and Strategy&surveyed 420 technology and business leaders in Saudi Arabia and the United Arab Emirates,the regions largest cloud computing markets,across a range of ind
19、ustry sectors.This analysis is part of PwCs broader Cloud Business Assessment,which covers Europe,the Middle East,and Africa.The fieldwork was conducted in March 2023.We compared results with those of the U.S.from a 2022 survey.We excluded organizations with no cloud adoption plans and those whose l
20、eaders were uncertain about their reasons for not adopting cloud technology.That growth creates a significant opportunity for cloud providers.If the Middle East were to catch up with Europe in terms of market maturity,our analysis suggests that cloud providers could potentially secure approximately
21、US$5.6 billion in new revenue.If the Middle East were to match North America in maturity,the new revenue potential could be closer to$14 billion.Notably,a substantial 73 percent of companies in the region utilize multiple public cloud providers.Even companies with a primary provider often employ oth
22、ers for specialized purposes,creating ongoing opportunities for vendors to access new customer segments.Furthermore,companies are moving beyond a simple migration(“lift and shift”)of existing workloads to the cloud,which is often the initial step in a cloud adoption journey.According to our survey,9
23、0 percent of organizations have moved at least to the next phase:modernizing applications to take full advantage of cloud opportunities or developing new cloud-native applications(see Exhibit1).These measures tend to create more value and result in a quicker return on investment.Strategy&|Cloud comp
24、uting in the Middle East 5A combination of migration,modernization,andcloud-native applications to change the businessDeveloping new cloud-native applications and business models built on the cloudModernization and rewriting applications to take advantage of the cloudMigration,moving existing worklo
25、ads to the cloudQuestion:Which of the following best describes your current focus in implementing cloud technology?1 Middle East compared with U.S.organizationsEXHIBIT 1Most companies in the region are modernizing their applications to capitalize on the technology 1 Excludes organizations that were
26、unsure or did not answer.Source:PwC and Strategy&,Cloud Business SurveyMiddle East edition,2023U.S.organizationsMidde East organizationsStrategy&|Cloud computing in the Middle East6Case in point:Approximately 40 percent of the companies in our survey have already realized measurable value from their
27、 cloud initiatives,and they expect larger gains in the future.When asked about specific sources of value already captured through cloud implementation,respondents pointed to intangibles such as enhanced stakeholder trust(cited by 41 percent of respondents)and improved decision making(40 percent).A s
28、maller number said that they had experienced an increase in profitability(34 percent)or new revenue streams(30 percent)(see Exhibit 2).Already achieved measurable valueExpect to achieve measurable value in the next 12 monthsDo not expect to achieve measurablevalue in the next 12 monthsNote:Totals ma
29、y not sum due to rounding.1 Excludes organizations that were unsure or did not answer Source:PwC and Strategy&,Cloud Business SurveyMiddle East edition,2023Question:Which of the following best describes how cloud technology is,or is not,delivering measurable value in your organization?1 Cloud techno
30、logy delivering measurable valueEXHIBIT 2Organizations report greater value thus far from intangiblesEnhanced stakeholder trustImproved decision makingCost savingsEnhanced customer experienceIncreased productivityFaster time to marketImproved cyber postureIncreased agilityInnovation in products and
31、servicesImproved profitabilityImproved resilienceNew revenue streamsCloud-powered companies in the Middle East still have room for improvement when it comes to capturing value.Strategy&|Cloud computing in the Middle East 7Strategy&|Cloud computing in the Middle East8CLOUD-POWERED COMPANIES LEAD THE
32、WAY IN SEIZING THE VALUE OF THE CLOUDOur analysis has identified a distinct group of“cloud-powered”companies that consistently outperform peers in terms of value realization from cloud transformation.We define cloud-powered companies as those in the top quartile in achieving measurable value from th
33、e technology.This group is two to three times as likely as non-cloud-powered companies to be achieving measurable value in any given area covered by our survey(see Exhibit 3).Members of this group are also nearly three times as likely as their counterparts to have fully embraced cloud technology and
34、 integrated it comprehensively throughout their business operations.We uncovered a statistically significant correlation between cloud impact and revenue performance.Indeed,88 percent of cloud-powered companies have reported an increase in revenue over the past six to nine months.In contrast,among c
35、ompanies not categorized as cloud-powered,only 76 percent have experienced such revenue growth.Despite their strong performance,cloud-powered companies in the Middle East still have room for improvement when it comes to capturing value.Consider that cloud-powered companies in the U.S.are even more a
36、dept at extracting value in all areas.Cloud-powered companies in the Middle East do face certain challenges in realizing measurable value from cloud technology.However,many of these challenges are external,and organizations can address them with vendor support.For instance,47 percent of cloud-powere
37、d companies said they experienced problems related to cloud providers,such as concerns about service quality.In contrast,non-cloud-powered companies were more inclined to attribute their challenges to such internal factors as budget constraints,limitations in technologycapabilities,and leadership is
