The Doppler Quarterly Summer 2018 - Page 32

capabilities. The real value of cloud transformation is the organization’s new ability to quickly consume the latest technology and rapidly adapt and respond to market needs. Determining an organization’s cloud transformation maturity requires careful measurement of both current maturity levels and the level of effort necessary to transition to the next higher state. Figure 2 shows the 10 dimensions com- monly used to measure current cloud maturity and track organizational plans to achieve the next level. CTP Cloud Transformation Maturity Model Operations Management LEVEL Customer/ Service Strategy Security/Risk/ Compliance Financial/Cost Management Vendor/Partner 2 - Partially Automated 1 - Manually Engineered 3 - Self-Service - Infrastructure as Code Service Portfolio & Design Process/ Operation Model Automation Run/Operate Human Capitol Staffing/Talent/ Skills Comm/Culture Change CTP’s Ten Maturity Domains 5 - Continuous Service Optimization 4 - Self-Service - End-to-End Automation Technology This assessment evaluates your current state and desired future state across CTP’s Ten Mauturity Domains. Based on the evaluation each domain is given a level of maturity and higher levels are more mature. An area is considered more mature when it is built in a way that maximizes efficiency, security, and resiliency. Whereas areas that are considered less mature are ones that might be causing more effort, complexity, general slowdown, and prone to human error. This assessment is designed to help leaders identify maturity gaps and lay the foundation for a strategic cloud transformation. © 2018 Cloud Technology Partners, a Hewlett Packard Enterrpise company / Confidential Figure 2: Cloud Transformation Maturity Model Cloud transformation was originally heralded as a path forward for organiza- tions to become more competitive, more agile and more easily recruit the best talent. But the reality is, transformation has become a sticking point for many organizations. There are several intersecting reasons for this: • Years to Build Can Take Quarters to Untangle – Many of today’s busi- ness systems took years, even decades, to build. Consequently, they possess a level of unknown complexity that takes time to understand, untangle and improve. Many organizations are not prepared for the sus- tained programming investment necessary to untangle these complex systems. • Business Cycles – The usual business cycles associated with market changes, mergers & acquisitions and divestitures takes a toll on organi- zational change. These dynamics introduce time-bound projects that consume resources and attention. But cloud transformation is often not something that can be time bound; rather, it moves at a pace driven by the organization’s level of acceptance and readiness. • Changing Regulatory Landscapes – Many industries, both in the U.S. and abroad, continue to see regulations change. This changing land- scape makes risk averse leadership reluctant to invest in programs that might not meet new regulatory standards. 30 | THE DOPPLER | SUMMER 2018