The Doppler Quarterly Special Edition 2019

Complex, and often long, cloud transformation results in an organization that can execute at a higher rate of speed, learn from failures and constantly improve. Many enterprises are struggling with the same transformation challenge: how to create an organization that can quickly adopt new technology while responding to immediate market needs and new competitive threats. The transition to becoming that kind of operation is not simple. It involves all aspects of an organization developing new muscle memory, based on new ways to operate that are accepting of learning and failure. It also requires empowering staff to make rapid decisions driven by common organizational direction and principles. Cloud is the platform component that enables a more agile, responsive organization. But consuming cloud in a way that a business can also transform requires a coordinated effort across multiple domains. All aspects of the people, process and technology com- ponents of an organization are impacted as it matures from current to new operational models. Figure 1 outlines the key changes that must occur in order to maximize velocity. The primary change is the move from approval based processes to a focus on exception handling and constant organizational improvement. People Process Technology • Self-directed learning • Constantly changing job roles, descriptions and • Focus on improving process • Ability to explore new skills & technology, even if not directly applicable to job today • Focus on handling exceptions • Automated processes, automated escalation, manual exception handling • Processes focused on beginning work and approving based on outcome • Technology replaced every 18-24 months • Rapid pilots prior to decisions on new technology adoption • Guard rails for technology, loosely defined guidelines • Focus on excecuting process • Train new staff to execute a defined role • Skills become stagnant, minimal training offered to existing staff • Focus on minimizing exemptions & escalating within management chain • Processes focused on gaining approval prior to work beginning • Lifecycle of 5-7 years for technology investments • Long evaluation periods before making technology decisions • Organization wide standards with complex exception processes Figure 1: New and Old Worlds SPECIAL EDITION 2019 | THE DOPPLER | 7

The Doppler Quarterly Special Edition 2019 | Page 9