38、sues.88 percent of cloud-powered companies have reported an increase in revenue over the past six to nine months.47 percent of cloud-powered companies said they experienced problems related to cloud providers.88%47%Strategy&|Cloud computing in the Middle East 9Question:Which of the following best de
39、scribes how cloud technology is,or is not,delivering measurable value in your organization?Cloud-powered versus non-cloud-powered realization of measurable valueEXHIBIT 3Cloud-powered companies are more likely to capture all aspects of valueU.S.cloud-powered companiesMiddle East cloud-poweredcompani
40、esMiddle East all companiesMiddle East non-cloud-powered companiesSource:PwC and Strategy&,Cloud Business SurveyMiddle East edition,2023Strategy&|Cloud computing in the Middle East10KEY ACTIONS HELP ORGANIZATIONS ACHIEVE THE FULL VALUE FROM THE CLOUDTake a holistic and unwavering approach to cloud c
41、omputingCloud-powered companies outperform by not following a linear path from workload migration to asset modernization to cloud-native development.Instead,they adopt a holistic approach,driven by a well-defined vision and supported by a robust architectural road map and governance framework aligne
42、d with specific business goals.Cloud-powered companies are more likely to deploy the cloud for a combination of uses(see Exhibit 4).This enables them to prioritize infrastructure strategies and migration methods on an application-by-application basis,ensuring effective value creation.It is crucial t
43、o avoid shortcuts in planning migration strategies,as these can diminish potential value and lead to the accumulation of technical debt,2 which is costly to address later.The question naturally arises:What is the secret to the success of cloud-powered companies?Our analysis revealed four actions the
44、y take that make a difference between cloud-powered companies and those that have yet to fully exploit the cloud.Build stronger alliances across the C-suite early on Emphasize cloud controls and governanceTake a holistic and unwavering approach to cloud computingDevelop a formal data,analytics,and a
45、rtificial intelligence strategyStrategy&|Cloud computing in the Middle East 11A combination of migration,modernization,and cloud-native applications to change the businessQuestion:Which of the following best describes the primary reason your organization is using cloud technology?EXHIBIT 4Cloud-powe
46、red companies are more likely to deploy the cloud for a combination of usesBuild stronger alliances across the C-suite early onCloud-powered companies excel at building strong alliances within the C-suite,encompassing both business and technology roles.These alliances facilitate a unified approach t
47、o cloud transformation closely tied to business objectives.Chief information officers and technology teams in these companies recognize that transformation is a collective effort.Hence,they establish these alliances with key business functions at the earliest stages of planning,budgeting,and require
48、ment gathering.10%29%29%32%10%42%28%19%Cloud-poweredNon-cloud-poweredSource:PwC and Strategy&,Cloud Business SurveyMiddle East edition,2023Developing new cloud-native applications and business models built on the cloudModernization and rewriting applications to take advantage of the cloudMigration,m
49、oving existing workloads to the cloudStrategy&|Cloud computing in the Middle East12Emphasize cloud controls and governanceAcross all the areas we evaluated,we found that cloud-powered companies are more advanced than other companies when it comes to adopting leading practices in cloud governance,ris
50、k,and controls.For example,they are more likely to have resources dedicated to cloud governance,formal and distinct cloud controls,and robust evaluations of shared responsibility with cloud providers.In their efforts,they focus on a variety of issues,including cybersecurity,data privacy,and complian
51、ce.However,even within this group there is room for improvement,as evidenced by a comparison with cloud-powered companies in the United States.Realizing the full benefits of cloud-based services and maintaining compliance with security and privacy standards hinges on organizations applying clearly d
52、efined processes and strict discipline in how they deploy cloud computing,and doing so daily.It is essential to adhere to the principles of scalability,usability,and automation.Every permitted exemption,work-around,or one-off solution increases friction and imposes additional effort that will preven
53、t scarce resources from creating more value in the future.Develop a formal data,analytics,and artificial intelligence strategy Executives at cloud-powered companies understand the all-too-common issue of siloed,untapped,and ungoverned data.This being the case,cloud-powered companies are much more li
54、kely to have an enterprise-wide data strategy than other companies(73 percent versus 42 percent).That means they develop a streamlined architecture to modernize their data into an integrated view,create governance structures,and develop the necessary skills and operational changes needed to become d
55、ata-driven organizations.They also tend to choose technologies specifically designed to work with multiple public cloud providers for a variety of data,analytics,and artificial intelligence services,indicating that they prioritize flexibility and want to avoid being locked into working with any part
56、icular public cloud provider.Strategy&|Cloud computing in the Middle East13CONSIDERATIONS FOR CLOUD PMSPsOur analysis also holds implications for Cloud PMSPs in the region.There are five key considerations for Cloud PMSPs that want to remain competitive and meet changing customer demands.Embrace clo
57、ud-native technologiesAn impressive 90 percent of the organizations in our survey have moved beyond simple“lift and shift”of workloads to the cloud.They are actively modernizing existing applications or developing new cloud-native applications to realize the advantages of scalability,agility,and cos
