Monday, December 28, 2015

Managing Change for Successful Cloud Computing Adoption

As adoption of the cloud market continues to evolve and mature, it is directly or indirectly impacting every aspect of an organization that is considering or actively pursuing cloud strategy. When we examined the rationale for an organization’s move to cloud computing, we were struck by the similarities in value drivers between a transition to the cloud and enterprise resource planning (ERP) transformations of the 1990s: service, flexibility and cost. Yet, many ERP implementations struggled from an underinvestment of time, money and resources. The focus was on the technology, not necessarily holistic business-process reengineering and certainly not the people side of the transformation. Fast forward to today’s techno-hype called cloud computing. What is it that makes cloud computing — and its obvious extension, social computing — different and perhaps more challenging?

Cloud computing is more about the way technology is managed and delivered than it is about the technology itself. When viewed solely as an IT project or technical solution, the culture of the company will often determine the outcome. The cloud requires a shift in thinking and behaving regarding how an organization conducts its daily business, installs processes, builds supporting technology and manages people. If the cloud strategy is not well considered, or if the C-suite isn’t aligned, then cloud computing can disrupt solid business models, good operating principles and competitive strategies.

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