Thinking about migrating to SaaS

In my last article we looked at what factors influence a company’s choice of IaaS solution. A more advanced strategy would be to migrate to a SaaS with the potential for even bigger savings.

If a company is looking to upgrade an existing IT system then there should always be some research done into what cloud alternatives are available. More are more companies are offering cloud versions of their services, or someone else is offering an equivalent competing SaaS.

Compared to IaaS, SaaS takes management of the IT systems completely out of the hands of the IT department. So much so, that any executive with purchasing power can start paying-as-they-go for a cloud service. It requires no IT expertise to register for a Salesforce subscription for instance. 

However, this is a flawed approach for two reasons, the first is that it undermines whatever IT strategy the company may have and can lead to a proliferation of SaaS subscriptions that provide overlapping functionality and are difficult to integrate. What we are talking about is IT governance. While SaaS simplifies the business case for using a new IT system (i.e. zero CAPEX aka “pay-as-you-go”) it still needs to be done in coordination with the IT function (e.g. the CIO). The second aspect of IT governance is security. While any decent SaaS provides good security functionality, it still requires the application of a security posture that is in line with the organisation’s security policies and standards.

To rephrase, if a company uses only SaaS solutions for its IT needs, then IT governance is reduced to managing the SaaS portfolio (which functionality is available where and how they could or should be integrated) and maintaining the organisation’s IT security posture.

Subscribing to a new SaaS is easy as it should be. The pay-as-you-go model simplifies testing a service, and the setup and roll-out of the service in the organisation is not under the same time-pressure as one that has required a huge upfront CAPEX. However, it is a different proposition if the company needs to migrate from an existing legacy system.

There are two types of migration, one from an on-premise product to the cloud version of the same product. This can happen because it is cheaper and/or the vendor has phased out the server version for the cloud version on the product. The other type of migration is to a cloud service based on a different product.

Regardless of which type of migration is being performed, there are some challenges (I hesitate to say limitations, read on) with leaving a legacy server-based solution. When a company owns and manages its own copy of a product, it has complete control over how it is deployed and integrated into the corporate IT environment. The product may provide APIs (or not) and there is the possibility to customise the product to meet the organisation’s needs. But the same product delivered as a SaaS will not allow the same customisation. And here is where SaaS really comes into its own I believe.

SaaS is very attractive from a licensing and management point-of-view, provided the company does not want to do a lot of customisations. Vendors, however, understand that one-size-fits-all will limit the number of customers they will have, so vendors invest heavily in providing lots of configuration possibilities. In the extreme, they can provide layers of abstraction and deliver what is essentially a toolbox of functionality that the customer can use to build their equivalent proprietary functionality. Jira Cloud is an example of a service that provides enormous flexibility when building issue-tracking workflows for instance.

Vendors will provide this toolbox-like functionality as long as there is a market willing to pay for it. However, this may still not be enough for customers with very specific needs. But cloud vendors are not done yet. They can also provide APIs such as REST to allow the customer to fulfil its requirements by encapsulating the custom functionality in a separate service. Jira Cloud and Salesforce provide this type of integration for instance.

And so here it is, the customer can migrate to the cloud using a standardised, configurable SaaS with an integration to a company-specific service that meets all of their requirements. Now, suddenly you have cost visibility! On one side you have a standard SaaS that probably provides 95% of the functionality for a very reasonable monthly cost, and on the other side the customisations that deliver 5% of the functionality but probably cost more per month.

But the whole point is not for the customer to have to migrate to the cloud in this way. SaaS makes the real cost of maintaining proprietary solutions painfully visible to management, with the result that there is more incentive to analyse why they are needed in the first place. And guess what, the organisation can often adapt their business processes to behave in a more standard fashion; after all cloud services exist because they are a successful way for lots of companies to leverage IT in their businesses.

In summary, when an organisation has to choose between making a work process change and making proprietary changes to on-premise IT-system, then its IT that most often gets the job. This creates a legacy that is dragged into the light when the company wants to leverage the benefits of very economical pay-as-you-go services. These customisations will acquire a very real maintenance cost and companies will only retain those that are essential. The IT department’s budget will start to correlate more with maintaining these customisations.

What does tomorrow’s IT department look like? I will explore this topic in another article.

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