Google Cloud Training in Indira Nagar

Future scope of google cloud

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1. The lines between what is cloud and what is not cloud are blurring.

• Some of the new cloud services provided by Rackspace and Amazon don't meet the official NIST definition, for example, dedicated servers.
• Conversely, most of the 'traditional' infrastructure is moving to dynamic, virtualized resources on leased environments, meaning they look increasingly like cloud.

2. Organizations are realizing that the value of cloud is in agility and outsourcing at scale - and not in cost.

• Usage-based metering (and therefore using shared infrastructure) is not that attractive when the usage needs are fairly stable. Many cloud customers are finding the cloud can be quite expensive once you add the cost of all the services.
• One way to think about cloud is like a ZipCar: you can get a car quickly, by the hour, at a low cost, and you don't have to worry about insurance and other costs. Yet no one drives a ZipCar to work. If you know you will need a car every day, it makes better financial sense to own one.
• The cloud has many advantages but it is not the right deployment model for every workload. In fact, many startups, when they reach $50K to $100K in cloud costs per month, they start comparing costs with alternatives like co-location and hosted virtualization - or a mix (Hybrid cloud)

3. Competitors are catching up

• Two years ago there were a handful of very cool features you could only get with AWS. Developers who were attracted to database as a service or block storage, had very few options aside from AWS.
• Today that's not the case. Azure, Rackspace, IBM and a handful of other clouds are catching up. Yes, Aamazon is still ahead, however, many clouds will meet the requirements for the majority of cloud workloads.

4. Cloud purchasing is becoming more strategic

• Three years ago, companies would look at American Express to tell them how much their employees were spending on Amazon. A thousand here, a thousand there, it adds up quickly. Now they are getting costs under control. CIOs and CFOs have had a bit of sticker shock.
• The result is more strategic procurement of cloud services: policies, SLAs, negotiated discounts, etc. This benefits companies like IBM and Microsoft who wine, dine and golf CIOs and CFOs.

5. The value drivers of cloud are shifting.

• As products evolve, the features that once were market-leading become expected features - hygienic factors, which don't drive purchasing preference but produce dissatisfaction when they don't exist. Encryption at rest, virtual networks, autoscaling, etc.
• Amazon keeps adding features at an amazing pace. But many of them serve niche use cases. You can build a very robust app on Azure, IBM or Rackspace. Sure Amazon has a couple more features, but do you really need them?
• Other factors are taking precedence as drivers of preference: price, SLAs, reliability, pricing certainty, etc.