DOCSLIB.ORG

IBM Research Report Shame on Trust in Distributed Systems Trent Jaeger

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
IBM Research Report Shame on Trust in Distributed Systems Trent Jaeger RC23964 (W0605-129) May 24, 2006 Computer Science IBM Research Report Shame on Trust in Distributed Systems Trent Jaeger, Patrick McDaniel, Luke St. Clair Pennsylvania State University Reiner Sailer, Ramón Cáceres IBM Research Division Thomas J. Watson Research Center P.O. Box 704 Yorktown Heights, NY 10598 Research Division Almaden - Austin - Beijing - Haifa - India - T. J. Watson - Tokyo - Zurich LIMITED DISTRIBUTION NOTICE: This report has been submitted for publication outside of IBM and will probably be copyrighted if accepted for publication. I thas been issued as a Research Report for early dissemination of its contents. In view of the transfer of copyright to the outside publisher, its distribution outside of IBM prior to publication should be limited to peer communications and specific requests. After outside publication, requests should be filled only by reprints or legally obtained copies of the article (e.g ,. payment of royalties). Copies may be requested from IBM T. J. Watson Research Center , P. O. Box 218, Yorktown Heights, NY 10598 USA (email: [email protected]). Some reports are available on the internet at http://domino.watson.ibm.com/library/CyberDig.nsf/home . Shame on Trust in Distributed Systems Trent Jaeger, Patrick McDaniel, Luke St. Clair Ramon´ Caceres,´ Reiner Sailer Pennsylvania State University IBM T. J. Watson Research Center 1 Introduction of the distributed system that is also resilient to dynamic Approaches for building secure, distributed systems have changes in the application. fundamental limitations that prevent the construction of dy- The Shamon approach addresses the fundamental chal- namic, Internet-scale systems. In this paper, we propose a lenges described above. First, trust is built from the bottom- concept of a shared reference monitor or Shamon that we up via secure hardware credentials that enable attestations believe will provide a basis for overcoming these limita- of virtual machine-based enforcement for each machine. tions. First, distributed systems lack a principled basis for Second, the MAC policy enforced by the Shamon is used trust in the trusted computing bases of member machines. to prove enforcement of system security goals. We de- In most distributed systems, a trusted computing base is as- fine a logical representation for verifying these criteria that sumed. However, the fear of compromise due to miscon- enables scalable management of large Shamon even under figuration or vulnerable software limits the cases where this changes in application configuration. Each of the five tasks assumption can be applied in practice. Where such trust that convert a reference monitor into a Shamon presents sub- is not assumed, current solutions are not scalable to large stantial research challenges, but we aim to demonstrate that systems [7, 20]. Second, current systems do not ensure each has tractable solution potential and that the resultant the enforcement of the flexible, distributed system secu- Shamon system will provide a foundation for large-scale rity goals. Mandatory access control (MAC) policies aim distributed authorization. To motivate its design, we intro- to describe enforceable security goals, but flexible MAC duce our prototype application of the Shamon in the follow- solutions, such as SELinux, do not even provide a scal- ing section. able solution for a single machine (due to the complexity of UNIX systems), much less a distributed system. A signifi- 2 Application cant change in approach is necessary to develop a principled The Playpen is a Xen-based, virtual machine (VM) environ- trusted computing base that enforces system security goals ment for the students taking security courses at Pennsylva- and scales to large distributed systems. nia State University. Each student is given their own virtual Our proposal is to develop scalable mechanisms for com- machines in the Playpen. Over the course of the semester, posing a verifiable reference monitoring infrastructure that students are required to configure and build security appara- spans Internet-wide distributed systems. We refer to a tus to defend their machines against attacks from the faculty set of reference monitors that provides coherent security and TAs. The isolation, persistence, and mobility of the VM guarantees across multiple physical machines as a Sha- environment provides ideal conditions for pedagogy: users mon 1. While this may sound like a mere extension of can experiment with security apparatus under the controlled the well-known reference monitor concept, we propose sev- environment. eral key differences: (1) the credentials of secure hardware The current Playpen is the prototype for a larger project (e.g., Trusted Computing Group’s Trusted Platform Mod- supporting wide-area mobile and secure computing envi- ule), rather than users, are used to authenticate individual ronments. The long term goal is to extend the Playpen to en- reference monitoring systems in the Shamon ; (2) trust in compass all aspects of university life. In this, a user would the Shamon is based on attestation of reference monitoring be given one or more virtual machines that would migrate properties: tamperproofing, mediation, and simplicity of to the location where they are working. The central chal- design; (3) virtual machine monitoring is used to establish lenge of this work is to support the users’ ability to move coarse-grained domains, which results in significant sim- freely within the university environment. The system must plification of MAC policies; (4) policy analyses verify that securely support arbitrary migration to previously unknown these MAC policies satisfy the Shamon application’s secu- hardware at a previously unknown location and share data rity goals when enforced by the Shamon; and (5) based on with previously unknown collaborators. Note that while the this restricted definition of trust, a focused logic is defined environment aims at a single university system, we are not that enables scalable evaluation of this trust by components centrally-administered: there is different administration at each campus, and some departments also administer their 1The name is short for Shared Monitor and related to the word shaman meaning “... a medium ... who practices ... control over natural events” own machines. words removed for effect, not necessarily accuracy). Consider a typical day of Alice the graduate student in 1 this new university. She wakes up at noon and goes to class. vide a consistent view of security; and it must scale – there Alice joins a live coalition of class participants by logging are over 41,000 students at Penn State spread out over 24 into a host in her classroom. She exits the coalition at the campuses. end of class, and at lunch she surfs the Internet and ex- changes personal communication within her protected en- 3 Coalitions and Shamon vironment at the local student union. After lunch, she heads to the laboratory and performs research and shares data with Physical Machine Physical Machine VM the other graduate students. At the end of the day, she meets VM Coalition with her advisor and shares summary data and exchanges VM VM VM VM results. She heads home and plays a massively multiplayer VM VM VM game with thousands of other gamers until dawn over the Internet. Untrusted Such is the nature of university life. The ”roles” of Network Alice’s computing environment and the environments in VM VM which she interacts evolve constantly; from class partic- VM ipant, personal communication, researcher, advisee, and VM VM gamer. Moreover, the set of hosts to which she has an as- VM VM sociation is also changing. What is interesting here is not Physical Machine Physical Machine that this somehow changes the way Alice lives, but that her computing environment follows her throughout her life. Figure 1: Example of a distributed coalition. Virtual ma- The security challenges of this environment are non- chine (VM) instances sharing common Mandatory Access Con- trivial. The physical machines within the open university trol (MAC) labels on multiple physical hypervisor systems are all environment are largely unknown and often compromised.2 members of the same coalition. The applications are as diverse as the environments in which Figure 1 illustrates the conceptual idea for future dis- Alice lives, from classroom to research to gaming. Further- tributed applications. A distributed application is a coali- more, the collaborations in which Alice participates change tion of VMs that executes across multiple physical plat- hourly, and often form and disband organically. It is clear forms. Each member of the coalition may reside on a dif- that: (1) supporting this environment requires significant se- ferent physical machine, which may itself execute multiple curity, and (2) current commodity environments (e.g., dis- coalitions. The physical machines themselves each have a tributed file systems and VPNs) do not support it. Note that reference monitor capable of enforcing MAC policies over large corporate environments are similar–users will move all of their VMs. freely through a largely insecure complex and use data and We define the Shamon as follows. A Shamon is a set of applications as needed. reference monitors serving a coalition by enforcing its se- Research that enables articulation of finer-grained poli- curity goals. A reference monitor may belong to multiple cies across distributed systems, for distributed file access Shamon, so its enforcement must ensure the satisfaction of (e.g., [15, 3]) and trust management (e.g., [4, 14]), often the security goals for each. The challenge is to establish assume trust in the trusted computing base as well. An ex- trust in the Shamon reference monitors’ enforcement of a ception is the Taos operating system approach [2] which coalition security goal. This trust must be upheld in a scal- has a form of secure booting for establishing trust in the in- able fashion as VMs join the coalition or migrate between frastructure. However, building trust in a single machine is machines. In so doing, the Shamon provides authorization insufficient.
