Next Generation Data centre Cycle III - it's the nuances that matter

7/29/2019 Next Generation Data centre Cycle III - it's the nuances that matter

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Copyright Quocirca 2013

Clive Longbottom

Quocirca Ltd

Tel : +44 118 948 3360

Email:[email protected]

Bob Tarzey

Quocirca Ltd

Tel: +44 1753 855794

Email:[email protected]

Next Generation Data centre Index

Cycle III

Following on from previous cycles of research in February and November 2011,a third cycle of the next generation data centre research covering 10 regions

shows that improvements are stalling but uncovers some interesting nuances.

March 2013

This third cycle of the next generation data centre (NGD) research,

sponsored by Oracle, shows that progress in how organisations are

preparing for changes in the way ITC is used to support their businesses has

stalled for many organisations. However, detailed analysis shows how those

who are investing in certain areas and just changing the mind-set of how

they approach ITC are well ahead of those who are just trying to save

money.
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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Next Generation Data centre Index Cycle III

Following on from previous cycles of research in February and November 2011, a third cycle ofthe next generation data centre research covering 10 regions shows that improvements are

stalling but uncovers some interesting nuances.Overall,

improvements in

Index scores are

muted

Improvements between Cycle II and Cycle III show little movement at the overall NGD Index level.

Budgetary constraints continue to bite and minimise the capacity for organisations to make any

major investments in their IT and data centre. In many cases, this could be storing up issues,

leaving the business in a poor position when better times do come through or even putting the

business in a position of fighting for survival due to inadequate IT capabilities.

Flexibility is up

slightly,supportability is flat,

but sustainability is

up

With the sub-index scores, supportability has fallen back ever so slightly (flat within the statistical

accuracy of the research). Flexibility has improved somewhat, but sustainability has grown the

most. It is unlikely that this is down to any desire to be strategically carbon neutral. It is far more

likely to reflect the need to gain greater control over energy usage and costs and to avoid carbon

taxes put in place by governments.

IT/business

alignment is a core

aspect

Organisations that have poor alignment between the business and IT score badly in the index

on average, those with no alignment score half as well as those where IT and the business work

hand-in-hand. Getting the business and IT to work together requires no capital outlay and little

operating cost. IT needs to be able to talk the business language and respond to requirements

in a meaningful manner, but the results are clear: those who are willing to make the change will

find themselves better positioned as to the flexibility of their IT platform in supporting the

business needs.

Tooling is anothercore requirement

Those organisations that have little or no tooling in place to monitor, measure and report onwhat is happening on their IT platforms again score around half as well as those who have the

requisite tooling in place. Only through being able to measure what has happened and what is

happening can real visibility be gained on what is likely to happen and so be able to advise the

business accordingly. Having the right tools in place can pay for itself very rapidly, and will

continue to provide direct financial benefits for IT and the business.

Although it appears

that organisations

are pulling back from

the use of external

data centres, other

aspects have to beconsidered

At first glance, it looks as if there has been a move away from using external data centre facilities.

However, multiple aspects of the timing of the research such as the second cycle being carried

out when there was considerable activity in running proof of concept (PoC) projects on cloud,

plans in the third cycle for moving back in-house due to perceived performance and data security

issues as well as the emergence of software as a service (SaaS) will all have had an impact on

the measurements of the results here.

ConclusionsFinancial reality appears to have hit home, with organisations realising that the current economic climate is going to be here with us

for some time. The inertia of IT budgets now means that the third cycle of research has been carried out after the initial knee-jerk

reaction, but before longer-term strategic budgeting is likely to have come to the fore. The greater findings from the research are

hidden within the detail and it is here where we see the problems beginning to build for organisations as IT investments are left on

the back burner and existing platforms and facilities become less capable of supporting the business.


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Background

Virtualisation is now a mainstream technology. Cloud computing is passing from proof of concept (PoC) projects intobeing used for run-time workloads in private, public and hybrid clouds. Bring your own device (BYOD) is happening

whether organisations like it or not and is resulting in further consumerisation of IT through the emergence of bring

your own software (BYOS) as employees download interesting applications from the various app stores available on

their new devices. Big data is creeping onto the scene, further stressing how IT departments have to look at supporting

the changing needs of the business.

