It’s one thing to know what you’re spending on cloud services. It’s another to leverage that insight to drive actual cost savings.
That may seem like a simple truth, but it’s one that businesses commonly overlook. In many cases, organizations focus much more on achieving cloud cost observability, which is only a step toward what should be their ultimate goal: Cloud cost orchestration, or the ability to take action based on cloud spending data.
Here’s why that’s a mistake, along with guidance on what it takes to achieve true orchestration, not just observability, in the context of FinOps and cloud cost optimization.
Why FinOps observability falls short
Most businesses realize that they need observability into their cloud spending. They know that cloud services and billing models are complex, and they recognize the importance of being able to identify what they are spending on which cloud services.
So, they deploy tools that help them monitor cloud costs in order to achieve FinOps observability. These tools quantify what they’re spending, how their cloud spend varies over time, how changes to cloud workload configuration affect spending, and so on.
FinOps observability may show which cost-savings opportunities a business could potentially leverage by pooling