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VMware Partners with Vapor IO on Multi-Cloud Services Grid to Simplify the Delivery of Distributed 5G Systems and Real-Time Edge Services

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VMware #1 in Worldwide IT Automation and Configuration for Fourth Consecutive Year by Global Analyst Firm

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VMware Accelerates Healthcare Providers’ Adoption of Cloud Services

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The Internet Is Broken. What Will It Take to Fix It?

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The Great Digital Frontier

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True Visibility Suite from Blue Medora

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Building a Legacy of Customer-Centric Digital Innovation

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Why the Cloud Conversation Isn’t About Cloud

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Software developers solving a problem.

Two ITOps teammates work together at a desk of computers. - VMware News and Stories

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How Victoria University Revolutionized Its Learning Model

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When it comes to data, the center of gravity is moving from the network core to the edge. This shift is due to new, interactive applications that must run at the edge to perform as intended. On the consumer side, augmented reality and virtual reality (AR/VR), connected vehicles, and immersive gaming are emerging onto the scene. On the industry side, 5G has made the use of collaborative robots, drone fleets and digital twins a reality.

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These apps produce an enormous amount of data. How enormous? Consider a set of sensors monitoring a complex piece of machinery can generate terabytes of data each day. It&#8217;s easy to imagine an entire factory generating petabytes (or, a million gigabytes) of data per month. The Internet as it’s built today, from the core out, cannot handle this volume of data. If we want to see these new applications flourish, we need a new Internet. One that is built from the edge in.
<h2>What Is the Edge?</h2>
Edge computing brings compute, network and storage closer to where data is created and consumed (versus sending it back to a cloud or centralized data center for processing). This is important when speed and latency are non-negotiable. Like when sensors on an autonomous car collect and analyze data to predict the vehicle’s next move.

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Running an application at the edge may also appease certain privacy and security concerns. Retailers, for example, use smart surveillance apps to learn about customers’ shopping behaviors and provide them with a more personalized shopping experience. A facial recognition app can identify you (and your purchase history) when you walk into a store. It can then signal for in-store digital signage to change as you move through the store, so the ads are more relevant to you. In this scenario, keeping customer purchase and biometric data close to the store location limits some privacy and security risk.
What exactly makes up “the edge”? It’s hard to say.

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Kaniz Mahdi, vice president of Distributed Edge at VMware, explained the edge conundrum quite succinctly, “The list of interactive applications enabled by distributed edge computing keeps getting longer. And yet, when we look closely at many of them, we reach an unavoidable conclusion: There is no single location for the edge. It’s nowhere, but everywhere.”
Complexity at the edge makes building a next-generation Internet quite a challenge.
<h2>The Case for an Open Grid</h2>
The future of the Internet is a topic many technology leaders are pondering, including Cole Crawford, CEO of edge infrastructure company Vapor IO.
He commented, “The old expression, ‘what got us here won’t get us there’ applies for where we are headed as a species. We are not going to get to the promises of 5G or beyond if we don’t start thinking about changing the architecture of the Internet and identifying what we can do today to make it better.” <a href="https://news.vmware.com/subscribe"><img loading="lazy" class="alignright wp-image-24111 " style="font-style: normal; font-weight: 400; font-size: 16px; font-family: proxima-nova, 'Helvetica Neue', Helvetica, Arial, sans-serif; width: 315px;" src="https://news-editor.vmware.com/wp-content/uploads/2021/04/RADIUS-Digest-Square-CTA-300x300.png" alt="Purple and blue promotion to subscribe to the Radius Digest" width="300" height="291" /></a> He envisions an evolution of the Internet where it becomes a global, shared platform – an Open Grid – that distributes compute, data, and intelligence to when and where it’s needed, on demand.
What will the world look like as the Internet evolves to an Open Grid? Let’s consider an example.
Imagine attending a game at your favorite team’s stadium. Only this time, the team owner has installed several new immersive experiences throughout the venue. Connected wristbands to make entering the stadium and paying for concessions as easy as a flick of the wrist. VR headsets that display real-time player statistics as you watch them run, jump, catch and throw in front of your eyes. In-stadium mobile apps that encourage engagement between fans as they watch their team emerge victorious.
These experiences require tremendous amounts of compute power and network bandwidth – but only in the few hours when fans pack into the stadium. With an Open Grid in place, the applications can request the resources they require so everything runs precisely on the days and times, and in the places, for which they are needed.
<h2>A Path Forward</h2>
Rearchitecting the Internet so it can power the applications that will drive how we interact and work together is a profoundly important task. Perhaps one of the most important tasks we face as a society. It will require the best and brightest to come together and collaborate on solutions. To get us to this future faster, Mahdi and Crawford spearheaded the creation of the <a href="https://www.opengridalliance.org/">Open Grid Alliance</a> (OGA), an industry alliance that aims to define and accelerate the Open Grid.

Crawford explained, “The vision of the Open Grid Alliance is too grand to be achieved by a single technology provider. The Open Grid will only emerge from deep industry collaborations, and that’s why we formed the alliance. We and our industry partners plan to accelerate a decades-long journey of innovation at all levels of the stack.”
The Open Grid Alliance will work to forge partnerships between technology vendors, enterprises, academic institutions and technology foundations to advance Open Grid technologies. <a href="https://www.vmware.com/company/news/releases/vmw-newsfeed.New-Open-Grid-Alliance-Aims-to-Rearchitect-the-Internet.1627536f-7bca-4967-b9fb-c88bc948c0a6.html">VMware and Vapor IO</a> are joined by Dell Technologies, DriveNets, MobiledgeX, and PacketFabric, Crown Castle, CBRE and many others as founding members.
Together, these members will deploy Open Grid innovation zones in major cities to implement reference architectures that incorporate all levels of the stack, from real estate to applications. Ultimately, through this work, the Open Grid will become a cloud-neutral and carrier-neutral edge that is universally accessible and widely distributed. The Open Grid Alliance will also identify the needs and requirements for full operational deployment of the Open Grid on a global scale.

