Considerations for Building a Cloud Strategy
As a Technology leader with your organization, you realize that Cloud is a critical component on your future roadmap. You have finally achieved perfection on your legacy infrastructure. You have the right people, the right process and the right technology.
We must assess for the future.
We acknowledge that we have many skilled engineers and professionals with significant depth in hardware intense infrastructure and applications.
In practical execution of the people assessment, we need to look at three focus areas.
- Technical Skills Assessment
- Soft Skills Assessment
- Training Resource Assessment
We need to ask, “Does this person have the right skills to translate to a cloud native environment?”. We need to understand if this person can immediately perform design and implementation of our Cloud future.
From here, we need to ask, “Does this person have the willingness to participate in our transformation to the Cloud?” It is important to understand if this person will play an enabling role in this strategy. Because very often, IT professionals with significant career depth will enter something “new” with skepticism. An example of this is “The Cloud is only temporary”. So, we need to understand if our people can innovate under new circumstances.
When we understand our individuals, our next area to assess are the training resources we provide. So does our current training offer the innovative technical resources we require to be successful in the future? And do our training resources provide the right strategic message to begin the transformation of our thinking? An innovative way forward will help reach a new state of perfection.
In our current state, our process driven mechanisms have been refined over many years of improvement and growth. How do we assess these processes to add them as a Cloud enabler?
Beginning the assessment of our processes, we need to understand three focus areas.
- What are the core Key Performance Indicators (KPI) of our Roadmap?
- What are our core processes?
- What is the risk of downstream impact in changing our core processes?
The way we manage and execute process today directly outputs into our KPI success. What do these KPI’s look like in our future state? When we understand what success looks like in the future, we can measure if we’re successful.
To plan for change, we need to understand what we already do. Because our core processes are a part of everyone’s daily challenges, review each process. Because we have reviewed each process, we can understand if our process will help to meet our future needs.
We understand that smaller teams within these organizations build their own supporting processes of organization core processes. Because of this, we review our core process changes. And then we ask, how does this impact the downstream supporting process? How do we inform of the downstream impact and prepare this smaller team for larger organization change? And how might we influence the smaller team for the successful outcome of our Cloud transformation?
We have built up quite a portfolio of supporting technologies geared toward the success of our current state. How do we assess our technology, our tooling, to meet the needs of our Cloud transformation?
As we assess our Technology, we need to understand three focus areas.
- What are the Key Performance Indicators (KPI) of our roadmap?
- What are our core technologies?
- Can our technology partnerships support our Cloud native future state?
We must have these key performance indicators defined when assessing our changes, this is critical for the measurement of success.
Technologies that have helped us achieve our current success need to be reviewed for practical use in our future. So can this technology, or can this tool work in our Cloud future state? Be subjective in understanding that while our organization has had great success with our current technology; innovation at its core means CHANGE. We cannot allow our comfort with our current technology to lead to substandard success in our future. If we identify that the technology or the tooling does not fit, we must be willing to exit.
Consider the partnership that the technology represents. Very often we rely on a partnership with an outside firm, can these partnerships support our success? If not, again, we must be willing to make an exit.
Are you on a path for native Cloud success or are you on the path for legacy in the Cloud?
Technology leader, you stand in front of the organization preparing to march into the future. The talent of today has not had the opportunity to experience one Cloud transformation let alone multiple transformations. Because of this, continue to challenge your teams. Continue to advocate for change. Reach for new levels of innovation.
Useful Reference for Success!
The Cloud Adoption Playbook: Proven Strategies for Transforming Your Organization with the Cloud – https://amzn.to/2LSogFr
Multi-Cloud for Architects: Grow your IT business by means of a multi-cloud strategy – https://amzn.to/2LU2Sjk
Ahead in the Cloud: Best Practices for Navigating the Future of Enterprise IT – https://amzn.to/2Yvbdv4