Cloud migration has become essential for organisations modernising their digital services, but the process can quickly become complex, costly and slow when not guided by a clear structure. Studies consistently show that cloud transformations fail when organisations lack visibility, governance and coherent decision-making.  

Enterprise architecture solves these challenges by aligning business strategy, technology, data and operations around a unified migration plan. It provides the frameworks, roadmaps and governance needed to move to the cloud in a controlled, secure and cost-efficient way. It offers teams a clear view of what to migrate, when to migrate it and how to deliver the business outcomes expected from cloud. 

In this blog, we explore how enterprise architecture supports cloud migration, the capabilities it provides and how organisations can use it to deliver faster, safer and more value-driven cloud programmes. 

What enterprise architecture means in cloud migration

Enterprise architecture helps businesses understand how their capabilities, applications, data flows and technology platforms fit together so they can smoothly transition to the cloud. It offers clarity across four core areas: 

• What systems exist today 
• How they connect and depend on each other 
• How the future cloud architecture should operate 
• Which steps are needed to migrate safely and incrementally. 

Without this context, cloud migration can lead to performance problems, security gaps, cost overruns and delays. Enterprise architecture provides the visibility and alignment needed to avoid these issues. 

Resources such as the Microsoft Cloud Adoption Framework reinforce the importance of architectural foundations, landing zones, security baselines and governance when preparing for cloud migration at enterprise scale. 

Why enterprise architecture is essential for cloud migration

Enterprise architecture enhances cloud migration across strategic, operational and technical dimensions through: 

1. Complete visibility across the application estate

Large organisations often lack a single view of their systems, making cloud migration risky. Enterprise architecture documents: 

• Application inventories 
• Dependencies 
• Data flows 
• Integration patterns 
• Infrastructure and hosting 
• Business criticality. 

This visibility prevents migrations that break key services or overlook important interdependencies. 

2. Prioritisation of workloads for migration

Enterprise architecture identifies which workloads should be: 

• Rehosted 
• Re-platformed 
• Refactored 
• Replaced 
• Retired

This prevents wasted effort on low value systems and accelerates value by prioritising high impact workloads. 

3. Defining target cloud architecture

A well-defined cloud architecture reduces long term cost, improves resilience and accelerates delivery. Enterprise architecture establishes: 

• Cloud landing zones 
• Identity and access management 
• Networking and security models 
• Platform engineering standards 
• Data and integration architecture. 

Cloud providers such as the AWS Well Architected Framework outline best practices that support this approach to achieve secure, efficient and reliable cloud environments. 

4. Strategic alignment to business priorities

Enterprise architecture ensures cloud migration is linked to business priorities, including: 

• Resilience 
• Cost optimisation 
• Customer experience 
• Regulatory compliance 
• Agility and innovation 
• Sustainability targets. 

This turns migration into a strategic programme, not just a technical activity.

5. Strong governance and decision-making 

Enterprise architecture establishes guardrails that: 

• Remove duplication 
• Enforce tagging and cost allocation 
• Standardise cloud patterns 
• Improve design quality 
• Ensure compliance with organisation wide standards. 

Frameworks like the Open Group’s TOGAF standard support consistent enterprise architecture governance across the organisation. 

6. Better risk management and security

Enterprise architects plan for: 

• Secure landing zones 
• Identity and access control 
• Encryption and data residency 
• Compliance requirements 
• Resilience and disaster recovery. 

Guidance such as the NCSC cloud security collection strengthens these architectural decisions and helps organisations adopt secure cloud services. 

7. Cost control and value realisation

Enterprise architecture is crucial for cloud cost optimisation because it defines efficient architectures that avoid waste. It supports: 

• Rightsizing decisions 
• Refactoring choices 
• Lifecycle governance 
• FinOps alignment 
• Workload placement strategies. 

This ensures cloud spend remains predictable and aligned with business value. 

Key enterprise architecture practices that accelerate migration

1. Portfolio assessment and rationalisation

Enterprise architecture evaluates: 

• Application value 
• Lifecycle stage 
• Fitness for cloud 
• Risk and complexity 
• Technical debt. 

This prevents migrating applications that should be modernised, consolidated or retired instead. 

2. Cloud readiness assessments

Readiness assessments evaluate: 

• Code quality 
• Performance and scalability needs 
• Security posture 
• Compliance requirements 
• Integration and data dependencies. 

These insights inform accurate migration strategies and help teams choose the right approach. 

3. Target state cloud architecture

Enterprise architecture defines the target state, including: 

• Cloud landing zones 
• Identity, access and network architecture 
• Platform engineering 
• Observability and logging 
• CI/CD pipelines 
• Automation standards. 

This ensures consistency across all migration waves. 

4. Business capability alignment

By mapping applications to business capabilities, enterprise architecture ensures migration aligns with organisational goals and modernises the areas that deliver the most value. 

5. Modern data and integration architecture

Cloud migration requires robust integration design. Enterprise architecture helps define: 

• API-first approaches 
• Event-driven architecture 
• Hybrid integration 
• Data pipelines 
• Governance and lineage. 

The Google Cloud Architecture Framework offers structured guidance that supports these principles. 

6. Phased migration wave planning

Enterprise architecture supports incremental migration by planning: 

• Migration waves 
• Dependency sequencing 
• Testing and validation 
• Operational readiness 
• Change management. 

This reduces risk and improves delivery speed. 

How enterprise architecture reduces cloud migration risks

Enterprise architecture enables organisations to avoid common cloud migration risks, such as: 

• Downtime, through dependency and impact analysis 
• Security gaps, by defining robust access and identity models 
• Cost overruns, by aligning with FinOps and workload sizing 
• Architecture drift, through strong governance 
• Integration failures, through complete visibility of data and interfaces 
• Scope creep, through clear migration sequencing. 

The UK government’s cloud guidance reinforces this structured, architecture-led approach for public sector organisations. 

Enterprise architecture and cost optimisation

Enterprise architecture helps organisations reduce cloud costs through: 

• Designing efficient cloud architectures 
• Choosing the right migration pattern 
• Removing technical debt 
• Preventing duplication across teams 
• Optimising data and storage strategies 
• Enforcing tagging and lifecycle policies 
• Supporting FinOps capabilities. 

Without enterprise architecture, cloud environments often become fragmented, expensive and difficult to manage. 

Enterprise architecture and AI-ready cloud platforms

AI adoption adds new complexity to cloud estates. Enterprise architecture ensures cloud platforms are AI-ready by defining: 

• Scalable GPU architectures 
• Cost efficient AI training environments 
• Data governance and lineage 
• Vector database integration 
• Secure access patterns 
• Hybrid data strategies. 

This ensures AI is adopted safely, efficiently and sustainably. 

How CACI supports enterprise architecture for cloud migration

CACI delivers robust enterprise architecture and cloud engineering services that accelerate migration while reducing risk, cost and complexity. 

Contact us today to learn more about how our structured architectural approach can help improve your migration quality, accelerate delivery and ensure your cloud investments generate measurable business value.  

Cloud is now firmly mainstream, with roughly 94% of enterprises using cloud services and a growing majority running over half of their workloads in the cloud. Worldwide end-user spending on public cloud was forecasted to reach roughly $723 billion in 2025, underlining just how critical cloud has become to a business’ strategy.  

Yet despite this investment, cloud migration challenges remain stubbornly persistent. One major study found that organisations spend on average 14% more on migration than planned and 38% of migrations are delayed by more than a quarter, driven by complexity, poor planning and skills gaps. Another widely cited report notes that 84% of organisations struggle to manage cloud spend effectively.  

This guide explores the most common cloud migration challenges, why they occur and how to design a migration strategy, tooling approach and operating model that gives you a much higher chance of success. It also demonstrates how CACI’s cloud, engineering and implementation services can support your journey. 

What is cloud migration and why is it so challenging?

Cloud migration is the process of moving applications, data, workloads and underlying infrastructure from on-premises or legacy environments into cloud platforms. It can also include moving between clouds or from one cloud service model to another.

Types of cloud migration

Understanding the main migration patterns is a useful starting point for setting expectations: 
 

• Rehost (lift-and-shift): Moving workloads with minimal changes. 
• Replatform: Making modest optimisations (e.g. managed databases) during migration. 
• Refactor: Re-architecting applications to use cloud-native services. 
• Rebuild: Rewriting systems from scratch for the cloud. 
• Replace: Retiring legacy apps in favour of SaaS solutions. 

Most organisations end up using a mix of these approaches across workloads.

Complex deployment models

Modern estates typically combine: 

• Public cloud for scale and agility 
• Private cloud for specific compliance or performance needs 
• Hybrid cloud spanning on-prem and cloud 
• Multi-cloud using several providers. 

Gartner expects 90% of organisations to adopt hybrid cloud by 2027, reflecting the reality that few businesses are “all in” on a single environment. More choice is valuable, but it amplifies governance, integration and cost-management challenges.

Cloud benefits versus migration risks

The benefits of cloud are well documented: agility, scalability, resilience, innovation, access to AI services and more. IDC’s overview of cloud market trends highlights how cloud is now the foundation for data, automation and AI use cases. 

However, without a structured approach, migrations can lead to: 

• Higher-than-expected operating costs 
• Outages and performance issues 
• Security gaps and compliance risk 
• Stalled programmes and change fatigue.

This is where understanding the main cloud migration challenges becomes essential. 

Most substantial cloud migration challenges (by phase)

Grouping cloud migration challenges by phase of the journey helps you anticipate issues before they derail your programme.

1. Strategy & business alignment challenges

No clear business case

Many migrations begin with a general desire to “move to the cloud” without defining measurable success criteria. Are you aiming for reduced costs, faster product delivery, better resilience, improved security or all the above?

Lift-and-shift by default

Under pressure to move quickly, organisations often default to lift-and-shift. While appropriate in some cases, this often leads to increased cloud costs and disappointed stakeholders once workloads land in an environment they were not designed for.

Misaligned stakeholders

Finance wants predictable spend, IT wants stability and business units want new features tomorrow. Without a shared roadmap and governance model, priorities can easily clash.

How to mitigate these challenges

• Define a clear business case with KPIs (e.g. target cost savings, uptime, deployment frequency)
• Involve IT, finance and business leaders from the outset
• Use a structured migration framework and consider partnering with specialists such as CACI’s cloud, engineering and implementation services to co-create your strategy.

2. Discovery & assessment challenges

Poor application and dependency visibility

It is not uncommon for organisations to start migration planning and then discover that they do not have a complete, up-to-date inventory of applications, databases, integrations and dependencies. Missing a single critical dependency can cause outages when workloads are moved.

Legacy constraints

Older platforms, bespoke middleware and tightly coupled integrations obfuscate cloud migration. Some systems may be out of vendor support or lack documentation.

Underestimating integration complexity

Hybrid and multi-cloud architectures must integrate cleanly with on-prem systems and SaaS applications. Underestimating integration can lead to brittle connections and security gaps.

How to mitigate these challenges

• Use automated discovery and assessment tools to build a realistic view of your estate
• Map dependencies visually and prioritise high-blast-radius systems
• Classify workloads using a structured model (retain, retire, rehost, re-platform, refactor, replace)
• Consider a Platform Migration approach with expert support, such as CACI’s dedicated Platform Migration service.

3. Architecture & technical challenges

Choosing the right architecture

The breadth of cloud services is both a blessing and a curse. Teams must choose between virtual machines, containers, serverless, managed databases, message queues, data lakes and more, often with incomplete information and tight deadlines.

Performance and latency issues

Network design, data placement and application architecture all influence latency and throughput. Poor decisions in these areas can degrade customer experience and internal system performance.

Vendor lock-in

Leveraging cloud-native services maximises value but may also increase dependence on specific providers. Regulatory and data-sovereignty discussions, particularly in the UK and EU, are causing many organisations to carefully consider portability and digital sovereignty strategies.

How to mitigate these challenges

• Define reference architectures and guardrails early
• Run performance tests in pilot migrations
• Make conscious choices about where you accept lock-in for higher value and where you prefer portability.

4. Cloud migration security challenges

Security is consistently cited as one of the top cloud migration challenges. Government and industry bodies emphasise that cloud— used correctly— can be more secure than on-prem infrastructure. The UK government’s Cloud First policy and accompanying guidance stress the importance of security-by-design, shared responsibility and robust governance.

Identity and access management (IAM)

Misconfigured IAM, overly broad privileges and lack of role-based access control are a major root cause of cloud incidents.

Data protection

Sensitive data must be encrypted in transit and at rest, with careful key management and robust backup and recovery procedures.

Compliance and shared responsibility

Regulated sectors must demonstrate compliance with standards and regulations in a model where security responsibilities are split between provider and customer.

How to mitigate these challenges

• Establish an IAM strategy with least-privilege access and strong authentication
• Implement encryption, key management and robust logging from day one
• Use security posture-management tools and align with public guidance such as the UK cloud guide for the public sector
• Build security into your cloud platform as part of solution implementation rather than as an afterthought.

5. Data & integration challenges

Moving large volumes of data

Migrating terabytes or petabytes of data without impacting operations requires careful planning. Complex cutover plans, bulk transfer tools and synchronisation mechanisms are often needed.

Data quality and consistency

Inconsistent schemas, duplication and poor data governance can lead to mistrust in analytics and operational systems post-migration.

Integrating cloud with on-prem and SaaS

APIs, message queues and integration platforms must be carefully designed to avoid fragile, tightly coupled connections.

How to mitigate these challenges

• Treat data migration as a dedicated workstream
• Clean and reconcile data before moving it
• Design integration patterns (e.g. event-driven architectures) aligned to your target operating model
• Draw on lessons from real-world programmes like CACI’s case study on HMCTS Court Store and Bench’s move to AWS.