Load more

Recommended publications
  • The Evolution of Ibm Research Looking Back at 50 Years of Scientific Achievements and Innovations
    FEATURES THE EVOLUTION OF IBM RESEARCH LOOKING BACK AT 50 YEARS OF SCIENTIFIC ACHIEVEMENTS AND INNOVATIONS l Chris Sciacca and Christophe Rossel – IBM Research – Zurich, Switzerland – DOI: 10.1051/epn/2014201 By the mid-1950s IBM had established laboratories in New York City and in San Jose, California, with San Jose being the first one apart from headquarters. This provided considerable freedom to the scientists and with its success IBM executives gained the confidence they needed to look beyond the United States for a third lab. The choice wasn’t easy, but Switzerland was eventually selected based on the same blend of talent, skills and academia that IBM uses today — most recently for its decision to open new labs in Ireland, Brazil and Australia. 16 EPN 45/2 Article available at http://www.europhysicsnews.org or http://dx.doi.org/10.1051/epn/2014201 THE evolution OF IBM RESEARCH FEATURES he Computing-Tabulating-Recording Com- sorting and disseminating information was going to pany (C-T-R), the precursor to IBM, was be a big business, requiring investment in research founded on 16 June 1911. It was initially a and development. Tmerger of three manufacturing businesses, He began hiring the country’s top engineers, led which were eventually molded into the $100 billion in- by one of world’s most prolific inventors at the time: novator in technology, science, management and culture James Wares Bryce. Bryce was given the task to in- known as IBM. vent and build the best tabulating, sorting and key- With the success of C-T-R after World War I came punch machines.
    [Show full text]
  • IBM Research AI Residency Program
    IBM Research AI Residency Program The IBM Research™ AI Residency Program is a 13-month program Topics of focus include: that provides opportunity for scientists, engineers, domain experts – Trust in AI (Causal modeling, fairness, explainability, and entrepreneurs to conduct innovative research and development robustness, transparency, AI ethics) on important and emerging topics in Artificial Intelligence (AI). The program aims at creating and investigating novel approaches – Natural Language Processing and Understanding in AI that progress capabilities towards significant technical (Question and answering, reading comprehension, and real-world challenges. AI Residents work closely with IBM language embeddings, dialog, multi-lingual NLP) Research scientists and are expected to fully complete a project – Knowledge and Reasoning (Knowledge/graph embeddings, within the 13-month residency. The results of the project may neuro-symbolic reasoning) include publications in top AI conferences and journals, development of prototypes demonstrating important new AI functionality – AI Automation, Scaling, and Management (Automated data and fielding of working AI systems. science, neural architecture search, AutoML, transfer learning, few-shot/one-shot/meta learning, active learning, AI planning, As part of the selection process, candidates must submit parallel and distributed learning) a 500-word statement of research interest and goals. – AI and Software Engineering (Big code analysis and understanding, software life cycle including modernize, build, debug, test and manage, software synthesis including refactoring and automated programming) – Human-Centered AI (HCI of AI, human-AI collaboration, AI interaction models and modalities, conversational AI, novel AI experiences, visual AI and data visualization) Deadline to apply: January 31, 2021 Earliest start date: June 1, 2021 Duration: 13 months Locations: IBM Thomas J.
