麥肯錫-什么是云計(jì)算？（英）-2024-WN8

McKinseyExplainersWhatiscloudcomputing?Cloudcomputingallowscompaniestostoretheirinfrastructuresremotelyviatheinternet,ultimatelyreducingcostsandcreatingvalue.July2024Rememberwhencomputerswerebig,hulkingobjectsthatdominatedtheo?ce?Maybeyoudon’t;technologyenvironmentsinthefuture.”Buthowcanorganizationsgetfromwheretheyarenowtomanydigitalnativeslearnedtotypeonsveltelaptops,achievingsomeofthissky-highvalue?Readontonotclunky,plug-inergonomickeyboards.Here’salittlehistory:whentheywere?rstputintouse,inthemiddleofthe20thcentury,computerscould?llawholeroom.Bythetimetheystartedappearinginthehouseholdsofthetechsavvy,theyweresmaller,aboutthesizeofastepstoolthatcould?tunderadesk.Now,ofcourse,they?tinourpockets(andsome,eveninourbrains).?ndout.LearnmoreaboutCloudbyMcKinseyandtheMcKinseyDigitalandTechnology,Media&TelecommunicationsPractices.What’sbehindthat$3trillionnumber?McKinseyestimatesthatcloudadoptioncouldgenerate$3trillioninglobalvalueby2030.Thisnumberisderivedfromouranalysisof700usecases,dividedintothefollowingareas:Thetransitionfromhugetotinycomputershasbeendrivenbyanumberoftechnologicaladvances.Transistors,integratedcircuits,microprocessors,LCD,andlithium-ionbatterieshaveallplayedaroleintheminiaturizationofcomputerssincetheycameonthescene.—Rejuvenate,

whichfocusesonimprovingITcapabilities.ThisincludesvaluefromITsavings($155billion),operationalcostsavings($311billion),anddigitalriskreduction($407billion).Thataddsuptoatotalof$873billion.Theemergenceofcloudcomputinghasalsoplayedamajorroleintheevolutionofcomputingoverpastdecades.Previously,organizationsandindividualswouldhavetostoreandrunalltheirdata,systems,andapplicationsontheirownservers.Withcloudcomputing,organizationsengagecloudserviceproviders(CSPs)tohostandruntheirapplicationsonremoteservers,usingonlyasmuchcomputepowerandstorageasneededtomeetdemand.Thistheoreticallyallowsforcheaperandfastercomputingbecauseiteliminatestheneedtopurchase,install,andmaintainservers.—Innovate,

whichfocusesongeneratingnewrevenue.$612billioncomesfrominnovation-drivengrowth,and$1.7trillioncomesfromacceleratedproductdevelopmentandhyperscalability,foratotalof$2.3trillion.—Pioneer,

whichcoversarangeofemergingtechnologies,includingnewcloud-basedbusinessmodelsandintegrationwithBut,aswe’llsee,itisn’tassimpleasaone-and-donemigration.Cloudrequiresahighdegreeofchange,saysMcKinseypartnerJamesKaplan:“Eventhoughcloudisbyfarthesuperiorwaytohostanapplication,itrequiressigni?cantinvestmentsinunderlyingservices,inapplicationremediation,inbuildingneworganizationalcapabilitiestochangetheROIdynamics.”technologieslike5G,blockchain,andquantumcomputing.Becausethey’resonew,theimpactcan’tyetbeexactlyquanti?ed.What’sthemainreasontomovetothecloud?Thereisn’tjustone.Costcuttingistypicallycitedastheprimaryreason—butwhilecostreductioniscertainlyatantalizingpossibilitywithcloudmigration,thepotentialtoinnovateisafarlargerprize.McKinseyhasfoundthatthevaluecloudgeneratesfromenablingbusinessestoinnovateisworthmorethan?vetimeswhatispossiblebysimplyreducingITcosts.Despitetheinvestmentrequired,there’scleareconomicpotentialfororganizationslookingtomigratetothecloud—tothetuneof$3trillioninglobalvalueby2030,accordingtoMcKinseyestimates.Kaplanputsitsuccinctly