However, with the technical world changing so rapidly, the global economic climate continues to be bad. Several

countries have gone through double-dip recessions and few organisations are looking to increase spending markedly

through 2013. This raises the issues of how can the IT function make sure that it provides a flexible technical support

platform for the business when the cry from on high is do more with less?

The first Cycle of this research, carried out in early 2011, coincided with recessionary pressures on a worldwide basis

outside of the high-growth BRIC (Brazil, Russia, India, China) economies. The second Cycle of research, carried out in

November 2011, coincided with organisations realising that the economic climate was not improving and so having

to make deeper cuts in overall spending. The third Cycle, carried out in October 2012, coincided with continuing

problems in the Eurozone, uncertainty in the banking sector leading to less lending taking place and organisations

having to come to terms with the realisation that lower expenditure was now going to have to be strategic for the

foreseeable future, rather than just a tactical move to get them through the tough times.

Note that due to changing the core countries covered, the figures presented throughout this report will not necessarily

agree with those shown in the equivalent report covering the first Cycle research (http://quocirca.com/reports/593/).

However, they will compare with the findings shown in the second report (http://quocirca.com/reports/654/), as

these were all normalised to cover the core regions. Where analysis brings out points worth covering, details on

Ireland and Russia (the two countries added as of Cycle II) will be covered in this report.
http://quocirca.com/reports/593/http://quocirca.com/reports/593/http://quocirca.com/reports/593/http://quocirca.com/reports/654/http://quocirca.com/reports/654/http://quocirca.com/reports/654/http://quocirca.com/reports/654/http://quocirca.com/reports/593/


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question asked or statement provided to an interviewee to match against, a score between 0 and 10 could be

calculated. By averaging these scores out, the series of sub-indices could be created at a per-respondent level, and

these could then be averaged out to provide overall sub-index scores.

These three areas, each of which results with a sub-index score, are:

Data centre flexibility how well is the existing data centre monitored, measured and controlled, and how

easy is it to introduce new equipment, new technical architectures and new workloads into the existing data

centre environment?

Data centre sustainability how efficient and effective is the existing data centre environment, and how

core does the business view the sustainability of its technical environment?

Data centre supportability Looking at how well the existing data centre facility provides support to the

organisation through availability, being able to plan for future workloads and how well it is aligned with the

organisations strategy.

From these three sub-indices, an overall score for each respondents next generation data centre (NGD) index was

calculated.

The fourth section of the interview was changed in this cycle of the research. Whereas Cycles I and II looked at cloud

computing, this time the section covered views on big data. These results have not been used within the main NGD

index calculation. These results do provide interesting and valuable information on organisations understanding and

thoughts on big data across a broad range of respondents, and will be presented in a separate Quocirca report.

Overall Index findings

Overall, the main Index improved from a score of 5.58 to 5.64. This compared to a score from Cycle I of 5.21. As can

be seen, between Cycles I and II there was an improvement of 7.1%, but only a 1.1% improvement between Cycles II

and II.

Underlying these figures are the changes in the sub-indices (see Figure 1). The sustainability sub-index improved

between Cycle II and III from 5.64 to 5.79; the flexibility sub-index improved from 5.46 to 5.53; but the supportability

sub-index fell from 5.64 to 5.62. The large improvements that were seen between February and November 2011 have

not been replicated between November 2011 and October 2012.

In Quocircas view, the rise in the sustainability sub-index score is unlikely to be around any strategic investments

from organisations to improve their standing as good citizens when it comes to carbon footprint. What it is far more

likely to represent is investment in ways to lower energy usage to try and gain control over an unpredictable but

inexorably rising variable cost, combined in certain geographies with the need to minimise government taxes being

levied on the carbon output of large organisations.

The lack of improvement in other areas is likely to be financial inertia. In February 2011, although the banking crisis

that started in 2008 was in full swing, corporate budgets were still relatively unscathed. Large projects, such as desktop

refreshes and server upgrades had been put on hold, but IT investment for new projects deemed to be critical to an

organisations success were still being funded. This carried IT departments through to the end of 2011, when the

longer-term nature of the financial situation was apparent to all, and corporate budgets were being squeezed. IT

departments found that even critical projects were now having to be more firmly supported, and many such projects

were added to the pile of work to be done when the situation improved.