    [Show full text]
  • Treatment and Differential Diagnosis Insights for the Physician's
    Treatment and differential diagnosis insights for the physician’s consideration in the moments that matter most The role of medical imaging in global health systems is literally fundamental. Like labs, medical images are used at one point or another in almost every high cost, high value episode of care. Echocardiograms, CT scans, mammograms, and x-rays, for example, “atlas” the body and help chart a course forward for a patient’s care team. Imaging precision has improved as a result of technological advancements and breakthroughs in related medical research. Those advancements also bring with them exponential growth in medical imaging data. The capabilities referenced throughout this document are in the research and development phase and are not available for any use, commercial or non-commercial. Any statements and claims related to the capabilities referenced are aspirational only. There were roughly 800 million multi-slice exams performed in the United States in 2015 alone. Those studies generated approximately 60 billion medical images. At those volumes, each of the roughly 31,000 radiologists in the U.S. would have to view an image every two seconds of every working day for an entire year in order to extract potentially life-saving information from a handful of images hidden in a sea of data. 31K 800MM 60B radiologists exams medical images What’s worse, medical images remain largely disconnected from the rest of the relevant data (lab results, patient-similar cases, medical research) inside medical records (and beyond them), making it difficult for physicians to place medical imaging in the context of patient histories that may unlock clues to previously unconsidered treatment pathways.
    [Show full text]
  • The Impetus to Creativity in Technology
    The Impetus to Creativity in Technology Alan G. Konheim Professor Emeritus Department of Computer Science University of California Santa Barbara, California 93106 [email protected] [email protected] Abstract: We describe the technical developments ensuing from two well-known publications in the 20th century containing significant and seminal results, a paper by Claude Shannon in 1948 and a patent by Horst Feistel in 1971. Near the beginning, Shannon’s paper sets the tone with the statement ``the fundamental problem of communication is that of reproducing at one point either exactly or approximately a message selected *sent+ at another point.‛ Shannon’s Coding Theorem established the relationship between the probability of error and rate measuring the transmission efficiency. Shannon proved the existence of codes achieving optimal performance, but it required forty-five years to exhibit an actual code achieving it. These Shannon optimal-efficient codes are responsible for a wide range of communication technology we enjoy today, from GPS, to the NASA rovers Spirit and Opportunity on Mars, and lastly to worldwide communication over the Internet. The US Patent #3798539A filed by the IBM Corporation in1971 described Horst Feistel’s Block Cipher Cryptographic System, a new paradigm for encryption systems. It was largely a departure from the current technology based on shift-register stream encryption for voice and the many of the electro-mechanical cipher machines introduced nearly fifty years before. Horst’s vision directed to its application to secure the privacy of computer files. Invented at a propitious moment in time and implemented by IBM in automated teller machines for the Lloyds Bank Cashpoint System.
    [Show full text]
  • Introduction to the Cell Multiprocessor
    Introduction J. A. Kahle M. N. Day to the Cell H. P. Hofstee C. R. Johns multiprocessor T. R. Maeurer D. Shippy This paper provides an introductory overview of the Cell multiprocessor. Cell represents a revolutionary extension of conventional microprocessor architecture and organization. The paper discusses the history of the project, the program objectives and challenges, the design concept, the architecture and programming models, and the implementation. Introduction: History of the project processors in order to provide the required Initial discussion on the collaborative effort to develop computational density and power efficiency. After Cell began with support from CEOs from the Sony several months of architectural discussion and contract and IBM companies: Sony as a content provider and negotiations, the STI (SCEI–Toshiba–IBM) Design IBM as a leading-edge technology and server company. Center was formally opened in Austin, Texas, on Collaboration was initiated among SCEI (Sony March 9, 2001. The STI Design Center represented Computer Entertainment Incorporated), IBM, for a joint investment in design of about $400,000,000. microprocessor development, and Toshiba, as a Separate joint collaborations were also set in place development and high-volume manufacturing technology for process technology development. partner. This led to high-level architectural discussions A number of key elements were employed to drive the among the three companies during the summer of 2000. success of the Cell multiprocessor design. First, a holistic During a critical meeting in Tokyo, it was determined design approach was used, encompassing processor that traditional architectural organizations would not architecture, hardware implementation, system deliver the computational power that SCEI sought structures, and software programming models.
