thought-through execution plans . They may seek delay tactics such as extensive analysis , over engineering , or the addition of unneeded complexity . Their personal goals no longer align with the company ’ s goals . They seek to preserve the status quo at any cost , regardless of their employer ’ s business objectives .
Phase 3 : Integration
Eventually , the chaos of realization passes . Integration is the phase where employees and stakeholders start to discover how the cloud adoption program benefits them specifically . The group learns that cloud skills are in high demand and increase their value in the marketplace . People start to have a vested interest in a positive project outcome . They set expectations and norms on others and try to align to the company ’ s new way of thinking .
Group members in this stage may need more support than might be expected . They can become easily frustrated when things fail to work perfectly the first time . Although the team may feel good , they are also concerned that the initiative may fail , forcing them back to the uncertainties of the realization phase . The employees need reassurance and new methods for forging through the unplanned difficulties of this phase .
Phase 4 : New Confidence
The final of the four Performance Curve phases is a transition point where cloud becomes the new norm . If the change is well conceived and assimilated , the group is in agreement and performance is in full alignment to the new cloud established practices . They feel a sense of accomplishment and are open and honest about what ’ s at stake should they be unsuccessful . Those directly involved in the project start to actively recruit new believers . Their implementation crawl is becoming more of a fast walk or slow jog .
Your People Engagement Plan - Defining When and How to Engage Employees and Stakeholders
A thoughtful plan to engage employees and stakeholders is a critical component to a successful cloud adoption program . Leadership needs to commission a governing body of cloud deciders , or what CTP calls a Cloud Business Office ( CBO ), to draft a plan to ensure the right people are receiving the right message at the right time so they are prepared for what lies ahead .
A thoughtful change strategy needs to address three dimensions of the people engagement problem . First and foremost , management needs to identify who is impacted by the cloud . For example , the company must categorize their employees into distinct stakeholders groups such as program sponsors , change agents , influencers , resistors and those directly transitioned .
Secondly , management needs to outline the many activities needed to positively influence people adoption . These activities vary in complexity and implementation effort . Each needs to break down its messaging and purpose by key people and stakeholder groups . We find the planning process more powerful if
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