Mahdi expanded, “We see the Open Grid as essential to solving key challenges we currently face with full scale deployment of the Open Grid. And, we don’t stop here. Our ambition for the Grid extends to 2030 and beyond. We see the Open Grid Alliance as our breeding ground for discovery and verification of research and new technologies that support VMware’s 2030 vision for Equity, Sustainability and Trust.”

The opportunity at the edge is clear. And the need to evolve our current Internet to seize this opportunity is evident. The path forward is less clear and evident, however. It will be a long and winding journey. But if we can make progress together, the Internet’s future, and our future, is bright.

VMware Staff

If we want to see new applications flourish, we need a new Internet. One that is built from the edge in. What exactly makes up “the edge?”

The Internet Is Broken. What Will It Take to Fix It? - VMware News and Stories

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VMware Accelerates Healthcare Providers’ Adoption of Cloud Services - VMware News and Stories

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VMware #1 in Worldwide IT Automation and Configuration for Fourth Consecutive Year by Global Analyst Firm - VMware News and Stories

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VMware "Digital Frontiers" study explores consumer trends and sentiments during the pandemic and the rising demand for better digital experiences across all industries.

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From grocery shopping and eating out, to doctor appointments and personal finances, so many experiences changed over the last year. But for the better or worse?

The “Digital Frontiers” global research effort explores the links between tech innovation, people and society. More specifically, it looks at how technology helps push exceptional digital services and experiences—and if consumers feel organizations are doing it right.

To get a pulse on global consumer trends and sentiment during the pandemic, YouGov and <a href="https://www.vmware.com/" target="_blank" rel="noreferrer noopener">VMware</a> surveyed more than 13,250 people worldwide.

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Here are key insights from the study into how and where organizations are—and aren’t—meeting customers’ digital expectations.

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Suddenly and swiftly, the pandemic flipped the proverbial switch to “digital everything”—shopping, living, working, schooling, banking and more. In 2020, over half (52%) of adults embraced new digital services from organizations and enjoyed the experience.

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A closer look by industry reveals where respondents believe organizations failed to adapt or improve services with the changing market.

The majority of respondents believe they are personally responsible for increasing their digital skills. However, the youngest generation (18–24-year-olds) are concerned about their elders. Nearly two-thirds (62%) of that group worry their older relatives can’t keep up with the new digital world and therefore, won’t have access to services they need and want. In fact, 3-in-10 (34%) people aged 55+ respondents describe themselves as not digitally active or digitally naive.

Rising Demands for Better App Experiences

Today’s consumers have digital experience expectations. Those surveyed—more than 40% of whom identify themselves as digitally curious or digital explorers—want to know their data and devices are protected. They also want services that are simple to access and use.

Top 5 Consumer Priorities for Digital Experiences

"Still thinking about digital experiences, in general, which three, if any, of the following are the most important things you want to see today from organizations?"

Companies that don’t meet these expectations will lose customers. Only 10% said they’ll remain loyal to companies that fall short on digital experience. Yet, 37% agreed that “2020 has made me more forgiving of organizations getting things ‘wrong’ while they trial new digital services to improve my customer service experience.”

Although key industries*, most notably retail, fell short in delivering cutting-edge digital experiences, consumers remain eager to try new offerings. These are just some of the industry-specific insights the research uncovered:

What’s more important these days than a wallet for financial transactions? Almost half (47%) of survey respondents say their smartphones—32% for the 55+ crowd, rising to 54% among 18–24-year-olds.

Survey respondents were most negative about buying experiences. In fact, only 16% are excited at the prospect of ongoing virtual interactions with retailers vs. in-store experiences. Today, 58% of respondents agree they would leave a retailer’s website if an issue couldn’t be solved immediately. But there is hope for brands.

Healthcare is a bright spot. Over half (53%) of respondents are now comfortable with—or even excited about—replacing all routine medical appointments with virtual consultations.

New innovations are coming into their own in healthcare, particularly AI, robotics and secure personal data.

Survey Reveals Lack of Trust among Consumers in Many Industries

As much as digital now impacts all aspects of our lives, people remain wary. And their trust in technology remains uncertain. Many are convinced of the positive impact tech is having today and in the future. Yet, they don’t believe companies are acting in people’s best interests.

The onus really is on business leaders to set and exceed these digital business objectives:

Organizations willing to rethink digital strategies and reimagine processes have a path forward.

By accelerating digital transformation strategies, organizations can rapidly deliver customer and employee value. A good place to start: modernizing infrastructure and applications—which includes building, running, managing, protecting and connecting apps on a digital foundation—as well as enabling the anywhere workforce. Both are foundational to digital business success.

Accelerating Your App And Cloud Transformation

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Blakely Thomas-Aguilar

VMware "Digital Frontiers" survey explores global consumer trends during the pandemic and the rising demand for better digital experiences.

VMware "Digital Frontiers" survey explores global consumer trends and the rising demand for better digital experiences.

