Forrester Top 10 Facts Every Infrastructure and Operations Pro Should Know About Cloud Economics

FOR InFRASTRUCTURE & OPERATIOnS PROFESSIOnAlS
Brief: Top 10 Facts Every I&O Pro Should Know

About Cloud Economics
All Business Runs On Money, But This Money Is Different
by Sophia I. Vargas and lauren E. nelson

January 7, 2016
Why Read This Brief Key Takeaways

Cloud’s economic model is truly unique. It Identify Use Cases That Will Thrive In A Cloud
extends beyond basic variability and dictates how Environment
your cloud provider frames its services. Whether Be realistic about which applications fit the
a cloud skeptic following a cloud-first mandate or flexibility of cloud and which do not. Correct
one completely bought in on the promise of agile choices will save money while fueling new
infrastructure, every infrastructure and operations revenue opportunities -- a virtuous business
(I&O) professional must now understand the accelerator. The wrong choices drive both in the
sometimes counterintuitive cloud economics. For wrong direction -- a vicious business decelerator.
some, this report serves as a reminder about the
Prioritize The Needs Of Internal And External
core principles of strategic cloud use, whereas for
Customers
others, it serves as a primer to kick off their first
Cloud is inevitable, but not a panacea. As you
conversations about cloud economics.
strive to serve your customers’ needs, use the
right tool for the right job. Sometimes it will be
cloud-based, but always ask, “Which option is
best for my customer?” The real answer always
boils down to the customer’s money. It either
saves them money or makes them money.
nothing else matters.
Actively Monitor Your Bill To Optimize Usage

Because you’re responsible for governing cloud
spending, you need to be aware of cloud usage
across the enterprise. Even if the consumption is
outside your control, finance inquiries will come
to you. Maintain situational awareness with tools
that monitor cloud usage and assess individual
and aggregate costs. You will be glad you did!
FORRESTER.COM
For Infrastructure & Operations Professionals
Brief: Top 10 Facts Every I&O Pro Should Know About Cloud
Economics
by Sophia I. Vargas and Lauren E. Nelson

with Glenn O’Donnell and Michael Caputo
January 7, 2016
Are You Making The Most Of Your Cloud Investments?

More enterprises today are comfortable with the idea of using cloud services — 73% are in the process
of developing a cloud strategy, and those who have already invested in cloud are seeing the value and
continuing to increase usage.1 In 2015, 60% of enterprise infrastructure decision-makers said they
expect to increase spending on cloud services over the next 12 months.2 Within I&O, you may not be
the primary user or even a governing authority of cloud services, but as the manager of infrastructure
and infrastructure spend, you will have to explain to your CFO why cloud spending is increasing.
While the speed and agility of cloud services will prove their own value, how can you be sure that your
internal users are employing responsible practices to keep costs at a minimum? Cost should rarely be
the primary economic consideration with cloud, but of course, it remains important.
Given that cloud infrastructure is designed under fundamentally different principles and expectations
than owned infrastructure, most applications built for traditional hardware configurations will not be
able to leverage the elasticity of cloud environments and may end up costing more in the long run.
To ensure that you’re using cloud services effectively, we’ve provided you with 10 facts about cloud
economics to help you identify how your organization can optimize cloud usage.
1. Variable Cost And Speed Make Public Cloud Unique — And Inconsistent Unto Itself
Cloud isn’t the only solution to your application and infrastructure requirements. It simply provides
more options for your enterprise’s sourcing strategy.3 Specifically, public cloud leverages many familiar
concepts, such as standardization and automation, but its speed and variable pricing model is new,
and you can obtain and dispose of resources so that you’re no longer locked into multi-year hosting
contracts or large server purchases.4 But not every application benefits from this noncommittal model.
In some cases, variability isn’t beneficial when you compare it with the discount you get with a longer
commitment. Other cloud models often don’t follow this same economic approach. Part of your cloud
due diligence will be understanding the specific incentive system of the model you’ve selected.
Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA

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© 2016 Forrester Research, Inc. Opinions reflect judgment at the time and are subject to change. Forrester®,
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For Infrastructure & Operations Professionals January 7, 2016
Brief: Top 10 Facts Every I&O Pro Should Know About Cloud Economics
2. The Best Use Cases Leverage This Pricing Model
Low costs per virtual machine (VM) aren’t what make cloud cheaper. What matters most is the
resource consumption pattern of the workload. Cloud infrastructure saves you money only when you
aren’t using it. Thus, the best fit workloads are those with transient or dynamic properties. Buying new
servers to accommodate a short burst in usage isn’t cost effective. Expanding into a new region or
product line without known success previously required a huge financial commitment in technology
resources. Public cloud minimizes your initial investment so you can lower the risk or anticipate a
fluctuating business cycle. For enterprises, such fluctuations could be services that have an uncertain
future or usage pattern — a new game or customer application, seasonal peaks in usage, like the
IRS website in the weeks leading up to the April 15 US tax filing deadline — or workloads that are
temporary in nature, like test and development or large batch jobs. It’s not the only reason to adopt
public cloud, but if cost is your driver, it’s imperative to understand that savings are tied to variability
and cost avoidance.5
3. Becoming A Cloud Provider Completely Changes This Model
When you build a private cloud, you become the cloud provider — and the economics are entirely
different. Switching to the provider role requires that you embrace the same tactics that public cloud
providers embrace if you want to see savings. But beware, a long list of barriers stand in your way,
such as high software costs, high-end infrastructure, performance expectations, inability to enable
chargeback, maintaining excess capacity, and meeting developer expectations. Successful enterprises
design their service model to embrace the same economics seen by public cloud providers, and they
limit use cases in a similar fashion. Follow in the footsteps of public cloud providers — focus only
on net-new services, build with standardized commodity components, and design for the developer,
not your infrastructure group. Failing to do so leads to overspending, documentation shortages,
uninterested users, and falling short of your service-level agreements on key preexisting workloads.6
4. Internal Support Costs Will Not Drop To Zero
Public cloud infrastructure is not synonymous with the outsourcing you’re accustomed to. Yes,
someone else will run the infrastructure, but you are still responsible for managing, securing,
monitoring, and backing up cloud deployments. Administrative roles will diminish — like facility
management and hardware support — but new governance and integration responsibilities will require
more attention. Some providers offer services on top of cloud platforms that can help to fill some
of these gaps, but you are responsible for protecting the assets of your business and ensuring the
performance and availability of your applications wherever they are deployed. If your public cloud ROI
is dependent on headcount reduction or eliminating existing hardware costs, you’re going to disappoint
your CFO.7
© 2016 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law. 2
Citations@forrester.com or +1 866-367-7378
5. Developer Empowerment And Productivity Are The Keys To Meeting ROI
Most enterprises don’t have enough variable applications to save money with the public cloud. In
fact, most simply cite cost as a reason to deny those use cases. While cloud’s variable cost structure
expands how you can feasibly spend money, this does not imply that you will be able to reduce costs
by replacing infrastructure with cloud resources. Unless your data center contract is ending and your
tech support is entirely consulting based, your tech management costs are only going to go up with
cloud. Cloud has a long list of use cases that couldn’t properly work before its existence, such as
genomic processing or supplying resources for two-week marketing events.8
The real ROI of cloud infrastructure comes from increased speed and agility — for the business, this
translates into fast and easy customer engagement. While better cloud management helps optimize
cloud usage and spending, adhering to the business’ customer-focused cloud expectations takes
priority. If your review of provisioned services delays access by requiring manual approval, you’ll quickly
find yourself being circumvented. Developers don’t care about using infrastructure efficiently — that’s
your responsibility. They want autonomy and speed — you can deliver that via self-service portals and
application programming interfaces while ensuring healthy infrastructure policies through templates that
abstract the details and ensure consistency and retroactive review of provisioned resources.9
6. Public Clouds Don’t Follow McDonald’s Value-Meal Pricing
Movie theaters and fast food restaurants train consumers to believe that if we buy bigger, the cost per
unit is cheaper. Providers encourage us to buy more and in bulk since that increases provider margins.
