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“Until recently, most of Wipro’s Infrastructure workloads continued to be on-premises data centres. However, being a technology engineering company, we had been early proponents of public and private cloud<\/a> adoption for our customers with our strategic partner alliance framework,” according to Anup Purohit<\/a>, CIO, Wipro.
This further enhanced the technology services organisation’s conviction to transform its workloads to cloud-ready status and migrate onto the public cloud using various other models like PaaS and SaaS. All of this demanded the enterprise’s core infra to be more flexible and resilient to security attacks while pursuing an optimal balance between compute and cost.
As Wipro continues to move more workloads to the cloud, Purohit believes that a purpose-driven migration is more pertinent than a bulk push towards it. Therefore, before migrating any project, he feels that the following key questions need to be answered:
- What is the business’s expectation from this workload – i.e. agility, elasticity, cost optimization, etc<\/li>
- What is current technical debt (not limited to hardware refresh, but includes functional swamp, security vulnerabilities, etc) accumulated against these apps? Does the organisation have a roadmap to reduce the same with a new cloud-native app architecture with more focus on PaaS and Containerization?<\/li><\/ul>Wipro is currently deep in its Cloud 2.0 strategy implementation. However, the Bengaluru-headquartered enterprise has already started discussions around Cloud 3.0<\/a> strategy that is focused singularly on the DevSecOps framework for cloud provisioning with a built-in framework for security automation in the infra provisioning itself, creating a more self-actualising framework for business managers to review & manage their own Cloud expenses through interactive dashboards and more, shares Purohit.
Wipro’s three pillars of tech strategy
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Purohit, who joined Wipro only last year, within the first hundred days got to know the organisation, colleagues, and customers and worked on a technology strategy for the next three years. This included but was not limited to Cloud 2.0 strategy.
The three key pillars of Wipro’s tech strategy are – Rebuild, Refresh and Integrate, he explains.
Rebuild: Building a new organizational design for the IT team in Wipro that is more business-oriented and solution-minded across all technology domains. The CIO team has also been re-christened to Business integrated Technology Solutions (BiTS) Group.
Refresh: Reducing tech debt across a variety of the company’s infra and app estate with the key pillars being modernization, rationalization, and simplification.
Integrate: Align with the overall organizational growth strategy to provide a seamless platform with simpler processes that help in the integration of acquired entities to Wipro culture whilst retaining their core skills and values.
According to Purohit, Wipro plans to go 100 per cent or near 100 per cent towards a public multi-cloud setup.
We have worked very closely with our CISO organization to build a robust and secure multi-cloud architecture with federated core services like authentication, authorization, secret management, certificate management, encryption, and more that allows us to develop and secure app workloads across multi-cloud scenarios.Anup Purohit<\/cite><\/div><\/blockquote>
\"We have also invested heavily in our Defense in Depth strategy by having a layered security control framework across Web-Proxy, WAF, DLP, and the rest to ensure we provide the right assurance to our Management,” Purohit adds.
He believes that each CSP (Cloud Service Provider) has its own unique strengths and weaknesses and Wipro’s strategy is to ensure a ‘horses for courses’ practice, owing to which the company’s framework of multi-cloud has been set up.
“Deployments on any particular CSP will be driven based on the workloads and their requirements rather than any other way around,” he maintains.
A leaf from Wipro CIO’s cloud playbook
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While the cloud has become a de-facto platform for innovation today, it brings a variety of challenges. Purohit shares best practices and risks to avoid from his playbook that organisations must factor in when they embark on a cloud journey.
“Cost optimization on paper looks glorious for a cloud transformation agenda. However, it’s important to invest time in standardizing the following upfront to make sure you don’t start on a sticky wicket,” he says.
Steps in the cloud journey:- Invest in a strong landing zone with core services bundled in authorization and beyond.<\/li>
- A granular cost dashboard and chargeback model defined upfront <\/li>
- Engineer and harden your core services like VM families to be used, storages, network peering strategy, and the rest. <\/li>
- Invest in a good team of cloud engineers, architects and SREs <\/li>
- Automate from the start. If the beast becomes too big, taming it will seem daunting. Investing in and celebrating small automations in provisioning, monitoring, and more go a long way. <\/li><\/ul>Risks:
- It could lead to IT sprawl and become difficult to manage<\/li>
- Existence of multiple versions of understanding can cause a disparity in thoughts and outcomes<\/li>
- Use cases are not relevant anymore.<\/li><\/ul>“Lastly, transparency is extremely key in any relationship and so is true in the case with CSPs. If we can highlight the real reason for a multi-cloud framework and investment based on a meritocratic manner that is workload efficient and hence cost prudent, we can avoid lock-ins. However, as I said before, invest time in learning about cloud for what your organizational needs are and that is the golden nugget of knowledge that has helped me,” he adds.
Establishing strong cloud governance
<\/strong>
Navigating through its cloud adoption journey, Wipro has established a strong cloud governance framework under a unified command and control at the tenant level.
Tenant admin is singularly controlled, but subscription-level access is provided to a business unit for their consumption. Strong access management and granular chargeback mechanism have been established with the business units for their own subscriptions, he shares.
Multi-level reporting and verification of cloud costs coupled with internal business owning their own subscriptions have created the right focus on cloud-related expenses. “However, this is still a journey and not a destination since cloud charging modules keep changing and this is further complicated in a multi-cloud environment,” says Purohit.
Wipro’s KPIs for Cloud 2.0 strategy focuses on whether tech debt has been substantially reduced by building a cloud-native architecture for the app; Stepping up automation in processes; Waste optimization, right performance, cost monitoring and granular charge back to the right business or consuming unit.