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The Great Digital Frontier: Study Reveals Evolving Consumer Sentiment

<h3>Breaking: VMware Announces Intent to Acquire True Visibility Suite Business Unit of Blue Medora to Further Self-Driving Operations Strategy</h3>
VMware customers striving to optimize their applications and infrastructure have embraced <a href="https://www.vmware.com/products/vrealize-operations.html">VMware vRealize Operations</a> to deliver self-driving operations management. Today, we’re announcing our intent to acquire the True Visibility Suite team and technology from Blue Medora to further our self-driving operations capabilities (read the post <a href="http://blogs.vmware.com/management/2020/07/vmware_truevisibilitysuite.html" target="_blank" rel="noopener">here</a>).
Our customers are familiar with the <a href="https://bluemedora.com/products/vmware-vrealize-true-visibility/" target="_blank" rel="noopener">True Visibility Suite products</a>, as VMware has been both a partner of Blue Medora and a reseller of their products for years. VMware vRealize Operations has extended its reach to a growing number of applications, middleware software, clouds and hardware servers, storage devices, and more, with the help of the partnership with Blue Medora.
After close, we expect customers will benefit from the addition of the True Visibility Suite team and products to VMware. We anticipate that the integration of the teams and increased integration between VMware vRealize Operations and the True Visibility Suite will lead to richer capabilities for customers to further optimize their packaged applications and infrastructure. Customers will be able to turn directly to VMware for their vRealize Operations and True Visibility Suite product, support and sales needs.
Our team knows the True Visibility Suite team inside and out and vice versa. They will be a perfect complement to our self-driving operations efforts. We look forward to completing the transaction and having the True Visibility Suite team join us.
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Forward-Looking Statements

This blog contains forward-looking statements including, among other things, statements regarding VMware's intention to acquire the True Visibility Suite business unit from Blue Medora, the expected benefits of the acquisition and complementary nature and strategic advantages of combined offerings and opportunities after close. These forward-looking statements are subject to the safe harbor provisions created by the Private Securities Litigation Reform Act of 1995. Actual results could differ materially from those projected in the forward-looking statements as a result of certain risk factors, including but not limited to: (1) the ability of the parties to satisfy closing conditions to the acquisition on a timely basis or at all; (2) market conditions, regulatory requirements and other corporate considerations that could affect the timing and closing conditions to the acquisition; (3) the ability to successfully integrate acquired assets into VMware; (4) the impact of the COVID-19 pandemic on our operations, financial condition, our customers, the business environment and the global and regional economies; (5) VMware’s customers’ ability to transition to new products, platforms, services, solutions and computing strategies in such areas as containerization, modern applications, intrinsic security and networking, cloud, digital workspaces, virtualization and the software defined data center, and the uncertainty of their acceptance of emerging technology; (6) competitive factors, including but not limited to pricing pressures, industry consolidation, entry of new competitors into the virtualization software and cloud, end user and mobile computing, and security industries, as well as new product and marketing initiatives by VMware’s competitors; (7) VMware's ability to enter into and maintain strategically effective partnerships; (8) rapid technological changes in the virtualization software and cloud, end user, security and mobile computing industries; (9) other business effects, including those related to industry, market, economic, political, regulatory and global health conditions; (10) VMware's ability to protect its proprietary technology; (11) VMware's ability to attract and retain highly qualified employees; (12) adverse changes in general economic or market conditions; (13) changes in VMware's financial condition; and (14) VMware's relationship with Dell Technologies and Dell's ability to control matters requiring stockholder approval. These forward-looking statements are made as of the date of this blog, are based on current expectations and are subject to uncertainties and changes in condition, significance, value and effect as well as other risks detailed in documents filed with the Securities and Exchange Commission, including VMware's most recent reports on Form 10-K and Form 10-Q and current reports on Form 8-K that we may file from time to time, which could cause actual results to vary from expectations. VMware assumes no obligation to, and does not currently intend to, update any such forward-looking statements after the date of this post.

Alex Wang

: The acquisition of True Visibility Suite will help advance VMware’s self-driving operations strategy.

VMware Announces Intent to Acquire True Visibility Suite from Blue Medora

VMware Announces Intent to Acquire True Visibility Suite from Blue Medora | VMware

Since opening its first store in 1948, <a href="https://www.dickssportinggoods.com/">DICK’S Sporting Goods</a> has put customers (aka athletes) first. When the 2020 pandemic hit, the company quickly pivoted strategies to:
<ol>
<li>Safely serve athletes and help them enjoy socially distanced sports and activities.</li>
<li>Support a safe working environment for employees (aka teammates).</li>
<li>Deliver on business and revenue objectives.</li>
</ol>
By relying on its legacy of delivering innovative digital experiences, DICK’S Sporting Goods not only weathered the pandemic—they came out stronger than ever.
<div id="attachment_24540" style="width: 410px" class="wp-caption alignright"><img aria-describedby="caption-attachment-24540" loading="lazy" class="size-full wp-image-24540" src="https://news-editor.vmware.com/wp-content/uploads/2015/08/Jason-Williams-DSG.jpg" alt="" width="400" height="400" srcset="https://news-editor.vmware.com/wp-content/uploads/2015/08/Jason-Williams-DSG.jpg 400w, https://news-editor.vmware.com/wp-content/uploads/2015/08/Jason-Williams-DSG.jpg?resize=150,150 150w, https://news-editor.vmware.com/wp-content/uploads/2015/08/Jason-Williams-DSG.jpg?resize=300,300 300w" sizes="(max-width: 400px) 100vw, 400px" />Jason Williams, vice president of Athlete Technology, DICK&#8217;S Sporting Goods</div>
We were fortunate to catch up with Jason Williams, vice president of Athlete Technology at DICK&#8217;s Sporting Goods, to talk about the retailer’s digital transformation, omni-channel experience and what’s up next.
<h2>What is the significance of referring to your customers as athletes?</h2>
Williams: We consider all our customers athletes. And that’s the way we view and treat them. In some way, all of them have an aspiration to participate in sports—whether they’re playing themselves, their kids are playing or they&#8217;re doing leisure-specific or stay-in-shape work.
We’re obsessed with our athletes. That’s part of the roots of DICK’S Sporting Goods. So not only does my title include athlete, but a lot of our technology teams have athlete as part of the naming convention.
<h2>For those that don’t know DICK’S Sporting Goods, how does your digital experience work?</h2>
Williams: We’ve invested heavily in technology for years. We developed our in-house e-commerce platform as a flexible service, and we build all digital products and services on it. A case in point is our responsive website, which includes our e-commerce platform for all of our e-commerce sites—DICK’S Sporting Goods, Golf Galaxy, Field &#038; Stream. Anytime we build a new service, it&#8217;s on this platform.
Optimal service really resonates with our athletes. What we built is very flexible and nimble, delivering so many different benefits. This is incredibly important for our athlete experience, but also for our teammates. We’ve built capabilities such as an internal app that our teammates use for real-time metrics and communication on the sales floor. This makes their jobs easier so they can spend more time with the athlete.
<h2>How did the pandemic impact your company?</h2>
<iframe loading="lazy" title="Come Back Stronger" width="500" height="281" src="https://www.youtube.com/embed/xa_Li9RsOH8?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>
Williams: At the beginning, we didn’t know we would thrive.  But we did. And a lot of that was due to the amount of work that we had in the past as part of building our technology foundation and platform for services, which allowed us to spin up our curbside offering in less than 48 hours.
We also saw a significant spike in demand for sports like golf and outdoor activities, as well as home fitness. We realized our athletes wanted to remain active and healthy. They wanted to move. Those are some of the activities they could do safely. So, we had to figure out ways to provide those products to our athletes and in a safe way. We stayed focused on that, working with our suppliers and vendors to get product into our stores.

