everything from day-long immersion sessions, to
study groups, to hackathons. One of their favorites
has been a game called “Zombie Apocalypse,” where
users try to save humanity using AWS tools. This has
been a spirited move for a relatively conservative cor-
porate culture.
We are starting to see the cloud initiative generate
some of the benefits we had forecast. Our plan calls
for cost savings to be achieved over a five-year period.
We are starting to reinvest financial capital into pro-
grams that will add business value. A security assess-
ment we conducted leveraging third parties con-
cluded that we are more secure in the cloud than we
were on premises. Our time-to-market goal — being
able to provide services to business faster – has been
proven out through our innovation series and three
business validation tests. With regard to “full reliabil-
ity,” you can do that replication seamlessly in a cloud
environment.
Commitment to Success
We have an exciting and aggressive journey ahead.
Ensuring we have effectively implemented cost man-
agement throughout the process to support our busi-
ness case, continuing to migrate critical applications
and maturing posture through reliability, and trans-
forming our team’s capability to operate and innovate
through technology are all fundamental to support
TransCanada’s business strategy.
Conclusion
For companies in our industry, cloud transformation
journeys can be long and drawn out. Our journey is
still relatively new, and we are still working to inte-
grate all the capabilities. But we are developing good
momentum. To generate successes early on, you
need to have a solid strategy, a good program and
excellent partners. You have to create urgency within
your organization, because you need to have every-
body on board. Using this set of tactics, you can posi-
tion a cloud project for both short- and long-term
success.
FALL 2018 | THE DOPPLER | 9