Quora relies on a credit-based upvoting system. The more people upvoting your answer, the more exposure it will get.

• Publish content like you would with LinkedIn’s publishing platform.
• Target your questions at specific Quora users to collaborate with industry influencers.
• Find specific topics and keywords related to your business.

The only thing we need to focus on is which question we choose to promote our brand or services.

Yes, you can use Quora to promote your website, here are the steps:

1. Fill your resume with your details along with website link and social media account so that other users can connect with you.
2. Follow topics and spaces related to your industry. …
3. Look for questions related to your field and answer them meaningfully.
4. Mention your social media accounts and website to help users connect with you through various platforms.
5. You run a blog that talks about digital marketing.
6. You need to follow proper way of presenting your answers and must not be spammy.
7. You can filter your search results by type of questions, answers or posts and also by the timeline.

It Only works if you add real value to the community. For brands, this is a great way to enrich their relationships with customers.

Find people to connect with by:

• Tracking the top answers and followers of relevant topics.
• Creating and contributing to boards that cover topics in your industry.
• Sharing content outside of Quora that links back to your solutions in the platform

Quora is excellent at creating organic awareness, improving your reputation, and even helping you learn more about your audience.

• Exceptional reach.
• Search visibility.
• Thought leadership potential.
• More high-quality traffic.
• Insights into your audience.

The challenge with Quora marketing is that you want to select those questions that your goal is to be read by demographic and then provide a useful answer and eventually lead to your website reader without showing the spammy.

I hope that this post will boost your online business promotion on Quora.

What Is Hybrid Cloud and Why Does It Matter?

Cloud computing sits at the heart of most digital transformation programmes — alongside IoT and AI/analytics — yet it is often the least visible in day-to-day operations. Without an integrated data infrastructure, the scale of connectivity and optimisation that transformation promises is simply unachievable. Hybrid cloud pushes the technology further by letting organisations synthesise multiple cloud models — both private and public — into a single, purposefully designed solution that addresses their specific workload, compliance, and cost requirements.

Public Cloud Is Not Always Enough

The wide availability of public cloud platforms — including Microsoft Azure, Google Cloud Platform, and AWS — means most organisations can secure a package that covers basic storage and compute needs. Each provider offers hundreds of features, and some have built industry-specific tooling on top of their core platform (IBM Cloud’s Watson for IoT is a frequently cited example).

However, a single public provider is not always sufficient. Data volumes, regulatory constraints, latency requirements, or the need for dedicated infrastructure can push organisations toward building or leasing private cloud capacity. Once a private cloud is in place, connecting it to one or more public clouds over a sufficiently capable WAN creates the hybrid architecture.

How to Evaluate a Hybrid Cloud Strategy

Eran Brown, CTO of Infinidat EMEA, argues that the evaluation of any hybrid cloud model should focus on four practical dimensions: agility, flexibility, speed-to-market, and cost efficiency. In his words:

“Companies will need to draw a strategic line between how and when they use public and private cloud for data storage. It will be impacted by the quantity of ‘legacy’ data to be stored, as well as what data companies want to ‘own’ or store locally; not all data is suitable for storage in public clouds.”

Eran Brown, CTO, Infinidat EMEA

This means that before committing to a hybrid model, teams should complete three preparatory steps:

1. Define the desired outcomes. Be explicit about what you expect from the hybrid arrangement — lower latency, data sovereignty, cost reduction, or burst capacity.
2. Map data placement rules. Identify which data sets belong on private infrastructure (sensitive, regulated, or high-churn data) and which can safely reside in a public cloud.
3. Model the financial impact. Understand both short-term spend and long-term total cost of ownership before signing contracts.

“Choosing between on-premises and public clouds should not be driven by hype, but rather what will enable units at a cost that is acceptable for the long-term viability of the business.”

Eran Brown, CTO, Infinidat EMEA

The Real Economics of Cloud Storage

Public cloud storage costs are rarely as simple as a headline price per gigabyte. A survey by storage vendor Wasabi (cited in the original Gigabit Magazine article) estimated that customers pay approximately $0.46 per GB/month on Azure, $0.26 on Google Cloud, and $0.23 on AWS — though these figures exclude regional pricing variances, egress fees, and API request costs, all of which can significantly increase real-world bills.

For workloads involving high-resolution video, large image libraries, long-form documents, or extensive transactional archives, these per-GB charges accumulate quickly. As Brown notes:

“As data growth continues unabated, larger organisations will be under increased pressure to more clearly understand the ‘cost vs benefit’ for different storage models as the volume of data expands exponentially.”