<h2>Which digital offering stood out during the pandemic?</h2>
Williams: We often reference our curbside contactless pickup process as one of our big wins. It really resonates with our athletes, and we think it’s here to stay. We may have spun it up quickly, but it was years in the making. It allowed us to provide our products in a way that was safe for our teammates and for our athletes.
We built it based on a lot of services that we had readily available with our pick-and-pack and real-time inventory processes in the stores for our teammates. We were able to tie things together and put a product out there quickly across multiple portfolios—touching marketing, e-commerce and stores. We built a service and quickly lit it up, and then we were able to iterate and add additional features to it.
<iframe loading="lazy" title="Contactless Curbside Pickup Available at DICK&#039;S Sporting Goods" width="500" height="281" src="https://www.youtube.com/embed/p744UokdH98?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>
<h2>How has customer engagement transitioned to more of an omni-channel or multi-touch digital experience?</h2>
Williams: We see our stores as the hub of our omni-channel experience. People still want to come in. They want to feel, they want to see, and they want to try on. And we want to give them that ability, then enable them to either order online or order in the store and combine that experience.
This is also why we are re-imagining the athlete experience through new store concepts like <a href="https://www.dickssportinggoods.com/s/houseofsport">House of Sport</a>, which takes experiential retail to another level by exploring the future of retail through multi-sport experiences inside and outside the store, community involvement, elevated customer service and enhanced technology. We currently have House of Sport locations in Knoxville, Tenn. and Victor, N.Y.
<iframe loading="lazy" title="House of Sport Victor Now Open :60" width="500" height="281" src="https://www.youtube.com/embed/aMEDgw6P1uU?feature=oembed" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>
Our e-commerce experience is an extension of our stores. We see it as one holistic experience. Whether fulfilling from one of our stores—where you buy online or pick up in store—or shipping from our stores, we can get the products into our athletes’ hands as soon as possible.
<h2>How do you use tech innovation to build brand loyalty with your audiences?</h2>
Williams: We&#8217;ve done a lot of work in the data sciences space and leveraging data in our athlete hub. We really want to know our athletes—their buying trends and behaviors. And we want to build all our services to really delight them. We&#8217;ve been spending a lot of time on personalization—driving through offers, ensuring they have an optimal experience, and that they’re going to want to come back and shop more with us.
An example of this data-centric innovation is our ScoreCard loyalty program. It’s a key part of our marketing engine. The program has more than 20 million active users and accounts for more than 70% of our sales.
<h2>What is your philosophy around emerging technologies such as modern apps, containers and Kubernetes?</h2>
Williams: Innovation is very important to us as an organization. We&#8217;re continually looking at ways we can <a href="https://tanzu.vmware.com/customers/dicks-sporting-goods">make our applications more efficient</a> and offer more capabilities to drive new business capabilities. I think the game is going to change in the next five years and staying ahead of it is going to be key.
Obviously, data is an area that we&#8217;re going to continue to invest in—taking a mobile-first approach—whether it&#8217;s the online shopping experience in mobile apps or apps that ensure our teammates are more efficient. Within our stores, connectivity will be a very big topic over the coming years.
In addition, we are hiring more “futurists” that will continue to help us think through what’s next.
This interview was edited for length and clarity.

How DICK’S moved its software development in-house and aced omnichannel retail.

How DICK’S Sporting Goods’ digital investments power best-in-class omni-channel customer experiences—even in a pandemic.

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VMware and Cohere Technologies to Bring Intelligent, Cloud-Native Applications to Open Radio Access Networks - VMware News and Stories

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VMware and Cohere Technologies to Bring Intelligent, Cloud-Native Applications to Open Radio Access Networks

