企业高管云计算实战指南：Eric A. Marks & Bob Lozano 著

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《执行官的云计算指南》是一本专为IT行业的高级管理人员和决策者编写的入门书籍，由Eric A. Marks和Bob Lozano合著，由John Wiley & Sons, Inc.出版于2010年。该书针对云计算这一日益重要的技术领域，提供了一套全面且深入的理解和应用指导。在《Executive's Guide to Cloud Computing》中，作者们强调了云计算的核心概念，包括但不限于以下几个方面： 1. **云计算基础**：介绍了云计算的定义，它是如何通过互联网提供按需、可扩展的计算资源和服务，如存储、处理能力、应用程序和数据管理。重点讲述了云计算的三种主要模式：公有云（由第三方提供商为广泛用户服务）、私有云（为企业内部使用而设立）和混合云（结合公有云与私有云的优势）。 2. **技术架构**：详细解释了云计算基础设施的组成部分，如虚拟化技术、负载均衡、自动化管理和分布式系统，这些都是构建云环境的关键要素。 3. **安全与合规**：书中涵盖了云计算安全的重要性，包括数据保护、隐私法规遵从性、身份验证和访问控制策略。此外，还讨论了如何确保云服务提供商符合企业的特定安全和合规需求。 4. **迁移策略**：针对企业如何制定云迁移计划，书中提到了评估现有IT环境、选择合适的云服务提供商、迁移过程中的风险管理和优化成本的方法。 5. **战略决策**：本书帮助读者理解云计算对企业战略的影响，如成本节约、灵活性提升、创新加速以及与传统IT架构的对比分析。 6. **案例研究与最佳实践**：通过实际案例和行业最佳实践，展示了云计算在不同行业和规模企业的成功应用，为读者提供了实战参考。 7. **未来趋势与挑战**：书中探讨了云计算的最新发展动态，包括新兴技术（如边缘计算、AI和物联网）以及潜在的法律、技术和社会挑战。《Executive's Guide to Cloud Computing》是一本既实用又具有深度的参考资料，它不仅适合寻求快速入门的领导者，也适合那些希望深入了解云计算及其对企业运营影响的专业人士。通过阅读这本书，读者将能够更好地规划和实施云计算策略，以适应数字化转型的时代需求。

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recognizewhileweareinthemiddleofthem,evenastheyloom

imminently.

When researchers at the University of Pennsylvania were fever-

ishly working on ENIAC—generally recognized as the ﬁrst program-

mable, general-purpose electronic comp uter—as the future of the

world hung in the bal ance in the midst of World War II, do you

think they envisioned computers embedded in nearly ever ything,

from greeting c ards to automobiles, from microwaves to MRIs?

When researchers at the University of California, Los Angeles, and

elsewhere in the midst of the Cold War strove to make comput er

networks more resilient in the face of nuclear attack,

do you think

any of them envisioned the Internet as we see it today? Likewise,

when Tim Berners-Lee and other researchers at CERN were trying

to come up with an easy way to create and display content over this

new, literally nuclear-grade network, do you think they envisioned

the impact on everyday life (both personal and professional) their

new creation would have, or even the simple breadth and depth of

stuff—from the sublime to the silly—that would be available on this

new, supercharged ‘‘Internet’’ ? One estimate is that there are more

than 500 exabytes—that’s 500 billion gigabytes—in this ‘‘digital uni-

verse,’’ and that this will double every 18 months.

The simple truth is that very few, if any, of the people involved in

these developments had much of an i dea of the conseq uences of

their creations , o f the impact on o ur personal lives, our cultur e,

even the societ y in which we live—from how we interact with our

families to how we conduct business.

Whether you are ‘‘technologically modest,’’ or are either by age

or temperament not ashamed to let it be known, at least in certain

circles, that you are a bit of a geek . . . either way, it is pretty much a

given that dev elopments in computing are having a big impact on

our society, and more to the point, an even bigger impact on how

we conduct our business.

And bigger changes—tectonic shift–scale changes—will have at

least commensurate impact on our lives in every dimension, includ-

ing the ﬁelds of commerce. One example, perhaps a seemingly sim-

ple one, yet central to many of the changes now underway, will

sufﬁce to illustrate this point.

