Digital Agencies
Verizon reinvents the enterprise cloud
MUMBAI: Verizon has today announced Verizon Cloud – its new cloud Infrastructure as a Service (IaaS) platform and cloud-based object storage service. With this service, Verizon is fundamentally changing how public clouds are built. Large enterprises, mid-size companies and small development shops will get the agility and economic benefit of a generic public cloud along with the reliability and scale of an enterprise-level service with unprecedented control of performance. The public beta for Verizon Cloud will launch in the fourth quarter of this year.
“Verizon created the enterprise cloud, now we’re recreating it,” said Verizon Enterprise Solutions president John Stratton. “This is the revolution in cloud services that enterprises have been calling for. We took feedback from our enterprise clients across the globe and built a new cloud platform from the bottom up to deliver the attributes they require.” Verizon Cloud has two main components: Verizon Cloud Compute and Verizon Cloud Storage. Verizon Cloud Compute is the IaaS platform. Verizon Cloud Storage is an object-based storage service.
Verizon Cloud Compute is built for speed and performance. Virtual machines (software-based computers and servers) can be created and deployed in just seconds, and users build and pay for what they need. With Verizon Cloud Compute, users can determine and set virtual machine and network performance, providing predictable performance for mission critical applications, even during peak times. Additionally, users can configure storage performance and attach storage to multiple virtual machines. Previously, services had pre-set configurations for size (e.g. small, medium, large) and performance, with little flexibility regarding virtual machine and network performance and storage configuration. No other cloud offering provides this level of control.
In addition, while Verizon built the solution for enterprises, it also meets the needs of small and medium businesses, individual IT departments and software developers. “This is a breakthrough approach to how cloud computing is done,” said The Weather Company chief information officer Bryson Koehler.
“Weather is the most dynamic dataset in the world, and we also use big data to help consumers better plan their day and help businesses make intelligent decisions as it relates to weather. As a big data leader, a major part of The Weather Company’s go-forward strategy is based on the cloud, and we are linking a large part of our technical future to these services from Verizon.”
Rob Walters, chief technology officer at Engine Yard, a Platform as a Service that lets developers plan, build, deploy and manage applications in the cloud, said: “The new Verizon Cloud will give us ease of deployment and flexibility with full enterprise capabilities, saving us time and money. We’ve had a long and successful relationship with Verizon. We’ve deployed some of our most demanding enterprise-grade applications on Verizon cloud infrastructure to deliver the high scalability and reliability required for business-critical apps running on Engine Yard.”
BENGALURU: For years, creative teams have learned to live with ambiguity. Vague comments, last-minute changes, feedback that arrives without context, clarity, or conviction. It became part of the job – something teams worked around rather than getting it solved.
But as we head into 2026, that tolerance is wearing thin.
Creative work today moves faster, scales wider, and involves more stakeholders than before. Teams are producing more content across more formats, often with distributed collaborators and tighter timelines. In this environment, guesswork is no longer a harmless inconvenience. It’s a cost – to time, to budgets, and to creative mindspace.
The real problem isn’t feedback, it’s how it’s given
Most creative professionals you see today will tell you they’re not against feedback. In fact, they rely on it. Good feedback sharpens ideas, strengthens execution, and pushes work forward. The problem is ‘unclear’ feedback. When someone says “this doesn’t feel right” without context, they aren’t just revising – they’re basically decoding. They’re guessing what the problem might be, trying different directions, and burning time in the process. Multiply that by a few stakeholders and a few rounds, and suddenly days disappear.
In 2026, when teams are expected to deliver faster without compromising quality, interpretation is a luxury most can’t afford.
Scale has changed rverything
Creative projects used to be smaller and simpler. A designer, a manager, maybe one client contact. Feedback loops were short, even if they weren’t perfect.
Today, the same project might involve internal marketing teams, agencies, freelancers, brand reviewers, and regional teams. Everyone has a say. Everyone leaves comments. And often, those comments don’t agree. More people reviewing work means alignment matters more than ever. Clear feedback isn’t just about being nice to creative teams, it’s about keeping projects moving when complexity increases.
Guesswork quietly wears teams down
One of the less talked-about impacts of unclear feedback is what it does to people.
When feedback is vague or contradictory, creatives second-guess their decisions. They hesitate. They overwork. They keep extra time buffers “just in case.” Over time, confidence drops. Ownership fades. Work becomes safer, not stronger. Creative energy gets spent on managing uncertainty instead of pushing ideas forward. And in an industry already grappling with burnout, unclear feedback adds unnecessary mental load.
Actionable feedback is a shared skill
Clear feedback doesn’t mean controlling creative decisions or dictating every detail. It means being specific enough that someone knows what to do next.
Actionable feedback answers three basic questions:
What exactly needs attention?
Why does it matter?
What outcome are we aiming for?
This applies whether you’re reviewing a video frame, a design layout, or a copy draft. The clearer the feedback, the fewer follow-ups it creates. In 2026, teams that treat feedback as a skill and not an afterthought, will move faster with less friction.
Tools shape behaviour (whether we admit it or not)
The way feedback is delivered is often dictated by the tools teams use. Comments buried in long email threads, messages split across chat apps, or notes detached from the actual work all contribute to confusion.
When feedback lives outside the work, context often gets lost. When it’s disconnected from versions and timelines, decisions get questioned. When it’s scattered, accountability disappears. More teams are starting to realise that feedback problems aren’t just communication issues, they’re workflow issues. How work moves between people matters just as much as the work itself.
From Opinions To Alignment
One of the biggest shifts happening in creative teams is a move away from purely opinion-driven feedback. Instead of “I like this” or “I don’t,” teams are asking better questions:
● Does this meet the brief?
● Does this solve the problem?
● Does this align with the goal?
This change reduces unnecessary back-and-forth and helps feedback feel less personal and more productive. It also makes decisions easier to explain and defend. As creative work becomes more strategic, feedback has to support that shift.
2026 Is About Fewer Loops, Not Faster Loops
There’s a misconception that speed means moving through feedback cycles faster. In reality, the most creative teams aren’t just accelerating loops, they’re reducing them. Clear, actionable feedback upfront leads to fewer revisions later. Clear approval stages prevent last-minute surprises. Clear decisions stop work from circling endlessly.
In 2026, efficiency won’t come from working harder or longer. It will come from designing workflows that respect creative time and attention.
Ending guesswork is a mindset change
Ultimately, ending creative guesswork isn’t just about better tools or processes. It’s about mindset. It’s about recognising that clarity is an act of respect – for the work, for the people doing it, for the time invested and for the mindspace used. It’s about moving from “figure it out” to “here’s what we’re aiming for.”
Creative teams that embrace this shift will find themselves not only delivering faster, but also enjoying the process more. And in an industry built on imagination, that might be the most valuable outcome of all.