<div id="attachment_24500" style="width: 265px" class="wp-caption alignright"><img aria-describedby="caption-attachment-24500" loading="lazy" class="wp-image-24500 " src="https://news-editor.vmware.com/wp-content/uploads/2021/06/Picture2-150x150.jpg" alt="" width="255" height="255" />Joe Baguley, VP and CTO EMEA, VMware</div>
All over the world, digital is becoming the fuel of success for business, commerce, governments, and economies. Our lives—work and personal—have transformed. From routine medical appointments, to how we have collaborated with colleagues and interacted with friends and family, how our children have been educated, to how we have shopped and entertained ourselves with restaurant takeaways and Netflix – all have been dependent on connectivity and applications to a degree not witnessed before.
In short, we’ve taken a giant leap closer to a digital-first, app-driven future. The ability for people—be it consumers or employees—to be able to access any app, securely, on any device they might want to use.
This rate of change isn’t going to slow down. People and, by extension, businesses realized what’s possible. Those who think they can take their foot off the pedal and don’t need to enable remote working or contactless interactions will quickly become irrelevant.
And it is cloud—be that private, public, hybrid, edge, or even a combination of all in a multi-cloud world—that will help continue and accelerate this trajectory, driving the success and speed of app development and distribution.
Yet despite all the evident benefits of cloud, <a href="https://ec.europa.eu/eurostat/statistics-explained/index.php/Cloud_computing_-_statistics_on_the_use_by_enterprises#:~:text=36%20%25%20of%20EU%20enterprises%20reported,dependent%20(see%20Figure%205">only a third of EU businesses</a> are in it. Similarly, in South Africa, <a href="https://www.itweb.co.za/content/kLgB1Me8oN6759N4">only 22% of businesses use cloud services</a>. Meanwhile, <a href="https://www.gartner.com/en/newsroom/press-releases/2019-03-04-gartner-says-middle-east-and-north-africa-it-spending#:~:text=Nevertheless%2C%20despite%20the%20rapid%20growth,of%202022%2C%E2%80%9D%20said%20Mr">according to Gartner</a>, “the MENA region is not expected to reach the level of cloud usage that the United States had in 2017 until the end of 2022”.
What’s holding them back? There are a variety of reasons, such as:
<ul>
<li>Ensuring the safety of data.</li>
<li>Addressing data sovereignty and accessibility.</li>
<li>Cloud choice.</li>
<li>Cloud interoperability, reversibility, and lock-in.</li>
<li>Security.</li>
</ul>
At the same time, cloud adoption is expected to grow significantly. <a href="https://www.gartner.com/en/newsroom/press-releases/2020-11-17-gartner-forecasts-worldwide-public-cloud-end-user-spending-to-grow-18-percent-in-2021#:~:text=Worldwide%20end%2Duser%20spending%20on,%2C%20according%20to%20Gartner%2C%20Inc.&#038;text=The%20increased%20use%20of%20public,'%20now%20more%20than%20ever.%E2%80%9D">According to Gartner</a>, “worldwide end-user spending on public cloud services alone is forecast to grow 18.4% in 2021 to total $304.9 billion, up from $257.5 billion in 2020”. So, cloud, and through it, an app-first world, is coming whether businesses embrace it or not.
 
<h4 style="text-align: center;">The message is clear. Businesses that don’t want to be left behind need to overcome their fears and address their concerns. The question is: How?</h4>
 
<h2>Data: The Value and the Challenge</h2>
First, it’s worth going back to the raw fuel underpinning everything: data. We’ve all heard about how we’re generating more and more data every day, and how volumes of information are growing exponentially.
What’s more, the technologies that are helping to make sense of the volumes of data we all produce (big data, machine learning, AI) all need to be able to do their work at scale.
Cloud is a critical part of extracting the value of data. It provides the scale needed to turn data into intelligence and insight. But more than that, on a basic level, decisions around the type of clouds companies use are inextricably linked to the types of data they own or use.

<h2>Apps and Cloud: Build and Deploy</h2>
And what’s turning that data into something tangible? Apps: the DNA of an organization’s competitive advantage. These apps need to be available at the right time, in the right place, and on the right devices—fully secure and completely accessible. That means deploying them on clouds that provide the appropriate environment for apps’ needs, while still retaining the ability to move apps around as requirements change. Fundamentally, it’s about understanding the app need and choosing the cloud that meets that demand.
But there’s more to the app and cloud relationship than deploying them correctly.
“It&#8217;s all about speed today, it&#8217;s all about how quickly can you go to market, how quickly can you grasp the market,” said Louise Ostrom, global lead at the <a href="https://www.vmware.com/partners/siso/accenture.html">Accenture VMware Business Group</a>, business advisors on how to exploit the cloud.
Can this be achieved internally within existing development organizations? While theoretically possible, the scale, speed, and capabilities required would confound even the biggest of businesses.

<h2>What’s Stopping Businesses?</h2>
Despite having established that apps are at the heart of business success and enabled by clouds, the question of what’s holding businesses back remains.
I spoke with Salvatore Cassara, CIO at SGB-SMIT, a power transformer manufacturer based in Germany and serving customers in more than 50 countries. He says one of the biggest challenges that businesses face is not just about technology. It’s about having the right people and processes in place, as well. This is “because probably their team structure was not good enough. It was not developed enough in order to bring the right knowledge and attitude to support the cloud,” Cassara said.
Moving to the cloud isn’t simply a case of “lift and shift,” either. Historically, a lot of what we’ve done in IT is to re-platform—to go from mainframes to mini-computers to micro-processors to virtualization, moving everything along. So, it’s unsurprising that many have taken that attitude with cloud, that they need to move from on-premises data center to a cloud, for example. Then, they get hit by surprise costs, such as for increased network traffic, and are only now realizing that going all-in on cloud isn’t necessarily the right thing to do.
If the processes and people Cassara mentioned are not in place, migration won’t get rid of any underlying problems; it will just move them into the cloud.