:“Partofthereasonyouhearsomuchaboutcloudisbecauseit’sthewaysuccessfulcompanieswillruntheirWhatiscloudcomputing?2Takedigitaltransformation.Whileit’sanongoingprocess,cloudcomputing,amongothertechnologies,canhelpcompaniesgothroughthephasesofadigitaltransformationfasterandmoree?ciently.Thebene?tsarefastertimetomarket,simpli?edinnovationandscalability,andreducedrisk.Thecloudletscompaniesinnovatequickly,providingcustomerswithnoveldigitalexperiences.Italsoenablesorganizationstousebespoke,cutting-edgeanalyticsnotavailableonlegacyplatforms.Aswitheverythingelse,youcan’tmanagewhatyoucan’tmeasure.Datadashboardsandcentralgovernancecreatethekindoftransparencythatsupportsdata-backeddecisionmaking.Hereareeightdimensionsthatareimportanttoalmostanycloudtransformation;eachshouldhaveitsowncorrespondingdashboard:—Executivesummaryobjectivesandkeyresults:acurated,top-levelprogramtoinformoverallprogressButtotransitiontoacloud-?rstoperatingmodel,organizationsshouldmakeacollectivee?ortthatstartsatthetop.HerearethreeactionsCEOscantaketoincreasethevaluetheircompaniesgetfromcloudcomputing:—Businessvalueandusecases:contributestotransparencyintobusinessobjectivesandusecasesenabledbycloudadoption;metricscouldincludespeedtomarketandpercentofcustomersusingnewsolutions—establishasustainablefundingmodel—Costperformance:tracksmoneybudgeted,spent,andsavedoncloudcosts—developanewbusinesstechnologyoperatingmodel—Applicationanddatamigration:measuresprogressofapplicationportfolioanddatatransitiontocloud—setuppoliciestoattractandretaintherightengineeringtalent—Infrastructuremodernization:reportingoninfrastructuremodernizationinitiatives,includingdecommissioningofexistingstructuresbeingreplacedbycloudservicesLearnmoreaboutCloudbyMcKinseyandtheMcKinseyDigitalandTechnology,Media&TelecommunicationsPractices.—Financialoperations:detailedreportingofcloudusage,CSPcommitments,andcosts;allowsteamstooptimizespendingHowtomaximizethevalueofacloudtransformationInMay2024,McKinseypro?ledmorethan80enterprisesforitsCloudSightsdatabase.Fortypercentofthemfoundlimitedvalueintheircloudprograms.Why?It’snotalwaysclear.Evenforcompanieswellontheirwaytoachievingvaluefromcloudinvestments,itcanbedi?culttocommunicateprogresstostakeholdersandmakeacasefornewinvestment.We?ndthatthedi?cultyoftenboilsdowntolackofclarityaboutwhatisimportanttomeasureandlackofrigorinimplementingatrackingprogram.—Securityandrisk:assessmentagainstsecurityscorecardtoidentifycloudrisksandvulnerabilities—People,products,andoperatingmodels:measurementofpeoplereadinessandimpactofnewoperatingmodelandproductchangesInourexperience,cloudtransformationisnoteasy,notleastbecauseitfrequentlytakesunexpecteddirections.Withimprovedtracking,companiesareWhatiscloudcomputing?3betterequippedtonoticechangesatearlystagesandmakethenecessaryadjustments.(Seesidebar“Casestudy:LincolnFinancialGroup’sjourneyfromlegacytocloud.”)—Afast?casualrestaurantchain’sonlineordersmultipliedexponentiallyduringthe2020pandemiclockdowns,ballooningfrom50,000perdayto400,000.Thecompany’sonline?orderingsystemcouldhandlethevolume—becauseithadalreadymigratedtothecloud.Thankstothissuccess,theorganization’sleadershipdecidedtoaccelerateits?ve?yearmigrationplantolessthanoneyear.Howhascloudcomputingevolved?TheCOVID-19pandemicrapidlyacceleratedorganizations’cloudmigrations.Priortothepandemic,enterprisesplannedtomoveamere45percentoftheirIT?hostingexpenditurestothecloudby2021.But65percentofthedecisionmakerssurveyedbyMcKinseyin2021hadactuallyincreasedtheircloudbudgets,and40percentofcompaniesexpectedtopickupthepaceofimplementation.