6. Cost, governance & FinOps challenges

Cloud is often sold as a route to lower costs, but the reality is more nuanced. In 2025, 84% of organisations struggled to manage cloud spend and cost optimisation remains a top priority year after year.

Bill shock and opaque spend

Without robust tagging, budgeting and monitoring, costs can escalate quickly. Bursty workloads, test environments left running and underused instances are common culprits.

Weak financial governance

Traditional budgeting models are not always suited to variable, usage-based pricing. Cloud makes it easy to spend money, but not to spend wisely.

Unclear total cost of ownership

Many organisations underestimate the ongoing cost of running cloud environments, including observability, security, data transfer and platform teams.

How to mitigate these challenges

• Adopt FinOps principles early, not after migration. A growing number of organisations are doing this specifically to tackle cloud waste and align spend to business value
• Tag resources consistently to enable accurate cost allocation
• Use budgets, alerts and dashboards to track spend against KPIs
• Consider getting external support from cloud specialists such as CACI’s Cloud Services to design your governance model.

7. People, skills & operating model challenges

Skills gaps

Cloud-native, DevOps and automation skills are in high demand. Internal teams may lack experience in designing and operating cloud platforms at scale.

Operating model friction

Existing ITIL-style processes and siloed teams do not always translate well to cloud environments, where continuous delivery and shared ownership are essential.

Cultural change

Cloud is not just a technology shift, but a cultural one. Teams must embrace new ways of working, from infrastructure-as-code to platform teams and product-centric delivery.

How to mitigate these challenges

• Create a Cloud Centre of Excellence (CCoE) to set standards and share best practice
• Invest in training and hands-on enablement
• Partner with experienced providers to accelerate learning, as described in CACI’s article on the actual experience of cloud migration for business.

How to build a cloud migration strategy that avoids these challenges

A structured cloud migration strategy is your best defence against these pitfalls.

Step 1: Define business outcomes and KPIs

Start with the “why”:

• Cost optimisation (e.g. target percentage reduction in run-rate costs)
• Improved resilience (e.g. RPO/RTO targets, availability SLAs)
• Faster time-to-market (e.g. release frequency, lead time for changes)

Better customer and employee experience.

Step 2: Assess your current

• Catalogue applications, services, databases and integrations
• Classify each workload by business criticality, technical complexity and risk
• Identify “quick wins” and high-risk areas needing more design work.

Step 3: Plan migration waves

Avoid trying to move everything at once. Instead:

• Group workloads into waves with clear objectives
• Start with lower-risk, high-learning systems
• Use pilot migrations to refine patterns and tooling.

Step 4: Design your target cloud architecture

Make conscious choices about:

• Compute models (VMs, containers, serverless)
• Data platforms (managed databases, data lakes, warehouses)
• Networking and connectivity (VPNs, private links, SD-WAN)
• Platform services for security, observability and CI/CD.

Step 5: Embed security and governance upfront

• Define IAM, logging, monitoring and compliance controls before migration
• Align with recognised guidance such as the UK government’s cloud technology collection
• Treat “platform hardening” as a prerequisite for production workloads.

Step 6: Establish a cloud operating model

Clarify:

• Who owns the central platform
• How product and application teams consume it
• How changes are tested, deployed and supported.

This operating model is where the concept of a cloud-appropriate strategy (rather than “cloud at all costs”) really takes shape.

Step 7: Plan for continuous optimisation

Cloud migration is not a one-off event. After cutover, you should:

• Right-size resources and use auto-scaling
• Tune performance and storage tiers
• Modernise where there is clear value
• Review costs and security posture regularly.

Cloud migration tools, platforms & frameworks

Choosing the right tools reduces risk and effort at each stage of migration.

Discovery, assessment & dependency mapping

• Infrastructure discovery tools and CMDBs
• Application performance monitoring (APM) platforms
• Dependency mapping and visualisation tools.

Data migration & synchronisation

• Cloud-native database migration services
• ETL/ELT tools for structured data movement
• Bulk transfer technologies for large datasets.

Application migration & modernisation

• Containerisation and orchestration tools
• Refactoring accelerators and code analysis tools
• CI/CD platforms to support new deployment models.

Security, compliance & governance

• Cloud security posture management (CSPM) and policy-as-code
• Identity and access management, secrets management and HSMs
• SIEM and threat-detection tooling.

Observability, performance & FinOps (H3)

• Monitoring, logging and tracing platforms
• Cost-management and optimisation tools aligned with FinOps practices.

The specific mix will depend on your chosen cloud providers and operating model, but the categories remain consistent.

Cloud migration best practices

This checklist outlines a practical reference throughout your programme:

Pre-migration

• Business case and KPIs agreed
• Application inventory and dependency maps completed
• Migration patterns decided per workload (rehost/replatform/refactor/etc.)
• Security and governance baselines designed
• Cost management and tagging strategy defined.

During migration

• Workloads migrated in waves, with rollback plans
• Performance and resilience tested in each wave
• Security controls verified before go-live
• Costs monitored against forecasts.

Post-migration

• Workloads rightsized and tuned
• Modernisation opportunities assessed
• Security posture and compliance reviewed regularly
• KPIs tracked and reported to stakeholders.

Measuring cloud migration success: KPIs & metrics

You cannot improve what you do not measure. Useful KPIs include:

Technical

• Availability and uptime
• Latency and response times
• Error rates and incident frequency.

Financial

• Monthly cloud run-rate vs baseline
• Cost per transaction or per user
• Savings from rightsizing or modernisation initiatives.

Business

• Release frequency and deployment lead times
• Time-to-market for new features
• Customer satisfaction or NPS impact.

Security

• Number of critical vulnerabilities
• Mean time to detect (MTTD) and mean time to remediate (MTTR)
• Compliance audit findings.

These metrics help you demonstrate whether your cloud migration is delivering on its promises or whether strategy and execution need to be re-thought.

Turning cloud migration challenges into an advantages with CACI

Cloud has moved from a novelty to a business necessity, but the real differentiator is how effectively your organisation navigates cloud migration challenges: strategy, security, cost, people and operations.

With the right roadmap, tools and operating model, you can turn those challenges into an advantages: more resilient services, faster innovation and a technology foundation ready for AI and future growth.

If you are ready to move from theory to practice, explore CACI’s Cloud, Engineering & Implementation Services and our dedicated Platform Migration and Solution Implementation offerings. You can also learn from real projects in our article on the actual experience of cloud migration for business.

Cloud adoption continues to accelerate across both public and private sectors, and cloud spending has now reached a scale where cost management is a strategic and board-level concern rather than a purely technical issue.

A Gartner study published in late 2024 projected that global public cloud end-user spending would reach approximately USD 723 billion in 2025, underpinned by sustained double-digit growth driven by digital transformation initiatives, large-scale data platforms and accelerating AI adoption.

As organisations enter 2026, cloud is no longer an experimental or discretionary technology choice. It is a core operational dependency underpinning digital services, analytics, AI delivery and mission-critical systems. As a result, cloud costs now represent a material and recurring component of IT, transformation and operational budgets.

At the same time, there is strong and consistent evidence that a significant proportion of cloud spend does not deliver corresponding business value. IDC estimates that 20-30% of all cloud spending is wasted, even in organisations with established cloud platforms and governance practices.

A 2024 cloud efficiency study referenced by Stacklet found that 78 percent of organisations estimate that between 21 and 50 percent of their annual cloud spend is wasted, with many losing more than USD 75,000 per month due to idle resources, inefficient architectures and weak controls.

In 2026, cloud cost optimisation is therefore no longer about reactive cost cutting or short-term savings. It is about financial sustainability, architectural resilience, responsible AI adoption and long-term operational maturity. Organisations that fail to embed cost optimisation into day-to-day cloud operations risk limiting innovation, constraining AI initiatives and eroding confidence at executive and assurance levels.

This guide sets out practical, execution-focused cloud cost optimisation strategies for 2026, combining industry research, FinOps best practice and real-world delivery experience across complex cloud estates.

A practical cloud cost optimisation roadmap for 2026

One of the most common reasons cloud cost optimisation initiatives fail is a lack of sequencing. Organisations often attempt to optimise everything at once, resulting in fragmented effort and limited impact. Successful programmes instead follow a phased approach aligned to FinOps maturity models and operational reality.

Phase 1: Visibility and accountability (weeks 0–4)

The objective of this phase is to understand where cloud spend occurs and who is responsible for it.

Key activities include:

• defining a consistent, mandatory tagging standard
• allocating cloud costs to services, teams and business units
• establishing baseline dashboards, budgets and alerts

Without this foundation, optimisation efforts lack focus and accountability.

Phase 2: Waste removal and early savings (months 1–3)

Once visibility exists, most organisations can realise rapid savings by addressing obvious inefficiencies.

Typical actions include:

• identifying idle, unused or oversized resources
• rightsizing the highest-cost services
• shutting down non-production environments outside working hours

This phase often delivers visible savings within weeks, helping to build organisational momentum.

Phase 3: Structural and architectural optimisation (months 3–9)

This phase addresses systemic inefficiencies that drive recurring cloud cost.

Key activities include:

• introducing auto-scaling and demand-based architectures
• applying savings plans and reserved capacity where usage is stable
• modernising legacy applications that were lifted and shifted without redesign

Phase 4: Prevention, governance and forecasting (ongoing)

Long-term value comes from preventing waste from re-emerging.

This requires:

• embedding a FinOps operating model
• automating cost guardrails and policy enforcement
• forecasting cloud spend based on business demand rather than historical usage

Why cloud cost optimisation matters in 2026

While cloud growth and waste provide the backdrop, several 2026-specific factors have increased the urgency of cost optimisation.

Cloud spend is now structurally embedded

With global cloud spending measured in hundreds of billions of dollars annually, cloud services now represent a permanent operating cost rather than a variable experiment. In 2026, optimisation must be treated as a continuous operational discipline, not a periodic financial exercise.

AI significantly increases cost pressure

AI and advanced analytics workloads are among the fastest-growing contributors to cloud spend. Model training, inference pipelines, vector databases and large-scale data storage require sustained compute, specialised GPUs and high-throughput data movement. Industry analysis reported by TechMonitor highlights AI adoption as a growing driver of cloud overspend when governance is weak

Visibility and governance remain inconsistent

FinOps Foundation surveys consistently show that more than 40 percent of organisations struggle to accurately attribute cloud spend, particularly across hybrid and multi-cloud estates. Without clear ownership, optimisation initiatives lose traction.

Public sector accountability continues to increase

UK government guidance on cloud usage emphasises transparency, value for money and responsible stewardship of public funds. In 2026, demonstrable control over cloud cost is essential for audit readiness, regulatory compliance and maintaining public trust.

Key cloud cost trends shaping 2026

Across analyst research, FinOps community insights and delivery experience, several structural trends are shaping cloud economics in 2026. These trends explain why cloud costs remain difficult to control, even as tooling, skills and platform maturity improve.

Despite years of investment in cloud platforms, cost visibility tools and FinOps capability, cloud waste remains consistently high. This is not primarily due to technical immaturity, but because cloud operating models still incentivise speed and autonomy over financial discipline. Teams are optimised to deliver features quickly, while the financial impact of architectural decisions often remains abstract or delayed.

In 2026, waste increasingly originates from design-time decisions, such as selecting always-on services for variable workloads, duplicating datasets for convenience, or over-allocating resources to avoid performance risk. This shifts optimisation from a purely operational activity to a design and governance challenge, where cost awareness must be embedded earlier in the delivery lifecycle.

AI and data platforms are redefining what “expensive” means in cloud

Historically, cloud cost growth was driven by general-purpose compute and storage. In 2026, the cost profile will be increasingly shaped by specialised, high-performance services. GPU-backed workloads, vector databases, real-time analytics engines and large-scale data pipelines now dominate spend growth, particularly in organisations scaling AI beyond experimentation.

This trend is significant because these workloads behave differently from traditional applications. They are data-intensive and highly sensitive to architectural choices, meaning small design inefficiencies can have disproportionate cost impact. As a result, organisations are finding that traditional optimisation levers are less effective unless they are complemented by AI-aware financial governance and forecasting models.

FinOps is shifting from insight to intervention

FinOps adoption has moved beyond dashboards and retrospective reporting. In 2026, leading organisations will be using FinOps as an active control mechanism, not just an analytical function. This includes embedding financial signals into delivery pipelines, using cost data to inform architectural trade-offs, and aligning spend decisions with business priorities in near real time.

This shift reflects a broader recognition that cost is a first-class operational metric, alongside reliability, security and performance. As FinOps matures, its value increasingly depends on organisational influence and integration, rather than tooling sophistication alone. The challenge for many organisations is no longer visibility but turning insight into enforceable decisions without slowing delivery.

Multi-cloud complexity is now an economic issue, not just a technical one

Multi-cloud strategies have become standard, driven by resilience, policy, supplier strategy and workload suitability. However, in 2026 the cost implications of multi-cloud are becoming more visible. Differences in pricing models, discount structures, data egress costs and managed services make consistent optimisation across providers difficult.

As a result, organisations are increasingly forced to balance strategic flexibility against economic efficiency. This has elevated the importance of cross-cloud financial normalisation, where spend is compared and governed at a service or capability level rather than by provider. Cost optimisation in multi-cloud environments is therefore becoming a portfolio management challenge, not just a technical exercise.

Public sector collaboration is moving from policy to practice

In the public sector, cloud cost management is evolving from guidance and principle-based frameworks into practical, shared implementation. Departments and agencies are increasingly collaborating on standards for cost transparency, FinOps maturity and data sharing, supported by central initiatives and communities of practice.

This trend reflects growing recognition that cloud cost challenges are systemic, not isolated. By sharing tooling patterns, metrics and governance approaches, public sector organisations aim to reduce duplication, improve comparability and strengthen assurance. In 2026, this collective approach is becoming a key enabler of sustainable cloud adoption, particularly as AI and data workloads expand across government.