There’s also the issue that for most businesses there isn’t a silver bullet. When we talk about cloud, we’re actually talking about a whole variety, from running apps on-prem in their data center through software-as-a-service, public clouds, all the way to highly distributed edge clouds. This proliferation brings with it complexity. A VMware study noted that <a href="https://cloud.vmware.com/community/2020/03/12/new-report-app-modernization-multi-cloud-world/">63% of organizations state inconsistencies between clouds as one of the top multi-cloud challenges</a>.
So, is there a way we can overcome concerns around having the right processes and skills in place about complexity?
Yes. It is all possible through a single platform optimized for all apps that can be used across all clouds, from private to hyperscaler, with consistent infrastructure and operations, thus reducing complexity, risk, and total cost of ownership. Businesses need a fast and simple path to the cloud and the flexibility to choose any cloud. Organizations can match the needs of each app to the optimal cloud with the freedom to use the most powerful cloud services and app modernization.  And to be able to deliver cloud migration as they see fit, rather than having to go all in.
IHS Markit is one company making its business easier thanks to cloud. According to Ben Tanner, director of cloud enablement, cloud has enabled it to “fundamentally transform how we’re running IT. We can get out of our legacy data centers and take all of our workloads to the cloud in a relatively non-disruptive manner. It enables us to consume infrastructure in an incremental fashion rapidly.”
<h2>The Cloud Conversation Isn’t About Cloud</h2>
Where does that leave us? Where people go wrong is to think in black and white, one or other. The conversation around whether businesses need to be in the cloud shouldn’t be about cloud computing, it should be about the business, focusing on apps and data.
<ul>
<li>What apps do we need in future?</li>
<li>What data do we need in future?</li>
<li>Where does that data need to be?</li>
<li>Where does it need to be processed?</li>
<li>Where do the results need to be read?</li>
</ul>
Work out what the roadmap is for your apps. That will then drive the requirements of what your environments, your infrastructure needs to be. That may and, in fact, in most cases, will push you towards cloud. This in turn will then enable you to make sure you&#8217;re selecting the right cloud and the right cloud services to support the activity that you&#8217;re driving.

Joe Baguley

All over the world, digital is becoming the fuel of success for business, commerce, governments, and economies.

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Why the Cloud Conversation Isn’t About Cloud - VMware News and Stories

The secure access service edge (SASE) space is white hot. Dell’Oro Group estimates the SASE market size will grow by 5X over the next five years.(1) Several converging factors are driving this growth:
<ul>
<li>Applications are moving to the cloud and edge.</li>
<li>Employees are accessing these apps from anywhere as they adopt multi-modal workstyles.</li>
<li>Data processed, analyzed, and stored at the edge is proliferating at a rapid rate.</li>
</ul>
To adapt to these changes, organizations must adopt both a cloud-centric and an edge-native model, support a hybrid workforce, and deliver a superior user experience—all while protecting against emerging security threats. SASE is emerging as the preferred architectural approach for networking and security across this distributed environment.
<h5>Advancing VMware SASE</h5>
<a href="https://www.vmware.com/company/news/updates/2020/corrected-vmware-announces-future-ready-workforce-solutions-to-address-the-needs-of-the-distributed-workforce.html" target="_blank" rel="noopener">We introduced VMware SASE at VMworld 2020</a>. Since then, we’ve been building a platform that converges industry-leading cloud networking and cloud security services. At the same time, VMware and our partners have stood up more than 150 SASE points of presence (PoP), which are strategically distributed around the world and serve as an on-ramp to SaaS and other cloud services.
VMware SASE combines industry-leading SD-WAN capabilities with cloud-delivered security functions, including cloud web security, cloud access security broker, zero trust network access, and AIOps, among others. These capabilities are delivered as-a-service from a global network of PoPs. <a href="https://blogs.vmware.com/sase/2021/06/10/announcing-general-availability-of-vmware-cloud-web-security/" target="_blank" rel="noopener">VMware Cloud Web Security launched today</a>. We are proud of the progress we’ve made. And we are just getting started.
<img loading="lazy" class="attachment-large size-large" src="https://news-editor.vmware.com/wp-content/uploads/2021/09/vmware-sase-architecture-cloud-edge-v2.png?w=1024" sizes="(max-width: 1024px) 100vw, 1024px" srcset="https://news-editor.vmware.com/wp-content/uploads/2021/09/vmware-sase-architecture-cloud-edge-v2.png 1970w, https://news-editor.vmware.com/wp-content/uploads/2021/09/vmware-sase-architecture-cloud-edge-v2.png?resize=300,168 300w, https://news-editor.vmware.com/wp-content/uploads/2021/09/vmware-sase-architecture-cloud-edge-v2.png?resize=768,431 768w, https://news-editor.vmware.com/wp-content/uploads/2021/09/vmware-sase-architecture-cloud-edge-v2.png?resize=1024,575 1024w, https://news-editor.vmware.com/wp-content/uploads/2021/09/vmware-sase-architecture-cloud-edge-v2.png?resize=1536,862 1536w" alt="" width="1024" height="575" />
<h5>No One Puts Service Edge in the Corner!</h5>
When it comes to SASE, some vendors focus on secure access. You hear a lot less from other SASE vendors related to service edge. It’s a critical part of our SASE platform strategy and where the true potential of SASE lies. While most competitive solutions are leading customers down a dead-end road, VMware is putting them on a superhighway to the future.
VMware SASE is uniquely positioned between the service provider underlay and the application overlay. The platform can draw on 5G services that improve latency or performance, while simultaneously delivering these capabilities to applications running in the cloud or workloads moving to the edge. This is critical when we are talking about apps that are edge-native (only deployed at edge sites).
Take drone fleets as an example. Many logistics companies use drones in massive warehouses to help with inventory and restocking. There’s no room for error when it comes to flight paths as drones zip above employees working on the floor. Low latency and network reliability are non-negotiable. That’s where a SASE platform can leverage a 5G underlay service, such as a multi-access edge computing service, to deliver and improve the performance of a drone management application that is delivered as an overlay service.
If you think about it from this angle, what we are really creating is an extensible service edge platform in the cloud. Businesses can consume services on-demand in a subscription-based model.
The pandemic proved we never really know when we’ll have to make a quick pivot in the name of business continuity. An extensible service edge platform would help customers deploy the services they need on the turn of a dime.
<h5>Limitless Possibilities</h5>
Up until this point, we’ve focused on delivering exceptional cloud networking and cloud security services via our SASE platform. But we never limit our imagination based on what’s already been delivered. With an eye on the horizon, we see limitless possibilities as to the variety of services that can be delivered over our SASE platform, ultimately unlocking new potential for our customers and partners.
1. Dell&#8217;Oro Group. “Advanced Research Report on Secure Access Service Edge (SASE).” Mauricio Sanchez. October 2020.

