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Digital infrastructure platformWin and fail factors for hybrid infrastructure in the cloud native age
About the companies 21
About the author 23
#01 The digital economy is redefining IT use cases 4
#02 The bridge to the digital world –
is a hybrid cloud the savior? 9
#03 Digital infrastructure platforms:
win factors and fail factors 14
#04 Outlook and recommendations 17
Contents/
Contact & Copyright 24
Executive Summary 3
www.crisp-research.com
Digital infrastructure platform
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Executive Summary/• Welcome to the digital economy – Digital workplaces, platforms,
and products are seriously testing the boundaries of conventional IT
infrastructure and operations. Companies that want to digitize their
processes and business models are making new demands on IT performance,
flexibility, and functionality.
• Long road to heaven – The path from legacy IT to a digital infrastructure
platform looks long and complicated. Whereas many applications have the
continuity and architecture of conventional IT environments, innovative
digital workloads have quite diverse requirements, which the latest cloud
and microservices architectures cover efficiently.
• Hybrid is the new normal – In practice, legacy IT and digital infrastructure
have much to “learn” from each other. Legacy IT can be run on cloud native
standards, while the digital infrastructure platform can be tweaked to
achieve the stability levels of traditional IT architecture. That makes the
hybrid cloud the most important standard for IT operations – at least for
the time being.
• CIO, watch out! – In the public cloud, plug & play is regrettably still a
pipe dream. For decision-makers, an integrated digital infrastructure
platform means tackling a number of challenges both at the technology
and the business level. These include ensuring stability and mastering
the overarching management of public clouds (some of which have been
launched without fully developed tools), and, most importantly, expanding
companies’ existing skill sets and operations models for cloud and cloud
native.
• Future mode of operations – The main thing that companies transitioning
to a hybrid digital infrastructure platform need is a clear structure. The
transition can be frictionless if applications are assigned to the various
infrastructure variants, and if responsibilities and tasks are clearly allocated.
• Scenario roundup with the promise of success – When it comes to practical
deployment, decision-makers should think in scenarios. That is the best
way to record and plan the change requirements for IT architecture, and
to define the skill gaps and new operational concepts.
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The digital economy is redefining IT use cases
#01
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“Digital” is the buzzword that has already cast a spell over both the economy
and the political sphere. Companies are searching for their place between
quite specific application areas – such as the automation and digitization of
workplaces and production chains – and the big visions of the future, like
blockchains, general artificial intelligence, and quantum computing. They are
scrambling to keep pace with the innovation rates of the digital elite – making
acquisitions, launching major investment programs and, at times, simply relying
on the principle of hope.
The more that people talk about the digital transformation, digital processes,
business models, or platforms, the more relaxed the tense relationship between
business and IT becomes. The two are increasingly cooperating because IT now
has an opportunity to transform itself from a cost center into a value-adding
asset. Ultimately, it is business that defines the application requirements,
which in turn imply new demands on the IT infrastructure and platforms.
This interaction is important: on the one hand, to allocate budgets properly;
on the other, to dovetail the value creation logic of digital products with the
underlying business model.
There are numerous application areas for digital platforms and solutions. They
can help tap new markets, enhance existing products and services through
the addition of digital revenue and value streams, and revolutionize corporate
processes – or at least make them more efficient.
That’s why the right choice for many enterprises is to push forward with the
digital modernization and expansion of their products and processes. In this
environment, it is much easier for companies to estimate value and optimization
requirements; and they are in a position to continue leveraging the expertise
they have amassed over many years and to expand it with digital components.
The next step requires them to be more adventurous, developing entirely new
digital products and platforms that serve to diversify their core business even
further. The Internet of Things (IoT) – the interconnection of products, data,
and machines – is emblematic of this. In a recent study conducted by Crisp
Research, the decision-makers surveyed confirmed this chain of action and
said that, when it comes to the IoT, they would start by digitizing existing assets
before embarking on a journey into the unknown.
#01
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// What strategy are you pursuing when implementing IoT-based products for your customers?
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The implementation of new digital solutions and platforms is frequently
subject to a number of constraints. In addition to many regulatory, logical, and
structural requirements – such as continuation of the original (analog) business
logic, compliance with the highest data privacy and security standards, and
the integration of the necessary external digital components – it is above all
IT infrastructure that is a headache.