These trends manifest in a set of recurring challenges that organisations encounter as cloud estates scale.

Common cloud cost optimisation challenges

Despite growing awareness of cloud economics and wider adoption of FinOps practices, many organisations continue to struggle with the same underlying cost challenges. In 2026, these issues persist not because of a lack of technology, but because cloud cost management is as much an organisational and operating-model problem as it is a technical one.

1. Poor visibility and inconsistent allocation

While most organisations collect cloud cost data, many still lack decision-grade visibility. Costs are often visible at an account or subscription level, but not consistently attributed to business services, products or outcomes. This creates a disconnect between cloud consumption and business value.

In practice, visibility breaks down when tagging standards are inconsistently applied, ownership is unclear, or cost data is interpreted differently by engineering, finance and product teams. In 2026, this challenge is compounded by the rise of shared platforms, managed services and AI pipelines, where multiple teams consume the same underlying resources. Without a common allocation model, cloud spend becomes difficult to explain, challenge or forecast, even when dashboards and detailed receipts exist.

The result is a familiar pattern: cost reports are produced, but they do not meaningfully influence decisions.

2. Idle and over-provisioned resources

Idle and over-provisioned resources remain one of the most visible sources of cloud waste, yet they continue to accumulate in mature environments. This is partly because cloud platforms make it easy to provision capacity quickly, but place relatively little friction on leaving it running indefinitely.

In many organisations, responsibility for decommissioning resources is ambiguous. Development and test environments are created for short-term needs but persist long after projects move on. Capacity is deliberately oversized to reduce perceived performance risk, particularly for customer-facing or data-intensive workloads. Container platforms add another layer of abstraction, where unused capacity is less obvious than in traditional virtual machine estates.

By 2026, the challenge is less about identifying individual idle resources and more about preventing sprawl from becoming the default state of cloud environments.

3. Lift-and-shift migrations

Many organisations still operate a significant proportion of workloads that were migrated to the cloud using lift-and-shift approaches. While this accelerates migration timelines, it often locks in cost inefficiencies that persist for years.

Applications designed for on-premise infrastructure typically assume static capacity, peak sizing and tightly coupled components. When moved unchanged to the cloud, these assumptions translate into always-on resources, limited elasticity and higher baseline costs. Over time, teams compensate by over-provisioning to maintain stability, rather than addressing architectural limitations.

In 2026, the challenge is that these workloads often underpin critical services. Their cost impact is well understood, but the perceived risk and effort of refactoring mean optimisation is repeatedly deferred, even as they consume a disproportionate share of cloud budgets.

4. Limited governance and automation

Cloud environments scale faster than traditional governance models. Where policies, approvals and controls rely on manual processes, they quickly become bottlenecks and are either bypassed or ignored.

In many organisations, governance is still applied after resources are provisioned, rather than embedded into how platforms are built and used. This leads to inconsistent enforcement of standards, reactive clean-up exercises and reliance on individual diligence rather than systemic control.

By 2026, the absence of automation will become a cost challenge. Without automated guardrails, organisations struggle to maintain consistent financial control as teams, workloads and environments grow. The result is a cycle of periodic optimisation efforts that temporarily reduce spend, only for inefficiencies to re-emerge.

5. AI and data gravity

AI and data-driven workloads introduce a distinct set of cost challenges that differ from traditional application hosting. These workloads are inherently data-intensive, often requiring large datasets to be moved, duplicated or processed repeatedly across environments.

As models evolve and pipelines become more complex, storage volumes grow, GPU utilisation increases and data transfer costs become more material. Data gravity exacerbates this effect, making it difficult to relocate workloads without incurring additional cost or performance penalties. In many cases, teams optimise for experimentation speed rather than cost efficiency, particularly in early AI adoption phases.

In 2026, organisations are finding that AI cost challenges are not caused by individual services, but by end-to-end pipeline design, where small inefficiencies compound across storage, compute and data movement over time.

Why these challenges persist

Taken together, these challenges highlight a common theme: cloud cost optimisation fails when it is treated as a periodic clean-up activity rather than a core operating discipline. Without clear ownership, aligned incentives and embedded governance, inefficiencies naturally re-emerge as cloud estates and AI workloads continue to scale.

Cloud cost optimisation strategies and best practices for 2026

1. Improve tagging, allocation and cost visibility

What to do
Building on the visibility foundation outlined earlier, define a mandatory tagging standard covering application, owner, environment, cost centre, data classification and compliance context.

How to implement

• enforce tagging using cloud-native policy tools
• validate tags in CI/CD pipelines
• auto-remediate missing metadata

What good looks like

• over 90 percent of cloud spend accurately tagged
• monthly showback or chargeback reporting
• clear ownership of top cost drivers

Organisations often establish this capability as part of a broader cloud landing zone or cloud engineering programme.

2. Adopt continuous rightsizing

Rightsizing should be an ongoing operational activity rather than an annual review.

Effective approaches include:

• monthly utilisation reviews
• thresholds such as CPU below 30 percent or memory below 40 percent for sustained periods
• removal of unused snapshots and volumes

This approach consistently delivers savings without service degradation.

3. Use auto-scaling and demand-based architectures

Auto-scaling ensures capacity aligns with actual demand.

Best practice includes:

• horizontal scaling for stateless services
• defined minimum and maximum capacity limits
• regular load testing
• automatic shutdown of non-production environments outside business hours

These patterns are commonly implemented during platform migration and modernisation initiatives.

4. Optimise storage and data lifecycle management

Storage costs grow rapidly, particularly for analytics and AI.

Effective strategies include:

• tiering infrequently accessed data
• enforcing retention and lifecycle rules
• archiving logs
• reducing unnecessary cross-region transfers

These controls are often embedded within data platform and analytics architectures.

5. Align purchasing models with workload patterns

Savings plans and reserved capacity can reduce long-running workload costs by 30–70 percent when applied correctly.

Best practice includes:

• committing only once usage patterns stabilise
• targeting utilisation above 70 percent
• reviewing commitments quarterly

6. Build a mature FinOps operating model

A mature FinOps model includes:

• a central FinOps capability
• real-time dashboards
• shared accountability across engineering, finance and product teams
• monthly governance reviews
• demand-based forecasting

Many organisations formalise this capability as a dedicated FinOps and cost optimisation function.

7. Modernise applications to remove architectural waste

Modernisation often delivers greater long-term savings than pricing optimisation alone.

Cloud-native patterns such as containers, serverless and managed services reduce reliance on persistent infrastructure and scale automatically with demand.

8. Optimise AI and advanced analytics workloads

AI workloads require dedicated optimisation strategies.

Effective techniques include:

• using lower-cost GPU types for development and testing
• separating training and inference environments
• tracking cost per inference and cost per model version
• pruning unused models and datasets
• monitoring vector database growth carefully

9. Automate cost guardrails

Automation prevents waste before it accumulates.

Examples include:

• enforcing tagging automatically
• shutting down idle environments
• blocking unapproved high-cost services
• detecting anomalous spend
• automatically cleaning up unused resources

Cloud cost optimisation with CACI

In 2026, cloud cost optimisation is about predictability, resilience and sustainable innovation, not reactive cost cutting. CACI supports organisations across the full optimisation lifecycle, from rapid waste reduction to long-term architectural transformation and FinOps maturity.

If your organisation cannot clearly explain who owns cloud spend, why costs fluctuate month-to-month, or how AI growth will be funded sustainably, optimisation opportunities already exist. CACI helps organisations move from reactive cost control to value-driven cloud economics that support growth, innovation and public accountability.

FAQs around cloud cost optimisation strategies

What does a cloud cost optimisation strategy include in 2026?

A cloud cost optimisation strategy in 2026 includes cost visibility, architectural efficiency, governance and forecasting, enabling organisations to control spend while scaling cloud and AI workloads. It focuses on embedding cost awareness into design, delivery and operational decision-making rather than reactive clean-up.

How is cloud cost optimisation different from FinOps?

Cloud cost optimisation focuses on reducing waste and improving efficiency, while FinOps is the operating model that makes those improvements sustainable. FinOps aligns engineering, finance and product teams around shared accountability, governance and forecasting.

When should organisations start optimising cloud costs?

Organisations should start optimising cloud costs as soon as cloud usage begins, not after spend becomes excessive. Early optimisation prevents inefficient patterns becoming embedded and reduces long-term cost growth.

How much can organisations save with cloud cost optimisation?

Most organisations can reduce cloud spend by 20 to 40 percent through effective cost optimisation, depending on estate maturity and governance. Savings are highest where idle resources, over-provisioning and legacy workloads are common.

Why do cloud costs keep increasing even after optimisation?

Cloud costs continue to increase when optimisation focuses on one-off savings rather than ongoing governance and demand-based control. New services, data pipelines and AI workloads often grow faster than financial controls evolve.

How do AI workloads affect cloud cost optimisation?

AI workloads increase cloud costs because they rely on high-performance compute, large datasets and repeated processing, which scale non-linearly. This requires AI-specific cost governance and forecasting to remain sustainable.

Is cloud cost optimisation harder in multi-cloud environments?

Cloud cost optimisation is harder in multi-cloud environments because pricing models, discounts and data transfer costs vary across providers. Organisations increasingly manage costs at a service or portfolio level rather than optimising each cloud independently.

Who should own cloud cost optimisation?

Cloud cost optimisation should be a shared responsibility across engineering, finance and product teams, coordinated by a central FinOps or governance function. This ensures cost decisions align with technical and business priorities.

How often should cloud cost optimisation be reviewed?

Cloud cost optimisation should be reviewed continuously using real-time monitoring, with formal governance reviews conducted monthly. This combination enables early detection of anomalies while supporting strategic oversight.

The anticipated cyber threats facing UK businesses in 2026 are evolving faster than security teams can adapt. Attackers are using AI to generate convincing phishing attacks, exploit software supply chains, compromise cloud identities and launch highly disruptive ransomware campaigns. 

Recent research highlights the severity of the issue: 

• The National Cyber Security Centre (NCSC) warns that ransomware remains the most dangerous threat to UK businesses, noting that attackers now use automation and AI to scale campaigns across thousands of victims. 

• The latest UK Government Cyber Security Breaches Survey shows 50% of UK businesses experienced a cyber incident in 2024, rising to 74% for medium businesses and 91% for large organisations. 

• Meanwhile, the IBM Cost of a Data Breach Report reports an average UK breach cost of £3.4 million, one of the highest globally. 

To effectively safeguard your organisation into 2026, understanding how these cyber threats are evolving will be paramount. The key threats to prepare for are expected to be: 

1. AI-powered phishing and social engineering 

Cyber criminals now use generative AI to produce highly convincing phishing emails, cloned voices and deepfake videos. 

According to the National Cyber Security Centre (NCSC), AI will likely continue to “make elements of cyber intrusion operations more effective and efficient, leading to an increase in frequency and intensity of cyber threats.”Approximately £100 million was lost to investment scams driven deepfake videos in the first half of 2025.

Why it matters:

AI removes spelling errors, improves targeting and creates believable voice calls, making phishing harder to detect.

Actions to take:

• Enable multi-factor authentication (MFA) across all accounts 
• Train staff using AI-simulated phishing exercises 
• Introduce payment verification with multi-person approval 
• Use real-time email threat scanning. 

2. Ransomware as a service targeting UK SMEs 

Ransomware continues to dominate the UK threat landscape. 

• Global ransomware attacks have increased by 56% over the last two years. 
• The average downtime after a ransomware incident exceeds 21 days. 

Why it matters:

Ransomware groups now target SMEs because they are less likely to have strong incident response capabilities.

Actions to take:

• Maintain offline backups 
• Implement zero-trust identity policies 
• Create and rehearse a ransomware response pla
• Block admin rights by default 

3. Software supply chain compromise 

Supply chain attacks are now a priority risk area. 

• ENISA reports that supply chain risks comprise 10.6% of threat distribution.
• These attacks impact thousands of organisations simultaneously by compromising trusted software components. 

Why it matters:

Compromising one supplier can affect thousands of UK organisations simultaneously.

Actions to take: 

• Maintain a third-party risk register 
• Request Software Bills of Materials (SBOMs) from critical suppliers 
• Apply continuous dependency scanning 
• Implement zero trust network segmentation. 

4. Cloud misconfiguration and identity-based attacks 

Cloud adoption has surged across UK organisations, but configuration drift and weak identity controls are leading causes of breaches. 

• Cloud security breaches have been on the rise in recent years, with as much as 75% reportedly caused by inadequate identity, access or privilege management. 
• Misconfigured storage services continue to expose millions of records annually. 

Why it matters:

Most cloud breaches are preventable with strong identity, configuration and policy controls. 

Actions to take:

• Adopt secure cloud landing zones 
• Enforce MFA and conditional access 
• Use policy-as-code to eliminate misconfigurations 
• Continuously scan cloud environments. 

5. Nation state threats to UK critical infrastructure 

Geopolitical tensions have increased targeting of critical national infrastructure (CNI). 

• The NCSC warns that hostile states present a persistent and realistic threat to UK CNI. 
• ENISA notes a 30% rise in targeted attacks on European infrastructure providers. 

Why it matters:

Healthcare, energy, transportation and public services remain key targets due to their societal impact.

Actions to take:

• Implement zero trust across operational technology 
• Segment networks between IT and OT 
• Improve visibility with 24/7 threat monitoring 
• Apply NCSC Cyber Assessment Framework controls. 

6. Deepfake enabled fraud and CEO impersonation

Deepfake technologies are enabling highly sophisticated financial fraud. 

• Deloitte reports deepfake incidents have increased as much as 700% in certain industries.  
• UK Finance warns that criminals are increasingly impersonating executives to initiate fraudulent transactions. 