Sanjay Uppal

Sanjay Uppal dives into the latest advancements and customer benefits of VMware SASE.

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The start of the pandemic sent shockwaves through Australia’s fourth-largest export sector: <a href="https://www.timeshighereducation.com/news/australian-international-education-cheap-fix#:~:text=International%20education%20earned%20Australia%20A,is%20bedevilled%20by%20policy%20uncertainty">higher education.</a>
Overnight, students suddenly grappled with delayed graduation and disrupted education. Among those most impacted was the group of nearly 90,000 international students. Many students from China, for example, were unable to return to Australian universities after traveling home for Lunar New Year. Universities also <a href="https://www.universitiesaustralia.edu.au/media-item/covid-19-to-cost-universities-16-billion-by-2023/">risked losing $3.1-4.8 billion in 2020 fees</a> alone.
To tackle these challenges, Victoria University (VU) embraced an open digital-centric approach. And the success of its transition can be attributed to their forward-looking technology strategy. With operations across more than 10 physical locations, VU delivered a modern digital experience for over 40,000 students and staff:
<ul>
<li>Anytime, anywhere online engagement.</li>
<li>Replicating offline to online experiences.</li>
<li>Creating better work flexibility for staff.</li>
</ul>

Podcast: Zoran Sugarevski, Executive Director of Information Technology Services at Victoria University, discusses innovation in education technology and how he’s shaping the new student experience online.

<h2>Revolutionizing the Learning Model</h2>
Even before the pandemic struck, VU already used data analytics and a learning approach called the “VU Block Model.” Described as a revolution in Australian education, VU Block Model keeps the traditional duration of a semester (16 weeks). But it allows students to focus on one subject at a time for four weeks, which proved to boost student performance.
VU’s foresight in re-imagining the university curriculum by introducing VU Block Model three years ago enabled many students to perform at the same level—and in some cases better—during the pandemic. While the <a href="https://hbr.org/2020/05/are-you-stuck-in-the-anxiety-distraction-feedback-loop">pandemic provided anxiety induced distractions</a> for many, students were able to minimize study related distractions by focusing their attention on one subject at a time while adapting to their new <a href="https://www.vu.edu.au/about-vu/news-events/media-releases/student-success-rolls-on-thanks-to-vu-s-block-model">virtual environment</a>.
<h2>The Early Bird Has the Roadmap</h2>
And so when it comes to VU’s overall technology strategy, VU has also embraced a progressive approach—a five-year plan which explores current and emerging technologies to create a different, personalized student experience. When the pandemic hit, VU was in its third year of the plan, which helped accelerate the transition to remote learning.
“We&#8217;ve been investing significantly over the years, especially around video conferencing, online learning and collaboration tools,” said Zoran Sugarevski, Executive Director of Information Technology Services, Victoria University. “VMware has been an instrumental partner over many years in reducing our data center footprint, as well as expanding our capacity and capabilities to use technology to better respond to situations like COVID, which has been critical.”

Is online learning the future of education?

<h2>Flexible Learning Anytime and Anywhere Online</h2>
One example is the emphasis on engagement platforms. Prior to the pandemic, VU built a <a href="https://www.vu.edu.au/about-vu/news-events/media-releases/victoria-university-app-wins-australia-s-coveted-good-design-award">multi award-winning mobile app</a> for students and an online engagement platform to connect students. Students are also provided a personalized set of information, whether it be due dates or upcoming assessments.
“Sometimes it&#8217;s difficult for students to gain access to online tools and materials. So being able to put them in a virtualized environment enabled students to migrate from on-campus to online and access all their learning materials remotely,” said Sugarevski.
With technology, the university also replicated connection and interaction—a treasured element of university life made even more precious for students isolated in lockdown.
“It&#8217;s one of the things I think every student values, which is establishing friendships on campus,” emphasized Sugarevski. “And our mobile app has been instrumental to be able to connect students who have similar interests while they&#8217;re learning from home.”
Other measures included ensuring that students with poor infrastructure can access tools like video conferencing.
“VMware solutions do not use a lot of resources to deliver service into the student&#8217;s home,” said Sugarevski. “This allows VU to ensure that there is sufficient capacity within certain areas and that we can moderate traffic and prioritize traffic back into the university.”
Ultimately, the goal was to produce an environment where students and teachers could create productive sessions even during lockdowns. And VU delivered.
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Today, 95% of VU’s faculty and staff use collaboration tools and video conferencing extensively. And this revealed unexpected benefits.
Besides having the flexibility to work anywhere, Sugarevski said, “We&#8217;ve also seen the working hours of employees significantly improve. In the case of Melbourne, being in lockdown and needing to homeschool children had a significant impact on many in our workforce. No longer are our working hours a straightforward 8-to-5. Technology gives us the flexibility to work different hours. I think, moving forward, we will see a lot more employees working from home and adopting new solutions.”
<h2>Future of Education</h2>
VU is just one example of how barriers to technology adoption, due to reticence or culture, disappeared with the arrival and continuation of the pandemic.
While some on-campus teaching might resume in Australia, most classes will be delivered in digital mode. From more immersive experience to personalized, data-driven education, higher education will continue to turn towards the new hybrid model of working and learning.
“I think this is the opportunity for a lot of organizations, and in particular Victoria University, to leverage the likes of VMware and other suppliers. So now is the right time to further invest into those solutions, and I think the adoption rate is going to be far greater,” said Sugarevski.