Conventional IT architecture is designed for stability, reliability, and security.
It was developed as centralized infrastructure so that companies could ensure
the long-term availability of their traditional enterprise applications. Over the
years, numerous hardware and virtualization components were installed in this
infrastructure that are not only already outmoded, but also no longer meet
current requirements as regards flexibility, performance, and agility.
It is difficult to simply deactivate these or redevelop them from the ground up –
because business operations cannot just come to a standstill for an indefinite
period, dependence on the systems is too acute, and companies often have no
clear understanding of their integration and interaction.
The new generation of digital IT and platform operations calls for infrastructure
that is innovative, flexible, and based on the latest cloud architecture standards.
Microservices, agile DevOps concepts, and automation tools for real-time
monitoring and management are the key requirements when providing
enterprises and customers with digital platforms.
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#01
// Dynamic IT vs. Static IT
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learn. build. grow.
// Dynamic IT vs. Static IT
Dynamic ITDynamic IT environments are the preferredchoice for digital business models and novel applications to benefit e.g. from scalability, flexibility and global reach.
Static ITStatic IT environments host enterprise applications that underline specific constraints due to e.g. legal, compliance and data privacy issues or techincal limitations.
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OperationalReliability
HighlyComplex
TraditionalEnterprise
Rapid Delivery
Highly Innovative
Modern Services
novel
In numerous companies across the globe, the two worlds – dynamic IT and static
IT – have remained almost completely separated, with only essential interfaces
left between the two. But this approach is now outdated and is not considered
the right way forward in practice. Though certain legacy components are still
needed to operate the traditional monoliths, the latter too are increasingly
being designed for agile operations. That is why the design criteria of digital
infrastructure should, as far as possible, be transposed to the former static IT
infrastructure. For example, the latter should also satisfy the requirements as
regards flexibility, performance, and continuous maintenance (CI/CD pipelines).
Given the high access rates of some applications on traditional platforms –
like the ERP system, for instance – ease of administration, high-performance
infrastructures, and an enhanced user experience are crucial.
In practice, this extension means more work with implementation and migration,
and also harbors some risks in the transition phase. But it pays off in later
operations, because the bigger the gap between the digital infrastructure
platform and corporate IT, the more difficult it is to harmonize the two in
everyday operations. That starts with technology and maintenance, which
should be as uniform as possible. But users too have to get to grips with IT that
is based, from end to end, on the latest standards – ultimately, that’s only logical.
The digital infrastructure platform is thus microservices architecture that
is software-defined and code-controlled (infrastructure as code). It is highly
connected, either via several cloud platforms or on-premises, and is based on
the latest standards of digital and cloud native tools.
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As already stated, the applications that individual divisions develop and expand
in the course of the digitization strategy also determine the IT infrastructure
requirements. As a result, this infrastructure too can be developed in line
with the transformation process of the applications – from monolith to agile
architecture. Depending on the degree of abstraction, it is not necessary to
jump from one extreme to the other; the process can be managed at moderate
expense. Transformation partners and service providers can offer optimal
support throughout the gradual transition to a digital business platform.
Depending on what your current application landscape looks like, it is advisable
to obtain more – or less – support during each step.
// Steps along the path to a digital business platform
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#02The bridge to the digital world – is a hybrid cloud the savior?
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For a long time, coordination between applications and IT infrastructure was
awkward, complex, and not necessarily fast; but it was stable and, thanks to
the expertise of the in-house IT unit, also easy to manage. It is comparable
to an old diesel engine: it needs a lot of energy to start running but, once in
motion, it runs reliably for a long time.
But we need to find state-of-the-art solutions to replace our old diesel
engines – not just in the interests of the environment, but also for enhanced
efficiency and performance – solutions that suit today’s drivers (i.e. users)
and are more sophisticated, faster, and more efficient.
This is also true of applications, which change more and more over time.
From classical legacy IT and cloud-enabled software through to cloud native
stacks, their structure, management, and operating concepts have been
almost entirely redesigned. The latest cloud (native) applications have as their
underpinnings a modular, replaceable microservices stack that is increasingly
managed via containers.
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The role of the companies is twofold: first, they are operators of conventional
infrastructure that has to be gradually migrated to the cloud native world –
at least for a certain period until the changeover from legacy IT has been
accomplished; second, they are already users of the cloud-enabled and cloud
native applications needed to operate the new digital workloads.
