The demand for managed cloud and professional services has increased, especially in countries like Japan, which have a mature cloud landscape. This is due to complex Big Data and workloads such as enterprise resource planning (ERP) being increasingly migrated to cloud platforms. The expansion of open-source technologies and advances in application programming interface (API)-accessible single-tenant cloud servers help promote acceptance towards managed private cloud providers.
Immense monetization opportunities arise from competing in the managed cloud space, where service providers can differentiate themselves by offering a robust end-to-end portfolio of cloud services, network connectivity, and security solutions. For instance:
- System integrators and telecommunication companies can leverage their strength in managed hosting and familiarities with enterprises’ touch points to compete in the managed cloud space.
- Cloud system integrators can offer end-to-end cloud offerings, integrating capabilities supporting connected industries.
- A cloud brokerage model can be adopted, but service providers need to first build a strong commercial and technical model covering the identification, negotiation, and management of partners.
- Service providers can also consider offering niche, secure and compliance-driven solutions, especially in verticals requiring cloud compliance expertise (e.g., healthcare, banking and finance).
Asia-Pacific Cloud Computing Services Market Analysis, Forecast to 2022, looks at technology, competitive and adoption trends in the cloud computing services market in the ASEAN region (Indonesia, Malaysia, the Philippines, Singapore, Thailand, and Vietnam), Greater China region (Mainland China, Hong Kong, and Taiwan), India, Japan, South Korea, Australia, and New Zealand.
Additionally, it is noteworthy that the “Big 3” public cloud vendors – Amazon Web Services, Microsoft Azure, and Google – are emerging as heavyweights in the cloud ecosystem due to their compelling “high-volume, low-margins” business models. Thus, competing in the managed cloud space also allows service providers to avoid head-on competition with the “Big 3” public cloud services providers.
“Scale ranks lower in importance in private cloud as infrastructure sharing is largely confined within the enterprise network, thereby making private clouds compelling as competitive strategies for cloud vendors,” said Frost & Sullivan Data Centre & Cloud Computing Industry Analyst Yu Xuan Ng. “With most vendors viewing the public cloud as a red ocean, competition in the private cloud space will only pick up pace.”
Separately, with the rise of the Internet of Things (IoT), the cloud is instrumental in enabling IoT applications to be developed and delivered. More enterprises in APAC are also redesigning their networks and deploying cloud services to deal with the explosion of data.
“Over the next three to five years, the APAC cloud market will gravitate towards a hybrid deployment model, which is part premises based and part cloud based,” noted Yu Xuan. “Cloud vendors, for their part, will work on developing cloud-native ICT environments that support IoT, big data analytics, and mobile solutions.”
Making accurate predictions based on historical precedent is flawed, but thinking in scenarios reduces uncertainty. Most investment reports don’t publish formal risk assessments. Analysts typically provide investment recommendations in the form of a buy, hold or sell call, often derived from a fundamental analysis of the firm’s intrinsic value and its projected cash flows. However, existing research finds that while target prices do convey information, they also seem to be optimistic, inaccurate and of little long-run investment value.
There is a better way to present a fuller picture of future possibilities by putting multiple scenarios on the table, instead of limiting predictions to a single-point outcome. When forecasters are asked to explore the possible outcomes they otherwise would not have thought about, they are able to take more factors into account to allow for upsets to their base case scenario. This not only helps to allow for uncertainties, but reduces optimistic biases, improving overall forecasting.
Big data’s potential just keeps growing. Taking full advantage means companies must incorporate analytics into their strategic vision and use it to make better, faster decisions.
Is big data all hype? To the contrary: earlier research may have given only a partial view of the ultimate impact. A new report from the McKinsey Global Institute (MGI), The age of analytics: Competing in a data-driven world, suggests that the range of applications and opportunities has grown and will continue to expand. Given rapid technological advances, the question for companies now is how to integrate new capabilities into their operations and strategies—and position themselves in a world where analytics can upend entire industries.