This progression is shown in Figure 2. Here, the reasons for any planned investments in data centres are shown. Across

all three Cycles, the need for consolidation is the biggest reason, showing how virtualisation is impacting the amount


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of IT equipment an organisation is having to manage under its own auspices, as well as the impact of sourcing

functions from external cloud platforms.

Figure 1: Overall index scores

Figure 2: Reasons for data centre investments

In Cycle I, the second highest priority was to support business growth whereas in Cycles II and III, this drops

dramatically as financial inertia begins to catch up and organisations move more toward a survival strategy, rather

than a growth one.

4.8 5 5.2 5.4 5.6 5.8

Data centre flexibility

Data centre sustainability

Data centre supportability

Index average

Cycle III Cycle II Cycle I

0 100 200 300 400

We have no new data centre investments planned

Limitations of existing facilities

Need for consolidation

Need to support business growth

Age of existing facilities

Replace facilities on a rolling basis

Move to new technical architecture



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Cycle I also showed that the need to move to a new technical architecture was a driver for change again, this has

dropped in Cycles II and III. However, Quocirca does not believe that this is due to a lack of investment, but reflects

the fact that many organisations have now implemented a higher degree of virtualisation in their data centres and so

do not see the need as yet for further changes to the platform that would require significant investment in the

data centre itself.

However, organisations are waking up to the fact that older-style data centres may not provide the core capabilities

that will be required in the future to support the business. The limitations and age of existing facilities have grown as

reasons for data centre investment from Cycle I. The growing awareness of the impact of virtualisation, cloud and

new network topologies, such as fabric networking and software defined networks (SDN), are having an impact on

how IT and facilities management see the future of the data centre.

The biggest growth, however, has been in those who have no new data centre investments planned. There are two

aspects to this between the Cycles, those who were planning investments will have made those investments and

will now regard themselves as being in a position where extra investments are for a longer term in the future.

However, there are also those who would like to invest more in the data centre but cannot, due to limitations on

spend caused by the economic climate. In Quocircas view, the latter will outweigh the former, and organisations will

suffer as their IT platforms become more and more of a constraint on the flexibility of the business.

Other analysis

As there has been little overall change between the sub-index and main index scores between Cycle II and Cycle III,

this report will concentrate on some of the interesting correlations that have been identified while analysing the

research findings.

Firstly, the three Cycles of research have shown that there has been a continuing gap between the business and the

IT function (see Figure 3). There has been a slight improvement over the three Cycles, but it is still the case that nearly

12% of organisations see the IT function essentially as a supplier, with no linkage between the organisation and IT. A

further 29% only involve IT when the business decision has been made. This command and control model means

that IT has little input into the business decisions, and will always be on the back foot when it comes to helping the

business.

The major impact of this gap between the business and the IT function is shown in Figure 4. Those where IT is not

involved at all in the business score, on average, 50% of the index score for those where the business and IT work very

closely together. Quocirca advises that this should also be a warning for those looking to outsourcing their IT functions.

It may be OK to outsource the grunt work of carrying out updates, patches and general maintenance, but the strategy

of IT has to remain a corporate issue in order to gain the required technical support for the business needs.

The interesting result here is that this is not something that requires any major financial investment. This lack of

involvement of IT within the business decision-making process is far more of a mind-set issue and this can beaddressed through the business and IT working more closely together. Results will not be immediate, as both sides

will have to moderate their approaches somewhat, but by aligning the direction of the technical platform with the

business needs, a far more strategic direction will be taken, and positive results will become apparent over time

and will continue to give value through better flexibility and response to the dynamic needs of the business.


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Figure 3: How much alignment is there between the organisation and IT?

Figure 4: Correlation between business/IT alignment and overall index scores

0% 5% 10% 15% 20% 25% 30% 35%

There is little alignment between the organisation and

IT

The organisation dictates its needs to IT and we

respond as best we can

The organisation and IT work closely together to create

common plans for how IT will support the organisation

The organisation receives regular reports on what IT is

doing to support the organisations priorities

The organisation has full, dynamic visibility of how IT

supports the business through full business

dashboards


0 2 4 6 8

There is little alignment between the organisation

and IT

The organisation dictates its needs to IT and werespond as best we can

The organisation and IT work closely together to

create common plans for how IT will support the

organisation

The organisation receives regular reports on what

IT is doing to support the organisations priorities

The organisation has full, dynamic visibility ofhow IT supports the business through full

business dashboards


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At a technical level, the research shows similar correlations. Those organisations that do not have the capability to

monitor, measure and predict their needs struggle against those who have such tools in place.