58、t savings.Notably,53 percent of the organizations plan to focus more on cloud-native development in the next 12 months.Cloud PMSPs must adopt cloud-native technologies.That entails enhancing their expertise in technologies such as Kubernetes,3 Docker,4 and serverless computing platforms,5 as well as
59、 developing proficiency in managing infrastructure and deployment pipelines that support cloud-native applications.Embrace cloud-native technologiesDifferentiate through the industry cloudMake security a core offeringPartner with public cloud providersFocus on unique strengthsOur survey underscores
60、the abundant opportunities available to Cloud PMSPs,across a diversity of services throughout the value chain,customers of varying sizes,and multiple industry sectors.Differentiate through the industry cloudA noteworthy 20 percent of survey participants said they intend to adopt industry cloud solut
61、ions in the next year.Industry cloud platforms integrate traditional cloud platforms and solutions services with tailored,industry-specific functionality to accelerate time to value and minimize complexity.Cloud PMSPs with strong industry expertise can play an active role in shaping modern cloud arc
62、hitectures by neatly integrating best-of-breed vendor solutions and industry-specific components,using common data models,cross-cloud connectors,workflows,and application programming interfaces.Make security a core offeringInadequate cyber and privacy controls are the number one barrier to value,acc
63、ording to the respondents to our survey(34 percent included this barrier among their top three barriers).Therefore,Cloud PMSPs must prioritize security as a core offering and incorporate it into every facet of their services.By providing robust security controls and data privacy measuresand offering
64、 key services such as managed threat detection and response,regular security audits,and vulnerability assessmentsCloud PMSPs can instill confidence in their customers.A proactive approach to security helps build trust and sets Cloud PMSPs apart in the market.Partner with public cloud providersAmong
65、survey respondents,72 percent use multiple public cloud providers.Specifically,58 percent of respondents use one primary provider and others for specialized purposes,whereas 14 percent use a variety of public providers for different purposes without a dominant vendor.The average number of public clo
66、ud providers varies,from 2.9 for small to medium-sized businesses to 3.4 for large and very large companies.In this context,Cloud PMSPs are likely to opt for multi-cloud positioning.6 Cloud PMSPs beware!A multi-cloud approach increases complexity,requires deep understanding of the offerings and spec
67、ifics of each public cloud provider,and can complicate relationships with them.Thus,expanding partnerships with public cloud providers over time may be a more prudent approach.Focus on unique strengths Our survey underscores the abundant opportunities available to Cloud PMSPs,across a diversity of s
68、ervices throughout the value chain,customers of varying sizes,and multiple industry sectors.The opportunities require a wide range of capabilities,but focusing solely on a particular service or customer segment may limit opportunities for deeper customer engagement.Cloud PMSPs must carefully evaluat
69、e these trade-offs and define their way to play based on market demand along with existing capabilities and investment capacity.Strategy&|Cloud computing in the Middle East14Strategy&|Cloud computing in the Middle East15The Middle Easts cloud journey offers possibilities for innovation,growth,and tr
70、ansformation.By taking a holistic,well-planned approach to cloud migration,public-sector and private-sector organizations can achieve significantly higher value from their cloud transformation.For Cloud PMSPs,the opportunity is even greater,with the opportunity for billions of dollars in new revenue
71、.CONCLUSIONStrategy&|Cloud computing in the Middle East161.The cloud in this report refers to computing infrastructure managed by a third party.The public cloud is third-party computing infrastructure provided and managed by hyperscale cloud service providers.2.Technical debt refers to the accumulat
72、ion of inefficient design and development choices in software,which require disproportionate future work to address and improve,leading to increased costs and complexity.3.Popular open-source container orchestration platform.4.Platform automating deployment and management of applications within cont
73、ainers.5.Serverless computing is a technology enabling event-driven execution of software functions without the need for management of underlying infrastructure.6.Positioning as a professional and managed services provider that enables transition and operation in a multi-cloud computing environment.
74、ENDNOTESStrategy&|Cloud computing in the Middle East 17Strategy&Strategy&is a global strategy consulting business uniquely positioned to help deliver your bestfuture:one that is built on differentiation from the inside out and tailored exactly to you.Aspart of PwC,every day were building the winning
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77、ategy that gets an organization through the changes of today and drives results that redefine tomorrow.Its the strategy that turns vision into reality.Its strategy,made the latest Ideation Center insightsConnect with Strategy&Middle E with Strategy& 2023 PwC.All rights reserved.PwC refers to the PwC
78、 network and/or one or more of its member firms,each of which is a separate legal entity.Please see for further details.Mentions of Strategy&refer to the global team of practical strategists that is integrated withinthe PwC network of firms.For more about Strategy&,see .No reproduction is permitted in whole or part without written permission of PwC.Disclaimer:This content is for general purposes only,and should not be used as a substitute for consultation with professional