In the wake of the pandemic, Victoria University enabled “anywhere, anytime” online learning due to its progressive technology roadmap.

Victoria University Embraces a Personalized Online Learning Approach

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Public cloud, automation, APIs: These types of technologies not only shook up how people work and live but also how businesses organize and operate. The availability, speed and accessibility of cloud services empowered developers to deliver innovation faster. It also put IT on a path of transformation.
<div id="attachment_24420" style="width: 310px" class="wp-caption alignright"><img aria-describedby="caption-attachment-24420" loading="lazy" class="wp-image-24420 size-medium" src="https://news-editor.vmware.com/wp-content/uploads/2021/06/VMware_Cloud_CTO_Kit_Colbert-300x300.png" alt="VMware_Cloud_CTO_Kit_Colbert" width="300" height="300" />VMware CTO Kit Colbert</div>
In this Q&#038;A, VMware CTO Kit Colbert reflects on the inevitable end of traditional IT operations (ITOps) and the future of IT centralization.
<h2>How Did the Cloud Impact IT Operations?</h2>
Colbert: Traditionally, tech leaders structure their organizations into two groups:
<ol>
<li>IT operations</li>
<li>Development</li>
</ol>
Typically, there is a clean separation between these groups. The developers write the code, and IT admins operate the systems supporting the code. Each group has unique priorities, processes and team cultures.
Developers, for example, must move fast to meet deadlines for product launches. Everything they do is optimized for ease and speed. ITOps, on the other hand, must make sure a company remains secure and compliant. Everything they do includes checkpoints for governance and oversight. This puts developers and ITOps at odds.
Then, cloud services became widely available. Now, anyone can quickly and easily access infrastructures, platforms and cutting-edge tools (like predictive analytics and machine learning) with minimal know-how and costs.
Lines of business, where developers usually sit, could go around IT to quickly get the cloud services they needed to build their app. They didn’t need to talk to anyone or file a ticket with ITOps. They called an API and made it happen.
It was faster, but, of course, that created all sorts of problems. Developers didn’t consider compliance and security requirements, for example. Companies dealt with “shadow IT” for a long time.
<h2>What’s Different About IT Organizations Today?</h2>
Colbert: Today, we see industry leaders adopt a <a href="https://tanzu.vmware.com/devops" target="_blank" rel="noopener noreferrer">DevOps</a> strategy, where these teams work closely together. To help provide order to the chaos — and regain control over security and compliance — ITOps also started centralizing teams and operations.
Many companies latched onto a concept called a Cloud Center of Excellence or CCoE. This central team creates standards and policies for all cloud operations across a business. Developers and lines of business continue independently acquiring technology — because the business needs to move fast — but within the CCoE’s best practices and guardrails.
The CCoE didn&#8217;t transform the rest of ITOps, though. Now, we’re seeing a new trend emerge: a shift from the CCoE to a central “platform ops” team.
A CCoE documents standards for development teams to follow. A platform ops team builds technology for development teams to use.
For instance, the platform ops team could stand up cloud environments, like AWS and Microsoft Azure, that adhere to corporate standards. Then, the team builds in integrations and does most of the heavy lifting that make it easy for developers to take advantage of cloud services.
Ultimately, ITOps delivers what developers want: an easier way to get their work done, while ensuring security, compliance and all the other enterprise requirements they must meet.
<h2>How Does This ‘Platform Ops Team’ Trend Impact the Rest of IT?</h2>
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Colbert: Instead of supporting basic operations, ITOps now provides (or will soon provide) core platform-enabling technologies. As these platform-centric teams take shape, traditional IT admins need to up-level their skills and services.
Because of the shifts we’re talking about, they will need to broaden their knowledge of a wide range of technologies to support <a href="https://news.vmware.com/nologies/cloud-deployment-models-explained" target="_blank" rel="noopener noreferrer">multiple cloud</a> platforms and operating systems. ITOps also needs to collaborate more often — on much higher priority initiatives — with product managers, developers and other business units.
Today, IT admins do things like set up virtual machines and deploy storage. Now, they need to build rather than just operate technologies. They guide how developers build and the tools they use. They enable developers to quickly launch new products.
So, they must develop new skills around delivering services and automation, especially as it relates to serving these users and use cases. That’s a huge opportunity for IT admins to grow.
<h2>Where Are Most IT Organizations Now?</h2>
Colbert: Most organizations still operate a CCoE or similar model and mindset. Some still operate like the wild west without any standardization. Only some of the advanced organizations are already moving to that central platform ops, engineering team model.
It&#8217;s still early, but companies need to get in front of this change and think holistically about cloud services. Tech leaders who do this well will have a strategy for rolling this out and making the best use of multiple clouds.
<h2>Why Is Cloud So Disruptive to IT?</h2>
Colbert: As we often say, cloud is not just a place. It&#8217;s also a way of building, delivering and operating services. It&#8217;s a fundamental shift to practices like DevOps and <a href="https://news.vmware.com/nologies/business-agility-quotes" target="_blank" rel="noopener noreferrer">agile</a> development.
That&#8217;s why it&#8217;s so impactful both in terms of productivity and disruption. It&#8217;s hard to think of any other technology as this fundamentally impactful (at least, anytime soon).
The cloud already reshaped so many businesses and industries, and we still haven’t see the full extent of its influence as it matures and intersects with other emerging technologies. My advice to IT: Be the team that drives cloud transformation in your organization.

Ashley Speagle

VMware CTO Kit Colbert reflects on the inevitable end of traditional ITOps and the future of IT centralization: "platform ops."

Q&A: Cloud, ITOps and the Next Wave of Transformation | VMware Radius

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