Figure 5: Usage of tools to be able to predict future workload requirements

Figure 5 shows that there has been some improvement across the three Cycles but not as much as would be hoped

for. The majority (55%) are still basing their future workload predictions on guesstimates a poor way to try and

support an organisation, particularly in bad economic times when the business really needs to be in a position to try

out new things quickly and often to see if they work and, if not, be able to dispose of the workload (and free up its

dependent hardware, operating systems, application platforms and so on) as rapidly as possible.

Again, the correlation between those who have a greater capability to accurately predict future requirements and

those who rely on guessing is stark (see Figure 6). Again, those with little capability score close to half the scores of

those who have the tooling in place to be able to predict their needs.

0% 10% 20% 30% 40%

Very little we will deal with things as they come

along

We try to second guess, but often get it wrong

We try to second guess and get it right more

often than not

We use straight line predications based on

historical usage

We use advanced analytics based on a mix of

historical usage patterns and stated future

business plans to predict future states



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Figure 6: Correlation between capability to predict future workload needs and overall index scores

The lack of tooling (reflected here and in responses to similar questions on the visibility of existing workloads within

the business and how organisations respond to issues in the IT environment) leads to other problems. A large

proportion of an organisations IT budget is used up in purely keeping the lights on dealing with the basic tasks of

updating and patching applications, installing software and dealing with change requests and help desk calls.

Quocircas previous research showed that this could be as much as 80% for organisations where IT and the business

were not well aligned or as low as 30% for organisations where IT and the business worked hand-in-hand.

This has major opportunities for an organisation. Imagine a 10m IT budget, and that 80% of this is going to keeping

the lights on - 8m Euros is being spent on activities that are not business-related. By investing in tools that can

automate issue resolution, patches and updates and provide self service capabilities to users, this could be moved to

being, say, 60% - just6m.2m has been freed up this should be more than enough to have paid for the tools

required, provides a better platform where an NGD score should be higher, and provides money for more targeted ITinvestment and for the organisation to apply against its bottom line.

This is just one example of where a small up-front investment can pay for itself very rapidly and provide on-going

savings along with a more flexible and dynamic technology platform for the business itself.

0 2 4 6 8

Very little we will deal with things as they

come along

We try to second guess, but often get it

wrong

We try to second guess and get it right more

often than not

We use straight line predications based on

historical usage

We use advanced analytics based on a mix of

historical usage patterns and stated futurebusiness plans to predict future states


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Vertical findings

As with the geographic findings, there has been little change between Cycle II and Cycle III (see Figure 8). Those

verticals that run large technical infrastructures Telcos and Utility companies come out top, with high scores

throughout the research in areas such as adoption of virtualisation and tooling to monitor, manage and report on

workloads. Mass retail continues to suffer from low margins and a lack of investment, while the public sector is

blowing with the prevailing political winds, which at the moment are blowing from the austerity direction, minimising

the chances of effective IT platforms being invested in here.

Figure 8: Index scores by vertical

Out of all the verticals covered, few made any great strides forward between Cycle II and Cycle III of the research.Utilities grew from a strong position, with Healthcare growing from a middling position and Retail from a low position.

Others essentially stood still or fell back slightly.

0 1 2 3 4 5 6 7

Public Sector

Retail

Media

Healthcare

Financial Services

Utilities

Telco



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The data centre bounce

One finding from the research was that, from Cycle I to Cycle II, there had been a move to the greater use of externaldata centre facilities. However, in Cycle III, this trend seemed to have reversed (see Figure 9). Between Cycle I and

Cycle II, Quocirca expected to see a degree of rationalisation of data centre usage as co-location and cloud usage came

into the mix. However, at first appearance, it then looks as if between Cycle II and Cycle III organisations have pulled

back from this move to external data centres and are bringing these facilities back in-house.