Don’t carry this assumption over to public clouds. Behind the scenes, public cloud providers can
increase their margins by pushing average sustained utilization rates as high as possible — at times,
providers hit up to 96% utilization. Providers achieve this by moving around customer workloads to
minimize the number of running physical machines.10
The smaller the parts, the more you can fit — e.g., a jar full of rocks always has room for sand to pour
into the remaining space. By incentivizing customers to buy lots of sand (i.e., small VMs), instead of rocks
(i.e., larger VMs), cloud providers can improve their utilization and, therefore, their margins. This means
they financially reward you for breaking apart your large monolithic apps into smaller components.11 Many
of your applications won’t adjust well to this seemingly minor change in VM configuration.
7. Hyperscaling Public Cloud Vendors Assume Failures Will Happen — So Should You
This is the classic pets-versus-cattle analogy.12 Cloud providers design their entire service around
revenue generation. To keep cost at a minimum, they use commodity infrastructure with the full
knowledge that each VM will have a higher failure rate. If a VM fails, the cloud provider starts another
while terminating the defunct machine. This approach places the onus on the customer to design
for application resiliency rather than infrastructure resiliency. This isn’t a secret of cloud — it’s just
a different way of approaching resiliency. For many, this is a welcomed change in philosophy. For
others, it presents significant issues with existing systems-of-record applications. Many of the
underlying VMs supporting traditional applications scale up with usage, increasing the size of the VM
to increase capacity. If your application isn’t built for cloud (e.g., loosely coupled and highly scalable),
an abundance of small VMs that frequently fail translates into poor performance. As a consumer of
commodity public cloud solutions, you must recognize this isn’t a weakness of these providers or a
reason not to use cloud, but a fundamental different approach. This will impact the applications that
make sense for the cloud and the work required to successfully host a workload in a public cloud.
8. Existing Apps Weren’t Built To Leverage Cloud Effectively — Redesign Or Replace Them
Since most of today’s enterprise applications were not designed for a cloud environment, and thus
were built with fundamentally different assumptions regarding the underlying infrastructure, public
cloud adoption primarily focuses on net-new workloads. However, more so than ever, enterprises are
looking to the public cloud for existing systems-of-record applications.13 This often means redesigning
or rewriting your application, which isn’t a simple endeavor.14
Breaking applications into smaller components allows for more granular control over scalability of
each element. Components that need more capacity will include a set design template, automating
the creation of new machines that can be run independently from each other. This may require some
duplication of controller information to remove bottlenecks and dependencies on one machine.
However, independent scaling, self-sustaining mini-components will not only help manage costs during
peak usage but will also increase the resiliency of your application. Loss of a VM will now equate to
reduced capacity and not a systemwide failure.
9. Value-Adding Features And Services Translate To Lock-In And Cost
The complexity of configuring memory and CPU settings behind a net-new service can lead to fragile,
overprovisioned instances and higher costs. Cloud platforms like Salesforce can abstract and automate
application infrastructure configurations and make the provisioning process simpler. Similarly, leveraging
one of Amazon’s many additional services can eliminate thousands of labor hours from your app
teams for high-value and yield a self-sustaining service with minimal maintenance.15 However, the more
your organization acclimates to higher-order features and services, the harder it will be to transition to
another provider, who may not offer the same capabilities. Ultimately, you have to weigh the value of the
service to the associated lock-in and potential migration costs later down the road. Determine the level
of abstraction and the amount of choice desired by your developers, but keep in mind that every add-on
service that you adopt correlates to the amount your organization is locked into and dependent on that
tool or service.16 Lock-in may not be bad if the provider is giving you great value, but be careful about
restricting your options. Revenue benefits that come with flexibility may erode while switching costs rise.
10. Beware Of Hidden Costs
Users in the nascent stages of cloud adoption may incur unforeseen costs when it comes to data calls,
licensing changes, and error rates. While base service charges correlate to location, volumes, and
performance metrics, additional costs will be determined by the nature of the application architecture,
user behavior, and cross-platform integrations (see Figure 1).
FIGURE 1 Cloud Usage May Incur A Number Of Unplanned Costs
Category Cost characteristics Considerations

