I just finished reading a book by Bob Lutz called Car Guys vs. Bean Counters: The Battle for the Soul of American Business. Lutz is a former vice chairman of General Motors as well as an ex-fighter pilot (VMA-133) and genuine gear head. In one chapter, he talks about an imaginary dog food company where the â€śfood chemistryâ€ť is brilliant and the product is optimized for healthy contents and costs. The companyâ€™s marketing and advertising functions are fine-tuned and its operations and supply chain systems are the envy of all its competitors. The line staff is highly motivated and management is filled with high-achieving graduates of the nationâ€™s finest business and engineering schools. Thereâ€™s just one thing the company forgot to consider: Do dogs like the end product? Maybe this is a fundamental truth the company should have recognized earlier. After all, if the dogs wonâ€™t eat the food, the company is yesterdayâ€™s kibble.
As the world trumpets the praises of all things cloud, itâ€™s easy to ignore some fundamental truths that are similar to the dog who doesnâ€™t like the food. In my latest post on Data Center Knowledge, we identified and started to discuss eight inviolable core truths of any corporate cloud strategy. As in previous posts, I base these truths on my architectâ€™s view of the enterprise, and how factors both inside and outside your organization will impact industrial-level adoption of a cloud-based ecosystem. We discuss a cloud adoption cycle than seems much longer than the industry norm, suggest that cloud is actually a verb instead of a noun, and ask you to consider things like bandwidth, government policy, and other elements in your planning process.
As always, we welcome your feedback, especially on experiences with your own companyâ€™s cloud migration.
Until next timeâ€¦