Consequently, companies have numerous applications and workloads in place
that are at different stages in the transition to cloud native operations. As a
result, this architecture requires an answer to all questions and a basis for
every operating paradigm.
The promising option here is the hybrid cloud. The hybrid cloud enables us
to reconcile diverse infrastructure and operating concepts. The corporate
data center (or co-location data center) remains at the core of the IT strategy,
#02
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with large parts of the company’s IT continuing to be operated from there.
Within the data center, however, the benchmarks change, with monolithic
on-premises architecture gradually being replaced by private clouds with a
high level of cloud native components.
The hybrid cloud architecture is flanked, and increasingly defined to a large
extent, by the available public cloud offerings. The key innovation leaders
in this area are Amazon Web Services, Microsoft Azure, and the Google
cloud platform. All three providers already offer a diverse range of available
(platform) services that are well suited to the agile operation of new digital
applications as well as existing modified legacy applications.
These key cloud services and infrastructures, in particular, should be directly
integrated into a hybrid cloud scenario – and with the lowest possible latency
– so that data can be shared directly with the applications located in the
company’s own data center.
MULTI-CLOUD: A multi-cloud environment comprises an indefinite number of the most diverse cloud providers
(IaaS, PaaS, SaaS) and deployment models (public, private, managed). The individual cloud environments do not
necessarily have to be completely integrated if integration does not add value; instead, they can be operated
independently of each other.
HYBRID CLOUD: A hybrid cloud combines a private cloud with the resources of public cloud. In this case, an enterprise operates its own cloud infrastructure and leverages the scalability and economies of scale of a public cloud provider so as to make use – either ad hoc or continuously – of additional resources such as computing power, storage capacity, and other services.
Beyond that, it may make sense to utilize other cloud offerings, like open-
stack-based clouds, which can neatly complement the services of the three
hyperscalers in certain niches or application areas, or to meet special
requirements. If it is not possible to connect directly to these cloud services,
what are known as “cross connections” can also be used to link different
infrastructure and manage it at low latencies, even where not connected
directly in the same network. Hybrid clouds thus have many facets, and can
be defined to suit each company’s specific needs.
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// Digital infrastructure – direct and cross connect with public clouds for a successful hybrid cloud architecture
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The hybrid cloud has a key role to play in corporate planning. Many companies
already rely on this bridge between legacy or corporate IT and the world of
digital cloud infrastructure.
This is a trend that is set to continue over the next few years – because the
pace of transformation to a genuine multi-cloud environment without legacy
overheads is undeniably slow. As a result, many decision-makers now seem
to have a clear preference for using the hybrid-cloud bridge and gradually
shifting to cloud native in their own data centers, too.
This makes good sense – not just from a technological standpoint – and
enables companies to overcome the biggest IT hurdles on the road to the
digital economy; it also justifies the existence of an in-house IT unit, provided
the latter continues to hone its skills and mindset accordingly. In this context,
companies and those in charge often also seek external support, calling on
the services of one or more partners.
#02
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// What is your preferred cloud deployment model now and in the future (2020)?
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#03Digital infrastructure platforms: win and fail factors
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#03
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The key characteristic of a digital infrastructure platform is its hybrid nature.
It can form the foundation for all of a company’s workloads and, at the same
time, can be managed mainly using the standards and paradigms of the cloud
native world. It thus significantly reduces the share of legacy IT and can replace
outdated solutions.
Nevertheless, it is no less complex than legacy IT. The numerous microservices
and infrastructure platforms that have to interact without a hitch are sometimes
complex to manage, maintain, and extend.
Then there are external factors and dependencies on (service) providers
because the technology is no longer solely in the company’s hands. But, as this
also offers advantages, companies should be prepared to take this risk, should
orient themselves to the following win factors, and should try to avoid – or be
ready to overcome – the fail factors described later in this paper.
Win factor #1 – hybrid cloud platform:
As a digital infrastructure platform, a hybrid cloud
requires solid foundations. Even the infrastructure
must be designed in such a way that shared tools and
solutions can be operated locally in an optimal manner.
That is why it would not be enough to establish a hybrid
cloud at the management level alone. Even at the lowest
levels of the infrastructure stack, then, a successful
hybrid cloud is thus designed in accordance with the
latest expectations and technologies, and can operate
cloud native tools and digital applications everywhere.