Software licenses Typical software licenses can be based If pricing is based on VMs, then vertical
on the number of users, physical nodes, scaling will restrain licenses to one machine.
or VMs. If you redesign your app to scale
horizontally, however, you’ve suddenly
added licenses for every new VM.
Data-out charges Providers may charge for each data Consider this when designing how, when,
transfer into and out of their cloud and where your cloud-based applications
environment, and, depending on the reference and integrate with data sources.
provider, this may include pulls for DR. Understand your data transfer demands
before committing.
Mitigating latency Reducing latencies between chatty To optimize performance of tightly integrated
applications will incur additional costs for applications, options include moving both
tools, cross connects, and additional apps to the same environment, investing in
cloud resources. WAN optimization, or direct-connect
services.
Direct connections Providers may charge monthly Services like AWS Direct Connect create
fees for each physical connection. private, direct connections that minimize
latency and guaranteed bandwidth and
performance.
Onboarding error Errors upon initial provisioning request Your options include accepting the risk of
rates will lead to extended use of cloud costs associated with error rates or
resources and costs that can be amplified leveraging advisory services like
in HPC use cases. Cycle Computing.
Migration charges Moving apps from non-cloud to cloud Consider investing in hypervisor conversion
environments may require additional tools, application cloud-readiness
support from tools, professional services, assessments, or advisory services, and
and internal labor. factor in rewrite costs in developer time.
Employee time Consider the opportunity cost of While important to encourage new-skill
employee time spent away from core development among your employees, this
responsibilities. labor cost should be weighed against
current state, SaaS alternatives, or upgrade
cycles.
Backup and Data recovery charges can be expensive Data can be lost for a number of reasons,
business continuity and take weeks to months to recover. e.g., migration errors, malicious endeavors,
or accidents. Contracts differ by provider so
your first task is to understand what’s
included in the base service and what is not.
Either negotiate terms up front with your
providers or consider investing in cloud-to-
cloud backup solutions.
Recommendations
Forcing Poorly Fitting Apps Into The Public Cloud Will Cost You
Understanding these principles is just the beginning. Depending on your organization, cloud usage
may be siloed within user groups and developer initiatives. Helping disparate teams across your
organization manage cloud spend will require a holistic view, established policies, and effective
governance. One unified perspective will let I&O professionals establish and communicate best
practices as well as consolidate bills to achieve minimum thresholds for price reductions. The fiscal
benefits of cloud will prove a fallacy if you make the wrong decisions. Even if you are moving fast, you
may be spending money more quickly without quickly increasing revenue. As you build and refine your
cloud strategy, look for opportunities to:
1. Use strategic rightsourcing to inform your application road map. If you are at the beginning
of your cloud journey, your first task should be dedicated to identifying which services and
workloads can leverage the benefits of cloud environments. For guidance on this exercise,
Forrester’s strategic rightsourcing (SRS) methodology presents an application-first, workload-
focused approach to help you determine where to deploy applications.17
2. Create a holistic view of pricing. For existing cloud adopters, active monitoring of your
cloud bill and usage will help to identify inefficiencies and optimize your mix of reserved and
on-demand instances. Consider adopting monitoring platforms like Cloudyn, Cloudability, or
Planforcloud, which collect and track pricing, usage, and spending in cloud environments. For
those evaluating future use cases, explore the details behind that particular workload to discover
potential hidden costs.
3. Leverage hosted private for less cloudy workloads. Not every workload will be suited to a
hyperscale public cloud, but some of these services may still benefit from cloud infrastructure
speed and agility. For organizations that don’t want to tackle the challenge of implementing a
true private cloud, hosted solutions can deliver a dedicated environment. They come complete
with management tools and support from a service provider, but without the struggles of broad
organizational change.18
4. Investigate new ways to derive value from this connected economy. Cloud services not
only provide a viable deployment option for your workloads, these platforms can enable new
ways for organizations to interact with and create value for partners, employees, and customers.
Historically, IT has been viewed as a cost center, a common resource that benefits all, but it
rarely received credit without a direct line of revenue. Cloud changes this model and ushers in a
BT agenda. Nasdaq capitalized on excess unused capacity by renting portions of the OMX data
center to provide investment groups ultra-low latency connections to the exchange’s matching
engines.19 Autodesk tied in a public cloud service behind its design software to alleviate the
burden of its software tests on its customers. Autodesk can now allow customers to run a test
in a fraction of the time without compromising its other applications. What’s missing from your
company’s customer experience that might transition your team into a revenue-generator?20
Engage With An Analyst

