Cloud computing has always been about to provide CIOs with hidden surprises. This noble name for an essentially simple concept seemed like a joke among IT vendors. Did they call it a “cloud” because it’s dark, confusing, and a deadly build-up?

It’s been fairly well documented that network service fee structures have been built with such cunning that even the world’s most savvy CFOs can be shocked by the bills.

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Instance computing pricing plans have become such a deadly money trap that companies like Apstra have had to devise entire systems to keep track of them. Until then, Apstra’s learning machines had to be outfitted with artificial intelligence to keep pace. What was their opponent? It was an endless game changer called the cloud. how did that happen? Wasn’t the cloud supposed to be an ally of the CIO?

Of course, having all the storage, memory, and processing power units together and making it completely seamless creates the best of all worlds for PC buyers. It would be a perfect market – only if the buyer had complete information. This is the reason for falsification of information by sellers with misleading pricing plans. Analysts knew all this when the cloud was launched, and some independent analysts even said they would. This was the well-known unknown of cloud computing.

But what about the unknown? What cloud problems did no one anticipate?

office policy

In large organizations there is always a power struggle, and it is a dangerous policy to defend one side of the conflict, and not the other. Guerrilla interventions in the relationships of others are not recommended. This is what happened with the cloud. Cloud providers have given corporate DevOps teams the tools to create virtual offices endlessly anywhere.

That was great for them, but their growth was at the expense of everyone else. Other departments had to deal with the consequences of their actions. It’s a pity, for example, for the poor network engineer who had to hook up all the new virtual domains. Many of these tasks were not automated, so the weak network administrator had to painstakingly configure firewalls and assign addresses.

In many cases, since there was no system in place to do this, they had to sit down and work out all the values ​​and write them all down. Meanwhile, the folks at DevOps were creating more work with just a click of the mouse. You can see where the poisonous puddles of hate can accumulate.

Grids: Inverted Fences

The rapid growth of the network division’s neighbor means that they are finding it difficult to keep pace, and DevOps employees have more time to prepare for strategic meetings with the important people at the top of the company hierarchy.

Gradually, those with the best tools take power, setting an agenda for others to follow. Meanwhile, network engineers are on fire.

Fortunately, there are companies that are creating systems that automate networks at the moment. The concept of Software Defined Networks (SDN) was the beginning as it divided every function in the network into parts and gave them the fluidity that cloud computing gave to the units of computing power, memory, and data storage.

Amir Khan, founder of Alkira Networks, was a pioneer in SDN who pioneered the concept of Cloud Networks as a Service (CNaaS) to simplify and reduce the cost of cloud networks. The idea is to restore balance by giving network administrators a powerful enough tool to match those of DevOPs.

It’s impossible to “start” the entire network for example, but it speeds it up. The program can save network resources – mapping routes and bandwidth segments, and most importantly, automating many typical “accounting” things where firewall address details are tediously computed and assigned.

protection

Cloud technology and web services allowed developers to freely cut company resources. Instead of a large potato, they cut it into hundreds of french fries. We all know that French fries expose most of the surface of the potatoes to fat, which increases the chances of an aficionado having a fatal heart attack.

The proliferation of virtual machines doubles the exposure size of IT systems, giving cybercriminals more licenses to attack. This makes the company highly vulnerable to kidnapping, riot, and ransom demands.

Not only are many SaaS applications inherently unsafe, but not caring about firewalls and other settings increases security risks.

Even worse, the cloud turned everyone into instant experts, but only on a superficial level. Hypothetical experts are just as dangerous to the CIO’s welfare as criminals. These guys – as Khan calls them – double up, each taking turns running virtual special clouds all the time, without worrying about the consequences. Then the weak network administrator has to go back and fix the problem by changing or translating the addresses.

There are countless virtual states that they have to search and fix, all linked together through tunnels and chaotic mechanisms. No official will be able to keep up with all this because they are burdened anyway. “They were so busy that meeting any compliance or security requirements was a nightmare for them,” Khan says.

Just as monolithic applications, microservices and lambda functions are unpacked and containerized, the same must be done with the network, says Galeal Zino, who founded NetFoundry with the mission in mind. The good news is that organizations have the option to organize a secure network the way they coordinate software in the cloud. “This is really exciting because it turns a secure network into a software function,” says Netfoundry CEO Zino.

The time to market has increased in some cases

Before anything new is put on the market, every aspect of delivery must be tuned.

You could build the largest Airbus in the world, but it would be useless if it was too big for the runways. This is what happens in companies. As Ralph Monsen, CIO of Warner Music Group said, “When they built the cloud, they forgot about the network.”

Building corporate networks in the cloud is time consuming if done well and risky if done quickly. So the network gets in the way of organizations trying to implement new IT services to support new business processes or customers — so much so that after DevOps produces the next big thing, it can take a year or more for the network and security teams to deliver. Monsen says the IT industry, in its zeal, forgot that the cloud requires not only network services, but computing and storage as well. He still isn’t convinced that public cloud providers can meet the needs of customers like Warner Music who want multiple clouds.

After all, Munsen was able to purchase Alkira’s cheaper capacity from Amazon Web Services (AWS), even though Alkira relies on AWS infrastructure. What is the explanation other than that the tariff fraud theory applies?

Ironically, in the cloud it can take longer to go to market as additional staff must be hired to deal with problems that no one expected. Like tinkering with security.

Confusion: Changing Culture

It is possible that the conceptual seeds of cloud-powered disruption were sown in 1998 by the influential management book Who Moved My Cheese? Which embarrassed people who do not like change. A new application for learning, you should be a “Boomer” (Generation greater than X – Editor’s note), which should be directed down the constructive class path.

In the cloud, priorities are distorted, leading to a panicked response from management as staff tasks and budgets are reallocated.

The biggest problem with moving to the public cloud isn’t a technical one—contrary to what some executives think. It is a cultural problem. So the cloud has forced companies to change their applications. Notice what’s going on here? Shouldn’t apps work around business processes? Do we see companies flexible to work around the new web services that come from the cloud? When did computers become our bosses? But that’s not good enough in a customer-centric world. “It is not enough to be better than the next carrier. You have to be as good as Amazon and Apple,” says Daniel Royston, CEO of TelcoDR, the cloud computing company.

Or is it a good idea for companies to get rid of bad habits that have been entrenched for decades? According to Zino of the Net Foundry, WAN is doomed to be forgotten, which is a good thing.

In fact, the cloud is now helping companies reimagine how they can connect with their customers, says Mohamed Zamzam, head of BJSS Cloud Migration and Managed Services. So let’s give him the last word: “New business models are emerging as a result of running the cloud. These are changes that no one expected.”

Source: IDG Connect