Consider for a moment newspapers. We now face the very real

prospect—actually the near-certainty—of at least one (and probably

many) major metropolitan area in the United States without a

2 The Sound of Inevitability

E1C01 02/21/2010 Page 3

traditional (local, general purpose, print, widely circulated) newspa-

per. While this eventuality may be stayed—perhaps for quite some

time—via government intervention, the fact that this will eventually

occur is not in doubt. In a culture still echoing with such reporte-

resque icons as Clark Kent, or at least the more prosaic Bernstein and

Woodward, this was once unthinkable. Now it is simply inevitable.

There was a time when the technology of newspapers—cheap

newsprint (paper), high volume printing presses, delivery networks

including everything from trucks to kids on bicycles—was the only

reasonable means for mass distribution of information. In fact, with

help from some of the newer technologies there was even a new na-

tional newspaper (USA Today) founded in the United States as late

as 1982. But with the advent of alternative delivery channels—ﬁrst

radio, then broadcast cable, and satellite television—increasing

amounts of pressure were put on the newspapers.

The immediacy of the newer channels led to the widespread

death of afternoon newspapers in most markets; anything delivered

to the dinner table in a physical paper was hopelessly out of date

with the evenin g news on television or radio. The morning papers

had the advantage of broad coverage collected whi le most people

slept, and as a result have held on longer.

However, at the s ame time intrinsic limitations of the newer

technologies made them better for certain types of information,

though not as useful for others. For example, a two-minute video

from a war zone could convey the brutal reality of combat far more

effectively t han reams of newsprint, but did little to describe the

complex strategic elements—political, economic, cultural—of the

conﬂict itself. As a result, a certain stasis had been reached in which

newspapers carved out what appeared to be a sustainable role in the

delivery of news.

Then came the Internet.

In particular, the effectively free and ubiquitous—and yes, near-

instantaneous—delivery of all sorts of information mortally wounded

the newspaper business. As the ﬁrst round of the web ecosystem

grew, the only remaining stronghold of the traditional newspapers—

their ad-based revenue model—was made largely irrelevant. eBay,

Craigslist, and freecycle (among others) replaced the classiﬁeds, and

online ads took out most of what was left.

Some newspapers will undo ubtedl y manage the t ransition in

some manner or another, perhap s even emergin g as something

The Sound of Inevitability 3

E1C01 02/21/2010 Page 4

fairly recognizable—particularly natio nal/international prop erties

such as the Wall Stre et Journal and the previously mentioned USA

Today—and perhaps even ﬁnancially sound.

But those that do will likely largely do so without their original

distribution technologies, and more important, many will not make

the transition at all.

Allofthisupheavalinnewsdelivery—theenormouschanges

that have already occurred and that which is yet to come—have

been enabled by developments in computing technologies, with the

widespread adoption of everything from the Internet to the iPhone.

It is probably worth remembering that al l of t his has occurred

largely without cloud computing, and as a result we ar e probab ly

less than 10% of the way through this transition in news delivery,

and this is only one industry. One industry, one example, with

entire economies yet to transform.

Even so, some things have not changed much, even in the deliv-

ery of news. The computing infrastructures range from the stodgy

(server, even mainframe-based systems within many newspapers) to

circa-2009 state of the art (which we might as well start referring to

as ‘‘legacy web,’’ web 2.0, old-school web, something like that). By

and large these systems still cost too much to acquire, do not adapt

to changes in demand nearly easily enough, are not reliable

enough, and remain way too complex and costly to operate. Even

the few systems that do not suffer from all of these problems are not

ideal, to say the least: Some are proprietary, and most are either too

complex to create new application software, or simply do not scale

well enough, at least for the sort of software that researchers are

hard at work developing. In particular, with the ﬁrst generation of

electronic news infrastructur es focused on just delivering the news,

the next generation will be focusedonsiftingthroughallofthat

content, looking for just the right stuff.

All of that sifting and sorting and searching will take orders of

magnitude more computing capacity than we have anywhere today.

How wil l we pay for hundr eds and thousands, perhaps even tens

of thousands times more servers and storage than we have today—

almost unimaginable quantities of computing? How will we operate

them? Write new software for them? It is fair to wonder how we will

even power all that gear. Ass uming that a ll of these conce rns are

resolved, then, we will face a larger question still, one which we

4 The Sound of Inevitability

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