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