Figure 9: Data centre mix

Although there will undoubtedly be some cases of this where a move to an external facility has not gone well, it is

unlikely that this has been the case on a more widespread basis. For others, proof of concept (PoC) cloud projects

would have been carried out via external providers, such as Amazon Web Services. Once the PoC had completed and

deemed to be a success, the decision would have to be made as to whether the service would continue to be run

outside the organisation, or brought back in-house. For some, performance may not have met expectations; for

others, governance, risk and compliance (GRC) needs may have dictated a need to bring the data back in-house. Yet

others may have found that the contractual details of moving from a PoC to a full run time environment meant that

pulling things back into the private data centre reduced operational or corporate risk. Yet others may well have

planned to place the run time environment on a private cloud anyway, but that the ready availability of third-party

cloud platforms meant that testing could be done far more effectively on these platforms while the internal cloud was

being put in place.

The other aspect that will impact the dynamic of data centre reporting is in the greater adoption of software as a

service (SaaS). In February 2011 (the timing for the first Cycle of research), there were a few major SaaS players

around, but most large organisations were still looking at continued use of on-premise applications. By November

2011 (the timing for the second Cycle of the research), cloud was being tried out through the use of infrastructure as

a service (IaaS) and platform as a service (PaaS), with the control of the applications still being in the hands of the IT

department. In these cases, the data centre facility was still something that had to be taken into account by IT they

still had to understand how the infrastructure or platform they were using worked. Therefore, I/PaaS would be

presented back in the research as an external data centre facility.

0% 10% 20% 30% 40% 50%

Mix - several in-house plus external

Mix - one in-house plus external

Several in-house only

Single in-house

Cycle 3 Cycle 2 Cycle 1


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However, in the past year, even the major software vendors have started to make moves to a SaaS model as it has

become more acceptable to organisations of all sizes. SaaS is a pure provisioning model the SaaS provider has the

responsibility for nearly all aspects of the technology, with IT becoming the mediator between the users and the

SaaS service. In this case, the place where the service comes from is unlikely to be seen as being a data centre facility.

Therefore, this perceived bounce of data centre usage is not what it may first seem to be organisations are likely

to be using a lot of external data centres, but as they have no responsibility for any aspect of the facility or its

technology, they do not report them into the research.


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Conclusions

Although the increase in the overall NGD index score was modest over the period between Cycle II and Cycle III of theresearch, this is to be expected. The economic climate is not conducive for organisations to make large investments

in new IT equipment and data centre facilities, and this is reflected in the plateauing in the index scores. However, the

rising and variable cost of energy is still attracting attention from organisations, and this is reflected in the growth in

the sustainability sub-index.

It is in the detail where the main findings are for this research there has been a change from seeing supporting

business growth as a driver for change in the data centre to one where the existing data centre is seen as being unfit

for the future, as the true impacts of virtualisation and cloud are seen in areas such as power distribution, equipment

cooling and backup power supplies.

There are also marked correlations between how IT is viewed by the business and how well IT supports the business

and how well prepared the IT department is to monitor, measure and report on technical workloads and therefore

predict future needs. Whereas the second of these areas requires investment in tools and in the infrastructure to run

the tools, the first requires nothing more than IT and the business ensuring that both parties are involved in decision-

making. For IT, this may mean changing the way they talk, moving from the use of technical jargon to a higher level

of business-speak, couching requests for IT investment in terms of providing new revenue opportunities, less

customer churn, lowering corporate risk or even (for example, in the case of investing in virtualisation) cost savings in

energy usage and better management of the carbon footprint of the organisation to meet both legal (possibly taxable)

requirements and also the organisations corporate social responsibility (CSR) statements.

The poorer performance of the Eurozone countries has to raise flags for the economic bloc. Lack of solid action around

the Euro, with the likes of Greece stumbling from one political impasse to another, with Italy being split with a large

number voting against austerity and little being done in other countries to try and gain any level of control over their

debt levels, means that all countries in the Eurozone are being impacted. Even the powerhouse of Germany has stalled

when it comes to data centre investments, while those remaining outside of the Eurozone are, on the whole, showing

improvements in their index scores.

With talk of triple-dip recessions, continuing discord in the Euro and an aversion from organisations to take too much

risk, it is unlikely that there will be much change in the investment into new data centre facilities those who realise

that an existing facility has reached the end of its life may be forced into change; those who accept that investments

are needed just to provide support for the very survival of the business will also invest. However, those who perceive

their data centre facilities as good enough will continue to spend large amounts of money in keeping the lights on

sub-optimally carrying out base-level tasks such as patching and upgrading and running at low CPU, storage and

network utilisation levels, and will see themselves at a disadvantage against those who have tried to use consolidation

and automation to free up some of this money in order to fund more advanced IT investments.

