The Doppler Quarterly Special Edition 2019 | Page 10

Many organizations start their cloud adoption journey with the intention of saving costs
on IT operations. While the cloud can bring cost savings, its larger benefit to an organi-
zation lies in enabling faster time to market for new products and capabilities. The real
value of cloud transformation is the organization’s new ability to quickly consume the
latest technology and rapidly adapt and respond to market needs.
Determining an organization’s cloud transformation maturity requires careful measure-
ment of both current maturity levels and the level of effort necessary to transition to the
next higher state. Figure 2 shows the 10 dimensions commonly used to measure current
cloud maturity and track organizational plans to achieve the next level.
CTP Cloud Transformation Maturity Model
Operations Management
LEVEL
Customer/
Service
Strategy
Security/Risk/
Compliance
Financial/Cost
Management
1 - Manually
Engineered
4 - Self-Service -
End-to-End
Automation
2 - Partially
Automated
Service Portfolio
& Design
Process/
Operation Model
Automation
Human Capitol
Run/Operate
Staffing/Talent/
Skills
Comm/Culture
Change
CTP’s Ten Maturity Domains
5 - Continuous
Service
Optimization
3 - Self-Service -
Infrastructure
as Code
Technology
Vendor/Partner
This assessment evaluates your current state and desired future state across
CTP’s Ten Mauturity Domains. Based on the evaluation each domain is given a
level of maturity and higher levels are more mature.
An area is considered more mature when it is built in a way that maximizes
efficiency, security, and resiliency. Whereas areas that are considered less mature
are ones that might be causing more effort, complexity, general slowdown, and
prone to human error.
This assessment is designed to help leaders identify maturity gaps and lay the
foundation for a strategic cloud transformation.
© 2018 Cloud Technology Partners, a Hewlett Packard Enterrpise company / Confidential
Figure 2: Cloud Transformation Office
Cloud transformation was originally heralded as a path forward for organizations to
become more competitive, more agile and more able to recruit the best talent. But the
reality is, transformation has become a sticking point for many organizations. There are
several intersecting reasons for this:
• Years to Build Can Take Quarters to Untangle – Many of today’s business sys-
tems took years, even decades, to build. Consequently, they possess a level of
unknown complexity that takes time to understand, untangle and improve. Many
organizations are not prepared for the sustained programming investment nec-
essary to untangle these complex systems.
• Business Cycles – The usual business cycles associated with market changes,
mergers & acquisitions and divestitures takes a toll on organizational change.
These dynamics introduce time-bound projects that consume resources and
attention. But cloud transformation is often not something that can be time
bound; rather, it moves at a pace driven by the organization’s level of acceptance
and readiness.
• Changing Regulatory Landscapes – Many industries, both in the U.S. and
abroad, continue to see regulations change. This changing landscape makes risk
averse leadership reluctant to invest in programs that might not meet new regu-
latory standards.
8 | THE DOPPLER | SPECIAL EDITION 2019