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Cloud Economics and Strategy Track


Cloud technologies are most relevant when placed in the context of cloud business strategy and business value. Most would agree that cloud computing can often reduce total cost, even though there is conflicting data regarding unit costs. Such cost reduction, however, can be nuanced, and depends on current do-it-yourself costs relative to cloud providers, dynamic pricing, migration costs, workload variability and unpredictability, detailed mechanics of expense tracking, billing increments, and emerging brokers, financial intermediaries, and markets, such as for reserved instances.

Beyond cost, elastic resources, platform as a service, and software as a service can enhance time-to-market and business agility, by enabling customers to rapidly configure and provision resources and services. In addition, however, cloud-centric business models can differentiate products and services, improve business processes in terms of time, quality, cost, and carbon footprint, enhance the customer experience through richer, more responsive interactions, accelerate innovation via enhanced internal collaboration as well as open external innovation, and, coupled with big data, forge closer customer relationships, leading to greater customer lifetime value and reduced churn.

This track spans everything from real-world case studies to strategy models for the cloud, and shows you how to both save money and make money using the cloud.

Photo of Joe Weinman

Track Chair

Joe Weinman
Senior VP, Telx