our key technical change agents, which helped the program
throughout the migration. The refactoring solution also laid
the foundation for taking the next step to the cloud. The
program finished on time, on scope and on budget. Having
strong commitment to and belief in the direction across the
entire organization allows you to overcome significant
obstacles. build an organizational change model. The individual in
your organization who owns your cloud program is ulti-
mately the same as a product owner on an agile team. They
are both responsible for building consensus across all
stakeholders to facilitate a shared strategy. With an agreed
upon, transparent roadmap that defines the future state,
the work of alignment eases.
Successful and sustainable cloud migrations start with
organizational change management as well. The depth of
the impact, the number of solutions involved and the vol-
ume of people impacted require complete alignment. At the
heart of organizational change management and alignment
are clear messaging and communications. When speaking
to your peers within the organization, do they understand
the value of the complete solution set? Is there clarity
regarding the current status of enabling the firm’s innova-
tion push? We once asked an entire information technology
management team to write down the reasons for our trans-
formation. It was very interesting to see the different
answers. This allowed us to revisit the drivers and build a
common elevator pitch. Without a consistent message, a
large transformation program can develop unneeded noise
and confusion. Building a governance team including key stakeholders and
empowering them with a transparent roadmap, stakeholder
map, marketing plan and clear communications provides
the tools to begin an organizational change management
program. The entire team must be able to articulate the
benefits of the transformation efforts in terms of the cus-
tomer-led value and the importance of each component in
the innovation value chain. The elevator pitch should be
consistent across the entire team.
To help build a transparent roadmap of the current and
future state, many organizations turn to a cloud maturity
assessment. Our comprehensive approach to cloud adop-
tion includes the critical domains required to enable the
innovation value chain. Working from an agreed upon trans-
parent roadmap provides an organization with insights to
If you have embarked on your cloud journey, take a moment
and ask your key change agents (not just your manage-
ment team) about the value of the transformation under-
way. Those change agents have the trust of your organiza-
tion, and ultimately define your culture. Combine the
insights from your change agents with the perspectives
held by the key business unit leaders, and you have a pic-
ture of how your cloud transformation strategy is
perceived.
If you would like to explore the enablement of your innova-
tion value chain, an assessment of your cloud maturity or an
approach to align your ongoing cloud adoption efforts, we
are ready to help.
SUMMER 2019 | THE DOPPLER | 33