The Doppler Quarterly Winter 2016 - Page 18

cloud.” These same companies also understand that they must transform the way they build software and start looking to DevOps as a way to become more agile in the cloud. In this stage, cloud adoption is intentional and rapid. Executives start applying very strategic plans to transform their company to become modern suppliers of IT services and bring in cloud computing experts to help accelerate the change. Stage 4: “All in” on the Cloud At the unconscious competence stage, building solu- tions in the cloud becomes natural. These companies transformed the way software is built and delivered and have created great value for their business. In some cases they may have even enabled new business models and are now looking for ways to accelerate bringing value to the business. At this point, these organizations are “all in” on the cloud. They also start embracing PaaS, whether that is from a pure play PaaS provider or higher level services from the IaaS providers or both. These organizations understand that there is little to no business value in infrastruc- ture and the application stacks. The value received from cloud computing is derived from delivering on business requirements that drive more revenue, cre- ating higher levels of services for customers, and get- ting to market before their competitors. “The lack of knowledge of the under- lying technology, organizational impact, and potential business value causes organizations to deny the usefulness of cloud computing.” Companies in stage 4 are disrupting industries. For an example of a disruptor, read about Capital One’s keynote presentation at the AWS re:Invent confer- ence (pg 30). Here we have a large, global financial institution going all in with the public cloud and fun- damentally changing the way they run IT. General Electric is another example. GE is reducing their data center footprint from 43 to 3 over the next 16 | THE DOPPLER | WINTER 2016 few years. They plan on moving over 60% of all global workloads to the public cloud. As CIO, Jim Fowler put it, “This is no longer an experiment. It’s no longer a test. It’s not something we talk about as being proba- ble. It is inevitable.” Companies like GE, Capital One and many others, have reached the stage of uncon- scious competence. They know cloud inside and out and understand that they can radically change the future of their company by going “all in” the cloud. Summary It takes time for large organizations to adopt and embrace the cloud. The patterns that I have wit- nessed over the years are very similar to the famous “Four Stages of Competence” learning models cre- ated by psychologists back in the 70s. If you are trying to lead a cloud adoption program within your com- pany it is important to understand these phases. Your job is not to fight the learning model, but to acceler- ate through the stages as fast as possible so that your company can reap the benefits of becoming uncon- sciously competent in the cloud before your compet- itors read this article and do the same.