—Modernaharnessedcloudcomputingtodeliverthe?rstclinicalbatchofaCOVID-19vaccinecandidateinjust42days.Thissuccesswasdueinparttothecompany’suseofclouddatastorageandcomputingtofacilitateprocessesensuringthedrug’ssafetyande?cacy.TheCOVID-19pandemicacceleratedthewidespreadmigrationtocloud,butthecloudrevolutionhadactuallybeengoingonforyears—morethan20,ifHerearetwoexamplesofhoworganizationsusedcloudcomputingtoadjustquicklytothenewrealityofpandemic?eralockdowns:Casestudy:LincolnFinancialGroup’sjourneyfromlegacytocloudInMarch2024,McKinseyinterviewedtwoexecutivesfromtheinsuranceorganizationLincolnFinancialGroup:RobKlaczakisseniorvicepresidentanddivisionalchiefinformationo?cerforlife,annuities,anddistribution,andSatyendraKumarisvicepresidentandexecutivesponsorandprogramlead.Here’swhatwelearned.Thetransitionwasguidedbycollaboration,securityconsiderations,anddatacollectionandinformationsharingacrosstheorganization.Anagilemindsetwascriticaltotheultimatesuccessofthetransformation,whichKumarcitesasessentialforadaptingtounknowns,buildingcon?dence,andconsistentlydeliveringresults.byanemphasisonthoughtleadershipandmoree?cientprocesses.WhatareKumarandKlaczak’slessonsforotherslookingtoundertakecloudtransformations?“Carefulanddetailedplanning,alongwithaSWATteamapproachtoidentifyandresolveunknowns,iscriticaltosuccess,”saysKumar,alongwithongoingandexhaustivecommunication.Klaczakbelievesthat“unwaveringsupportfromseniormanagement”iscriticaltosuccess.Lincoln’sdecisiontotransitiontothecloudwas,likemanyotherorganizations,drivenbythegoalofcostsavings.Thecostsassociatedwiththeorganization’slegacyplatformswerelargely?xed,posinga?nancialchallenge.Theleadershipteamembarkedonalarge?scaletransformationprogram,including120complexcloudsystemsandanacceleratedtimeframeoflessthantwoyearstocompleteThetransformationunsurprisinglyfacedanumberofchallenges.Securityissueswereamajorone,saysKlaczak,particularlyauthenticationwithoutauthorization.Leadershipdealte?ectivelywiththischallengebyestablishinganearlyworkingrelationshipwiththechiefinformationsecurityo?cer.Anoverallmindsetshiftwasalsoachallenge,ultimatelysurmountedtheentireprogram.Whatiscloudcomputing?4youcountfromthefoundingofSalesforce,widelyseenasthe?rstsoftware-as-a-servicecompany.Today,next-generationcloudcapabilitiesmakeiteasierforsoftwaredeveloperstotweaksoftwarefunctionsindependentlyande?ciently,whichallowsforawholenewlevelofagility.ForamoredetailedlookatgenAI’simplicationsforcloud,clickhere.Howwillcloudadoptionimpactdi?erentregions?Asiahasthehighestcloudvaluepotential:about$1.3trillionby2030.ThisisbecauseofthelargenumberofoilandgasandbankingorganizationsinAsiawithlargepotentialgainsduetocloud.AsCSPsexpandtheirfootprintinAsiaoverthenextfewyears,theymaybeabletoachieveoutsizevalue.LearnmoreaboutCloudbyMcKinseyandtheMcKinseyDigitalandTechnology,Media&TelecommunicationsPractices.HowwillgenerativeAIchangehoworganizationsusethecloud?OrganizationsbasedintheAmericashaveabout$1.1trillioninavailablecloudvalue.TheAmericasleadtheworldincloudadoptionatpresent;thevaluethatstandstobecapturedhereislargelythroughmoreadvancedusecases.NorthAmerica’stopindustryintermsofpotentialvalueisretail,whichstandstocapturenearly$162billioningainsduetocloudby2030.