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Wipro计划云3.0策略;CIO Anup Purohit提供了一窥他云剧本
最大的技术服务机构,Wipro,目前在云深处2.0策略实现。然而,约3.0云战略已经开始讨论。Anup Purohit, CIO, Wipro阐述了最佳实践和风险,组织需要一段因素着手一个云的旅程。
“直到最近,Wipro的大部分基础设施工作负载继续被本地数据中心。然而,作为一个技术工程公司,我们一直在公共和私人的早期支持者云采用为我们的客户与我们的战略伙伴联盟框架,”根据阿努普PurohitWipro, CIO。
这进一步加强技术服务组织的信念将其云计算工作负载状态和使用各种其他模型迁移到公共云像PaaS和SaaS。所有这些要求企业的核心下文更加灵活和弹性安全攻击,同时计算和成本之间寻求一个最佳的平衡。
Wipro继续更多的工作负载到云,Purohit相信标竿迁移比批量相关的推动。因此,在迁移之前任何项目,他觉得需要回答以下关键问题:
- 是什么业务的期望从这个工作负载——即敏捷性、弹性、成本优化,等等
- 什么是当前技术债务(不限于硬件刷新,但包括功能沼泽,安全漏洞,等等)积累对这些应用程序?该组织有一个路线图来减少相同的新的原生云应用程序架构更多关注PaaS和集装箱化?
Wipro的科技战略的三大支柱
Purohit,去年才加入Wipro,认识了第一个几百天内组织,同事和客户和工作在未来三年的技术战略。这包括但不限于2.0云战略。
Wipro的科技战略的三个主要支柱——重建,刷新和集成,他解释说。
重建:建立一个新的组织设计的IT团队Wipro,更多的面向业务的所有技术领域和思路清晰。CIO团队也被re-christened(比特)集团业务集成技术解决方案。
刷新:减少技术债务在各种公司的下文和应用房地产的关键支柱是现代化、合理化、简单化。
整合:结合整个组织发展战略提供一个无缝的集成平台与简单的流程,帮助收购实体Wipro文化同时保留其核心技能和价值观。
根据Purohit, Wipro计划去附近的100%或100%向公众多重云设置。
我们密切与我们CISO组织与联邦建立一个健壮、安全的多重云架构的核心服务,比如身份验证、授权、保密管理、证书管理、加密,更让我们开发和安全应用程序工作负载在多重云场景。阿努普Purohit
“我们也投入巨资在深度防御策略通过分层安全控制框架跨web代理,WAF, DLP,剩下的,以确保我们提供正确的保障管理、“Purohit补充道。
他认为每个CSP(云服务提供商)都有其独特的优点和缺点和Wipro的策略是确保马课程的实践中,由于该公司的多重云框架已经成立。
“部署在任何特定CSP将推动基于工作负载和他们的需求,而不是相反,”他认为。
一片叶子从Wipro CIO的云剧本
而云已成为实际平台创新的今天,它带来了各种各样的挑战。Purohit分享最佳实践和风险,以避免从剧本开始时,组织必须因素云的旅程。
“成本优化在纸上看起来光荣为云变换议程。然而,重要的是在规范以下前期投入时间,以确保你不粘wicket开始,”他说。
步骤在云之旅:
- 投资于一个强大的着陆区与核心服务捆绑在授权和超越。
- 一个细粒度的仪表板和退款模型定义的前期成本
- 工程师和强化自己的核心服务,比如VM家庭使用,存储,网络策略,和休息。
- 投资于一个好的团队的云工程师、建筑师和sr
- 从一开始自动化。如果野兽变得太大,驯服它似乎令人生畏。投资和庆祝小自动化配置,监控,更走很长的路。
- 它可能导致扩张,变得难以管理
- 存在多个版本的理解会导致差异的思想和成果
- 用例不相关了。
建立强大的云治理
浏览云采用旅程,Wipro云治理框架下建立了一个强大的租户的统一指挥和控制水平。
租户管理异常控制,但订阅级别访问是为消费提供了一个业务单元。建立了强大的访问管理和粒状退款机制与业务单位对自己的订阅,他的股票。
多层次的报告和验证云成本加上内部业务拥有自己的订阅已经创建了正确的关注云相关的费用。“然而,这仍然是一个旅程,不是目的地自云充电模块不断改变,这是进一步复杂的多重云环境中,“Purohit说。
Wipro kpi云2.0的战略重点是技术债务是否已经大幅减少了为应用程序构建原生云架构;加大在过程自动化;浪费的优化,对性能、成本监控和颗粒电荷回到正确的商业或消费单位。
<\/span><\/figcaption><\/figure>Core IT infrastructure and security are the bedrock of any large organization. With a revenue of $10.4 billion and 250,000 employees spread across the globe, Wipro<\/a> relies on its core IT Infrastructure - whether it is to run delivery centres, Corporate Office or business applications and beyond.
“Until recently, most of Wipro’s Infrastructure workloads continued to be on-premises data centres. However, being a technology engineering company, we had been early proponents of public and private cloud<\/a> adoption for our customers with our strategic partner alliance framework,” according to Anup Purohit<\/a>, CIO, Wipro.
This further enhanced the technology services organisation’s conviction to transform its workloads to cloud-ready status and migrate onto the public cloud using various other models like PaaS and SaaS. All of this demanded the enterprise’s core infra to be more flexible and resilient to security attacks while pursuing an optimal balance between compute and cost.
As Wipro continues to move more workloads to the cloud, Purohit believes that a purpose-driven migration is more pertinent than a bulk push towards it. Therefore, before migrating any project, he feels that the following key questions need to be answered:
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