Why it matters:

Deepfakes undermine trust in human-to-human verification processes.

Actions to take: 

• Introduce strict financial verification processes.
• Train staff to spot manipulated audio and video.
• Adopt secure communication channels for executive approvals. 

7. Zero-day exploitation of widely used platforms

Zero-day attacks are escalating in frequency and speed. 

•  Google’s Threat Analysis Group recorded a 50 percent increase in zero-day exploitation in 2024.
• Attackers now exploit vulnerabilities within days or hours of disclosure. 

Why it matters:

Complex estates with legacy systems are especially vulnerable.

Actions to take:

• Prioritise patching for high-risk assets.
• Monitor for exploitation evidence.
• Implement virtual patching where possible.
• Use threat intelligence feeds. 

8. IoT and OT vulnerabilities in connected environments

Manufacturers, utilities, healthcare providers and logistics operations increasingly rely on connected devices. 

• ENISA cites OT systems as being “high value targets across all types of threats”. 
• Many IoT devices still rely on outdated firmware or contain default credentials. 

Why it matters:

Compromised IoT devices can become pivot points into critical operational systems.

Actions to take:

• Replace unsupported devices.
• Apply network segmentation for OT.
• Block inbound internet access to IoT.
• Deploy device-level monitoring. 

9. Insider threats amplified by hybrid working

Hybrid and remote work models increase insider risk: 

• The Ponemon Institute states that insider incidents account for over 25% of data breaches. 
• Misconfigurations, accidental data sharing and shadow IT remain serious concerns. 

Why it matters:

Accidental insider threats are far more common than malicious actors. 

Actions to take:

• Enforce least privilege access.
• Use behavioural analytics.
• Implement secure file sharing and DLP.
• Train staff on emerging threats.

10. API exploitation and automated attacks 

APIs now underpin modern digital services. 

• Akamai observed a 137% increase in API attack traffic. 
• Poorly secured APIs expose sensitive data and authentication weaknesses. 

Why it matters:

APIs expose data, identity and business logic if not securely managed.

Actions to take:

• Authenticate and authorise every API.
• Implement rate limiting.
• Continuously test API endpoints.
• Apply zero trust principles to API gateways. 

What has changed in the last year? 

• Phishing is now AI-powered 
• Ransomware involves triple extortion and data auctions 
• Supply chain attacks now target trust models in AI systems 
• Cloud attacks increasingly abuse identity, APIs and automation 
• Deepfake fraud has moved from fringe to mainstream 
• The threat landscape is faster, smarter and more financially motivated. 

An actionable cyber checklist: What UK organisations should do now 

These are the most impactful security actions UK organisations can take in the next 30 days to reduce exposure to cyber threats in 2026: 

Week 1: Strengthen identity and access 

• Enforce MFA for all users 
• Audit all admin and privileged accounts 
• Enable conditional access across cloud platforms 
• Remove shared accounts where possible 
• Rotate any high-risk or stale credentials. 

Week 2: Reduce cloud and configuration risk 

• Run a cloud misconfiguration scan (AWS, Azure, GCP) 
• Apply baseline cloud landing zone guardrails 
• Review API authentication and rate limiting 
• Disable any unused cloud workloads or exposed endpoints 
• Validate backup integrity and ensure offline copies exist. 

Week 3: Improve ransomware and supply chain resilience 

• Conduct a ransomware tabletop exercise 
• Review supplier risk for your top 10 critical vendors 
• Update incident response playbooks 
• Request Software Bills of Materials (SBOMs) where relevant 
• Validate segmentation between IT and OT networks. 

Week 4: Prepare for AI-enabled and deepfake attacks 

• Deliver an AI phishing simulation across the organisation 
• Implement voice and video verification checks for senior leadership 
• Update payment verification and financial approval processes 
• Train staff to recognise deepfake and social engineering signs 
• Review your organisation’s readiness against the NCSC Cyber Assessment Framework. 

What your board needs to know in 2026 

• Cyber threats now represent a material business risk, not just IT risk. 
• AI increases threat volume and reduces detection time. 
• Cloud identity and configuration security are top failure points. 
• Regulatory pressure is rising under ICO expectations and NIS2/DORA impacts. 
• Investment in governance, resilience and people is essential. 

How CACI can help

CACI helps organisations strengthen controls and capabilities through its Network Security and Enterprise Architecture services. Our cloud engineering and implementation services also ensure these controls are embedded from day one.

FAQs around cyber threats facing UK businesses in 2026

What are the biggest cyber threats to UK businesses in 2026?

The biggest threats include AI powered phishing, ransomware, supply chain compromise, cloud misconfiguration, API exploitation and nation-state activity. These attacks are highly automated and increasingly difficult to detect.

Why are UK SMEs at high risk of cyber attacks?

SMEs often have fewer cyber resources, limited monitoring and weaker controls, making them easier targets for ransomware and phishing. Attackers know SMEs are more likely to pay ransoms or fall for social engineering.

How can UK organisations defend against ransomware?

Defence strategies include MFA everywhere, secure backups, endpoint protection, zero trust principles, patching and rehearsed incident response plans. Aligning cloud governance with best practice significantly reduces risk.

How does AI change cyber threats in 2026?

AI increases attack volume and accuracy. Threat actors use AI to generate phishing content, clone voices, create deepfakes and analyse vulnerabilities faster than before. This reduces detection time and increases breach likelihood.

What does the NCSC recommend for improving cyber resilience?

The NCSC recommends MFA, patching quickly, securing cloud identities, conducting supply chain checks, reviewing backups and following the Cyber Assessment Framework. Businesses should ensure governance, risk and controls are regularly tested.

When it comes to strengthening your network security posture, doing so is no longer a nice-to-have, but a strategic necessity. The notion of strengthening your network may sound time-intensive and lengthy, however, there are some immediate changes that can lead to quick wins. In this blog, we uncover four key steps IT leaders can take to strengthen network security posture and immediate quick wins that can be achieved upon doing so.  

Four steps to strengthen your network security posture

Security is no longer optional. These four foundational actions will help you reduce risk and build resilience: 

1. Adopt zero trust principles

Zero trust means “never trust, always verify.” Every user and device inside or outside the network must be authenticated and authorised. This approach limits the impact of breaches and is now recommended by the NCSC and leading global providers.  

• Implement strong authentication for all users and devices.  
• Segment networks to limit lateral movement.  
• Continuously monitor for unusual behaviour.  

2. Automate detection and response

Manual processes cannot keep pace with modern threats. Automation can reduce response times by up to 40%, demonstrating its ability to help defenders stay ahead. 

• Use AI-driven tools for threat detection and alert triage.  
• Automate patching, backup, and incident response workflows.
• Regularly test and updated automated playbooks.

3. Operational load

With many IT teams stretched thin, managed network services allow organisations to focus on strategy while experts handle day-to-day operations, monitoring and compliance. 

• Consider managed firewall, detection and response and vulnerability management services.  
• Ensure providers offer transparent reporting and clear SLAs.

4. Secure hybrid work

With two-thirds of UK employees working remotely at least part-time, endpoint protection and secure remote access are essential.  

• Enforce multi-factor authentication for all remote access.  
• Protect endpoints with up-to-date security software and policies.
• Educate staff on secure working practices. 

Quick wins: Immediate actions UK IT leaders should take 

Not every improvement requires a major investment or a long-term project. The following actions can quickly reduce risk and strengthen your security posture:  

Enable multi-factor authentication (MFA) 

Multi-factor authentication (MFA) is one of the most effective ways to prevent account compromise, blocking the majority of phishing and credential stuffing attacks.  

• Enforce MFA for all users, not just administrators.  
• Use app-based or hardware tokens for stronger protection. 
• Regularly review and test MFA coverage.  

Read NCSC guidance on MFA  

Patch the basics consistently and quickly

Most breaches exploit known vulnerabilities. Even delays in patching of a few days can be costly.  

• Maintain an up-to-date inventory of all assets, including cloud workloads and remote endpoints. 
• Apply critical patches within 14 days, as recommended by the NCSC.  
•  Automate patch deployment and monitor for failures.  

Back up critical data securely and test your restores

Ransomware is only effective if you cannot recover your data. Secure, tested backups are essential.  

• Use immutable, offsite or cloud-based backups.  
• Regularly test restores to ensure data integrity.  
• Protect backup credentials with MFA and restrict access.

Review firewall rules and access controls

Firewall policies can become cluttered over time with unused or overly permissive rules, creating hidden vulnerabilities.  

• Schedule regular firewall reviews to remove unused or risky rules.  
• Align policies with current business needs.  
• Use automated tools to analyse policies for overlaps and compliance gaps.   

Run a tabletop incident response exercise 

Plans are only effective if teams can execute them under pressure. Tabletop exercises simulate real-world incidents, allowing teams to rehearse roles and identify gaps.  

• Involve both technical and business stakeholders.  
• Use realistic scenarios tailored to your organisation.
• Capture lessons learned and update your incident response plan.  

See NCSC’s guidance on incident response exercises 

How CACI can help enhance your network security

CACI has helped UK businesses protect their networks for decades. From network security to data centre solutions and IT consulting, our expertise delivers secure-by-design architectures, automation, and incident readiness for robust network security.  

Download our 2026 Network Security Survival Guide today to learn more about how your organisation can set its network environments up for success. 

The demand for cloud-based offerings has surged following the uptake of hybrid working and evolving customer expectations and digital infrastructure. Businesses that fail to adapt run the risk of being left behind. Understanding the benefits to determine whether cloud adoption is right for you is therefore critical. 

In our previous blogs, we shared the key advantages of cloud adoption and challenges in cloud security. In our final blog of this series, we share integral steps to strengthen your organisation’s cloud security. 

As more businesses adopt cloud technology, primarily to support hybrid working, cybercriminals are focusing their tactics on exploiting vulnerable cloud environments. Over the last year, a report found that 80% of organisations experienced at least one cloud security breach. 

This issue has been exacerbated by soaring global demand for tech talent. On a global scale, the demand for cybersecurity professionals reaches well into the millions, which is far beyond the current number of working individuals as is. Hiring and training new talent at pace is impossible with this accelerating demand. 
 
It’s a vulnerable time for enterprise organisations, and cloud security is the top priority for IT leaders. Here we consider the critical steps you can take now to make your business safer. 

1. Understand your shared responsibility model

Defining and establishing the split of security responsibilities between an organisation and its CSP is one of the first steps in creating a successful cloud security strategy. Taking this action will provide more precise direction for your teams and mean that your apps, security, network and compliance teams all have a say in your security approach. This helps to ensure that your security approach considers all angles.

2. Create a data governance framework

Once you’ve defined responsibilities, it’s time to set the rules. Establishing a clear data governance framework that defines who controls data assets and how data is used will provide a streamlined approach to managing and protecting information. Setting the rules is one thing, however; ensuring they’re carefully followed is another. Employing content control tools and role-based access controls to enforce this framework will help safeguard company data. Ensure your framework is built on a solid foundation by engaging your senior management early in your policy planning. With their input, influence and understanding of the importance of cloud security, you’ll be better equipped to ensure compliance across your business. 

3. Opt to automate

In an increasingly hostile threat environment, in-house IT teams are under pressure to manage high numbers of security alerts. It doesn’t have to be this way though. Automating security processes such as cybersecurity monitoring, threat intelligence collection and vendor risk assessments means your team can spend less time analysing every potential threat, reducing admin errors and dedicating more time to innovation and growth activities. 

4. Assess and address your knowledge gaps

Your users can either provide a strong line of defence or open the door to cyber-attacks. Make sure it’s the former by equipping staff and stakeholders access to your cloud systems with the knowledge and tools they need to conduct safe practices, such as by providing training on identifying malware and phishing emails. For more advanced users of your cloud systems, take the time to review capability and experience gaps and consider where upskilling or outsourcing is required to keep your cloud environments safe. 

5. Consider adopting a Zero Trust model

Based on the principle of ‘Never Trust, Always Verify’, a Zero Trust approach removes the assumption of trust from the security architecture by requiring authentication for every action, user and device. Adopting a Zero Trust model means always assuming that there’s a breach and securing all access to systems using multi-factor authentication and least privilege. In addition to improving resilience and security posture, this approach can also benefit businesses by enhancing user experiences via Single Sign-On (SSO) enablement, allowing better collaboration between organisations and increased visibility of your user devices and services. However, not all organisations can accommodate a Zero Trust approach. Incompatibility with legacy systems, cost, disruption and vendor-lock-in must be balanced with the security advantages of Zero Trust adoption. #

6. Perform an in-depth cloud security assessment

Ultimately, the best way to bolster your cloud security is to perform a thorough cloud security audit. Having a clear view of your cloud environments, users, security capabilities and inadequacies will allow you to take the best course of action to protect your business. 

7. Bolster your defences

The most crucial principle of cloud security is that it’s an ongoing process and continuous monitoring is key to keeping your cloud secure. However, in an ever-evolving threat environment, IT and infosec professionals are under increasing pressure to stay ahead of cybercriminals’ sophisticated tactics. 

A robust threat monitoring solution can help ease this pressure and bolster your security defence. Threat monitoring works by continuously collecting, collating and evaluating security data from your network sensors, appliances and endpoint agents to identify patterns indicative of threats. Threat alerts are more accurate with threat monitoring analysing data alongside contextual factors such as IP addresses and URLs. Additionally, traditionally hard-to-detect threats such as unauthorised internal accounts can be identified. 

Businesses can employ myriad options for threat monitoring, from data protection platforms with threat monitoring capabilities to a dedicated threat monitoring solution. However, while implementing threat monitoring is a crucial and necessary step to securing your cloud environments, IT leaders must recognise that a robust security programme comprises a multi-layered approach utilising technology, tools, people and processes. 

Download our Cloud Security Assessment Checklist and discover proven strategies to strengthen your defences in our comprehensive guide.

