#cloud

This is what happening.

Since Dell ISG Engineering and Product people have never heard of it before, here's a little help.

The Cloud—what is it?

The cloud is a vast online storage space where people and businesses store their files and applications, accessible from anywhere with an internet connection. The cloud also offers services, such as computing power, databases, networking, and software applications.

The main purpose of the cloud is to provide on-demand access to computing resources and services over the internet. This includes a wide range of services such as servers, storage, databases, networking, software, analytics, and intelligence. The cloud empowers people and organizations to use these resources without having to manage physical servers or run software applications on their own computers.

With all the focus on productivity and transformation, should S&T also be looking at its own organizational structure?

As more infrastructure moves to cloud, the traditional I&O footprint is changing, but we still seem to have multiple organizations with overlapping responsibilities across I&O, Common Services, Tech Strategy, Deployment and Transformation. In some areas it is difficult to understand who actually owns the work versus who coordinates, governs or gets the visibility.

India Operations is another example where the operating model and accountability are not always clear. There is a perception that resource quality has declined and that PepsiCo is increasingly being used as a stepping stone, while it is not always clear how performance and outcomes are being monitored.

Common Services also seems to overlap with Operations and other teams, without a clear understanding of what it uniquely owns.

Maybe the bigger question isn’t just whether I&O should be consolidated. Should S&T be looking at simplifying its overall structure, combining overlapping organizations and reducing some of the senior leadership layers? If we expect the rest of the organization to become leaner and more efficient, shouldn’t S&T be asking the same question about itself?

A recent analysis of U.S. tech job postings reveals a significant increase in hiring despite ongoing layoffs. Employers are prioritizing cloud infrastructure, DevOps, and data system expertise over niche AI skills. Amazon Web Services (AWS) emerged as the most sought-after skill, appearing in 30% of job ads. Cloud platforms collectively were required in nearly 42% of postings, highlighting their critical role. The tech sector remains the largest employer, with California and Virginia leading in job vacancies.

United States

https://finchannel.com/ai-layoffs-havent-slowed-tech-hiring-aws-cloud-skills-and-git-lead-u-s-job-market-oxylabs-research-finds/133214/jobs/2026/07/

How much did our ex CEO get paid by Google to implement cloud in Japan?
One of the most inexplicable decisions ever made.

IBM attributed part of its weak quarter to customers redirecting budgets toward servers, storage and memory amid supply constraints and expected price increases.

Microsoft faced the same component pressures—and much greater exposure to AI infrastructure costs—yet reported:

• 18% revenue growth
• 43% Azure growth
• 18% operating-income growth
• $59.3 billion in Microsoft Cloud revenue
• $41 billion of quarterly capital investment

IBM, by comparison, reported:

• 1% total revenue growth
• 5% software growth
• 7% infrastructure decline
• A reduced 4%–5% constant-currency growth outlook

This does not prove IBM customers experienced no budget pressure. It does suggest that memory shortages alone are an incomplete explanation.

Microsoft is absorbing higher infrastructure costs because customers are prioritizing its cloud and AI platforms. IBM appears to be losing spending because customers are prioritizing those platforms instead of IBM’s mainframes and traditional software.

That points less to a temporary supply-chain issue and more to a competitive-positioning problem.

[Microsoft results]
(https://www.microsoft.com/en-us/investor/earnings/fy-2026-q4/press-release-webcast) [IBM investor letter]
(https://newsroom.ibm.com/2026-07-14-Arvind-Krishnas-Letter-to-IBM-Investors) | [Yahoo Finance analysis]
(https://finance.yahoo.com/markets/article/microsofts-41-billion-ai-bet-just-cleared-a-major-test-chart-of-the-day-100000116.html)

Was just laid off today. Cloud Engineering. I know of at least 6 others

Can someone please provide an update of legacy mainframe apps and code to the Cloud?
Is it still su-king up resources and cash?
Is it stable?
What are current milestones?
What pieces remain?
How much is hybrid (mix of old/new).

I knew they were going to do this!

Dear Valued Customers and Partners,

This note is to inform you that, as of today, Avaya and RingCentral are working together to transition Avaya Cloud Office (ACO) customer accounts and partner support directly to the core RingCentral UCaaS platform, RingEX.

Key Transition Details & Timelines:

• End of Sale (EoS): The End of Sale for ACO for new customers is July 23, 2026. After this date, Avaya will no longer sell new ACO subscriptions. But existing and registered prospective ACO customers can continue to buy additional seats.