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Endnotes
Source: Forrester’s Global Business Technographics® Infrastructure Survey, 2015.
1
Source: Forrester’s Global Business Technographics® Infrastructure Survey, 2015.

2
The following report covers this strategic rightsourcing approach to cloud. See the “To Get Applications To The Cloud,
3
Blend Strategic Rightsourcing With Multisourcing” Forrester report.
Long term, enterprises will have a hybrid portfolio of cloud and non-cloud workload deployments that uses a breadth
4
of options to optimize resource and agility requirements. In this future state, the majority of systems of engagement
workloads will be cloud-resident while your systems of record evolve to cloud at a slower but deliberate pace. The
end result will be a mixed environment managed through a decision tree and series of workload automation systems
that ensure governance and regulatory compliance across this portfolio. For more information on different types of
cloud-computing-based infrastructure and how your organization can devise an optimal cloud strategy, please see the
“Make The Cloud Enterprise Ready” Forrester report.
Your business case should be workload specific; cloud can drive cost savings in some situations and balloon
5
expenses in others. To identify the “best-fit” use cases for cloud to drive savings and business performance, please
see the “Justify Your Hybrid Cloud Future With A Solid Business Case” Forrester report.
6
Despite reported high private cloud adoption, Forrester continues to see enterprises struggle with their private cloud
build-out. Success with a private cloud comes only through embracing the true cloud model of self-service, full
automation, and business and developer agility. But most technology managers lack enough hands-on experience
with public clouds to truly understand the end user experience priorities and how to translate them to their own
environments. This report outlines the top 10 facts every tech management pro should know about private clouds to
avoid over-investment, missed deadlines, and strategies that limit better engagement with your internal customers.
See the “Top 10 Facts Every Tech Management Leader Should Know About Private Cloud” Forrester report.
7
Firms almost always consider cloud computing a cost advantage compared with the in-house, always-on enterprise
data centers. The cost benefits could be legitimate if you pinpoint your traffic patterns; there is something great about
the pay-per-use model of cloud computing, but it makes no real difference if you are using it all the time. The key is in
understanding how the applications you place in the cloud align with the economics of the various cloud services out
there today; for instance, understanding when to use a public versus private cloud. For more information on how to
align your application service demands with the different cloud business models available today, please see the “Drive
Savings And Profits With Cloud Economics” Forrester report.
8
In the following report, we profile how Pathwork Diagnostics used cloud computing services to develop a cancer
diagnosis tool, leveraging computing power in the cloud that otherwise would be prohibitively expensive to procure.
See the “Using Cloud Computing To Quickly Diagnose Cancer: A Pathwork Diagnostics Case Study” Forrester report.
For a deeper dive into cost models for high-performance computing (HPC) using cloud services, please see the
“Justifying Your Cloud Investment: High-Performance Computing (HPC)” Forrester report.
9
Cloud platforms are increasingly a viable option for a growing set of enterprise workloads. Business-aligned
developers are aggressively leveraging public cloud platforms to build and deploy new elastic applications and to
extend legacy capabilities. They have come to expect speed, choice, and cost transparency. Meanwhile, nearly half
of enterprise IT shops claim to be building a private cloud in 2013. The future enterprise IT infrastructure is therefore a
hybrid mix of public and private clouds, but who will manage this new IT portfolio? For more information on how your
organization can take advantage of both cloud deployment types, please see the “Cloud Management In A Hybrid
Cloud World” Forrester report.
10
Forrester interviewed many of the leading web, cloud, and hosting providers and uncovered five key lessons enterprise
IT can apply within its own environments. While you do not have their scale of purchasing power, IT infrastructure and
operations (I&O) professionals can benefit by adopting their approach to infrastructure architecture and operational
process. For more information, please see the “Five Data Center And IT Infrastructure Lessons From The Cloud
Giants” Forrester report.
11
What’s the critical enabler for rapid software releases? They require loose coupling of components and services, both
within and between applications. While rapid prototyping, visualization, and Agile software development practices
can help, without loose coupling of fine-grained services, the sustained customer-visible innovation that emerges
from rapid application delivery remains elusive. For more info on how your organization can punch up its software
development with loosely coupled application architectures, see the “Brief: Software Innovation Requires A Loosely-