Win factor #2 – cloud skills:
Cloud technologies determine the digital infrastructure
platform. Companies have a chance of mastering this
only if they themselves have a sound knowledge of
their tasks and obligations, how these can be deployed
optimally, and how exactly the cloud functions. Amassing
the required cloud skills – or better: setting up their
own cloud academy, in which trained experts share
their knowledge – thus becomes a win factor.
Win factor #3 – partners:
While in-house skills are crucial for a company, they
can also be enhanced and expanded by the knowledge
and know-how of service partners. These certified
partners of cloud providers have many years’ experience
in providing support for conventional IT and are the
“long arm” of digital infrastructure in all areas. In some
cases they have their own infrastructure and networks,
which can play a crucial role in the digital infrastructure
platform and hybrid cloud architecture.
Win factor #4 – technology scouting:
The digital infrastructure platform entails a journey to
a new, agile IT world. The latter is constantly changing
– and at breakneck speed. Every day, new tools and
products are being launched and old ones discontinued,
especially in the cloud native and open source segment,
but also with all leading providers. Keeping abreast of
these developments means constantly scouting the
main providers and consortia, and rapidly assessing
whether the new technologies can be quickly integrated
into your own stack.
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Fail factor #1 – public cloud:
A big opportunity offered by the digital infrastructure
platform is simultaneously one of its biggest threats. Using
the public cloud has already granted many companies
numerous advantages in terms of performance,
innovation, and digital business. But almost as frequently
– but not always as obviously – the public cloud has
caused huge damage to companies. A little knowledge is
a dangerous thing, especially when it comes to the public
cloud, where it can quickly lead companies to make errors
and cause lasting damage to their live systems. What
is more, the use of public cloud solutions and platform
services that are often immature and unstable when
brought to market can lead to chaos on the platforms and
quickly have financial consequences for the companies
concerned. For this reason, management of the public
cloud should be entrusted mainly to experts; small
doses and, sometimes even, a wait-and-see approach
are recommended to keep risks to a minimum.
Fail factor #2 – integration:
The dovetailing of different architectures within the
hybrid cloud landscape is an essential factor in the success
of the solutions: frictionless interaction between the
technologies must be ensured as well as general data
availability. However, integration can fail if, for example,
systems that are technologically too diverse are linked up
without prior adaptation and harmonization. A uniform
API strategy within one’s own solutions landscape is
thus especially important; otherwise the integration of
mission-critical systems could be at risk. When it comes
to digital platforms with a customer interface, this API
strategy will later become one of the key win factors.
Fail factor #3 – innovation overkill:
Both at the technological level and the business level,
an excessive urge to innovate can quickly have negative
consequences. At the technological level, companies
should absolutely avoid the trend to always go with
the latest technologies – to the exclusion of other
options. At the present time, cloud native and container
applications do not always make good sense. Companies
must in any case assess the expense involved and the
expected system stability. That includes the manner
in which the application is to be migrated (lift & shift,
re-build/re-factor, build new). At the business level,
companies should also take care not to assume digital
business beckons where in fact there isn’t any as yet.
In some cases, step-by-step innovation of a company’s
core business can be more successful than insisting per
se on a disruptive business model.
Fail factor #4 – security:
At the end of the day, it’s all about security. Again and
again, companies and decision-makers underscore the
necessity of compliance with regulatory provisions, and
with data privacy and data security regulations. But it is
often hard to reconcile this with their often ambitious
innovation goals. There are two possible approaches:
1. To rule out or temporarily block innovation until a
harmonious compromise can be found.
2. To put security and data privacy at the chronological
end of the process.
Whereas the first option seems relatively easy to
evaluate, the second option harbors the biggest fail
factor. Treating security, data protection, etc. as a mere
innovation “add-on” is likely to spell the end of many an
attempt at innovation. Companies are seldom able to
first innovate and develop business logic and products
and then to reduce their functionality by 30 percent
due to these constraints. Rather, priority should be
given to “security by design” and “privacy by design”
paradigms, according to which these key aspects are
included from the very outset, continuously and on
an equal footing with other requirements. In this way,
innovation and (alleged) constraints can be advanced
at the same pace without allowing some insuperable
separation of the two to arise.
