Everyone Wants to Save Money on the Cloud.
But How Do You Actually Do It?
Cutter Senior Consultant James Mitchell has developed a revolutionary way to determine how you can optimize your cloud use. Whether you’re moving to the cloud or looking to save on your cloud investment, Dr. James Mitchell provides the tools and insight to help you understand cloud procurement and optimize your cloud computing spend.
Where do you begin?
Strategic Cloud Procurement Assessment
How do you accurately plan capacity for cloud computing? How can you be sure you’re purchasing what you need? With organizations facing monthly credit card bills in the neighborhood of up to $50K/month for on-demand services, it’s critical that you are sure you’re purchasing exactly what you need. With a Strategic Cloud Procurement Assessment from James Mitchell and the Cutter Consortium-Strategic Blue team, you’ll discover just what capacity you actually need, and where and how to procure it to get the most value from your cloud investment. This assessment is an invaluable tool for anyone responsible for buying cloud services, including heads of procurement, CTOs, CIOs, and VPs of Operations.
Get Started Now!
To get started on your Strategic Cloud Procurement Assessment, contact us at email@example.com or call +1 781 648 8700
Take this to the bank
In just about a week you’ll know:
- Which vendors meet your technical needs?
- What is your optimal cloud spend?
- What’s the right cloud-based operating system/configuration for you?
- What are the best contracting terms you can take advantage of?
Whether you do the Strategic Cloud Procurement Assessment once, annually, or twice a year, the cost will be recouped very quickly based on the recommendations you receive about your technical needs and/or contracts.
How does it work?
For the new cloud buyer
First, James Mitchell looks at what you’re trying to accomplish and assesses your requirements. Next, they evaluate the vendors and recommend which vendor(s) are right for your organization. Then they interview key stakeholders to determine your organization’s cultural readiness to accept the pace of change that comes with moving to cloud services. All this results in a detailed, technical recommendations report.
Already in the cloud?
If you’re already using cloud services, Dr. Mitchell starts with an in-depth review of your SLAs, your contracts, and other procurement documents to determine how cloud was bought and if it could be purchased more strategically and cost-effectively. He examines your cloud usage and identifies the gaps between capacity purchased and capacity used. He’ll determine if there is capacity that has been “left on” that could have been turned off, resulting in savings. Then he interviews stakeholders to understand any cultural objections to your cloud strategy.
For both new and existing cloud buyers
The Strategic Cloud Procurement Assessment not only provides you with technical recommendations, it also reviews contractual terms and the financial opportunities available to you, such as:
- Could you buy a 1-year or 36-month contract to save money over a month-to-month credit card billing?
- Are you/will you be billed in the right currency?
- Are you/will you be paying local prices for servers housed elsewhere?
James Mitchell maintains a proprietary database of historical pricing for all the major cloud services. This collection includes not only on-demand pricing, but also 1-year and 3-year pricing data. Dr. Mitchell matches your needs against this data to deliver recommendations on the best services and contracting opportunities for your organization and advice on how you can improve the economics of your cloud computing.
And where do you go from here?
Strategic Blue Cloud Options
You want to buy cloud services, but it can be challenging. Perhaps your organization doesn’t have a credit card you can use for the services, or doesn’t allow you to use personal cards for this type of transaction. Or maybe you want to procure cloud on preferred terms. Then the Strategic Blue Cloud Options Service is for you.
Ideally suited to organizations with existing cloud usage of $50K/month or more, the Strategic Blue Cloud Options offer tailored billing services, financing of upfront commitments, and even risk-sharing arrangements. With Cloud Options you benefit from:
- Saving up to 50% by buying through our service – while retaining full technical control
- Fully managed billing that best suits the needs of your finance department
- Available short-term financing
- Dedicated expertise in contracts, procurement and finance available to your team
- Support for the major cloud provides, including AWS, Azure, Softlayer, and their resellers
You Can Save Money on Cloud
Regardless of where you are in your cloud journey — from thinking about it, to ready to buy cloud services, already in the cloud, or moving to a new cloud, James Mitchell can provide the tools to help you manage your procurement, billing, and cloud financing, to save you money while helping to reduce your risks.
For more details on how to bring James Mitchell to your organization for this Strategic Cloud Assessment, contact your Cutter Account Executive by email, call +1 781 648 8700, or complete the form below.
This issue focuses on key topics of interest for financial services organizations, namely equity crowdfunding, legacy systems migration, robo-advisors, test outsourcing, and refining the reconciliation process.
This Advisor presents an overview of improving Agile techniques and practices by using design thinking within the Agile space and describes three techniques from design thinking methodologies that tend to yield benefits to Agile practitioners.
The existence of a digital backbone in an organization means that anyone aspiring and planning to transform different parts of the enterprise can leverage the digital backbone in a consistent and sustainable way, ensuring that each transformation effort connects and leverages a common platform. Digital transformation leaders are starting to realize that a powerful digital services backbone to facilitate rapid innovation and responsiveness is key to successfully executing on a digital strategy.
Can a method like EVM, developed to control projects with well-defined objectives, be applied to control product development initiatives that evolve continuously toward a “moving target”? In an Agile environment, we are faced with the dynamic evolution of a finite boundary of integrated scope, cost, time, and resources; this finiteness — essential for business management and decisions — is the cradle for project management techniques, tools, methods, and frameworks. The EVM method was first developed to help with managing complex R&D projects mostly characterized by an unstable, volatile, and evolving scope. It is therefore no surprise that EVM applies to Agile projects.