Cloud innovation trends: Why optimisation must come first

In the race to modernise, many businesses make a critical mistake: innovating before optimising their cloud infrastructure. It’s an easy trap to fall into – new technologies promise speed, agility and competitive advantage. However, without a solid foundation, those promises can quickly unravel.

So, what difference will optimisation make to cloud innovation? How do complex hybrid environments affect optimisation and what are the repercussions of innovating too soon?

Why optimisation should come first

Cloud optimisation isn’t just a technical exercise – it’s a strategic imperative. Before you invest in AI-driven tools, advanced analytics or multi-cloud deployments, you need to ensure your existing environment is efficient, secure and cost-effective. Otherwise, innovation becomes a gamble rather than a growth driver.

How the complexity of hybrid environments affects optimisation

Modern IT landscapes are rarely simple. Most organisations operate in hybrid environments, combining:

• Cloud-native workloads
• Semi-native applications
• Containerised services
• Legacy systems migrated via IaaS.

This mix introduces complexity that can quietly erode ROI and performance. Without optimisation, you risk inefficiencies that undermine every future initiative.

Common pitfalls of innovating too soon

When businesses rush to innovate without first optimising, they often encounter:

Duplicated workloads

Hybrid setups frequently lead to duplication of environments or services, especially when containerised and legacy systems overlap with cloud-native tools. This consumes bandwidth and burdens IT and DevOps teams with managing multiple versions of the same workload.

Latency issues

Poor workload distribution across cloud environments increases latency, slowing response times and masking compliance or security issues. For customer-facing applications, this can directly impact user experience and brand reputation.

Security saps

Unoptimised containerised and legacy workloads are vulnerable to governance and compliance risks. Differences in data storage and flow between environments complicate tracking, while unresolved legacy issues can carry over post-migration.

Mounting costs

With up to 30% of cloud spend wasted, inefficiencies inflate monitoring and security costs, draining budgets that could fund innovation.

Why this matters now

Cloud strategies are under pressure to deliver more – faster, cheaper and greener. Without optimisation, businesses risk inefficiency, higher costs and vulnerabilities that stall progress. In an industry where every second counts, building on shaky ground isn’t just risky, it’s expensive.

How to get started

Before chasing the next big trend in cloud innovation, take time to:

• Audit your current architecture: Maintain visibility by understand what’s running, where and why.
• Identify duplicated workloads and inefficiencies: Determine whether any services or resources are the cause behind draining budgets.
• Align resources with business priorities: Ensure any spending on cloud innovation drives value for the business.
• Implement governance and security best practices: Establishing best practices early on will ensure that innovation is scaled effectively.

This foundation ensures innovation is sustainable, not just a short-term fix.

The CACI approach: Building a cloud that enables innovation

Ready to build a cloud foundation that enables innovation?

Don’t leave your cloud strategy to chance. Our specialist cloud architects and optimisation experts have helped leading organisations modernise, streamline and unlock innovation without compromise. Contact us today to start your cloud optimisation journey.

Cloud adoption is no longer seen as a means for storage, but a foundation for intelligent business capabilities. Businesses that have adopted the cloud are able to reap benefits far beyond cost savings, enhancing operational flexibility, enabling faster disaster recovery and much more. In the first blog of our cloud security series, we explore the key advantages of cloud adoption. 

Flexibility

Cloud infrastructure is the key to operational agility, allowing you to scale up or down to suit your bandwidth needs. The pay-as-you-go model offered by most cloud service providers (CSPs) also means that you pay for usage rather than a set monthly fee, making IT spending a more manageable operational expense. The ability to scale resources according to demand also ensures performance will be optimal during peak times and eliminate waste during downtime. 

Reduced cost

Kind to your cash flow, cloud computing cuts out the high hardware cost. The availability of the aforementioned pay-as-you-go models can significantly cut costs. Not to mention the cost-savings of reduced resources, lower energy consumption and fewer delays.  

Disaster recovery

From natural disasters to power outages and software bugs, if your data is backed up in the cloud, it is at a reduced risk of system failure as the servers are typically far from your office locations. You can recover data anywhere to minimise downtime by logging into the internet’s cloud storage portal. 

Accessibility

We’ve all heard that the office is dead. Workers want the ability to work anytime, anywhere. With cloud (and an internet connection), they can. The cloud enables workforces to be distributed through secure access to data and applications from any location, which is critical in today’s hybrid working world. 

Greater collaboration

Cloud infrastructure makes collaboration a simple process, changing the parameters of how and where teams can work. The cloud can drastically improve workplace productivity, from online video calls to sharing files and co-authoring documents in real-time. It offers a centralised, secure and real-time working environment that bolsters communication and helps streamline workflows. These cloud-native applications are designed to make our lives more efficient through greater collaboration.  

Strategic value

Ultimately, businesses that have adopted the cloud typically experience greater cost efficiencies, faster speed to market and enhanced service levels. Adopting the cloud not only reimagines business models and builds resilience but also enables organisations to be agile and innovative. For example, adopting DevOps methodologies can be an essential element for businesses looking to get ahead of their competitors. 

But what about security? Earlier this year, a reported 61% of organisations felt security and compliance were their primary barriers to cloud adoption. Rushed application and the resulting lacklustre security have only intensified security concerns as cybercriminals increasingly target cloud environments. 

Download our comprehensive guide to cloud security and start securing your cloud today.

Hybrid cloud isn’t just a transitional phase – it’s the reality for most businesses. While the promise of cloud-native infrastructure is appealing, the complexity of legacy systems, on-prem dependencies and non-cloud-native workloads means hybrid cloud infrastructure is often the most feasible and flexible option. However, it doesn’t come without its challenges.

So, what does your business need to know to future-proof your hybrid cloud infrastructure? How can the complexities of a hybrid technology stack be navigated with the help of a trusted data partner?

Hybrid cloud isn’t going anywhere (and why that’s okay)

Most businesses aren’t ready (or suited) for full cloud-native infrastructure. This is why the flexibility of hybrid cloud infrastructure, especially for workloads that perform better outside of cloud-native environments, can be especially beneficial.

Beyond flexibility, some of the compelling reasons to retain hybrid setups include:

• Feasibility of full migration
• Performance of certain workloads
• Configurability of services.

In essence, hybrid isn’t a compromise; it can be a strategic advantage. Many businesses find that hybrid infrastructure gives them the best of both worlds: the scalability of cloud with the control and compliance of on-prem. When done intentionally, hybrid can reduce costs and improve efficiency.

Addressing the “lift and shift trap” & hidden complexity

Despite the promise of hybrid cloud infrastructure, the “lift and shift” concept and other hidden complexities should not be ignored. Amidst the rush to move on-prem workloads to the cloud without rearchitecting them, “lift and shift” often replicates inefficiencies, leading to higher infrastructure costs without the expected savings in maintenance or total cost of ownership (TCO).

Instead of reducing costs, businesses may find themselves paying premiums for cloud infrastructure while still managing the same maintenance overhead. Without a strategic approach, cloud migration can become a costly exercise in replication.

Furthermore, maintaining a hybrid stack introduces networking and security challenges. Data must pass through multiple domains, increasing latency, management overhead and the risk of data loss. Hybrid environments also often require more complex connectivity and governance, which can strain IT resources and reduce security posture.

Making hybrid cloud infrastructure work for innovation & transformation

Intentionality is key in the realm of innovation and transformation within hybrid cloud infrastructure. Hybrid may be here to stay, but it should be a strategic and practical choice for businesses, not a default. Businesses must assess which workloads belong where, understand the trade-offs and build a roadmap that balances performance, cost and security. With the right strategy, hybrid can deliver the flexibility, performance and cost-efficiency needed to support innovation and transformation.

The CACI Approach

With deep expertise across on-prem, cloud-hosted and cloud-native environments, CACI brings clarity to complexity, helping clients navigate and make intentional decisions about their hybrid cloud infrastructure. From rearchitecting legacy workloads and systems to optimising cloud-native deployments and scaling new digital services, we work with businesses to build hybrid strategies that unlock innovation, reduce TCO and accelerate transformation.

Whether you’re modernising infrastructure, improving security posture or enabling new digital services, CACI ensures your hybrid environment is not just functional and maintained, but optimised for the future.

With the right partner, hybrid doesn’t have to be complex – it can be your competitive edge. Contact us today to find out more.

Introduction

I’m Georgina Koranchie, a Consultant 1 working in the Data Team within the Property department at CACI. I joined the company in 2023 as a Data Technician Apprentice, and it’s been an incredible journey of growth and learning. This year, I’m proud to be co-organising CACI’s Black History Month celebrations, reflecting on a theme that holds deep personal meaning for me. 

Black History Month is a time to honour the strength, resilience and brilliance of Black people past and present, and to recognise the power of our stories in shaping a better, more inclusive future. This year’s theme, Standing Firm in Power and Pride, reminds me of how each of us contributes to that legacy in our own unique way. 

Roots & inspiration

For me, that pride begins with my roots.  

My mother has always been my greatest inspiration. She came to the UK in the early ‘90s hoping to create a better life, leaving behind her family, everything familiar and putting herself through education as a mature student, all while raising my siblings and me. I watched her build and embrace a community around her, encouraging and uplifting those who shared similar journeys and finding strength in unity. That sense of community has shaped who I am today, both personally and professionally. 

I see that same spirit reflected in women like Kimberly Bryant, founder of Black Girls Code, who created a platform to empower young Black girls in tech and bridge the diversity gap in STEM. Her work represents the very essence of standing firm in pride: using her success to create access and opportunity for others. Her story resonates with my own aspirations: to one day create opportunities and open doors for others like me, helping them navigate and thrive in the corporate tech world. 

Likewise, Martin Luther King Jr. has long been a source of inspiration for me. His dream was not only about racial equality, but also about unity, justice and collective empowerment— principles that continue to shape the world we live and work in today. His courage to speak truth to power reminds me that using our voices matters, even in everyday moments. Standing firm, for me, means doing exactly that: holding space for myself and others in a world where representation still matters deeply. 

My career journey

My career path hasn’t been traditional. I didn’t study computer science at university, and I entered the tech world later than some might expect, but that has become one of my proudest strengths. It means I can relate to others who take non-linear paths and show that there is power in forging your own way. 

Moments of pride for me aren’t just promotions or milestones, they’re the everyday choices to speak up, take on challenges outside my comfort zone and mentor others. 

I still remember the first time I attended a networking event for Black professionals in tech. Walking into that room and seeing hundreds of people from various backgrounds supporting, mentoring and encouraging one another was transformative. I realised that when we come together — united and visible — we don’t just change perceptions, we create new possibilities. 

That moment also changed how I saw myself in corporate spaces. I stopped questioning whether I belonged and started seeing every room as an opportunity — to contribute, to represent and to pave the way for those who would come after me. 

Community & advocacy at work

At CACI, I’ve made it a point to connect with other Black colleagues and minority professionals I’ve met along the way. Together, some of us have created an informal network to check in, encourage and share our experiences. It’s a small act, but it has a big impact — reminding us that we are not alone. That shared sense of community mirrors what I learned from my mother: that strength multiplies when it’s shared. 

Advocating for myself and others has become central to how I navigate my career. Representation and authenticity go hand in hand, and leadership — real leadership — means helping others feel confident enough to bring their full selves to the table. It’s not just about speaking up, but showing up in a way that inspires and empowers. 

For me, diversity isn’t just about representation. It’s about recognising the richness in our differences. As Black people, we are not all the same. My experience as a young Black woman from South West London will differ greatly from that of a middle-aged Black man from Europe. Creating true diversity means valuing voices from all walks of life, each carrying a different story, a different wisdom and a unique understanding of pride and power. 

When we make space for these perspectives, we open ourselves to deeper understanding, empathy and innovation. Every authentic voice contributes to the strength and resilience of our communities and workplaces. 

What keeps me grounded is knowing that visibility matters. Every time we show up authentically, we challenge old narratives and create space for others to do the same. That’s what drives me — seeing others realise their own strength and knowing that we rise higher together. 

A message to others

To younger Black professionals entering the corporate world: your journey is your power. Every experience — whether smooth or challenging — adds to your strength. Seek out community, embrace your individuality and never underestimate the value of your perspective. 

To allies and leaders: continue to create spaces that don’t just include diverse voices but also listen, learn, and act on what you hear. Black History Month reminds us to reflect, reconnect and celebrate diverse voices — not just this month, but every day. 

Standing firm in power and pride means honouring those who paved the way, standing tall in our truth and ensuring that the next generation can do the same with even greater confidence. 

Cloud computing continues to be the engine of digital transformation for organisations across the UK. It enables agility, scalability and innovation, but it also introduces new risks. As cloud adoption accelerates, many IT leaders are discovering that overlooking security and compliance early in the journey can have serious consequences. 

For IT Directors, Digital Transformation Leads, Heads of Innovation and CTOs, embedding security and compliance from the outset is no longer a technical preference – it’s a strategic necessity. 

Cloud security & compliance: More than just technical checkboxes

Security and compliance are often treated as items to be ticked off once workloads are live, but this reactive approach can leave organisations exposed. From GDPR violations to data breaches and operational downtime, the risks of neglecting these areas are significant. 

Regulatory frameworks are becoming more complex and digital sovereignty is increasingly under scrutiny. If sensitive data is stored in the wrong region or accessed without proper controls, the fallout can be severe – both financially and reputationally. Security and compliance must be considered as foundational elements of cloud architecture, not optional extras. 

How cloud security & compliance gets overlooked in the rush to innovate

In many cases, cloud security failures aren’t the result of negligence – they’re the by-product of speed. Teams move quickly to deploy new services, often bypassing governance in favour of agility. This can lead to misconfigured resources, overly permissive access controls and a lack of visibility into where data resides and who can access it. 