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#04Outlook and recommendations
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#04
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The hybrid cloud – an integral design factor in digital infrastructure platforms –
is only now coming into its own. Companies will make a massive effort to
migrate their applications to an agile, digital environment and create the
basis for digital business.
A hybrid cloud functions as a bridge between legacy IT and new digital
workloads, and provides a basis that will increasingly blur the boundaries
between these ostensibly discrete worlds. In this regard, companies will
experience pronounced maturity phases that will differ markedly depending
on their legacy IT architecture.
The hybrid cloud is the platform of the future, and the one the majority of
companies will rely on going forward – each in its own highly individual way.
Depending on a company’s starting point, multiple scenarios are conceivable,
each of which has different implications for a company’s actions.
Scenario 1: The slow road from legacy IT to the hybrid cloud
Up to now, almost all companies have relied on conventional operating
concepts. The first step along the path toward digital infrastructure involves
transforming corporate IT. Digital business models are still a long way off:
• Cloud readiness assessment / enterprise cloud assessment: A specific
analysis of the existing application landscape forms the starting point.
It is necessary to clarify which applications are already capable of being
migrated to the cloud, what modifications are necessary, and what
interfaces and dependencies are involved.
• Consult with a transformation partner from the word go: Your company’s
skills and experience as regards digital infrastructure and the cloud is
presumably still rather limited. That’s why it’s worthwhile calling on an
experienced service provider right from the planning phase, one who
is very familiar with the technologies and has already been down the
transformation path several times – with success.
• Migration and application upgrading: The workloads running on the
digital infrastructure platform will be those that have been part of your
day-to-day business for many years. Migrating these can prolong the
life cycle, improve performance, and enhance user satisfaction. Simply
upgrading your applications and ensuring stable operations can have a
big positive impact.
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Scenario 2: The fast road to the hybrid cloud
Scenario 3: The well-engineered road to the hybrid cloud
Companies are already operating initial applications on their own infrastructure
or in the public cloud, and are able to manage microservices-based solutions on
their own. Nevertheless, they still have a large portfolio of legacy applications.
• Cloud architecture and API concept: The focus here is on dovetailing
and interconnecting infrastructure components and applications. It
makes sense to think about the best way of doing this and about where
quick wins are possible when implementing hybrid cloud architecture.
• Expand cloud skills and integrate service providers: Individual teams and
departments in your company may already have gained initial experience
with the cloud. This experience should be shared within the company and,
at the same time, supplemented with experience from outside of it. An
impartial view can be particularly helpful when integrating components
into a hybrid cloud.
• From upgrading to the cloud native world: There are bound to be
numerous applications across the company that still need to be migrated
to the new digital infrastructure platform. However, this can be carried
out in parallel with the build-up of the digital assets for process and
business model innovations that are to be rolled out in the agile sections
of the hybrid cloud.
Companies have been investing in application upgrading for some time
and can already operate many of their applications on the basis of the new
standards without major legacy overheads. This makes it easier to integrate
digital applications.
• Cloud native hybrid cloud concept: The hybrid cloud will form the
decisive operating basis for the company. However, all the infrastructure
in question is able to utilize the tool set and standards of the cloud native
environment. The concept has to ensure that microservices, containers,
the cloud, etc. can be set as standard.
• Divide up cloud operations: If the company has already gained some
experience with the hybrid cloud – either on its own or in partnership
with a service provider – it is worthwhile building on and diversifying that
partnership. Expert knowledge may be needed in particular for special
cloud architectures and workloads, and a focus on this is just as important
as on knowledge of the latest technology and cloud native trends.
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• Microservices and container landscapes: The design of the architecture
enables the next level to be reached quickly. In company-own test areas,
the latest cloud native trends and containers can be put through their
paces. Alongside that, a stable, high-performance infrastructure is in place
where both conventional and new digital applications can be integrated
and operated.
Scenario 4: The cloud native path – supplemented by the hybrid cloud
The advantage for companies is that they have to migrate only very few legacy
systems to the new operations environment. However, it is still worthwhile
retaining conventional operating models for some test scenarios and the
IT system basis, even though the metrics are clearly geared to agility and
digital business.
• Cloud native digital infrastructure platform: Those planning the
IT architecture should focus clearly on establishing digital and agile
standards. From the IT process chain through to the value creation chain
at the business end, the technology used must be highly connected and
replaceable (and thus fail-safe).