Eran Brown, CTO, Infinidat EMEA

On-premises private cloud hardware can offset these costs for data-intensive workloads. Storage vendor Cloudian has published a report claiming that on-premises storage hardware can cost up to 65% less than equivalent public cloud storage. While such estimates are vendor-produced and should be independently validated for your specific workload mix, the directional argument — that public cloud storage can become expensive at scale — is broadly accepted in the industry.

The practical question Brown poses is a useful framing device for any architecture decision:

“The cloud has proven not to be as cheap as businesses were, perhaps, expecting it to be, but what’s the trade-off? Is converting ‘time-to-market’ faster more of a business focus than bottom-line operating costs are?”

Eran Brown, CTO, Infinidat EMEA

Designing a Hybrid Architecture That Works

Hybrid cloud delivers meaningful value only when the private and public components are chosen to complement each other. Key design considerations include:

• Basepoint selection: The private cloud platform you build on (VMware, OpenStack, Nutanix, or a hyperscaler’s on-premises offering such as AWS Outposts or Azure Stack) determines integration complexity and long-term portability.
• Networking: A reliable, low-latency WAN connection — or a dedicated interconnect such as AWS Direct Connect or Azure ExpressRoute — is a prerequisite for consistent performance across the hybrid boundary.
• Data tiering: Define clear policies for hot, warm, and cold data so that active workloads run closest to compute and archive data lands on the cheapest available tier.
• Security and compliance: Identity federation, encryption in transit and at rest, and audit logging must span both environments, not just the public cloud side.
• Avoid over-engineering: For many organisations, augmenting a public cloud with targeted private capacity is more pragmatic than building a fully symmetrical private platform. The goal is solving specific problems, not replicating the hyperscaler’s feature set on-premises.

Beyond Hybrid: The Multi-Cloud Direction

Alongside hybrid cloud, a growing number of enterprises are adopting multi-cloud strategies — deliberately distributing workloads across several public providers and private clouds. Multi-cloud is more operationally complex than a straightforward hybrid model, but it offers concrete benefits:

• Resilience: No single cloud provider becomes a single point of failure.
• Reduced DDoS exposure: Distributing services across providers limits the blast radius of targeted attacks.
• Cost optimisation: Workloads can be placed on the provider offering the best price/performance for that specific task.
• Vendor leverage: Avoiding lock-in preserves negotiating power at renewal time.

Brown sees multi-cloud as the natural evolution for organisations that have already validated a hybrid approach:

“Data gravity issues and digitalisation may result in increased interest in multi-cloud solutions which are better able to compete on price, availability and resiliency.”

Eran Brown, CTO, Infinidat EMEA

Cloud Strategy Defines What Stays On-Premises Too

One of the most overlooked aspects of any cloud strategy is that it is, by definition, also a decision about what does not move to the cloud. Regulatory requirements, data sovereignty laws, latency-sensitive workloads, and intellectual property concerns may all point toward retaining certain systems on-premises indefinitely. Brown’s closing observation captures this well:

“Hybrid cloud models will continue to provide the most commercially resilient solution, especially for those companies that want to take a ‘cloud-first’ approach. A subset of defining a cloud strategy is also to consider that, inadvertently, you are defining what doesn’t go across to the cloud.”

Eran Brown, CTO, Infinidat EMEA

Key Takeaways for DevOps and Infrastructure Teams

• Hybrid cloud is a deliberate architectural decision, not a default landing zone. Evaluate it against specific workload and data requirements.
• Public cloud storage costs grow non-linearly with data volume — model egress, API, and regional fees alongside the headline storage price.
• On-premises private cloud can reduce storage costs for high-volume workloads, but requires upfront capital and ongoing operational expertise.
• The strategic question is not public vs. private — it is which data needs which properties (latency, sovereignty, cost, availability) and which platform delivers them best.
• Multi-cloud is the next logical step for mature hybrid adopters, bringing greater resilience at the cost of increased orchestration complexity.
• Every cloud migration strategy implicitly defines a retention strategy. Make that decision explicitly.

VMware released results of a global survey examining the digital employee experience — how much it matters, how well organizations are delivering it, and what can be done to improve it. The survey polled employees, HR professionals, and IT decision makers across multiple industries and regions. Its headline finding: enabling a positive digital employee experience — characterized by device choice, seamless app access, and remote work capability — correlates strongly with an organization’s competitive position, revenue growth, and employee sentiment.