With the technical world undergoing a major change involving the use of internal and external data centres, on-premise software and software as a service (SaaS), organisations need to be able to review their positions and plan

strategically tactical cost savings and just battening down the hatches will not help get through a prolonged

economic downturn, nor put the organisation in a good position to respond to a more dynamic market when better

times return. If nothing else, investing in a more flexible data centre will help to provide resilience in dealing with the

on-going problems in the markets and provide a safety net if things get even worse.


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About Oracle

With more than 390,000 customers - including 100 of the Fortune 100 - and with deployments across a wide variety

of industries in more than 145 countries around the globe, Oracle offers an optimised and fully integrated stack of

business hardware and software systems.

Oracle engineers hardware and software to work together in the cloud and in the data centre - from servers and

storage, to database and middleware, through applications. Oracle systems:

Provide better performance, reliability, security, and flexibility

Lower the cost and complexity of IT implementation and management

Deliver greater productivity, agility, and better business intelligence

For customers needing modular solutions, Oracle's open architecture and multiple operating-system options also give

customers unmatched benefits from best-of-breed products in every layer of the stack, allowing them to build the

best infrastructure for their enterprise.


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Cycle III

About Quocirca

Quocirca is a primary research and analysis company specialising in the

business impact of information technology and communications (ITC).

With world-wide, native language reach, Quocirca provides in-depth

insights into the views of buyers and influencers in large, mid-sized and

small organisations. Its analyst team is made up of real-world practitioners

with first-hand experience of ITC delivery who continuously research and

track the industry and its real usage in the markets.

Through researching perceptions, Quocirca uncovers the real hurdles to

technology adoption the personal and political aspects of an

organisations environment and the pressures of the need for

demonstrable business value in any implementation. This capability to

uncover and report back on the end-user perceptions in the marketenables Quocirca to provide advice on the realities of technology adoption,

not the promises.

Quocirca research is always pragmatic, business orientated and conducted

in the context of the bigger picture. ITC has the ability to transform

businesses and the processes that drive them, but often fails to do so.

Quocircas mission is to help organisations improve their success rate in

process enablement through better levels of understanding and the

adoption of the correct technologies at the correct time.

Quocirca has a pro-active primary research programme, regularly surveying users, purchasers and resellers of ITC

products and services on emerging, evolving and maturing technologies. Over time, Quocirca has built a picture oflong term investment trends, providing invaluable information for the whole of the ITC community.

Quocirca works with global and local providers of ITC products and services to help them deliver on the promise that

ITC holds for business. Quocircas clients include Oracle, Microsoft, IBM, O2, T-Mobile, HP, Xerox, EMC, Symantec and

Cisco, along with other large and medium-sized vendors, service providers and more specialist firms.

Details of Quocircas work and the services it offers can be found athttp://www.quocirca.com

Disclaimer:

This report has been written independently by Quocirca Ltd. During the preparation of this report, Quocirca has used

a number of sources for the information and views provided. Although Quocirca has attempted wherever possible to

validate the information received, Quocirca cannot be held responsible for any errors in information received in thismanner.

Although Quocirca has taken what steps it can to ensure that the information provided in this report is true and

reflects real market conditions, Quocirca cannot take any responsibility for the ultimate reliability of the details

presented. Therefore, Quocirca expressly disclaims all warranties and claims as to the validity of the data presented

here, including any and all consequential losses incurred by any organisation or individual taking any action based on

such data and advice.

All brand and product names are recognised and acknowledged as trademarks or service marks of their respective

holders.

REPORT NOTE:This report has been writtenindependently by Quocirca Ltd

to provide an overview of theissues facing organisationsseeking to maximise theeffectiveness of todaysdynamic workforce.

The report draws on Quocircasextensive knowledge of thetechnology and businessarenas, and provides advice onthe approach that organisationsshould take to create a moreeffective and efficient

environment for future growth.
http://www.quocirca.com/http://www.quocirca.com/http://www.quocirca.com/http://www.quocirca.com/

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Next Generation Data centre Cycle III - it's the nuances that matter