We meet again! Now for the 3rd in our series of 6 Blogs exploring the people and process requirements of Cloud transformation. As before a quick recap and we’ll get right into it.
Cloud utilisation needs be the focus not just adoption if your aim is to acheive the needed benefits and competitive advantage. It is only when Technology, People and Process all come together that that is achieved.
In the last blog we explore the first of the 4 reasons – Clarity of intention and priority. In this blog we’ll be looking at reason number 2.
REASON 2: WHERE ARE YOU LEADING YOUR TRANSFORMATION FROM – BALANCING PEOPLE, PROCESS AND TECH TOP DOWN
A key aspect that is getting a lot of industry attention is that Cloud is often siloed within organisations to the Technology division. Led by the CIO or CTO who focus on ensuring the creation and migration of infrastructure and applications to the Cloud.
Approaching it this way unfortunately creates an imbalance in the golden triangle of people process and technology. An imbalance that can actually undermine the benefits and value of Cloud the organisation realises. *based on EY, McKinsey and Microsoft papers in 2020.
Where change is led and driven by the CEO it is more likely to be an organisation-wide effort; where the business value and rationale is more clearly used to define the technical focus. Where the processes and people are part of the overall plan, it’s driven by value creation not just technical competence.
McKinsey’s quarterly report in July 2020 summed this up as:
“the CEO’s role is crucial because no one else can broker across the multiple parties involved which include the CIO, CTO, CFO, COO, CHRO, CISO, CDO and business unit-leads. The transition to cloud computing represents a collective-action problem – one that requires a coordinated effort across the team at the top of the organisation. It’s a matter of orchestration, in other words, and only CEOs can wield that baton”
What role is each board or leadership member taking in ensuring they understand Cloud, how it affects their responsibilities within the organisation? Are they inputting their set of drivers to be prioritised by the CEO for the technical areas to execute on? If not how it is ensuried they are all on the journey together? This is not an easy task as with so many angles and options; the team really have to focus on the clarity of why Cloud is being utilised, in order to balance individual need with overall gain.