On Cloud Computing Strategy: It’s All for Naught if the Dogs Won’t Eat

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 “food chemistry” is brilliant and the product is optimized for healthy contents and costs. The company’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 nation’s finest business and engineering schools. There’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 won’t eat the food, the company is yesterday’s kibble.

As the world trumpets the praises of all things cloud, it’s easy to ignore some fundamental truths that are similar to the dog who doesn’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 architect’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 company’s cloud migration.

Until next time…