(Seesidebar“Casestudy:USCentersforMedicare&MedicaidServices’cloudjourney.”)GenerativeAI(genAI)hasthepotentialtotransformbusiness,theeconomy,andsocietyatlarge.Thatincludes,ofcourse,thewayorganizationsengagewiththecloud.Putsimply,genAIcouldmakeiteasierfororganizationstoderivevaluefromthecloud.GenAIhasthepotentialtomakecloudamoreattractiveinvestment,bybothdramaticallyreducingtheinvestmentandtimeneededtoadoptcloudandgeneratingnewvaluebysupportingnewbusinessandtechusecases.McKinsey’slatestanalysisindicatesthatthevalueEuropeanorganizationshavecapturedfromcloudremainsinisolatedpocketsandatsubscale.ThefocusofEuropeancompanies’cloude?orts,forexample,hasbeendisproportionatelyonimprovementstoIT,whichgenerateslowerratesofreturnthanimprovementstobusinessoperations.Currently,organizationsmustremediateexistingapplicationssotheycantakeadvantageofcloudcapabilities.Thisisexpensiveintermsoftimeandtreasure.Earlye?ortstoapplygenAItoapplicationremediationandmigrationhaveindicateda40percentreductionintimeandinvestmentrequired(thoughmuchmoreanalysisisneeded).CloudadoptionintheMiddleEasthasbeenslowerthanelsewhere.Thisisprobablydueinparttoexpensiveandpoor-qualityinternationalconnectivityinsomeMiddleEasterncountriesaswellasregulatoryuncertainty.Yetweseebigpotentialhere:cloudadoptioncouldgenerateasmuchas$183billionofvalueby2030.That’sroughlytheequivalentof6percentoftheregion’scurrentGDP.Inthemeantime,organizationscanincorporategenAIintotheircloudprogramsinthefollowingways:—incorporategen-AI-enabledbusinessusecases—acceleratemigrationofon-premisestransactionalsystemstobuildend-to-endgen-AI-enabledcustomerjourneysLearnmoreaboutCloudbyMcKinseyandtheMcKinseyDigitalandTechnology,Media&TelecommunicationsPractices.—usegenAItotransformtheROIofapplicationremediationandmigrationWhatiscloudcomputing?5Casestudy:USCentersforMedicare&MedicaidServices’cloudjourneyInJanuary2024,McKinseyinterviewedRajivUppal,theformerCIOoftheUSCentersforMedicare&MedicaidServices(CMS),andMarkOh,theorganization’sdirectorofinfrastructureanduserservicesgroup.Here’swhatwelearnedabouttheircloudtransformationjourney.TohelpbuildthekindoftrustUppalandotherleadersdeemednecessary,CMSsetupaprogramtotrainstakeholdersinhuman-centereddesign,productmanagement,andcloudtechnologies.“Itallcomesbacktoleadershipemphasisonempathy,”saysOh.“Ifyou’renotempathetic,youcannotdeliverservicesandsolutionsthatpeoplewilluse.”Amindsetofempathyservedasthefoundationforacultureofenablement,ratherthanmandate.programcontributedtoa15percentoverallsavingsonannualspend.That’sasigni?cantamountforanagencylikeCMS,whereannualspendexceeds$100million.CMSleadershipisworkingtoapplythelessonstheylearnedfromthecloudjourneytoothertechnologicaliteration,includingdevelopinggenAIcapabilities.Onceagain,theyarenotmandating:“We’recreatingasafespaceforpeopletocontributeandcollaborate,usingbestpractices,”saysOh.ShortlyafterstartingCMS’scloudmigration,saysUppal,leadersstartedrealizingtheimperativeforalargerbusinesstransformation.Theprojectcalledforadeeperconnectionbetweenbusinessandtechteams:“ItrequiredafairbitoftrustbuildingwithCMS’sbusinessunits.”CMSalsobene?ttedfroma?nancialoperations(FinOps)programinitscloudtransformation.OhestimatesthatthisWhatcanEuropeancompaniesdotoachievetheircloudgrowthambitions?ROI,whichcandiminishonceadoptionratesaretoohigh.Hereare?vestrategicprioritiesforEuropeanplayerslookingtoadoptcloudatscale:—BridgeexistingcompliancecapabilitieswiththosefromCSPstomanageregulatoryenvironments.Fast-evolvingregulationsarestrainingcompanies’processes.TechnologyleadershipshouldworkwithCSPstoensureup-to-datecompliance.—Developrelationshipswithcloudprovidersintotruepartnerships.Europeancompaniesshouldevolvetraditional“supplier”relationships;newpartnershipscanhelpcompaniesbuildtheirowncapabilitiesandtraintheirtechnicalsta?.Whataresomecloudrisks?—Modernizewaysofworking.Companiesshouldfocusonthreemutuallyreinforcingelementsofe?ectivecloudoperations:businessvalue;workingquicklyinsmall,cross-functionalteams;andbuildingsu?cientfoundations.We’veseenthatcloudo?ershugecostsavingsandpotentialforinnovation.Butthelift-and-shiftapproach—simplymovingexistingapplicationstothecloud—doesn’tactuallyreducecostsintheend.Toachievethekindofvaluethey’relookingfor,mostcompanieswillneedtoadjusttheirexistingapplicationstothecloudenvironment.Aswe’veseen,genAItoolsstandtomakethisprocessfasterandeasier.—Implement?nancialoperations(FinOps)tooptimizecloudspendandmonitorimpact.Investingearlyinaspend-managementcapabilitycanhelpmanagecosts.—BeclearaboutROItrade-o?swhenscaling.Oncecloudworkloadsbegintoscale,Forinstance,amajor?nancial-servicesorganizationwantedtomovemorethan50percentofitscompaniesshouldpaycloseattentiontoapplicationstothepubliccloudwithin?veyears.ItsWhatiscloudcomputing?6goalsweretoimproveresiliency,timetomarket,andproductivity.Butnotallitsbusinessunitsneededtotransitionatthesamepace.ITleadershipde?nedvaryingadoptionarchetypestomeeteachunit’stechnical,risk,andoperating-modelneeds.5.Considerusingpartnerstoacceleratedevelopmentandassignyourbestcloudleadersasowners.6.Retaintoptalentbyfocusingonwhatmotivatesthem.Securityprotocolscanalsoposeproblemswhencompaniesshifttothecloud.Theresultingproblems,however,caninvolvemiscon?gurationsratherthaninherentcloudsecurityvulnerabilities.Onesolution?Securingcloudworkloadsforspeedandagility:automatedsecurityarchitecturesandprocessesenableworkloadstobeprocessedatamuchfastertempo.Whataresomeexamplesofdi?erentorganizationsbene?ttingfromcloud?Di?erentindustries,unsurprisingly,seedramaticallydi?erentbene?tsfromthecloud.High-tech,retail,andhealthcareorganizationsoccupythetopendofthevaluecapturecontinuum.Electronicsandsemiconductors,consumer-packaged-goods,andmediacompaniesmakeupthemiddle.Materials,chemicals,andinfrastructureorganizationsclusteratthelowerend.LearnmoreaboutCloudbyMcKinseyandtheMcKinseyDigitalandTechnology,Media&TelecommunicationsPractices.Herearesomeexamplesofhoworganizationsindiverseindustriesarebene?ttingfromthecloud:Whatkindofcloudtalentisneeded?Thetalentdemandsoftheclouddi?erfromthoseoflegacyIT.Whilecloudcomputingcanimprovetheproductivityofyourtechnology,itrequiresspecializedandsometimeshard-to-?ndtalent—includingfull-stackdevelopers,dataengineers,cloud-securityengineers,identity-andaccess-managementspecialists,andcloudengineers.Andyourorganization’sneedswillchangeasyouprogressonyourcloudjourney.