A successful cloud-transformation journey incorporates three pillars: people, process, and technology. Too often, organizations focus on process improvements and technology implementation, but ignore the human aspect. Many leaders acknowledge that the first two are easy to modify, while influencing culture is more difficult. This session covers best-practice methods for empowering customers to address this challenge. Learn about roles and responsibilities germane to the transition and post-cloud adoption phase. Assess your organization’s gaps among the requisite skills and competencies. Build effective training models, and encourage an adaptive culture.
Ray Hession, Federal Government, Amazon Web Services
Giovanni Pizzoferrato, Director, Cloud & Big Data Technology, Canada Pension Plan Investment Board
*This session will be delivered in English and French
*Cette session sera livré en anglais et en français
I’m going to share some of my personals experiences and customer experiences in people transformation.
I was a customer before I became an AWS employee. And while I was a customer I took an organization and helped it migrate into the cloud. And it became very apparent very quickly that technology was actually the easy part of that journey. You give smart engineers tools and they’ll go off and build things but when you are trying to change the organization and the business model and how things are done – that’s when it get’s difficult.
Now we’ve added in the more detailed functions of each… and you’ll see that the CBO is responsible for a function called “on-boarding” which is the function that will help the Business Services on-board to consume the Cloud Services that power their applications.
That means, in addition to EA and Goverance, your CBO needs to be made up of action-oriented individuals that are capable of “doing” and not just advising.
Next, you’ll see in the Cloud Engineering function, a break-down of more detailed functions around Infrastrcuture, Operations, and Security... These three functions are the pillars in which any Cloud Service operates upon.
Inside each of these functions are common activites like Architecture, Dev, and Operations. Remember, this is not an org chart, it's functional only.
Next, let’s take a look at the typical tasks that these functions address...
The team is also typically headed by the executive leader such as a CIO or CTO, and can sometimes also be augmented by with ProServe Resident Architects or even expert resources as specialist advisors from AWS partners. As part of setting up the COE, you’d define the roles the responsibilities, set up a charter, and outline the tasks CoE members would engage in – such as create standard cloud formation templates, approve accounts and access to AWS environment, enforce policies and procedures to ensure compliance, etc. This team can be either a virtual team to start out with, or start out as team of FTEs.
You can establish the CCOE as a hands-on team that acts as a delivery accelerant that engages with project teams to drive cloud initiatives. Alternatively, you can establish the CCOE as an advisory committee that behaves more as a consultancy and policy board, giving advice to teams working with cloud technology and establishing policies and standards for cloud technology
There’s a program we have called an EBC. How many have attended an EBC? If not, I highly recommend one. We tailor a plan suited for you. When I was a customer, I dragged my head HR person with me. I dragged my HR leader to a change management discussion at the EBC to open their eyes to change management within a company.
Now we’ve added in the more detailed functions of each… and you’ll see that the CBO is responsible for a function called “on-boarding” which is the function that will help the Business Services on-board to consume the Cloud Services that power their applications.
That means, in addition to EA and Goverance, your CBO needs to be made up of action-oriented individuals that are capable of “doing” and not just advising.
Next, you’ll see in the Cloud Engineering function, a break-down of more detailed functions around Infrastrcuture, Operations, and Security... These three functions are the pillars in which any Cloud Service operates upon.
Inside each of these functions are common activites like Architecture, Dev, and Operations. Remember, this is not an org chart, it's functional only.
Next, let’s take a look at the typical tasks that these functions address...
The team is also typically headed by the executive leader such as a CIO or CTO, and can sometimes also be augmented by with ProServe Resident Architects or even expert resources as specialist advisors from AWS partners. As part of setting up the COE, you’d define the roles the responsibilities, set up a charter, and outline the tasks CoE members would engage in – such as create standard cloud formation templates, approve accounts and access to AWS environment, enforce policies and procedures to ensure compliance, etc. This team can be either a virtual team to start out with, or start out as team of FTEs.
You can establish the CCOE as a hands-on team that acts as a delivery accelerant that engages with project teams to drive cloud initiatives. Alternatively, you can establish the CCOE as an advisory committee that behaves more as a consultancy and policy board, giving advice to teams working with cloud technology and establishing policies and standards for cloud technology
There’s a program we have called an EBC. How many have attended an EBC? If not, I highly recommend one. We tailor a plan suited for you. When I was a customer, I dragged my head HR person with me. I dragged my HR leader to a change management discussion at the EBC to open their eyes to change management within a company.
And finally what I wanted to talk about here is this cultural change piece. Again if I had to do digital transformation differently in my organization, I would emphasize this cultural change piece. And by the way, none of this can be done without the executive buy-in. Make sure that everyone knows where we are going – what is the strategy and what is the vision. Make sure you have buy-in that says that you’re united in overcoming that obstacle.