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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

leadership of change

“Creating support for change in the formal and informal network of the organisation ”

overview

“Leaders of change are able to imagine what the future looks like and then inspire, align, test and learn towards that, using proof points to either continue or quickly pivot based on new information”

The move to cloud leads to impactful changes that can sow fear, uncertainty, and doubt because it is complex and affects existing job roles. Leaders may have difficulty preventing  the transformation from stalling out or failing in this difficult playing field. The transformation requires leaders that inspire and appease fear. Static and rigid structures, sometimes blindsided by informal decision-making processes, will no longer suffice. Having the right leadership for these changes will allow teams to move fast (hurdle, don’t sprint!) rather than having to wait for all the answers before acting. Leaders need to be open about the challenges, so people feel engaged. Inspire teams to share insight and information among each other and not hoard it. This cannot be ‘enforced’ by management, but executive support is vital nevertheless.

To determine which leadership style will propel your digital transformation, current styles need to be reviewed and made explicit. A cloud leadership assessment describes current decision-making processes and the relationship between mandate and actual ownership and responsibility. How cloud championship and talent is appreciated and acknowledged by leaders. The Weolcan Way proposes a Cloud Leadership Team. The CLT connects with other strategic initiatives and programs within the organisation and determines and evaluates objectives, guardrails and metrics. It also aligns the resource planning of the CCoE and addresses and removes 'impediments’ for the CCoE. 

Transition to cloud will start an ongoing journey to new and unexplored areas of expertise. Leadership of change based on shared vision, mission and core values, will assure IT and business will be partnering, jointly adding value. A Cloud Leadership Team acknowledges the urgency and keeps focus and effort in the right place. Foster competences, principles, attitudes and the way teams cooperate. The aim is to have cloud leadership permeate throughout the organisation.

activities checklist

initial:

  • Designing a cloud leadership roadmap by which you:
  • Activating and capacitating a Cloud Leadership Team; with at least the CCoE PO and the cloud transformation leader and evolve over time
  • Assessing current leadership styles
  • Assessing current IT operating model
  • Assessing current type of organisational culture
  • Determining organisation specific variables determining ‘leadership’
  • Formulating desired leadership styles and determine gap with current.
  • Integrating new leadership in communication carriers
  • Developing a “digital transformation success profile” for leaders
  • Formulating metrics to assess change in leadership

recurring:

  • Monitoring process and adjust
  • Communicating and activating change agents
  • Actively identifying and mobilising cloud champions
  • Actively partnering with HR

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
architecture
security
finance
procurement