The ease of adoption of cloud software as a service (SaaS) is increasingly leading business-unit managers to make cloud buying decisions independently of one another and independently of any central authority.
According to Janelle Hill, vice president and distinguished analyst at Gartner, this approach reflects greater freedom of choice for these business units and may improve time to market. However, it can seriously hamper combined value to the enterprise.
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“Independent and uncoordinated journeys into cloud SaaS mean the goals, selection approach, initiation and ongoing implementation of services will be fragmented at best and siloed at worst,” said Ms. Hill. “A coordinated, service-centric approach has the advantage of enabling multiple business units to benefit from joint decisions and shared support for all of the various SaaS solutions.”
By 2025, 55 percent of large enterprises will successfully implement an all-in cloud SaaS strategy.
This is a transformation to a very different world for the CIO and the IT organization. In this scenario, the focus of the CIO’s office flips from the issues associated with owning and providing technology-based solutions to adding valuable supporting services to complement the usage of SaaS. The office of the CIO should focus on becoming a cloud brokerage, offering value-added capabilities, including help desk/support for cloud SaaS solutions, integration skills, and procurement and contract management skills for cloud usage.