“Too often, the conversation about digital transformation focuses on the technology and leaves out a key ingredient to a winning strategy – attracting and retaining the best talent. To compete for the best talent, companies are prioritizing employee experience; which encompasses technology, workstyle and culture. Leaders committed to improving employee experience are adopting the digital workspace, a concept VMware pioneered three years ago. A digital workspace platform fuels modern digital experiences, which our survey revealed as being critically important to current and prospective employees as well as improving other key business outcomes.”

— Shankar Iyer, Senior Vice President and General Manager, VMware

Digital Employee Experience Favors Business Growth

Employees’ ability to access the applications and information they need — from any device or location — directly affects their capacity to plan, collaborate, and execute. The VMware survey found that providing a seamless digital experience positively impacts business outcomes including revenue growth, employee morale, and talent acquisition.

Organizations that rank as competitive leaders are significantly more likely to have employees who report a good digital experience at work, compared to those at companies identified as industry “followers.”

A particularly striking data point: 80% of employees at companies experiencing more than 15% revenue growth report they can easily find and install the right app for any new task or process at work. By contrast, only 42% of employees at underperforming or flat-growth companies say the same. This gap suggests that frictionless access to tools is not merely a convenience — it is a measurable business differentiator.

Digital Experience Retains and Attracts Top Talent

Beyond revenue metrics, the survey found that digital employee experience has a significant impact on workforce sentiment and an organization’s ability to recruit.

Respondents whose organizations give them the ability to work from anywhere were considerably more likely to express pride in their employer. Compared to those without location flexibility, they were also more likely to report that their organization:

• Has a progressive culture (71% vs. 28%)
• Is recognized as a top place to work (70% vs. 29%)
• Provides good work-life balance (69% vs. 30%)

On the recruitment side, digital tooling is increasingly a factor candidates weigh before accepting an offer. 73% of survey respondents agreed that the flexibility of tools — including technology choices, apps, and devices — would influence their decision to apply for or accept a position at a company. For organizations competing for skilled technical talent, this finding carries direct hiring strategy implications.

The Gap Between What IT Thinks It Delivers and What Employees Experience

One of the more revealing findings involves the perception gap between IT departments and the employees they serve. The numbers highlight a substantial disconnect:

• 95% of IT decision makers claim they provide employees with the digital tools needed for their jobs.
• Yet 42% of employees (nearly half) say they do not have the digital tools they need.

A similar gap exists around employee voice in technology decisions:

• 83% of IT decision makers say employees have a say in which digital technologies they use.
• But 64% of employees feel they have no voice in those decisions.

Despite these divergent perceptions of delivery quality, both groups agree that improving digital employee experience should be a top organizational priority. 87% of IT respondents and 78% of employee respondents share this view — a rare area of consensus that points to an actionable mandate for leadership.

Digital Employee Experience Is a Cross-Functional Responsibility

The VMware study surfaced an additional organizational challenge: confusion over who ultimately owns the digital employee experience. Depending on whom you ask, a different executive is identified as the accountable party:

• IT decision makers most often pointed to the Chief Information Officer (CIO).
• HR decision makers most often identified the Chief HR Officer (CHRO).
• Employees most often cited the Chief Executive Officer (CEO).

This fragmented ownership model can lead to siloed initiatives and inconsistent experiences. Notably, 89% of all respondents — regardless of role — believe that HR and IT could collaborate more effectively to improve the digital experience for employees. The data suggests that ownership ambiguity, not lack of intent, is the primary barrier to progress.

Key Takeaways for DevOps and IT Leaders

For DevOps, platform engineering, and IT operations teams, the VMware survey results translate into several practical considerations:

• Measure employee-facing tool experience, not just uptime. System availability metrics do not capture whether employees can actually find and use the tools they need. Consider internal satisfaction surveys or tooling friction audits.
• Close the perception gap with feedback loops. The 95% vs. 42% split on tool satisfaction points to a lack of structured feedback mechanisms between IT and end users. Regular surveys, shadowing sessions, or embedded support models can surface hidden friction.
• Make device and app flexibility a first-class engineering concern. Supporting BYOD, cross-platform app delivery, and remote access is no longer a nice-to-have — it correlates with recruiting outcomes and revenue performance according to this survey.
• Establish cross-functional ownership. Digital workspace initiatives that sit entirely within IT or entirely within HR tend to miss important dimensions. A joint IT-HR product team with clear executive sponsorship is more likely to succeed.
• Frame digital experience improvements as business investments. The link between seamless tooling and revenue growth provides a compelling narrative for budget requests and leadership buy-in.

The full VMware Digital Employee Experience survey report and methodology were originally covered by e3zine.com. VMware’s Workspace ONE platform is positioned as the vendor’s primary product for delivering the digital workspace capabilities described in the survey.