    [Show full text]
  • IBM Infosphere
    Software Steve Mills Senior Vice President and Group Executive Software Group Software Performance A Decade of Growth Revenue + $3.2B Grew revenue 1.7X and profit 2.9X + $5.6B expanding margins 13 points $18.2B$18.2B $21.4B$21.4B #1 Middleware Market Leader * $12.6B$12.6B Increased Key Branded Middleware 2000 2006 2009 from 38% to 59% of Software revenues Acquired 60+ companies Pre-Tax Income 34% Increased number of development labs Margin globally from 15 to 42 27% 7 pts Margin 2010 Roadmap Performance Segment PTI Growth Model 12% - 15% $8.1B$8.1B 21% 6 pts • Grew PTI to $8B at a 14% CGR Margin • Expanded PTI Margin by 7 points $5.5B$5.5B $2.8B$2.8B ’00–’06’00–’06 ’06–’09’06–’09 Launched high growth initiatives CGRCGR CGRCGR 12%12% 14%14% • Smarter Planet solutions 2000 2006 2009 • Business Analytics & Optimization GAAP View © 2010 International Business Machines Corporation * Source: IBM Market Insights 04/20/10 Software Will Help Deliver IBM’s 2015 Roadmap IBM Roadmap to 2015 Base Growth Future Operating Portfolio Revenue Acquisitions Leverage Mix Growth Initiatives Continue to drive growth and share gain Accelerate shift to higher value middleware Capitalize on market opportunity * business • Middleware opportunity growth of 5% CGR Invest for growth – High growth products growing 2X faster than rest of • Developer population = 33K middleware Extend Global Reach – Growth markets growing 2X faster than major markets • 42 global development labs with skills in 31 – BAO opportunity growth of 7% countries Acquisitions to extend
    [Show full text]
  • IBM Highlights, 1996-1999
    IBM HIGHLIGHTS, 1996 - 1999 Year Page(s) 1996 2 - 7 1997 7 - 13 1998 13- 21 1999 21 - 26 November 2004 1406HE05 2 1996 Business Performance IBM revenue reaches $75.94 billion, an increase of six percent over 1995, and earnings grow by nearly 30 percent to $5.42 billion. There are 240,615 employees and 622,594 stockholders at year end. Speaking in Atlanta to a group of shareholders, analysts and reporters at the corporation’s annual meeting, IBM chairman Louis V. Gerstner, Jr., discusses IBM’s condition, prospects for growth and the importance of network computing to the company’s future. IBM reaches agreement with the United States Department of Justice to terminate within five years all remaining provisions of the Consent Decree first entered into by IBM and the U.S. government in 1956. Organization IBM forms the Network Computer Division in November. The company says it will operate its worldwide services business under a single brand: IBM Global Services. IBM puts its industry-specific business units on a single global general manager. IBM and Tivoli Systems Inc. enter a merger agreement. Tivoli is a leading provider of systems management software and services for distributed client/server networks of personal computers and workstations. IBM’s acquisition of Tivoli extends the company’s strength in host-based systems management to multiplatform distributed systems. IBM and Edmark Corporation, a developer and publisher of consumer and education software, complete a merger in December. IBM acquires The Wilkerson Group, one of the world’s oldest and largest consulting firms dedicated to the pharmaceutical and medical products industry.