Shadow IT is another common issue. When departments provision their own cloud tools without central oversight, it becomes difficult to enforce consistent security policies. Over time, this decentralised approach creates a fragmented environment that’s hard to monitor and even harder to secure. 

Architecting for security from the start

A secure cloud environment begins with a well-defined architecture. At CACI, we use frameworks like AWS’s Well-Architected and Microsoft’s Cloud Adoption Framework to guide organisations in building resilient, compliant cloud foundations. These frameworks are informed by thousands of real-world deployments and help define what “good” looks like in cloud security. 

Whether migrating legacy workloads, building cloud-native applications or operating in a hybrid model, the architecture must reflect the unique risks and requirements of each scenario. Security isn’t one-size-fits-all: it must be tailored to the workload, the data and the business context. 

Shift left: Embedding security into the development lifecycle

One of the most effective ways to reduce risk is to integrate security early in the development process – a practice known as “shifting left.” By embedding security into CI/CD pipelines, teams can identify vulnerabilities before workloads reach production, reducing rework and accelerating delivery. 

This proactive approach ensures that workloads are secure by design, not just secure by default. It also fosters a culture of shared responsibility, where developers, architects and security teams collaborate from the beginning rather than retrofitting controls later.

Defence in depth & limiting blast radius

Modern cloud threats require layered protection. Defence in depth introduces multiple safeguards across the environment, so if one control fails, others remain intact. This approach is particularly important in multi-cloud or hybrid environments, where complexity can increase exposure. 

Equally critical is the concept of limiting blast radius, which ensures that if one asset is compromised, it doesn’t jeopardise the entire environment. Segmenting workloads, applying fine-grained access controls and enforcing least privilege principles all help contain threats and reduce lateral movement. 

Even small missteps like sharing credentials or resetting machines without proper controls can introduce vulnerabilities. Architectural discipline is key to maintaining a secure posture. 

Landing Zone Accelerators: Secure foundations at speed

For organisations looking to move quickly without compromising security, Landing Zone Accelerators (LZAs) offer a fast-track to secure cloud environments. These pre-configured environments provide guardrails, segmentation and automated policy enforcement from day one. 

Rather than granting broad permissions to “just get things working,” LZAs encourage incremental, secure buildouts that maintain architectural integrity. They help teams avoid the temptation to open everything up and instead focus on building with security embedded throughout. 

Cloud security & compliance are continuous disciplines

Security and compliance aren’t one-time tasks – they’re ongoing disciplines. Cloud environments are dynamic, with new workloads, users and integrations added regularly. Each change introduces potential risk, which is why continuous monitoring, automated patching and regular reviews are essential. 

Tools like AWS Security Hub, GuardDuty and Inspector can help maintain visibility and enforce policies across the workload lifecycle. However, tools alone aren’t enough.

Organisations need a strategy that combines automation with governance and cultural alignment.

The CACI approach: Secure by design, resilient by default

At CACI, we help organisations build secure, scalable cloud environments that support long-term growth. Our approach is grounded in architectural best practices, automation and real-world experience. We start by understanding your current environment, identifying risks and designing frameworks that embed security and compliance from the outset. 

We don’t just implement tools; we build strategies. From governance frameworks to workload segmentation and continuous optimisation, we provide the support needed to stay secure, compliant and resilient in a fast-moving digital landscape. 

Want to explore how your organisation can build a secure cloud foundation that enables innovation? 
Speak to our cloud architecture specialists today. 

In the first blog of this two-part series, we explored the business impact of network automation and how to build a compelling case for investment. In this follow-up, we focus on practical strategies to keep the C‑suite engaged and the common mistakes to avoid when shaping your automation roadmap.

How to keep C-Suite interested

Long-term network automation strategies will only be successful if the C-suite has consistent buy-in on its implementation and maintenance. This can be achieved through:   

• Providing progress updates: Sharing network automation progress updates with C-suite staff will help quantify its impact on the business and keep momentum high in terms of maintaining it. 
• Highlighting ROI for the business: Cost reductions, increased capacity or resources and overall performance are all high interest to C-suite staff. Ensuring the C-suite is aware of how network automation affects these will be critical. 
• Demonstrating alignment with the business’ strategic goals: Highlighting the ways in which network automation consistently aligns with the business’ strategic goals will help C-suite staff visualise the long-term business outcomes. 
• Adapting to changes: C-suite members’ business priorities are likely to change over time. Remaining flexible and willing to re-align to changing priorities as needed will ensure long-term success of network automation within the business.
• Adhering to Environmental, Social and Governance (ESG) priorities: Despite the technical nature of network automation, there has been increased emphasis for C-suite members to encourage wider organisations to drive energy efficiencies, leverage sustainable hardware, optimise access and align to governance standards.  
• Futureproofing via AI: For C-suite members, AI is more than just embracing technology and maintaining a competitive advantage. AI-readiness means meeting customers’ evolving expectations, navigating operational complexities with ease and automating at scale. 

It is often the case where organisations’ focus on network automation, while well-intended, results in them biting off more than they can chew rather than breaking down more tactical, low-hanging fruit. Despite this having an immediate impact, it can be less visible to senior executives. In general, network automation should be applied to try and achieve two key areas for immediate impact:  

1. Improve the consistency of network deployment  
2. Reduce noise within network operations.  

6 common mistakes to avoid when developing a network automation strategy

Some of the common mistakes we see that diverge these two key aims include:

Trying to do too much too soon 

The key with any automation in winning over detractors is incremental consistency over widespread adoption. We often find that small, tactical, lower-level automations with well-scoped outcomes for low-hanging fruit can exceptionally impact the overall consistency of deployment for this element and kickstart the incremental flywheel of trust. This is due to lower-level engineers and operations staff seeing the immediate benefit of automation and beginning to organically adopt these approaches within other higher-value, business-impacting tasks. 

Successfully adopted and maintained automation efforts nearly always look like bottom-up, grassroots endeavours, where buy-in through adoption and proven time efficiency or consistency outcomes have been recognised by low-level engineering resources closest to the network who can advocate for the approach to other peers on their level to the wider organisation. Quantifiable results which prove IT’s ability to deliver are key in achieving grassroots adoption which flows up the organisational hierarchy, rather than trying to mandate this as a top-down approach. Human psychology is as big a factor in network automation’s success in an organisation as technical prowess, given the personal friction many engineers will have to automation as something which could affect their personal wellbeing or circumstances.  

Focusing on the wrong use cases (selection bias)

Use cases which resonate with the business context faced by your organisation are pivotal in creating network automations that are immediately impactful and reap actual business rewards. Executive-led automation efforts can focus too intently on senior IT leaders’ specific issues that may be perceived as higher-affecting but are often more niche and low-scale than more commodity – but wider-scale – issues as seen by engineering and deployment resources.   

Network automation should focus on the daily toil rather than the aspirational state. For example, more dividend will be yielded by automating a firewall rule request process which several of your engineers unknowingly gatekeep as a bottleneck to your application development and implementation projects than would be from, for example, automating network configuration backups, which will likely already be catered for by a disaster recovery process, no matter how human-intensive that may be.   

Tool-led strategy adoption

Network automation is a complex area of abstractions and principles built atop chains of other abstractions or fundamentals. For this reason, it can be tempting to lean on the lowest common denominator within the field – often the “lingua franca” of the tooling and framework buzzwords such as Terraform, Ansible, IaC, YAML, YANG and so on.   

While countless types and competing network automation tools exist, this doesn’t always mean they’re developed for or relevant to your business’ specific issues. It’s also worth being mindful of “resume-driven development” here– while the “new shiny” might look great to your engineering and architecture teams, it doesn’t always mean it’s best for your business context, budget or other regulatory constraints.   

Automation in isolation of process review and improvement

There’s a reason “garbage in, garbage out” is a phrase– automating the garbage to go faster doesn’t get rid of its existence. Automation often lives in the space between process and technology, so improvements in one can feedback into the other. Automation tends to inform improvements to existing business processes through its installation than for static business processes that were perfect all along.   

The mere act of undergoing an automation journey can also be an exponential value-add when focusing on and improving business processes which would otherwise not have been explored. This ensures a double win from both optimising the business process itself and enables an extended reach of that into the network and IT plane, speeding up the process and improving its efficiency. This virtuous flywheel can often become a force-multiplier that tremendously benefits the organisation for relatively little upfront effort. 

Targeting only one component within Environmental, Social and Governance (ESG) priorities

Environmental, Social and Governance (ESG) priorities are meant to be holistic rather than siloed, and network automation can address each component if carefully designed. Organisations may accidentally place too much emphasis on optimising one of the three components, however. To avoid this, the focus should remain on all-encompassing initiatives that enable reliable network access, enforce governance best practices and encourage operational efficiencies.

Avoiding AI limitations through design, blind spots or scalability

Network automation strategies can face limitations when integrating AI if the design inhibits workflow and ultimately decision-making, if blind spots through siloed or inaccurate data arise or if future planning hasn’t been considered. Futureproofing AI is critical for organisations to avoid wasting resources, costly errors or shaky foundations into the future. 

How can CACI help?

CACI’s expert team comprises multidisciplined IT, networking infrastructure and consultant and automation engineers with extensive experience in network automation. We can support and consult on every aspect of your organisation’s network from its architecture, design and deployment through to cloud architecture adoption and deployment, as well as maintaining an optimised managed network service. 

To learn more about the impact of network automation and how to sell its value to the C-suite, please read our e-book “How to sell the value of network automation to the C-suite”. You can also get in touch with the team here.  

This blog kicks off a two‑part series on the business value of network automation and how to win C‑suite buy‑in. Part two will share proven tactics for sustaining executive engagement and highlight common pitfalls to avoid when building your automation strategy.

Why is network automation critical for businesses in 2025?

Network automation orchestrates how you plan, deploy and operate network services across data centres, clouds and the edge. Done well, it lifts service reliability, reduces change risk and compresses time‑to‑value by removing repetitive, manual tasks that are prone to error. The business case has only strengthened in the AI era, as AI‑assisted operations and modern application traffic put new pressure on network scale and agility. Recent global studies show leaders expect automation to underpin this shift, with 60% planning AI‑enabled predictive network automation across domains within two years.

Adoption is accelerating. Gartner forecasts that by 2026, 30% of enterprises will automate more than half of their network activities, up from under 10% in mid‑2023. This trend reflects how Infrastructure & Operations teams are using analytics, AIOps and intelligent automation to boost resilience and service velocity. At the same time, market evidence still shows significant headroom. Independent community surveys and analyst research indicate many organisations have automated less than half of day‑to‑day network tasks, citing skills, organisational and technology barriers as the top obstacles.

The ROI picture is also clearer than ever. Prior research from EMA found that around half of data‑centre network automation projects achieved ROI within two years, and more recent enterprise networking studies highlight how a modernised, automated network directly improves customer experience, employee productivity and revenue growth. Meanwhile, Cisco’s 2025 networking research quantifies the cost of inaction: 77% of organisations report major outages over the last two years, with the impact of a single severe disruption extrapolated to $160B globally, underscoring the value of automation for risk reduction.  

How to create a successful business case

Step 1: Lead with evidence 

According to an article by Enconnex, the weakest link in data operations tends to be humans, with human error accounting for ~80% of all outages. Existing pipelines in businesses tend to operate sequentially and manually, increasing the probability of human error through the involvement of multiple individuals in the chain of events.   

Step 2: Outline a strategic software development process  

Ensuring each step of the operational process from integration to delivery is tested and accounted for and outlining this in a cohesive plan for the C-suite level will help earn their trust. Developing a process flow that outlines a long-term strategy and what the business will achieve through network automation will further encourage this crucial buy-in. A visualisation tool or platform to convey this can significantly enhance their understanding. 

Step 3: Stage a production deployment in a test environment 

Unlike application testing, network testing is often difficult because the network itself doesn’t exist in isolation and is nearly always the lowest level of the technical stack. This makes performing tests complex. While the applications within a development or pre-production environment are often considered non-production, the underlying network to these application test environments is nearly always considered “production” in that it must work, in a production-like, always-on, fault-free state for the applications atop it to be tested and fulfil their function. Replicating complex enterprise, data centre or even cloud networks often come at a price. Organisations can typically only duplicate or approximate small proportions of their network estate. As a result, staging looks more like unit testing in software development by making small but incremental gains and applying them exponentially to the production network looking to be automated.   

While many organisations may opt for a waterfall, agile or other project management approach, we nearly always find that an agile-like, iterative, unit-tested approach to developing network automations – such as scripts, runbooks, playbooks and modules — are more beneficial in pushing automation both into the organisation and into wider adoption than any other approach.  

Step 4: Prove that benefits will be reaped through the staged production 

One of the benefits of modern network engineering is quickly leveraging the commoditisation of the vertically integrated network hardware stack the industry has embarked upon over the last decade. It is now easier – and cheaper – than ever before to spin up a virtual machine, container or other VNF/NFV-equivalent of a production router, switch, firewall, proxy or other network device that will look, feel, act and fail in the same way that its production network equivalent device would. When combined with software development approaches like CI/CD pipelines for deployment and rapid prototyping of network automation code, this can be a winning combination to rapidly pre-test activities within ephemeral container-like staging environments and maintain dedicated staging areas which look like production. 

How can CACI help?

CACI’s team comprises multidisciplined IT, networking infrastructure and consultant and automation engineers with extensive experience in network automation. We can support and consult on every aspect of your organisation’s network from its architecture, design and deployment through to cloud architecture adoption and deployment, as well as maintaining an optimised managed network service. 

To learn more about the impact of network automation and how to sell its value to the C-suite, please read our e-book “How to sell the value of network automation to the C-suite”. You can also get in touch with the team here. 

Network automation has become increasingly prevalent in enterprises and IT organisations over the years, with its growth showing no signs of slowing down.  