There is a transformational potential of big data. This potential has not been oversold. In fact, the convergence of several technology trends is accelerating progress. The volume of data continues to double every three years as information pours in from digital platforms, wireless sensors, virtual-reality applications, and billions of mobile phones. Data-storage capacity has increased, while its cost has plummeted. Data scientists now have unprecedented computing power at their disposal, and they are devising algorithms that are ever more sophisticated.
The greatest advances have occurred in location-based services and in US retail, both areas with competitors that are digital natives. In contrast, manufacturing, the EU public sector, and healthcare have captured less potential value. And new opportunities have arisen, further widening the gap between the leaders and laggards.
Leading companies are using their capabilities not only to improve their core operations but also to launch entirely new business models. The network effects of digital platforms are creating a winner-take-most situation in some markets. The leading firms have remarkably deep analytical talent taking on various problems—and they are actively looking for ways to enter other industries. These companies can take advantage of their scale and data insights to add new business lines, and those expansions are increasingly blurring traditional sector boundaries.
Where digital natives were built for analytics, legacy companies have to do the hard work of overhauling or changing existing systems. Adapting to an era of data-driven decision making is not always a simple proposition. Some companies have invested heavily in technology but have not yet changed their organizations so they can make the most of these investments. Many are struggling to develop the talent, business processes, and organizational muscle to capture real value from analytics.
The first challenge is incorporating data and analytics into a core strategic vision. The next step is developing the right business processes and building capabilities, including both data infrastructure and talent. It is not enough simply to layer powerful technology systems on top of existing business operations. All these aspects of transformation need to come together to realize the full potential of data and analytics. The challenges incumbents face in pulling this off are precisely why much of the value we highlighted in 2011 is still unclaimed.
The urgency for incumbents is growing, since leaders are staking out large advantages, and hesitating increases the risk of being disrupted. Disruption is already happening, and it takes multiple forms. Introducing new types of data sets (orthogonal data) can confer a competitive advantage, for instance, while massive integration capabilities can break through organizational silos, enabling new insights and models. Hyperscale digital platforms can match buyers and sellers in real time, transforming inefficient markets. Granular data can be used to personalize products and services—including, most intriguingly, healthcare. New analytical techniques can fuel discovery and innovation. Above all, businesses no longer have to go on gut instinct; they can use data and analytics to make faster decisions and more accurate forecasts supported by a mountain of evidence.
The next generation of tools could unleash even bigger changes. New machine-learning and deep-learning capabilities have an enormous variety of applications that stretch into many sectors of the economy. Systems enabled by machine learning can provide customer service, manage logistics, analyze medical records, or even write news stories.
These technologies could generate productivity gains and an improved quality of life, but they carry the risk of causing job losses and dislocations. Previous MGI research found that 45 percent of work activities could be automated using current technologies; some 80 percent of that is attributable to existing machine-learning capabilities. Breakthroughs in natural-language processing could expand that impact.
Data and analytics are already shaking up multiple industries, and the effects will only become more pronounced as adoption reaches critical mass—and as machines gain unprecedented capabilities to solve problems and understand language. Organizations that can harness these capabilities effectively will be able to create significant value and differentiate themselves, while others will find themselves increasingly at a disadvantage.
Combining pure prediction with causal inference will get us closer to being able to address the really hard problems that involve sussing out all of the alternate outcomes that could result from implementing different policies.
Many public-policy problems have questions of causal inference at their core. That’s the really hard stuff, and you have to proceed with caution to understand the effect of something. But that’s most of the world.
The momentum of big data and machine learning in academic research and practical applications is invigorating. The gap between research and practice, which used to be insurmountable, is disappearing. It’s so cool when our research gets adopted within months.
It’s especially gratifying to witness the widespread adoption of predictive methods that not too long ago were the exclusive province of a specialized cadre of data scientists. It’s amazing, because you’re empowering people who in a previous generation wouldn’t have used a computer for anything other than word processing. Now it’s not just the geeky engineers, but people at high levels of a company are interested in the most recent research. They recognize the power of being able to use data to optimize decisions and investments. They’re building big-data models and open-source software to make great predictions with cutting-edge techniques. It’s been completely democratized, and that’s a huge success story.