• Support: Avaya will continue providing Tier 1 support through September 25, 2026. After this date, support will be provided by RingCentral.

• Consolidation of Branding: The branding of the current ACO offering will be consolidated with the RingCentral branded offering. RingCentral shall continue as Avaya’s exclusive offering for multi-tenant cloud UCaaS solutions.

• Service Continuity: Service will continue as is, and customers are encouraged to transition to RingEX on their preferred timeline, with the goal of achieving an orderly and expeditious transition.

Customers: Over the coming months, you should expect communications from RingCentral regarding the expeditious transition to RingEX, updates to logistical details, and contact information for Customer Success Managers and/or support teams.

Partners: If you are an existing RingCentral partner, you may have your ACO accounts moved under your RingCentral partner ID. You can expect to receive additional information in the coming days on how to transition over to the RingCentral partner program, including information about the program if you are not a current RingCentral partner.

We are committed to supporting you throughout this transition.

Seeing all the panic about no raises this year and past cuts. Honestly im not worried about job security at all.
Were going hard on AI with AgentStack and that Autonomous Knowledge Platform. Leadership is putting the money where it counts to actually win instead of little bumps. Cloud numbers looking good and we got cash from the SAP settlement. Feels solid to me.
On a personal note this place reminds me of the strength in the LDS Church. The Mormon Church does such a great job building for the long term, focusing on preparation, self reliance and helping people. Their community is so strong and they invest smart in the future. Tithing, welfare programs and emphasis on education its all about thriving even when things get tough. Grateful for that example it keeps me positive here too. As it says in the Bible "therefore do not be anxious about tomorrow, for tomorrow will be anxious for itself" (Matthew 6:34). And "I can do all things through Christ who strengthens me" (Philippians 4:13). That faith helps a lot.
Still bullish on my role and the roadmap. No need for everyone to freak out.
Anyone else at Teradata feeling the same?

There was a recent discussion in IBM's fall because of AI transformation. Do we have similar issues with Oracle ? more On-prem customers leaving Oracle because of Cloud adoption ? or we are able to successfully convert them ?

Have you completely moved off the mainframe to the cloud?

If so, how are you loving Cloudfare?!

Don’t hold back, tell us how you really feel.

Experience any outages???

Entire enterprise IT stack for Optum tech down from 10PM to 4AM 100% outage across all cloud providers and regions. Not the first time this has happened. Not the second, or third either. The only way teams got out of it was by completely disabling CloudFlare.

We were forced to shift to this cloudflare architecture in 2025 and it has caused more p1s and enterprise impact by itself in this short time than I have seen in my entire career.

RCA? Pssh. We already gave them the cash. They dont care! Theyre claiming the entirety of Optum got flagged by a DDoS rule. Oops!

Leaders like PW who think moving off of the mainframe and full speed to the cloud will solve IT problems are in for a rude awakening.

I saw a site is collecting all the workspace hubs. The message states “this is part of a change supporting a more consistent laptop-first experience across office around the country….just a shift to leveraging your laptop vs a virtual desktop using the hub.”

With the former Head of Cloud Migration no longer with the organization, many employees are questioning why the same leadership structure and operating model continue unchanged. This includes leaders such as Hewitt, Orella, Kaul, Lucero, and other program management leaders. These are highly compensated leadership roles, and employees naturally expect clear technical strategy, strong execution, measurable outcomes, and accountability. If these roles are not delivering the expected value, there is an opportunity to redirect those investments toward higher-impact engineering initiatives.

Claiming azure keys etc all been compromised.

Might make a few customers twitchy

Are there any cuts coming to engineering or cloud operations ? If so when

Now they are a cloud company? HAHAHHAHAHAHHA! Who the heck would trust those momo's with enterprise workloads.

https://www.marketwatch.com/story/is-meta-giving-up-on-cutting-edge-ai-wall-street-is-divided-over-potential-cloud-pivot-7c5ffc5d

It's the argument a company has to make if
they really never even boarded the Cloud train.

https://www.fool.com/investing/2026/06/11/ibm-thinks-your-data-is-too-stubborn-to-move-and-a/

Another beautiful day in the market: software companies are flying, AI names are glowing, cloud stocks are breathing fire and OpenText is politely digging downward like it has a strategic partnership with gravity.

At this point, the stock chart looks less like a technology company and more like a management performance review written by shareholders. Everyone else is selling future growth, AI excitement, and cloud confidence. OpenText is selling adjusted EBITDA, restructuring vocabulary, and the spiritual experience of watching ten years disappear from a portfolio.