• Cloud native – a selection criterion for service providers: The lower the
legacy overheads, the more emphatically cloud native standards can be
defined as win factors. That is why the service provider accompanying
the enterprise on this journey should, where possible, have experience
with conventional IT operations (so as to be able to pick up and utilize
old assets where necessary), but also have a clear focus on cloud native
as the future paradigm.
• Infrastructure as code on autopilot: This scenario has the highest
number of workloads with strong sales and/or business relevance. New
requirements and technologies are constantly being added and have to
be integrated into the connected architecture. Enormous potential arises
here through the automation and standardization of basic components, in
order to manage the infrastructure and application landscape as quickly
and agilely as possible on a uniform management stack.
Regardless of where the individual company currently stands as regards
hybrid cloud and cloud native, a clear strategy can emerge in this way. The
important thing is that all the components of the digital infrastructure –
from business through to technology – must be factored in. That includes
drawing up a clear road map that is geared to growth and ensuring the digital
infrastructure platform is implemented in a well-thought-out, step-by-step
manner – so that maximum success can be achieved.
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About TSystems/
With a footprint in more than 20 countries, 37,500
employees, and external revenue of 6.9 billion euros
(2018), T-Systems is one of the world‘s leading vendor
independent providers of digital services headquartered
in Europe.
T-Systems is partnering its customers as they address the
digital transformation. The company offers integrated
solutions for business customers. The Deutsche Telekom
subsidiary offers one-stop shopping: from the secure
operation of legacy systems and classical ICT services, the
transition to cloud-based services (including international
networks, tailored infrastructure, platforms and software)
as well as new business models and innovation projects
in the Internet of Things. T-Systems can
provide all this thanks to its global reach in fixed-network
and mobile communications, its highly secure data centers, a
comprehensive cloud ecosystem built around standardized
platforms and global partnerships, and the ability to offer
top levels of security.
For more information, please visit our website www.t-
systems.com, or follow us on Twitter.
Contact:
Hahnstraße 43d
60528 Frankfurt am Main, Germany
Telefon: +49 69 20 060 0
Email: [email protected]
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About Crisp Research/
Crisp Research GmbH is an independent IT research
and analyst house. With a team of experienced analysts,
consultants and software developers, Crisp Research
assesses, evaluates and rates current and upcoming
technology and market trends. Besides their focus on
research, Crisp Research also offers consulting services
for companies to guide and support along the entire
digital transformation journey and the changing IT and
business processes.
Analyses and comments from Crisp Research are widely
spread and discussed on a multitude of economy and IT
magazines and across social media platforms. Actively
engaged in today’s and tomorrow’s topics, Crisp’s team
can show credits as contributing editors in leading IT
publications, as BITKOM members and as high demanded
keynote speakers. Always on the go and in the loop
on technologies, standards and market trends, Crisp
Research’s team is rated amongst the most relevant
influencers of their industry.
Crisp Research was founded in 2013 by Steve Janata and
Dr. Carlo Velten with their area of business in research and
consulting services. The focus of Crisp Research’s work is
on ‘emerging technologies’ such as cloud, analytics, digital
marketing and the strategic and operational implications
on CIOs and business decision makers of companies.
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About the author/
Max Hille Senior Analyst & Cloud Practice Lead
Maximilian Hille is a Senior Analyst and Practice Lead at
Crisp Research. As Cloud Practice Lead, he is in charge of
all research and consulting activities in connection with
cloud architecture, cloud native technologies, managed
cloud services, the digital workplace, and mobility. He was
previously research manager in the Cloud Computing &
Innovation Practice unit of Experton Group AG.
Maximilian Hille studied economics, majoring in business
information systems. His focus topics are cloud platforms,
cloud architecture design, hybrid and multi-cloud
computing, cloud native architecture, the digital workplace,
collaboration, enterprise mobility, and mobile business.
In 2016, 2017, 2018, and 2019, he was a member of the
jury for the Global Mobile Awards.
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Copyright/
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All data and information remain the
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Any reproduction, in whole or in part,
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Contact/
www.crisp-research.com
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Crisp Research GmbHWeißenburgstraße 10
34117 KasselGermany
Tel +49-561-2207 4080
Fax +49-561-2207 4081
http://www.crisp-research.com/
https://twitter.com/crisp_research