It’s a pleasure for me to introduce the first of two special issues of Cutter Business Technology Journal (CBTJ) showcasing the thought leadership and cutting-edge research and development (R&D) being done in State Street Corporation’s Advanced Technology Centres in Europe, the Middle East, and Africa (EMEA) and Asia Pacific (APAC), in partnership with University College Cork (UCC) and Zhejiang University (ZJU), respectively. The articles in this issue represent a small sample of the output from the R&D undertaken in these centers, which combine academic excellence with real industry impact.
Every business must deal with crisis, risk, and compliance challenges. Teams chartered with addressing these challenges are often split across business units and regions, which fragments crisis, risk, and compliance management efforts. Business unit silos and related complexities obscure ecosystem transparency, which in turn constrain an organization’s ability to identify risks, assure compliance, and prevent and disarm crises. Business architecture delivers business ecosystem transparency as a basis for improving a business’s ability to collectively address challenges related to crisis, risk, and compliance.
Organizations are using blockchain to create new business models — exploiting its capabilities for optimizing contract management, financial transaction management, and identity management.
For technology-dependent products, companies, institutions, and even societies, sustainability depends on learning how to manage technical debt. Like most transformations, incorporating new practices into our organizations will likely be an iterative process. We already recognize the problem, and researchers are making progress, albeit mostly on technical issues. This Executive Update proposes a policy-centered approach to the problem. It begins with a principle that can serve as a guide for constructing technical debt management policy, and then shows how to apply that principle to develop nine recommendations that enable organizations to manage technical debt effectively.
Agile methodologies, however popular they are, bring their own sets of “smells” and anti-patterns to the table, sometimes causing irreparable damage to the team. While the sources of these smells are many, one of the primary culprits is the mindset that treats Agile as “yet another methodology,” totally ignoring the cultural aspect. This article throws light on some of the prominent smells that are emerging of late in the Agile world.
If you start changing an organization toward an Agile mindset, there’s no real end. Agile is about creating an organization of continuous learning and the transformation is done when there is nothing new to learn, which will probably be never. This puts an enormous challenge on middle management.
The articles in this issue present perspectives and ideas on business transformation in the digital age. We hope they will inspire and encourage you to visualize the likely future of business in your domain and to explore the opportunities it presents. Finally, we hope their insights will help you identify suitable transformation strategies and plans and, if needed, choose viable collaboration models for partnering with startups and other firms in your digital business efforts.
Beyond buzzwords, what we are seeing is a seismic shift in the role of technology in organizations. Technology is more and more embedded in everything we do as we move into an increasingly hyper-connected digital world, a world in which technology is driving significant social, organizational, and industry change.
In this on-demand webinar, you'll discover the strategic and tactical opportunities made possible by Digital Data Streams and the opportunities for improved customer experience made possible by DDS.
At the Cutter Digital Transformation & Innovation Bootcamp, Cutter Fellow and Harvard Business School Professor Karim Lakhani talked about digitally-driven disruption of traditional business models for value creation and capture, discussing platform models like Facebook and Twitter. To date, Twitter has clearly done a good job “creating value.” But unlike Facebook, it continues to struggle with the capture part of the equation.
Social collaboration is not about technology. It’s about connecting people, and it’s changing the way business is being conducted. Similarly, gamification is not about games. It’s about motivating the personal and professional behaviors that drive business value. Together, social collaboration and gamification help companies reap great benefits — among them, the ability to deepen customer relationships, drive operational efficiencies, and optimize their workforce.
Roadmaps have two key functions in strategy planning. The first is to outline planned architectural changes that will deliver the required strategies; the second is to outline alternative ways to achieve the same results.
Just as recent global events have given us reason to pause and reflect, the pace of technology emergence and disruption is proving to be a source of inspiration and uncertainty. Transitioning to a digital world is front-of-mind for many business executives, yet finding the right path is an ongoing challenge. So we asked Cutter’s team of experts for their insights on some of the technologies, trends, and strategies that will be relevant in 2017 and beyond. In typical Cutter Business Technology Journal fashion, our call produced a wide range of opinions and reflections worthy of consideration as you chart your business technology journey for the new year.
Artificial general intelligence (AGI) is currently emerging as an area where recent developments are likely to have a major impact on the way organizations do business, societies organize themselves, and even on how we address values and ethics.
The fact is that AGI already exists in our daily life. A common example is the GPS systems present in many new cars manufactured today; and let’s not forget the drones being used to deliver pizzas and cars that drive themselves. While automatic pilots have been used in commercial planes for quite some time, what AGI is about to offer to general business and human activity is well beyond what most of us have seen so far.
2017 is going to be a year of strange winners, and perhaps the strangest of all will be a giant leap away from technology and back to solutions that don’t rely on 24/7 connectivity. With the onslaught of major hacks and Facebook embarrassment, the antitech crowd may have its best year in decades.
One of the most prevalent blockchains in the world, Ethereum, is poised to switch from a proof-of-work (POW) algorithm to a proof-of-stake (POS) algorithm, likely in 2017, with the release of the Casper codebase. Why does this matter? Because blockchain technology is becoming increasingly relevant and prevalent in businesses across the globe. It holds great potential to disrupt how businesses perform basic transactions, from payments, to programmable, self-executing contracts, to identity verification.