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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

strategic value tracking

"Achieving and monitoring the objectives of the Cloud Strategy, during transformation as well as afterwards"


“Different workloads need different clouds”

(Large scale) cloud migrations are not a walk in the park. They require preparation in terms of developing a cloud strategy that provides a comprehensive overview of the application landscape, including clarity on the optimal cloud landing zone for each workload, when and how to migrate to that landing zone, taking into account the strategic impact and estimated migration effort.

“Cloud is a means to an end, not an end in itself”

Value tracking during cloud strategy execution is needed to prevent (major) deviations from strategic objectives, business drivers and migration goals. Each cloud migration serves a certain purpose and contributes to transforming into a Digital Enterprise.

When creating a cloud strategy, initial assumptions are made regarding the expected added value and feasibility of each migration. These assumptions must be tracked and validated during cloud strategy execution. If a cloud migration does not deliver the expected results, one or both of the following might be at hand: expectations were too high, or turned out to be unfeasible, or the team responsible for the migration lost control or made choices that (severely) deviated from the initial migration strategy and plan. Therefore, insight and overview is needed of the actual contribution of migrations to the overall cloud strategy objectives, and the challenges that arise so that adjustments can be made if desired and necessary.

To perform value tracking, a set of KPIs and/or CSFs is specified. Think of the number of commodity solutions that are sourced as ‘SaaS’ or a KPI tracking business case realisation. Guarding migration progress and value this way, as a C-level responsibility (usually the CIO and CFO).

With strategic value tracking, the Cloud Leadership Team, transition managers and similar stakeholders have a (near) real-time control mechanism consisting of dashboards and reports on a set of KPIs to safeguard cloud strategy value realisation.

activities checklist


  • Evaluating, revisiting and if needed, updating cloud strategy
  • Determining a set of KPIs for tracking migrations (e.g. targets per landing zone)
  • Determining a set of KPIs for tracking financial and business value (e.g. business case or benefits realisation)
  • Establishing and formulating (generic) cloud exit strategy
  • Creating a strategic agenda for cloud together with the stakeholders
  • Establishing dashboards and reporting to pro-actively track the KPIs and CSFs


  • Informing the teams, partners and other stakeholders involved about the expected outcomes of the (planned) cloud migration
  • Interpreting dashboards and reports and discuss progress and deviations with the Cloud Leadership Team
  • Keeping a record of important decisions and deviations regarding the initial cloud strategy

cloud governance RASCI

cloud consultantsupporting
cloud architect
cloud security specialist
cloud developer
cloud engineer
cloud analystsupporting
product owner CCoEresponsible
cloud partners
DevOps team
business stakeholderinformed