Overview > > >

Framework 2.0

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

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

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

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

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

  • 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
  • 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
  • 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
  • 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
  • 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

storytelling & rituals

“Creating new rituals and stories that strengthen and develop new behaviour towards cloud"


"If you want to learn about a culture, listen to the stories. If you want to change the culture, change the stories.“

Transition to the cloud requires changes in behaviours. Teams and the organisation must be open to experiment, creating time and space to get people aboard. The use of rituals and storytelling is very powerful in a change process. It gives meaning and focus. Rituals support adopting new skills, they create involvement, and help mark a new era. Listening to stories in the hallway, on intranet as well as reading the formalised stories in plans and policies gives insight in how people relate to cloud and digital transformation. It will tell, for instance, if there is enthusiasm about upcoming changes and awareness of its benefits, or if there is fear that it will impact the ‘normal’ way of working.

Stories and rituals found in an organisation can be analysed to assess to what extent they are exemplary for a particular type of culture: family, hierarchical, market or innovative. Depending on the outcome, it can be determined what behaviour is necessary for the transition to cloud and digital transformation in general. The formulated values and vision should be at the heart of the newly crafted rituals and stories. Defining this gap is an important phase because it gives insight into the amount of change that is necessary.

The period ‘in between’ during a change process is called the liminal phase, the phase best used for experiments, trying out new ways, learning and evaluating. Making new rituals and stories ‘stick’ takes time which is why a process is needed. This process will help define when new stories and rituals can be integrated and how to monitor people’s responses and adopt these new ways of acting and language.  A CCoE can be instrumental in the design of new rituals and stories. To make it effective it is best to focus on a few powerful rituals: less is more. HR and communication should be included to spread and monitor the change in order to make it a structural transition.

activities checklist


  • Assessing current rituals
  • Assessing current stories regarding cloud technology and digital transformation
  • Formulating desired rituals based on values and mission. Determining gap with current ones.
  • Developing a narrative of change with use of urgency and ambition.
  • Designing a process to make the narrative of change ‘stick’ in teams.
  • Formulating KPI’s to determine change in rituals and stories.


  • Monitoring process and adjust
  • Communicating and activating change agents
  • Involving HR and communication.

cloud governance RASCI

cloud consultantconsulting
cloud architectinformed
cloud security specialistinformed
cloud developerinformed
cloud engineerinformed
cloud analystinformed
product owner CCoEresponsible
cloud partners
DevOps teamconsulting
business stakeholderconsulting