In fact, as of 2025, the Network Automation Market size is estimated at USD 31.02 billion (GBP 23.30 billion), expected to reach USD 84.69 billion (GBP 63.60 billion) by 2029. By 2028, a growth rate of nearly 30% is predicted in this sector in the UK. Within CACI, we are seeing a higher demand for network automation than ever before, supporting our clients in NetDevOps, platform engineering and network observability.  

So, how is the network automation space evolving, and what are the top network automation trends that are steering the direction of the market in 2025? 

Hyperautomation

With the increasing complexity of networks that has come with the proliferation of devices, an ever-growing volume of data and the adoption of emerging technologies in enterprises and organisations, manual network management practices have become increasingly difficult to uphold. This is where hyperautomation has been proving itself to be vital for operational resilience into 2025.  

As an advanced approach that integrates artificial intelligence (AI), machine learning (ML), robotic process automation (RPA), process mining and other automation technologies, hyperautomation streamlines complex network operations by not only automating repetitive tasks, but the overall decision-making process. This augments central log management systems such as SIEM and SOAR with functions to establish operationally resilient business processes that increase productivity and decrease human involvement. Protocols such as gNMI and gRPC for streaming telemetry and the increased adoption of service mesh and overlay networking mean that network telemetry and event logging are now growing to a state where no one human can adequately “parse the logs” for an event. Therefore, the time is ripe for AI and ML to push business value through AIOps practices to help find the ubiquitous “needle” in the ever-growing haystack. In the network realm, this not only includes automating devices, but orchestrating workflows across multi-domain and vendor environments that AI helps make possible.  

Through the ability to analyse real-time network data, patterns or issues, AI helps networks transform intelligently. Enterprises shifting towards hyperautomation this year will find themselves improving their security and operational efficiency, reducing their operational overhead and margin of human error and bolstering their network’s resilience and responsiveness. When combined with ITSM tooling such as ServiceNow for self-service delivery, hyperautomation can truly transcend the IT infrastructure silo and enter the realm of business by achieving wins in business process automation (BPA) to push the enterprise into true digital transformation.  

Increasing dependence on Network Source of Truth (NSoT)

With an increasing importance placed on agility, scalability and security in network operations, NSoT is proving to be indispensable in 2025, achieving everything the CMDB hoped for and more.  

As a centralised repository of network-related data that manages IP addresses (IPAM), devices and network configurations and supplies a single source of truth from these, NSoT has been revolutionising network infrastructure management and orchestration by addressing challenges brought on by complex modern networks to ensure that operational teams can continue to understand their infrastructure.

It also ensures that data is not siloed across an organisation and that managing network objects and devices can be done easily and efficiently, while also promoting accurate data sharing via data modelling with YAML and YANG and open integration via API into other BSS, OSS and NMS systems.  

Enterprises and organisations that leverage the benefits of centralising their network information through NSoT this year will gain a clearer, more comprehensive view of their network, generating more efficient and effective overall network operations. Not to mention, many NSoT repositories are much more well-refined than their CMDB predecessors, and some – such as NetBox – are truly a joy to use in daily Day 2 operations life compared to the clunky ITSMs of old. 

Adoption of Network as Service (NaaS)

Network as a Service (NaaS) has been altering the management and deployment of networking infrastructure in 2025. With the rise of digital transformation and cloud adoption in businesses, this cloud-based service model enables on-demand access and the utilisation of networking resources, allowing enterprises and organisations to supply scalable, flexible solutions that meet ever-changing business demands.  

As the concept gains popularity, service providers have begun offering a range of NaaS solutions, from basic connectivity services such as virtual private networks (VPNs) and wide area networks (WANs) to the more advanced offerings of software-defined networking (SDN) and network functions virtualisation (NFV). Instances where AI-powered NaaS is possible offer even faster onboarding, more effective operations and enhanced connectivity, all of which can be automated at scale. 

These technologies have empowered businesses to streamline their network management, enhance performance and lower costs. NaaS also has its place at the table against its aaS siblings (IaaS, PaaS and SaaS), pushing the previously immovable, static-driven domain of network provisioning into a much more dynamic, elastic and OpEx-driven capability for modern enterprise and service providers alike. 

Network functions virtualisation (NFV) and software-defined networking (SDN)

A symbiotic relationship between network functions virtualisation (NFV), software-defined networking (SDN) and network automation is proving to be instrumental in bolstering agility, responsiveness and intelligent network infrastructure as the year is underway. As is often opined by many network vendors, “MPLS are dead, long live SD-WAN”; which, while not 100% factually correct (we still see demand in the SP space for MPLS and MPLS-like technologies such as PCEP and SR), is certainly directionally correct in our client base across finance, telco, media, utilities and increasingly government and public sectors.  

NFV enables the decoupling of hardware from software, as well as the deployment of network services without physical infrastructure constraints. SDN, on the other hand, centralises network control through programmable software, allowing for the dynamic, automated configuration of network resources. Together, they streamline operations and ensure advanced technologies will be deployed effectively, such as AI-driven analytics and intent-based networking (IBN).  

We’re seeing increased adoption of NFV via network virtual appliances (NVA) deployed into public cloud environments like Azure and AWS for some of our clients, as well as an increasing trend towards packet fabric brokers such as Equinix Fabric and Megaport MVE to create internet exchange (IX), cloud exchange (CX) and related gateway-like functionality as the enterprise trend towards multicloud grows a whole gamut of SDCI cloud dedicated interconnects to stitch together all the XaaS components that modern enterprises require. 

Intent-based networking (IBN)

As businesses continue to lean into establishing efficient, prompt and precise best practices when it comes to network automation, intent-based networking (IBN) has been an up-and-coming approach to implement. This follows wider initiatives in the network industry to push “up the stack” with overlay networking technologies such as SD-WAN, service mesh and cloud native supplanting traditional Underlay Network approaches in Enterprise Application provision. 

With the inefficiencies that can come with traditional networks and manual input, IBN has come to network operations teams’ rescue by defining business objectives in high-level, abstract manners that ensure the network can automatically configure and optimise itself to meet said objectives.

Network operations teams that can devote more time and effort to strategic activities versus labour-intensive manual configurations will notice significant improvements in the overall network agility, reductions in time-to-delivery and better alignment with the wider organisation’s goals. IBN also brings intelligence and self-healing capabilities to networks— in case of changes or anomalies detected in the network, it enables the network to automatically adapt itself to address those changes while maintaining the desired outcome, bolstering network reliability and minimising downtime. 

As more organisations realise the benefits of implementing this approach, the rise of intent-based networking is expected to continue, reshaping the network industry as we know it. The SDx revolution is truly here to stay, and the move of influence of the network up the stack will only increase as reliance on interconnection of all aspects becomes the norm. 

How CACI can support your network automation journey? 

CACI is adept at a plethora of IT, networking and cloud technologies. Our trained cohort of network automation engineers and consultants are ready and willing to share their industry knowledge to benefit your unique network automation requirements. 

From NSoT through CI/CD, version control, observability, operational state verification, network programming and orchestration, our expert consulting engineers have architected, designed, built and automated some of the UK’s largest enterprise, service provider and data centre networks, with our deep heritage in network engineering spanning over 25 years. 

Take a look at Network Automation and NetDevOps at CACI to learn more about some of the technologies, frameworks, protocols and capabilities we have, from YAML, YANG, Python, Go, Terraform, IaC, API, REST, Batfish, Git, NetBox and beyond. 

To find out more about enhancing your network automation journey, get in touch with us today.  

Call it Secure Access Service Edge (SASE), call it Secure Services Edge (SSE), call it Zero Trust Network Architecture (ZTNA), even call it the Service Edge — whatever the label, modern secure access looks nothing like the SSL/IPsec VPNs you’ve used for years. That’s because the application landscape has changed: apps live in multiple clouds, SaaS dominates, teams are distributed, and users expect fast, secure access from anywhere. VPNs were designed for a world where the data centre was the centre of everything. That world is gone. 

From “castle and moat” to cloud-native access 

Historically, enterprises kept most apps on-prem and routed remote users through a small number of VPN concentrators. That model tolerated wasteful backhaul, brittle firewall changes, and long change cycles because traffic and users were predictable. When remote work went mainstream, the limitations became obvious: VPN concentrators saturated, latency spiked, and IT teams were buried in firewall change tickets and routing problems. 

SASE/SSE/ZTNA solve that by making access app-centric instead of network-centric. Instead of extending a user into your LAN (Layer-3 network extension), ZTNA authenticates and authorises each user-to-app session and only opens the exact access required. The heavy lifting is done in cloud PoPs close to the user or at app locations, reducing latency, avoiding backhaul, and enabling consistent policy enforcement across cloud, on-prem and branch. 

What actually changes 

• Performance — traffic to SaaS or cloud apps exits locally (closest PoP), not via an overloaded corporate gateway. That reduces latency and frees WAN circuits. 
  
• Security — micro-segmentation and per-session access reduce lateral movement; policies are applied at the application layer, not by blunt network tunnels. 
  
• Scale & resilience — providers run global PoPs and elastic control planes; you gain capacity without building a global VPN fabric. 
  
• Operational simplicity — fewer firewall rule churns, fewer emergency change requests, and a centralised policy model that spans clouds and branches. 

Why it matters in practice 

SASE is not just “VPN in the cloud.” It’s a new architecture: orchestration + control plane + distributed enforcement. It transforms remote access from a brittle network extension into an auditable, programmable security service that aligns with modern app architectures and business needs. 

Practical migration advice

Move in phases. Start with low-risk SaaS apps and pilot ZTNA connectors close to your cloud workloads. Run hybrid models during migration: keep legacy VPNs for stateful or non-cloudable apps while shifting web and SaaS traffic to SSE. Test legacy application behaviour (authentication, session stickiness, IP expectations) early — those are the usual blockers. Use PoVs to validate user experience, telemetry and failover behaviour before a full rollout. 

How CACI can help you transition to SASE and SSE

Making the move from legacy VPNs to modern secure access isn’t just a technology shift — it’s an architectural transformation. At CACI, we specialise in designing and deploying SASE and SSE solutions that fit your business model, application landscape and security posture. From initial assessments and phased migration planning to PoC validation and full-scale rollout, our experts ensure performance, resilience and compliance at every stage. Whether you need ZTNA for SaaS, hybrid models for legacy apps or global PoPs for distributed teams, we’ll help you build a secure access strategy that scales with your future.

Ready to start your transition? Get in touch with CACI today to discuss your secure access roadmap.

Modern networks are dynamic: multi-vendor, multi-cloud, API-driven and constantly changing. The old configuration-management playbook – manual discovery, Excel exports and a static CMDB – can’t keep up. The result is stale data, fragile automation, slow incident response and risk that compliance asks remain theoretical, not operational. 

A Network Source of Truth (NSoT) solves this by becoming the canonical, machine-readable representation of your network estate: devices, topology, configurations, policies and relationships. Unlike a traditional CMDB, an NSoT is designed to be updated continuously by automated collectors and to be consumed directly by automation pipelines, orchestration systems and analytics engines. This is not “one more database” — it’s the operational spine for an automated, auditable network. 

Out with the CMDB, in with the Source of Truth 

The CMDB was built for a world of physical assets, servers, printers, desktops. It struggles with today’s logical constructs: nested virtualisation, container overlays, service meshes, and sidecar proxies. Its rigid data model and legacy structure make it a poor fit for modern IT. 

CMDB’s rigid data model and legacy data structure has opened the door to a series of contenders within the space, largely grouped together under the umbrella of “Source of Truth”. Some notable examples in the NetDevOps and DevOps spaces include:  

• NetBox – An open-source NSoT platform that models network infrastructure and integrates with notable automation tools to gain accurate, real-time data  

• Ansible – An open-source automation engine supporting IT functions including configuration management, application deployment and orchestration  

• MAAS – An open-source solution offering the self-service provisioning of operating systems and implementation of all public cloud standard features. 

Instead of CMDBs, many organisations are now turning to Source of Truth practices. This is often a repository or database used to store configuration data for an organisation’s IT environment.  

Source of Truth is a DevOps practice 

The key “why” behind all this can be easily summarised when contrasting the strengths and weaknesses of the CMDB against the NSoT further. In short, the Source of Truth is a DevOps practice that seeks to simplify configuration management by listing all configuration items and their relationships in a single location. This one version of truth can then be used for deployment automation, infrastructure management and much more. 

Another key attribute of the SoT is the use of data-driven, structured data models such as YANG, which naturally integrates with well-used DevOps data structures such as YAML and JSON for frictionless flow between the ITSM process and the intended infrastructure outcome required.  

Integration Integration in the age of disaggregation 

Increasingly, we see IT departments stretched with their ITIL-based approaches and ITSM systems which were designed for singular, homogenous deployments of IT network infrastructure within the confines of the on-premises data centre – unable to cope as increasing amounts of their application workload estate migrates off-premises into the various public cloud PaaS, SaaS and hybrid cloud models of today.

As Network Consultants and Deployment Engineers, we see first-hand the issues that CMDB-based approaches create and frustrations throughout. Contrast this with a NSoT-led approach, where we might instead see the ability to: 

• Simplify configuration management: By using a single source of truth, organisations can avoid the complexity and cost of managing multiple CMDBs across their hybrid IT network, compute, storage and application estate. 
• Improve collaboration: Using a central repository for configuration data helps improve collaboration between development and operations teams (hence why they call it DevOps). 
• Enable automation: With a centralised source of configuration data, it becomes easier to automate repetitive tasks such as deployment and testing, freeing up valuable development and operations resource time away from undifferentiated heavy lifting tasks. 
• Facilitate auditing and compliance: A centralised repository of configuration data also makes it easier to track changes and ensure compliance with IT security standards such as SOC2, HIPAA, NIST, PCI-DSS, CESG and DORA. 

