DCN September 2016 - Page 21

colocation & outsourcing noted the average power profile of a typical colocation rack has increased over the last five years from just over 2kW to more than 4kW of concurrent draw. Rack sizes are growing in dimensions – with customers increasingly using 49U and 52U racks, with rack depths increasing to 1,200mm. So the physical rack density is increasing but the majority of powered equipment is, as we know, far more efficient in terms of cooling and power management functionality. In the last 12 months, we have also observed a marked increase in the number of three phase (400V) racks requested, driven predominately by larger main stream storage solutions. The manufacturer specifications in terms of anticipated or provisioned power capacity versus the real world usage can be significantly different, which challenges the efficiency assumptions of three phase over single phase power delivery. As a result, this is clearly an area colocation and outsourcing providers can assist customers with. This typically introduces other challenges, such as how to meter three phase supplies and load balance power delivery and UPS protected supplies. Many existing colocation customers have continued consistent and steady growth particularly with cloud service providers who adopt multiple providers in small configurations defined by cloud architectures. The evolution of skills to support emerging development methods, cloud services and micro service, applications, platforms and ecosystems has no doubt brought colocation providers closer to the outsourcing value propositions. So how has outsourcing adapted and responded? Pressure Integration with and migration to cloud services is involving review and redevelopments of existing and new application architectures. The development skills required and in demand can be difficult to attract, retain and develop, which places greater pressure on customer projects. With time to market so critical using proven methodologies, discovering and enabling this from the ground up may be slower than using an outsourcing service. Importantly, Open networking has to prove itself to customers to stand a chance. this expertise, resource capabilities and reuse of proven methodologies not only increases project success to time and budget, but enables key business staff to support transformation of business processes, workflows and marketing. For many customers, there is an increasing acceleration of online sales, support and delivery services. The ability to focus on maximising the value created from technology and process change while minimising transformational risks is a key benefit in the use of outsourcing services. These benefits increase further when seeking to extend transformation into additional markets and geographies through test, validation and refinement using more localised knowledge and logistics to fulfil and provide a consistent customer experience. There is greater emphasis in many outsourcing agreements on order fulfilment and customer experience metrics, as well as service evolution. What we have continued to witness in both colocation and outsourcing sectors is commoditisation of services. Coupled with convergence of value propositions, we have observed and will continue to, increased consolidation such as CSC and HP as well as strategic partnerships and diversification with an emphasis on security, marketing, logistics and fulfilment as well as consistent support experience in new geographies and markets. 21