Coupled Application Architecture” Forrester report.
12
“Pets versus cattle” is an analogy introduced by Cloudscaling executive Randy Bias and originally conceived by
Microsoft employee Bill Baker. It refers to the idea that open and scalable clouds should scale-out, not up. When
scaling up, virtual servers that malfunction or otherwise encounter errors are repaired and brought back to full
functionality; when scaling out, malfunctioning virtual servers are simply disposed of and replaced. Source: Randy
Bias, “Architectures for open and scalable clouds,” SlideShare, February 16, 2012 (http://www.slideshare.net/
randybias/architectures-for-open-and-scalable-clouds).
13
The following report covers some important factors governing the migration of legacy applications and workloads to
cloud infrastructure. See the “Brief: Systems Of Record Projects Are Poised To Drive New Cloud Growth” Forrester
report.
To achieve cost savings from cloud platforms (infrastructure-as-a-service and platform-as-a-service), your application
14
must achieve high availability (HA) and performance on its own through its design and configuration. It will also need
to activate the economies delivered by these platforms by scaling up and down incrementally, ideally automatically.
For more information on the key differences in infrastructure-as-a-service and platform-as-a-service public
services, how you can best match your applications to them, and why new code may be your best bridge for legacy
applications, please see the “Don’t Move Your Apps To The Cloud” Forrester report.
The following report examines the different platform configuration, application deployment, and autoscaling controls
15
that a variety of leading public cloud platforms provide. See the “Which Public Cloud Platforms Offer The Right
Configuration Controls?” Forrester report.
Organizations can’t always start at square one when creating a cloud strategy, since most already make use of cloud
16
in a variety of contexts. Different cloud models like software-as-a-service (SaaS) and infrastructure-as-a-service (IaaS)
have very different dynamics and implications for the business enterprise. The following report focuses on those
elements of planning that are most conducive to maximizing the success of your cloud-centric technology ecosystem.
See the “Organize The Chaos Of Cloud With A Realistic And Effective Strategy” Forrester report.
Please see the following report for a portfolio analysis tool that is based on Forrester’s strategic rightsourcing
17
methodology and client best practices and that can be specifically adapted to your organization’s objective of
identifying applications best suited for outsourcing to traditional or cloud service providers. The following report is
not sufficient on its own to determine how the prioritized list should be used as a support tool in the decision-making
process. See the “Strategic Rightsourcing Application Portfolio Analysis Tool” Forrester report.
There is no single strategy or journey to the cloud that describes the experience of all or even most organizations’
18
adoption path, and trying to glean a single approach from all of the adoption patterns leads to poorly aligned
expectations. Forrester’s 2013 report categorized the major end user strategies for internal private cloud. See the
“Four Common Private Cloud Strategies” Forrester report.
The following report does the same for the hosted private cloud space. See the “Select Your Optimal Hosted Private
Cloud Strategy” Forrester report.
Source: Rich Miller, “NASDAQ Powers Up Its Colo Offerings,” Data Center Knowledge, February 7, 2012 (http://www.
19
datacenterknowledge.com/archives/2012/02/07/nasdaq-powers-up-its-colo-offerings/).
The January 2, 2015 report — the vision report in Forrester’s cloud computing playbook — explains how cloud is
20
becoming the platform for new digital economies. See the “Cloud Evolves From Point Solution To Strategic Enabler Of
The New Connected Economy” Forrester report.
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FOR InFRASTRUCTURE & OPERATIOnS PROFESSIOnAlS

Brief: Top 10 Facts Every I&O Pro Should Know

by Sophia I. Vargas and lauren E. nelson

Why Read This Brief Key Takeaways

Actively Monitor Your Bill To Optimize Usage

by Sophia I. Vargas and Lauren E. Nelson

Are You Making The Most Of Your Cloud Investments?

Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA

2. The Best Use Cases Leverage This Pricing Model

3. Becoming A Cloud Provider Completely Changes This Model

4. Internal Support Costs Will Not Drop To Zero

5. Developer Empowerment And Productivity Are The Keys To Meeting ROI

6. Public Clouds Don’t Follow McDonald’s Value-Meal Pricing

9. Value-Adding Features And Services Translate To Lock-In And Cost

10. Beware Of Hidden Costs

FIGURE 1 Cloud Usage May Incur A Number Of Unplanned Costs

Category Cost characteristics Considerations

Engage With An Analyst

Analyst Inquiry Analyst Advisory

Source: Forrester’s Global Business Technographics® Infrastructure Survey, 2015.

Blend Strategic Rightsourcing With Multisourcing” Forrester report.

Forrester’s research and insights are tailored to your role and

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