    [Show full text]
  • Q3 2020 2 Leadership Spotlight Leadership Scientific Spotlight 1
    Scientific Updates Q3, 2020 1 Leadership Spotlight Consider Scientific Spotlight 1 Scientific Spotlight 2 downloading Scientific Spotlight 3 this file Publication Highlights Contact us This is an interactive file optimized for PDFs viewers, such as Acrobat Reader and iBooks, and in it you’ll find reference content you might want to go back to. ↖ Use the side menu or the arrow keys to navigate this document Scientific Updates Q3 2020 2 Leadership Spotlight Leadership Scientific Spotlight 1 Scientific Spotlight 2 Spotlight Scientific Spotlight 3 Publication Highlights Contact us Gretchen Jackson, MD, PHD, Dr. Jackson is the director of the Center Vice President and Chief Science Officer, for AI, Research and Evaluation (CARE) IBM Watson Health. at IBM Watson Health and an Associate Professor of Surgery, Pediatrics and Biomedical Informatics at the Vanderbilt University Medical Center. She is an internationally recognized informatician and accomplished clinical surgeon with over 25 years of contributions to informatics research, innovations in health information technologies, and surgical science. continues → Scientific Updates Q3 2020 3 Leadership Spotlight It’s no secret that this year has brought many challenges, and one of the most frustrating things about this year has been Scientific Spotlight 1 dealing with significant uncertainty – from quarantine and working from home, to the rippling effects of COVID-19 on every Scientific Spotlight 2 aspect of life. As the Chief Science Officer for IBM® Watson Health®, a mother of school-aged children and a practicing Scientific Spotlight 3 healthcare provider, I have found it difficult to communicate what we know – and don’t know – about the novel severe acute Publication Highlights respiratory coronavirus that appeared in 2019 (SARS-CoV-2) and the COVID-19 disease.
    [Show full text]
  • IBM Highlights, 1985-1989 (PDF, 145KB)
    IBM HIGHLIGHTS, 1985 -1989 Year Page(s) 1985 2 - 7 1986 7 - 13 1987 13 - 18 1988 18 - 24 1989 24 - 30 February 2003 1406HC02 2 1985 Business Performance IBM’s gross income is $50.05 billion, up nine percent from 1984, and its net earnings are $6.55 billion, up 20 percent from the year before. There are 405,535 employees and 798,152 stockholders at year-end. Organization IBM President John F. Akers succeeds John R. Opel as chief executive officer, effective February 1. Mr. Akers also is to head the Corporate Management Board and serve as chairman of its Policy Committee and Business Operations Committee. PC dealer sales, support and operations are transferred from the Entry Systems Division (ESD) to the National Distribution Division, while the marketing function for IBM’s Personal Computer continues to be an ESD responsibility. IBM announces in September a reorganization of its U.S. marketing operations. Under the realignment, to take effect on Jan. 1, 1986, the National Accounts Division, which markets IBM products to the company’s largest customers, and the National Marketing Division, which serves primarily medium-sized and small customer accounts, are reorganized into two geographic marketing divisions: The North-Central Marketing Division and the South-West Marketing Division. The National Distribution Division, which directs IBM’s marketing efforts through Product Centers, value-added remarketers, and authorized dealers, is to merge its distribution channels, personal computer dealer operations and systems supplies field sales forces into a single sales organization. The National Service Division is to realign its field service operations to be symmetrical with the new marketing organizations.
    [Show full text]
  • Senior Vice President, Cognitive Solutions and IBM Research IBM
    Dr. John E. Kelly III Senior Vice President, Cognitive Solutions and IBM Research IBM As IBM senior vice president, Cognitive Solutions and IBM Research, Dr. John E. Kelly III is focused on the company’s investments in several of the fastest-growing and most strategic parts of the information technology market. His portfolio includes IBM Analytics, IBM Commerce, IBM Security and IBM Watson, as well as IBM Research and the company’s Intellectual Property team. He also oversees the development of units devoted to serving clients in specific industries, beginning with the 2015 launches of IBM Watson Health and IBM Watson Internet of Things. In this role, Dr. Kelly’s top priorities are to stimulate innovation in key areas of information technology and to bring those innovations into the marketplace quickly; to apply these innovations to help IBM clients succeed; and to identify and nurture new and future areas for investment and growth. He works closely with the leaders of these units to drive business development, accelerate technology transfer and invest for the future. Dr. Kelly was most recently senior vice president and director of IBM Research, only the tenth person to hold that position over the past seven decades. Under Dr. Kelly, IBM Research expanded its global footprint by adding four new labs (including IBM’s first in Africa, South America and Australia), creating a network of approximately 3,000 scientists and technical employees across 12 laboratories in 10 countries. During his tenure, IBM maintained and extended what is now 23 straight years of patent leadership. Most notably, Dr.
