The Doppler Quarterly Special Edition 2019 | Page 32

delay tactics such as extensive analysis, over engineering, or the addition of unneeded
complexity. Their personal goals no longer align with the company’s goals. They seek to
preserve the status quo at any cost, regardless of their employer’s business objectives.
Phase 3: Integration
Eventually, the chaos of realization passes. Integration is the phase where employees
and stakeholders start to discover how the cloud adoption program benefits them spe-
cifically. The group learns that cloud skills are in high demand and increase their value
in the marketplace. People start to have a vested interest in a positive project outcome.
They set expectations and norms on others and try to align to the company’s new way
of thinking.
Group members in this stage may need more support than might be expected. They can
become easily frustrated when things fail to work perfectly the first time. Although the
team may feel good, they are also concerned that the initiative may fail, forcing them
back to the uncertainties of the Realization phase. The employees need reassurance
and new methods for forging through the unplanned difficulties of this phase.
Phase 4: New Confidence
The final of the four Performance Curve phases is a transition point where cloud becomes
the new norm. If the change is well conceived and assimilated, the group is in agreement
and performance is in full alignment to the new cloud established practices. They feel a
sense of accomplishment and are open and honest about what’s at stake should they be
unsuccessful. Those directly involved in the project start to actively recruit new believers.
Their implementation crawl is becoming more of a fast walk or slow jog.
Your People Engagement Plan — Defining When and How to
Engage Employees and Stakeholders
A thoughtful plan to engage employees and stakeholders is a critical component to a
successful cloud adoption program. Leadership needs to commission a governing body
of cloud deciders, or what we call a Cloud Business Office (CBO), to draft a plan to ensure
the right people are receiving the right message at the right time so they are prepared
for what lies ahead.
A thoughtful change strategy needs to address three dimensions of the people engage-
ment problem. First and foremost, management needs to identify who is impacted by
the cloud. For example, the company must categorize their employees into distinct
stakeholder groups such as program sponsors, change agents, influencers, resistors and
those directly transitioned.
Secondly, management needs to outline the many activities needed to positively influ-
ence people adoption. These activities vary in complexity and implementation effort.
Each needs to break down its messaging and purpose by key people and stakeholder
groups. We find the planning process more powerful if management organizes and
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