But don’t worry. I’m sure another leadership memo will arrive soon explaining how this is all part of a bold transformation journey. Because apparently, when the stock falls while the sector rises, that’s not failure, that’s unlocking long-term value very, very slowly.

When other software companies are being rewarded for cloud, AI, cybersecurity, and recurring revenue, OpenText is somehow managing to look like a company that brought a fax machine to an AI conference. OTEX is around $20.65 USD today, with the stock still weak despite reporting Q3 FY2026 revenue of about $1.28B and cloud revenue growth of 6.6% year over year.

Alphabet shares declined after reports of job cuts. The company reduced positions within its cloud unit. This move aligns with reinvesting in AI growth areas. Some cloud workers and Google's Threat Intelligence Group members were affected. Alphabet regularly reviews internal structures to meet industry needs.

https://www.tradingview.com/news/gurufocus:0bbfb903f094b:0-alphabet-stock-slides-after-report-reveals-cloud-division-layoffs/

https://seekingalpha.com/news/4600557-ibm-google-team-up-to-provide-agentic-ai-solutions-to-enterprises

It certainly looks like IBM is exiting “enterprise cloud solutions”

The ORCL DP Dinosaur Bones and 22% a year support is being exposed.

OPED in today's WSJ. I think Verizon will likely see another big round of layoffs in the fall. SMH.

Algi Febri Sugita/Zuma Press

Two weeks ago I laid off more than 20% of my workforce. I didn’t do it because Cloudflare is struggling. We posted record revenue growth, have strong free cash flow and are adding an unprecedented number of customers around the world. I did it because business is changing, and to win the future, Cloudflare needs to change with it.

We haven’t found another example in U.S. business history of a public company growing at more than 30% that laid off more than 20% of its workforce. Yet what we did is likely going to become the norm over the next year. This is a story about artificial intelligence, but executives and commentators are misunderstanding how it will disrupt business and who will be affected.

To understand the issue, I went back to a book published in 1954, 20 years before I was born: Peter Drucker’s “The Practice of Management.” Drucker explores the different roles inside every business, which I would categorize as builders, sellers and measurers.

Builders create products. Sellers sell those products. Measurers do everything else: internal audit, revenue recognition, finance, legal, compliance, middle management, operations and on and on.

Contrary to what some analysts predict, builders aren’t going anywhere. If an engineer on my team can now be 10 times as productive, I’m going to hire as many as I can find.

Sellers, too, are safe from extinction. Humans still control budgets, and they want to buy from people who take the time to understand their needs, build trust and fix whatever goes wrong.

Measurers are also critical to a business, but different from the other two. The best are hard to find. They work tirelessly behind the scenes, don’t seek the recognition of a front-of-house role, and ideally have a perspective independent from the rest of the organization. Drucker argues that measuring business is important, but customers are earned through building and selling. The best businesses would maximize investment in those two functions.

AI isn’t coming for builders or sellers, but it is coming for measurers. Tireless, independent, efficient and available, AI systems can now measure an organization with a level of objective detail and precision that was previously impossible even for the best employees.

For Cloudflare, internal audit previously picked a handful of business risk areas to scrutinize each quarter. Now we’re moving to a system in which every business risk is audited continuously. We’re closing our books faster. We’re making fewer mistakes and catching the ones we do more reliably. And, as CEO, I’ve never had better tools to measure exactly how the business is performing, including identifying our rising stars.

The vast majority of those we laid off last week were measurers. We cut middle managers across the organization because AI allows us to have more direct reports per manager while still measuring and mentoring our teams effectively. We consolidated our operations functions into a single group that can support teams across the business, using AI to gain specific expertise when needed. We significantly reduced our marketing team, which, like in most companies, was teeming with measurers. Across our finance team, we found opportunities to consolidate and automate.

But the layoff wasn’t about reducing headcount. In fact, we have a record number of open positions. In coming years I expect our number of employees will continue to grow. With fewer people needed for measuring, we can now invest more in people in the areas that drive growth.

We received almost a million applicants for 1,111 paid internships this summer. The interns we hired are extremely qualified and AI-native. They’re all builders or sellers, and we expect that the majority will get full-time offers.

They’re the next generation who will invent ways to drive our business. With AI we can now better measure their contributions and accurately identify those who will be tomorrow’s leaders. AI isn’t the harbinger of bleak youth unemployment—it is quite the opposite.