How CACI can help bolster your configuration management journey

Along with a strong heritage in Network Infrastructure Engineering and Consulting, we have a strong set of ITSM Consultants available to help with your CMDB migration programmes – across the spectrum from service design, project and programme management and through to data and solution architecture.  

Let us help and see how we can unlock the value of the CI data you have to bring you closer to the point of application observability over just plain asset visibility. 

The telecommunications industry is steadily moving towards the public cloud for mission-critical backend systems, particularly Operational Support Systems (OSS) and Business Support Systems (BSS). These platforms underpin the business and revenue models of modern telcos. With pioneers such as Totogi and the rise of cloud-native architectures, the management plane of a telco network is increasingly interacting with cloud service provider offerings.

So, what is driving this rethink and how can telcos stay ahead?

Pressure to maximise revenue through increased agility

Legacy, monolithic OSS/BSS stacks are struggling to keep pace with growing service diversity across 3G, 4G, 5G, edge and IoT, rising customer expectations and competitive pressure from MVNOs and hyperscalers. Agility is now the key differentiator. Telcos need to launch, adapt and monetise services quickly, something traditional systems cannot deliver.

Disaggregation and open APIs

The old vertically integrated model is giving way to disaggregated architectures powered by open APIs. This shift matters because vendor lock-in is no longer sustainable in a cloud-first world. Composable OSS/BSS enables faster innovation and easier integration with third-party ecosystems, while standards such as TM Forum Open APIs are accelerating interoperability and reducing time to market.

Automation and intelligence

Managing sprawling, hybrid networks with manual processes is no longer viable. Operators are adopting advanced analytics and automation for predictive maintenance and anomaly detection, network automation to reduce operational overhead and smarter orchestration to optimise performance and resource allocation.

Cloud-native OSS/BSS

Cloud-native principles such as microservices, containerisation and orchestration are transforming telco operations. These approaches enable elastic scalability for unpredictable demand, lower total cost of ownership through pay-as-you-go models and faster feature deployment without disruptive upgrades.

Monetising the network with data

Telcos hold vast amounts of data but need modern analytics to unlock its value. This includes dynamic pricing and personalised offers, churn prediction and retention strategies, and real-time policy enforcement for fair usage and quality of service.

How CACI can support your move towards a connected industry 

We help telcos modernise OSS/BSS without costly rip-and-replace programmes. Our expertise in cloud-native architectures, open API integration and network automation enables operators to modernise the network for agility, monetise assets through data-driven insights and reduce costs while improving resilience.

With a strong track record in telecoms and enterprise transformation, we can help you future-proof your network and unlock new revenue streams, get in touch today.

Cloud computing has become the backbone of digital transformation for organisations across the UK and beyond. As cloud adoption accelerates, however, many IT leaders are facing a new challenge: cloud sprawl. Understanding what cloud sprawl is, why it happens and, crucially, how to prevent it, is now essential for IT Directors, Digital Transformation Leads, Heads of Innovation and CTOs who want to control costs, reduce risk and unlock the full value of their cloud investments. 

What is cloud sprawl?

Cloud sprawl happens when cloud resources, such as applications, services and infrastructure grow unchecked across an organisation. It usually starts with the best intentions from teams wanting to move quickly and creating new environments and services as a result. Over time, this leads to a patchwork of workloads, platforms and tools, many of which are underused, duplicated or simply forgotten.

Why is cloud sprawl a problem?

Cloud sprawl can quietly drain your budget, increase security risks and complicate everyday operations. Some of the most common issues include:

• Rising costs: Idle or underused resources, redundant SaaS subscriptions and forgotten cloud instances all add up. Industry analysts estimate that up to 30% of cloud spend is wasted due to sprawl. 
• Security and compliance risks: Untracked assets can become vulnerabilities, especially if they aren’t patched or monitored. Data may be stored in regions without proper regulatory controls. 
• Operational complexity: IT teams are stretched thin managing a maze of platforms, permissions and integration points. 

How does cloud sprawl happen?

Cloud sprawl is rarely intentional and more often the by-product of rapid digital transformation, decentralised decision-making and the result of the ease with which anyone can now provision infrastructure at the click of a button. Common causes include:

• Multiple teams or departments adopting cloud independently, often with different providers or platforms. 
• Lack of governance or clear policies around provisioning, tagging and decommissioning resources. 
• Shadow IT, where business units bypass central IT to get things done quickly. 
• Mergers, acquisitions or legacy migrations that bring in new cloud estates with little integration.

How to prevent cloud sprawl: practical steps

Preventing cloud sprawl doesn’t require a complete IT overhaul, but it does demand clearer oversight and smarter consolidation. To start regaining control, consider:

1. Conducting a cloud inventory 

A comprehensive inventory is the foundation for effective management, so beginning by auditing your current cloud landscape, including which apps and services are active, who owns them and the value they deliver will be pertinent.  

2. Establishing cloud governance policies  

Good governance is the backbone of cloud control. Set clear rules for cloud procurement, usage and approval. Define who can spin up resources and under what conditions. Standardise on approved tools and platforms to reduce duplication.  

3. Consolidating and standardising 

Where teams are using similar tools, consolidate onto a single platform. For example, unify file-sharing or collaboration tools across departments to reduce complexity and simplify cost management. 

4. Implementing monitoring and alerts 

Visibility is critical for preventing waste, so using cloud management tools to monitor spend, detect idle resources and track usage trends will be critical. Setting automated alerts to flag anomalies or unexpected spikes in usage will further support this.  

5. Educating and aligning your teams 

Most cloud sprawl happens with good intentions. Equip your teams with guidance on approved tools and platforms and make it easy for them to do the right thing. Regular training and communication help reduce shadow IT. 

6. Reviewing and optimising regularly 

Cloud environments are dynamic and require ongoing attention. By scheduling regular reviews, you can identify and decommission unused resources, right-size workloads, and renegotiate contracts where needed. Leveraging best practices such as the AWS Well-Architected Framework can help ensure your cloud setup remains secure, efficient, and cost-effective. The savings you unlock through optimisation can be reinvested to fuel your next wave of innovation. 

7. Embedding security and compliance from the start 

Every new cloud resource is a potential risk if not properly secured. Build security and compliance into your provisioning process, not as an afterthought. Automate patching, monitoring, and reporting to maintain a secure posture, and implement preventive and detective guardrails to enforce policies and catch misconfigurations early. Ensure you have clear visibility into where sensitive data resides and who has access to it, so you can act quickly if issues arise.

The CACI approach: practical, proven and partnership-led

At CACI, we see cloud as an enabler, not an end in itself. Our approach is grounded in practical experience, helping organisations regain control, reduce waste and build a foundation for sustainable innovation. 

We start by understanding your current environment, mapping out where sprawl and hidden costs are lurking. We then work with you to design governance frameworks, implement visibility tools and optimise your workloads. Our partnerships with leading cloud providers mean we can offer best-in-class solutions tailored to your needs. 

We recognise that cloud is never “done” but is an ongoing journey. We provide ongoing support, regular reviews and continuous optimisation, so you can focus on what matters: innovation.

Want to explore how your organisation can reduce cloud waste and regain control? 

Speak to our cloud optimisation specialists today.  

Networking is continuing to show remarkable advances, marked by emerging technologies such as AI and network-specific LLMs, with changing business demands that are paving the way for a more secure and connected future.  

Businesses and industries that recognise the power of adopting these evolving networking technologies and best practices in improving their performance will set themselves up for unparalleled future growth, solution scalability and competitiveness. Those that don’t are increasingly getting left behind.  

So, what are the main networking trends that we have seen in 2025?  

Advanced 5G 

Unlike its 4G and 3G predecessors, the availability of industrialised, private 5G offerings – acting as a more-capable, longer-reaching alternative to wi-fi in specific building scenarios – is leading to the global 5G services market is set to reach an annual growth rate of 59.4% by 2030. 2025 has been particularly pivotal for 5G, with the introduction of 5.5G (also known as 5G Advanced) bringing increased speeds and functionalities set to be deployed in some of the world’s leading markets this year. 

Network services have had to make way for the increased bandwidth and low latency that has come from the rollout of 5G, ensuring a smooth and responsive user experience and the ability to connect even more devices within a small area without compromising on performance. These capabilities have augmented the likes of IoT devices and virtual reality (VR) applications, which require speedy transfer and real-time communication. We expect trends such as VR and augmented reality (AR) – such as the Apple Visio Pro – to accelerate the dependence on not only bandwidth (speed) in networking, but also in latency (lag); the latter of which has often been neglected by many enterprise networking technologies.  

Edge computing migration

Despite its industry presence for years now, edge computing has been gaining prominence in 2025 as a means to support organisations with processing their data closer to the sources of data or users—at the edge of the network. What’s old is in many ways new again, with the content delivery network (CDN) coming back to the fore as a primary on-ramp into public cloud and other aggregated network ecosystems and walled gardens. Both edge and CDN minimise latency and enhance real-time processing capabilities that are not possible purely via the public cloud. By processing data at the edge of the network, the strain on network bandwidth is also alleviated. 

Edge computing will continue influencing network architecture design and redefining the parameters of data processing with the development of smart cities, IoT and AI-powered applications that rely on data processing, with businesses strongly encouraged to migrate workloads to edge computing. The aforementioned 5.5G (5G Advanced) rollout this year directly embeds data centres into telecom networks, reducing latency and enhancing compliance in doing so.  

Multi-cloud networking and environments

As of 2025, single-cloud networking has become much less common for enterprises, with multi-cloud networking (MCN) and environments at the forefront. Compared to the singular platform and vendor approach, multi-cloud networking and environments consist of many tools and solutions that enable networking and connectivity across cloud environments. They mitigate the limitations that come with using traditional network architecture by allowing for seamless integration across multiple cloud environments.  

The key challenge we see in our customer base with multi-cloud networking is the sheer amount of complexity and same-but-different solutions within constructs such as cloud networking, underlay networking and overlay networking. Many customers will have multi-cloud through necessity rather than strategy – for instance, using Microsoft Cloud for Office365 collaboration, alongside AWS for developer-led public cloud and likely a smattering of other PaaS and SaaS cloud offerings. We’re increasingly seeing the rise of cloud exchange gateways as an alternative to Internet exchange (IX), bringing the same complexity of IX management – such as peering management, route policy and the like – down from the ISP domain and into the enterprise domain.  

By 2031, the global market size of multi-cloud networking is projected to reach $19.9 billion USD (£15.7 billion) and grow at a rate of 23.3%. Businesses that embrace multi-cloud networking and environments will find themselves connecting and managing workloads across diverse cloud environments and establishing a secure, high-performance network that will carry out operations as efficiently as possible, steadily flow data between clouds to reduce data silos, optimise data transmission speeds for faster response times and improve customer experiences by evolving along with users. 

AI networking & AIOps

Of all the trends unfolding in the networking space this year, AI is proving to be a substantial one. Networking solutions have become increasingly reliant upon artificial intelligence (AI) for optimisation, maintenance and analytical purposes. AI networking has also bolstered capabilities within industries like network services to develop robust and efficient networks that will continue to support operations.  

Trends such as network observability and network telemetry mean the amount of logging, traces and metrics required to be analysed is becoming untenable for any one human. AIOps is becoming a necessity to augment overworked and often under-tooled network operations staff in delivering, maintaining and optimising increasingly agile, complex and demanding enterprise networks. Into 2025, it helps operations staff prevent faults and detect anomalies or unusual movement, adjust capacity in line with demand and monitor configuration against regulatory standards.  

By continuously influencing how networking infrastructure is built and integrating into network automation tools to enhance decision-making and analyses, AI is proving to be a game-changer when it comes to networking. We’re finding several amazing use cases where the use of an AI tool, such as GPT, enables us to grok an API with a contextually-specific use case, or quickly glean through pages of troubleshooting documentation to find the exact nuance of bug, CVE or PSIRT we’re in the midst of fixing or coding.  

To learn more about the impact of AI on networking through 2025, take a look at our blog on the top network automation trends. 

Intent-based networking (IBN)

Intent-based networking (IBN) has been a groundbreaking networking advancement thanks to its ability to use automation and artificial intelligence (AI) to simplify network management. This technology has rapidly grown in popularity for networking-oriented businesses, as it allows administrators to define a network’s intent and automatically translate and implement these intentions across the wider network infrastructure to optimise its performance, security and scalability.  

IBN eliminates the need for manual configuration—often a requirement of traditional networks– through its automated processing that is based on real-time analytics, ultimately improving efficiency while decreasing the margin of error and revolutionising the ways in which businesses can streamline their network management.  

While still not mature, the concepts of IBN are finding their way into mainstream NMS, OSS – and increasingly even ITSM products, and matching the “as a service” patterns application development teams are used to from the public cloud world.  

How CACI can support your networking journey

At CACI, our trained cohort of network automation engineers, network reliability engineers (NREs) and consultants are well versed in a plethora of IT, networking and cloud technologies, ready and willing to share their industry knowledge to benefit your unique networking requirements. 

We act as a trusted advisor to help your organisation drive better experiences by enabling more effective use of technology and business processes. Our in-house experts have architected, designed, built and automated some of the UK’s largest enterprise networks and data centres. From NSoT through CI/CD, version control, observability, operational state verification, network programming and orchestration, our expert consulting engineers have architected, designed, built and automated some of the UK’s largest enterprise, service provider and data centre networks, with our deep heritage in network engineering spanning over 20 years.  

Take a look at Network Automation and NetDevOps at CACI to learn more about some of the technologies, frameworks, protocols and capabilities we have, from YAML, YANG, Python, Go, Terraform, IaC, API, REST, Batfish, Git, NetBox and beyond.  

Find out more about enhancing your networking journey by getting in touch with us today.