—aretailerenhancingomnichannelful?llment,usingAItooptimizeinventoryacrosschannelsandtoprovideaseamlesscustomerexperience—ahealthcareorganizationimplementingremoteheathmonitoringtoconductvirtualtrialsandimproveadherence—ahigh-techcompanyusingchatbotstoprovidepremier-levelsupportcombiningphone,email,andchatSixpracticalactionscanhelpyourorganizationbuildthecloudtalentyouneed:1.Findengineeringtalentwithbroadexperienceandskills.—anoilandgascompanyemployingautomatedforecastingtoautomatesupply-and-demandmodelingandreducetheneedformanualanalysis2.Balancetalentmaturitylevelsandthecompositionofteams.—a?nancial-servicesorganizationimplementingcustomercalloptimizationusingreal-timevoicerecognitionalgorithmstodirectdistressedcustomerstoexperiencedrepresentativesforretentiono?ers3.Buildanextensiveandmandatoryupskillingprogramfocusedonneed.4.Buildanengineeringculturethatoptimizesthedeveloperexperience.Whatiscloudcomputing?7—a?nancial-servicesprovidermovingapplicationsincustomer-facingbusinessdomainstothepubliccloudtopenetratepromisingmarketsmorequicklyandatminimalcostmultinational.Acompany’sbene?tsfromimplementingthecloudarenotconstrainedbyitssize.Infact,thebarriertoentryforcloudimplementationisskill,notscale.Thismeanscompaniesofanysizecancompeteiftheyhavepeoplewiththerightskills.Withcloud,highlyskilledsmallcompaniescantakeonestablishedcompetitors.Torealizecloud’simmensepotentialvaluefully,organizationsshouldtakeathoughtfulapproach,withITandthebusinessesworkingtogether.—ahealthinsurancecarrieracceleratingthecaptureofbillionsofdollarsinnewrevenuesbymovingsystemstothecloudLearnmoreaboutCloudbyMcKinseyandourMcKinseyDigital,FinancialServices,Healthcare,Retail,andTechnology,Media&Telecommunicationspractices.Formorein-depthexplorationofthesetopics,seeMcKinsey’sCloudInsightscollection.LearnmoreaboutCloudbyMcKinsey—andcheckoutcloud-relatedjobopportunitiesifyou’reinterestedinworkingatMcKinsey.Whatarethebiggestcloudmyths?Basedoninterviewswithmorethan50CIOs,chieftechnologyo?cers,andcloudleadersattopNorthAmericanorganizationsontheircloudprograms,weisolatedthefollowingcommonlyheldmythsaboutthecloud:Articlesreferenced:—“Endingtheconfusionincloudtransformations:Thedashboardsandmetricseveryoneneeds,”May24,2024,ChhaviArora,EmilyWu,HamiltonWilliams,andIsabelleTamburro—Cloudisjustaboutcostsavings.Cloudcertainlyhelpsreducethecostsofowningandrunningmassivedatacenters,butbusinessesshouldapproachcloudasanequallyimportanttoolforbusinessenablement.—“ThestateofcloudcomputinginEurope:Increasingadoption,lowreturns,hugepotential,”April2,2024,BernardoBetley,HanaDib,Bj?rnarJensen,andBernhardMühlreiter—Cloudisaone-and-donereplacementforphysicalinfrastructure.Organization-speci?ctechnologicalchallenges,likeapplicationmigration,security-as-codeprotocols,andresiliencypatterns,requirebespokesolutions.—“TheMiddleEastpubliccloud:Amultibillion-dollarprizewaitingtobecaptured,”January30,2024,ChhaviArora,SvenBlumberg,JustinDeNiese,HanaDib,TomIsherwood,andChristianStüer—Cloudcanslotintoexistingoperatingmodels.Successfulcloudmigrationrequires—“Lessonsfromasuccessfu