AI won’t ki-l all jobs. But it will change every business. Ultimately, it will prove Drucker right. AI will allow us to better measure our organizations so the humans on our teams can focus on where they create and capture value: building and selling.

Mr. Prince is CEO of Cloudflare.

FIS is making fool of US based employees by providing Cloud Academy or Skill Builder etc.

The management has made clear that all the hiring will be done in India/ Philippines.

US based employees can spend time in learning, but they will never get chance to apply the gained knowledge.

FIS is providing this benefit, in case employees start class action that they were not provided growth opportunities. FIS will provide SkillBuilder / cloud Academy as cover to say that opportunities were provided

As the title suggests, rumor in my dept is it will primarily be people on cloud teams and sales.

Cloudflare announced layoffs for over a thousand employees. The company cited increased AI usage as a primary reason. Cloudflare's AI usage grew by over 600% in three months. The job cuts are not for cost-cutting or performance assessment. Cloudflare's stock dropped 18% following the announcement.

San Francisco, California

https://www.kron4.com/news/technology-ai/sf-tech-company-cloudflare-to-cut-over-a-thousand-jobs-cites-ai-as-reason/

We have Simon, the Mission CEO now. He is on the senior leadership team so at least we have a smart person in charge of things around here. I think the whole cloud thing is really going to finally take off!

In my opinion, that start of Humana shifting from being a great place to work to being not so great a place to work are the following three factors entering the scene of the corporation.

—DEI (Diversity, Equity, Inclusion)
—Cloud & AI (Artificial Intelligence)
—Outsourcing (H1B, Overseas, Contracting)

There’s been a lot of discussion lately around compensation concerns. One potential path to address this is by transitioning to the Cloud Migration team under the Head of Cloud Transformation (A.C.). This group is strategically positioned within the organization and maintains strong alignment with executive leadership, including the CIO.

For those aiming to significantly increase their compensation, roles such as Technical Senior Product Manager or Principal Engineer within Cloud Transformation appear to offer substantial upside. Many individuals in these positions have recently received promotions, recognition awards like “Legends,” and compensation packages reportedly in the $300K–$500K range. Some team members also benefit from flexible, home-based arrangements, with less emphasis on traditional cloud delivery work.

Additionally, there seems to be less concern around return-to-office expectations for this group, as both the leader and their direct reports are viewed as operating within a more flexible or privileged setup. There are even instances where individuals have received top recognition despite not being directly involved in cloud delivery.

IBM is in a strong financial position, backed by consistent cash flow, disciplined capital allocation, and a well-managed balance sheet under CFO Jim Kavanaugh. The company continues to invest strategically in high-growth areas like AI and hybrid cloud while maintaining financial stability, showing that its transformation is being executed from a position of strength—not weakness.

SAP is in freefall because investors are reacting to weaker-than-expected cloud backlog growth and a softer 2026 cloud outlook, which raised fears that near-term growth is slowing. The selloff was also amplified by analyst downgrades/target cuts after SAP’s recent results. Is this doomsday for SAP?

If RTO policies are enforced with strict measurement, tracking, and compliance expectations across employees, why doesn’t the same rigor apply to Cloud leadership (Head of Cloud and his directs)?

GL17/GL18 leaders—many already significantly compensated from prior Amazon equity and long industry tenure—operate with materially less visible accountability, while execution is heavily dependent on engineering teams under them or contracting firms.

The pattern is consistent: delivery is externalized or engineering team , credit is cloud leadership , and accountability becomes diffused.

If operational discipline is the standard, it cannot be selective. It must apply uniformly across all levels—including senior leadership—based on measurable impact, not hierarchy.

Otherwise, it stops being governance and becomes structural protection of the top layer.

CK warned Thursday that the company’s AI transition would be as painful as its shift to the cloud.

https://www.bloomberg.com/news/articles/2026-04-10/sap-extends-chief-people-officer-contract-after-bonus-complaints

The What IBM does today section is illuminating. . .

https://www.thestreet.com/investing/stocks/what-does-ibm-do

What do you think will be the impact for Cloud Software Group ?

there is a ton of chatter right now about software companies, saas, cloud and company valuations. valuations are dropping fast (e.g., ibm dropped 15% the other day, salesforce is underpressure, snow, etc.)

i am not sure if we fit into any of these categories (or we fit in all of them).

where do you see us 2 yrs from now? on top? the same? falling behind???

What functionality still runs on the mainframe and what has been ported to Cloud?

Cloud Service team should be fired. What a terrible account system they designed or managed…. Why is so complicated… And people in the team are rude, lazy and ignorant