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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

way of working & mandate

“Adopting a way of working through which the CCoE enables the organisation to adapt to business needs and organisational changes”


”Aim for the cloud! But deliver in small steps!”


Focusing on delivering customer value and shifting to continuous delivery leads to more and more autonomous teams. That is a common driver for organisations to adopt cloud. A waterfall approach trying to encompass every possible use of cloud from the moment the cloud journey starts is set for failure. The CCoE needs to be spearheading an innovative way of working.


Autonomy requires mandate and mandate requires clear responsibilities. One of the first steps is determining who is responsible for what. If we acknowledge DevOps teams should have autonomy then old school demarcations of responsibilities, and the way the CCoE cooperates with partners, the business and other (expert) teams has to be redesigned, validated and optimised.


The way to work for the CCoE is in a repeating fashion, enabling constant upgrades through continuous interaction with teams. Priorities reflect those changes that add the most value.

The CCoE will have its own Product Owner who will consult the Cloud Leadership Team, assuring the steps taken are in line with the overall strategic objectives. In most cases this way of working will be adopted by all teams involved in the transition to cloud, allowing a smoother transition in responsibilities and permissions.


The support of the CCoE for the purpose of increasing cloud maturity and the transition to cloud will be executed as transparently as possible. Every new minimum viable product will be demoed to interested parties and stakeholders. This way the CCoE will activate and grow the group of early adopters and move to delivering ‘earliest lovable products’; products users actually love and will tell their colleagues and even friends about! 


activities checklist


  • Adopting and implementing an agile planning process
  • Defining the mandate of the CCoE in relation to the responsibilities/tasks of surrounding teams and the rest of the (IT) organisation
  • Describing the organisational structure and WoW of the CCoE
  • Analysing the impact on the WoW of the CCoE of the current (IT) organisation
  • Formulating recommendations for the IT organisation to become more equipped in an agile way of working and cloud


  • Reviewing, improving and document the way of working on a regular basis

cloud governance RASCI

cloud consultantresponsible
cloud architectconsulting
cloud security specialistconsulting
cloud developerconsulting
cloud engineerinformed
cloud analystinformed
product owner CCoEinformed
cloud partners
DevOps teamconsulting
business stakeholderconsulting