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Framework 2.0

    categories
  • Providing cloud strategy execution aligned with strategic business drivers, general IT strategy and sourcing strategy

    strategy
  • Involving the business in cloud transition, supporting them in adopting new cloud solutions to increase business value

    business
  • Facilitating an organisational structure that enables successful cloud use and building up necessary cloud knowledge and capabilities

    organisation
  • Designing, building and continuously improving the cloud platform (including landing zones, IAM, connectivity and integration) for the sole purpose of serving the business

    platform
  • Fostering a culture where innovativeness leads, people learn and adapt quickly, responsibility and autonomy are embraced, and business & IT work seamlessly

    culture
    capabilities
  • Maintaining a desired speed of cloud adoption and digital transformation according to the cloud strategy and KPIs

    cloud strategy execution
  • Realising the optimal mix of cloud services, products and suppliers according to cloud strategy

    strategic sourcing
    capabilities
  • Creating cooperation amongst DevOps and value teams, IT, and the various cloud stakeholders to automate processes, and spread knowledge and competences so that the CCoE becomes obsolete

    business support
  • Supporting the deployment, change management and policy compliance of applications, infrastructure and services using automation pipelines by autonomously operating business teams

    cloud solution management
  • Acquiring full control of the cloud services provided by the CCoE and those supplied by external services and suppliers

    cloud services & supplier management
    capabilities
  • Enhancing and embedding organisation wide cloud expertise, proactively and continuously, so that a CCoE is not needed anymore for that purpose

    knowledge management
  • Reorganising teams, mandates and responsibilities, the way of working within and amongst those teams, so that competences and talents are optimally used

    organisation development
    capabilities
  • Providing for an effective and efficient cloud platform that is designed according to the guidelines and principles which is flexible with a high level of self service opportunities

    platform development
  • Enabling the business to increase innovation in a controlled way by providing a platform so the operational processes are automated as much as possible

    platform operations
  • Providing fully automated tooling, reporting and recovery in the area of security and compliance of the cloud platform and the solutions it serves

    security operations
    capabilities
  • Developing leadership styles that are based on a validated mission and vision allowing for continuous innovation

    innovative leadership
  • Creating common ground for digital transformation and cloud transition

    change management
    building blocks
  • Achieving and monitoring the objectives of the cloud strategy, during and post transformation

    strategic value tracking
  • Identifying and maintaining active relations with those stakeholders who are likely to contribute to successful transformation

    stakeholder management
  • Maintaining an enterprise architecture that fully supports and contributes to the realisation of the objectives of the cloud strategy

    cloud focused enterprise architecture
    building blocks
  • Selecting and contracting cloud partners and suppliers that bring strategic value and positively impact the creation of value for the organisation and business

    partner selection & contracting
  • Facilitating and managing full alignment of the services provided by the different cloud partners and suppliers for the purpose of (cost) efficiency and integration

    partner alignment
    building blocks
  • Building, maintaining and sharing sufficient cloud knowledge in the organisation

    knowledge building & sharing
  • Ensuring sufficient cloud expertise through accessible and efficient cloud training and certifications

    learning paths
    building blocks
  • Initially setting up and continuously optimising the responsibilities, tasks, roles and positioning of the CCoE in the organisation and in relation to other organisational components

    CCoE formation & positioning
  • Adopting a way of working through which the CCoE enables the organisation to adapt to business needs and organisational changes

    way of working & mandate
  • Shaping and facilitating cloud talent acquisition and development

    career & incentive management
    building blocks
  • Initial design and implementation of a cloud platform (foundation) and landing zones that perform checks, offers guidelines and services to be used by (DevOps) teams

    platform design & build
  • Creating, managing and deploying re-usable reference architectures to be used to build solutions

    reference architectures
  • Ensuring that the platform and solution architectures used are consistent with the principles and guidelines laid down in the enterprise architecture

    enterprise architecture alignment
    building blocks
  • Creating and evangelising core values that are in line with vision, mission and change process

    core values & vision
  • Creating support for change in the formal and informal network of the organisation

    leadership of change
    building blocks
  • Creating new rituals and stories that strengthen and develop new behaviour towards cloud

    storytelling & rituals
  • Creating an environment feeding a continuous drive for optimisation and innovation

    continuous improvement

continuous improvement

“Creating an environment with a continuous drive for optimisation and innovation"

overview

“Sustaining and spreading a continuous-improvement culture means fighting any reluctance to change, and promoting the belief that what is good enough today is not good enough for tomorrow”

It’s easy to just go through the motions. Safely doing the work because that is what is considered expected. However, all work done should ultimately contribute to set goals and increased value. By promoting a culture of continuously questioning if efforts contribute to and are in line with goals and are done respecting shared values, the resulting alignment with mission and vision and focus on improvement and innovation will ultimately steer digital transformation.

Developing a true continuous-improvement culture requires teams to redefine responsibilities, adopt proactive measures to reduce problems rising due to the ‘old’ culture and recurring retrospective analysis. By promoting end-to-end responsibility,  organisations will swiftly adapt to changing circumstances. By accepting failure, organisations foster a “climate for learning” which will positively impact change in organisational culture. Failures will turn into opportunities to learn and improve.

A CCoE should demonstrate the value of new behaviours and attract others to join in. A team-by-team approach to culture change can avoid the difficulties associated with “big bang” projects that tend to lose momentum before delivering their objectives.  The specific behaviours expected of all those within the scope of the transformation should be communicated with, so as to be aware of behaviours that might undermine culture change. The focus should be on identifying the right people who will confidently live this cultural change right across the business. Key stakeholders need to buy in before transformation begins so they can get fully behind it and act as evangelist.

By encouraging a culture of continuous improvement to thrive, organisations will continuously improve both what they do and (more importantly) how they do it, thus reducing costs, improving efficiency, and delivering greater value to customers.

activities checklist

initial:

  • Determining incentives to stimulate continuous improvement.
  • Determining work structures that enable teams to actually spend time on it.
  • Activating existing and new communication channels to promote transparency: don’t share until it is completed but share what is done, why, and invite participation
  • Identifying and engaging stakeholders in cultural change before starting
  • Setting up structures to actively seek input and feedback from a broad set of viewpoints instead of seeking support from those that reinforce the status quo
  • Creating space for change by proactively addressing cognitive load & psychological safety

recurring:

  • Fostering a collaborative environment
  • Imposing end-to-end responsibility
  • Embracing failure, and learning from it
  • Designing for change, and adapting continuously throughout the process

cloud governance RASCI

cloud consultantconsulting
cloud architectinformed
cloud security specialistinformed
cloud developerinformed
cloud engineerinformed
cloud analystinformed
product owner CCoEresponsible
managementaccountable
cloud partners
DevOps teamconsulting
business stakeholderconsulting
architectureinformed
securityinformed
financeinformed
procurementinformed