    [Show full text]
  • EMEA Headquarters in Paris, France
    1 The following document has been adapted from an IBM intranet resource developed by Grace Scotte, a senior information broker in the communications organization at IBM’s EMEA headquarters in Paris, France. Some Key Dates in IBM's Operations in Europe, the Middle East and Africa (EMEA) Introduction The years in the following table denote the start up of IBM operations in many of the EMEA countries. In some cases -- Spain and the United Kingdom, for example -- IBM products were offered by overseas agents and distributors earlier than the year listed. In the case of Germany, the beginning of official operations predates by one year those of the Computing-Tabulating-Recording Company, which was formed in 1911 and renamed International Business Machines Corporation in 1924. Year Country 1910 Germany 1914 France 1920 The Netherlands 1927 Italy, Switzerland 1928 Austria, Sweden 1935 Norway 1936 Belgium, Finland, Hungary 1937 Greece 1938 Portugal, Turkey 1941 Spain 1949 Israel 1950 Denmark 1951 United Kingdom 1952 Pakistan 1954 Egypt 1956 Ireland 1991 Czech. Rep. (*split in 1993 with Slovakia), Poland 1992 Latvia, Lithuania, Slovenia 1993 East Europe & Asia, Slovakia 1994 Bulgaria 1995 Croatia, Roumania 1997 Estonia The Early Years (1925-1959) 1925 The Vincennes plant is completed in France. 1930 The first Scandinavian IBM sales convention is held in Stockholm, Sweden. 4507CH01B 2 1932 An IBM card plant opens in Zurich with three presses from Berlin and Stockholm. 1935 The IBM factory in Milan is inaugurated and production begins of the first 080 sorters in Italy. 1936 The first IBM development laboratory in Europe is completed in France.
    [Show full text]
  • How to Succeed with IBM Public Cloud
    IBM Partner Ecosystem How to succeed with IBM public cloud Explore Why IBM public cloud Entry points Key offerings Incentives Contacts Market opportunity Backup and disaster recovery IBM Cloud for VMware Solutions Benefits to partners IBM Cloud infrastructure as a service Cloud journey Build cloud native apps IBM Cloud Paks® on IBM Cloud Open and secure Extend and transform multitier applications Red Hat® OpenShift® on IBM Cloud Customer rating Move and modernize Differentiators VMware workloads IBM Power Systems Virtual Servers Regulated workloads SAP on IBM Cloud® Why IBM public cloud Market opportunity Cloud journey Why IBM Open and secure Customer rating public cloud Differentiators Why IBM public cloud Key market dynamics Market opportunity Cloud journey • The worldwide public cloud services Open and secure market is forecast to grow 17% in 2020 to Customer rating total $266.4 billion, up from $227.8 billion 500M Differentiators New applications in 2019, according to Gartner, Inc. created from 2018-2023 • The second-largest market segment (behind SaaS) is cloud system infrastructure services, or infrastructure as a service (IaaS), which will reach $50 billion in 2020. IaaS is forecast to grow 90% 24% year over year, which is the highest Business innovation using public cloud services by 2022 growth rate across all market segments. 75% Adoption of multi cloud and/or hybrid by mid/large sized organization by 2021 Source: Gartner & IDC Why IBM public cloud Emphasis has been on simple Market opportunity migration and innovation... Cloud
    [Show full text]