Slideshow mastering the fundamental five

MASTERING THE FUNDAMENTAL FIVE Slideshow FUNDAMENTAL 1: ALIGNED STRATEGY What are the business objectives driving your organisation's move to the cloud? Are you looking to better compete in the digital marketplace? Get products to market faster? Improve customer service? MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 1: ALIGNED STRATEGY Once you know your destination, you can optimise your approach to the cloud to ensure you get there MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 1: ALIGNED STRATEGY Eurostar, the London-based rail operator, focused its cloud effort on improving the customer experience with the goal of boosting loyalty, recommendations and sales “We are all about providing the best travelling experience in Europe We try make it an effortless experience,” says Antoine de Kerviler, Eurostar’s chief information officer “It’s all about speed with the trains, and it’s all about speed when we deliver [digital] services.” MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 2: ORGANIZATIONAL HARMONY Business units often push hard for progress, and sometimes IT departments resist their pressure for new tools This situation can lead to "shadow IT", the introduction of new technologies by employees without IT involvement or approval Yet organisations need centralised IT departments to ensure their approach to the cloud is strategic, economical and secure MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 2: ORGANIZATIONAL HARMONY The most effective CIOs help create organisational harmony by retooling how the IT department works with the rest of the business, often facilitating cooperation through regular meetings with business leadership or by establishing cross-functional working groups Together, IT and business representatives can then consider how cloud technologies might support business imperatives MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 2: ORGANIZATIONAL HARMONY “Not only does cloud change how IT is delivered, it also changes the way that the business performs It’s also a human change, not just a technology change, and you need to have that balance in play as well and work on building that IT-business relationship,” says Dr Richard Sykes, chairman of the Cloud Industry Forum MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 3: DIGITAL CULTURE Not long ago employees were accustomed to highly structured work environments and better technology at work than at home But all that has flipped now Today’s employees—led by millennials and other employees who thrive on connection and digital content—expect and demand both flexibility and office technology that is as powerful, simple and social as what they have at home MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 3: DIGITAL CULTURE “It’s important to think about the role of people in driving the adoption of cloud computing They’ve been getting a wonderful experience [from Apple and Google], and they’ve been getting exactly what they need,” said Barry Jennings, of law firm Bird & Bird, at a September 2014 conference “Employees’ expectations of what technology can have risen, [and] that’s put pressure on IT departments within corporations to deliver those benefits.” MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 3: DIGITAL CULTURE 10 The rise of the digital-savvy will shake many organisations and change their cultures forever During this transition time, organisations will need to take proactive steps to help people adapt to change and ensure that their emerging and existing workforces work together Education, training, incentives and competitions can help MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL4 : DYNAMIC INFRASTRUCTURE 11 Once business and cloud strategies are in alignment and employees are prepared to execute them, companies will want to revisit and perhaps redesign their underlying technology infrastructure to ensure it supports their mission and goals This effort is often presented as requiring an either-or choice between private clouds and public clouds, though it is seldom the case MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL4 : DYNAMIC INFRASTRUCTURE That redesign should involve practical technology choices that respond to a company's particular needs and capabilities and its current business requirements Most organizations need to protect existing investments even as they add more flexible, up-to-date systems MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL4 : DYNAMIC INFRASTRUCTURE 13 ​"With the cloud, if you don't like a provider or it’s not working out for some reason, you can decide to change it, which we actually did with an HR provider," says David Jack, chief information officer at Hyperion Insurance Group MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 5: GOOD GOVERNANCE 14 Companies must also ensure that their approach to the cloud and data supports corporate needs and will not run afoul of the authorities That’s not always easy While companies can often assess a provider’s security credentials, correct compliance with data-protection law is often confusing and open to interpretation MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 5: GOOD GOVERNANCE 15 “Lawyers are often not brought in at an early enough stage,” says Kuan Hon, research consultant at the Cloud Legal Project at Queen Mary University of London “You need to consult at an early enough stage” for legal counsel to protect your company from taking on undue risk MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 5: GOOD GOVERNANCE 16 Organisations must take effective measures to ensure the prudent management of digital-era risks Bottom line: Successful cloud adopters approach cloud technologies with strategic seriousness Their cloud strategies support their business strategies They create organisational harmony and cultural cohesion, make practical infrastructure choices and ensure good governance They have a mature approach to the cloud that sets them up for success MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated [...]... risk MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 5: GOOD GOVERNANCE 16 Organisations must take effective measures to ensure the prudent management of digital-era risks Bottom line: Successful cloud adopters approach cloud technologies with strategic seriousness Their cloud strategies support their business strategies They create organisational... though it is seldom the case MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL4 : DYNAMIC INFRASTRUCTURE That redesign should involve practical technology choices that respond to a company's particular needs and capabilities and its current business requirements Most organizations need to protect existing investments even as they add more flexible,... systems MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL4 : DYNAMIC INFRASTRUCTURE 13 ​"With the cloud, if you don't like a provider or it’s not working out for some reason, you can decide to change it, which we actually did do with an HR provider," says David Jack, chief information officer at Hyperion Insurance Group MAPPING THE CLOUD MATURITY... information officer at Hyperion Insurance Group MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 5: GOOD GOVERNANCE 14 Companies must also ensure that their approach to the cloud and data supports corporate needs and will not run afoul of the authorities That’s not always easy While companies can often assess a provider’s security credentials,.. .FUNDAMENTAL4 : DYNAMIC INFRASTRUCTURE 11 Once business and cloud strategies are in alignment and employees are prepared to execute them, companies will want to revisit and perhaps redesign their underlying technology infrastructure to ensure it supports their mission and goals This effort is often presented as requiring an either-or choice between private clouds... business strategies They create organisational harmony and cultural cohesion, make practical infrastructure choices and ensure good governance They have a mature approach to the cloud that sets them up for success MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated ... compliance with data-protection law is often confusing and open to interpretation MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 5: GOOD GOVERNANCE 15 “Lawyers are often not brought in at an early enough stage,” says Kuan Hon, research consultant at the Cloud Legal Project at Queen Mary University of London “You need to consult at an early ... cloud to ensure you get there MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 1: ALIGNED STRATEGY Eurostar, the London-based rail... departments to ensure their approach to the cloud is strategic, economical and secure MAPPING THE CLOUD MATURITY CURVE Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 2:... Registered Name: The Economist Intelligence Unit, NA, Incorporated FUNDAMENTAL 3: DIGITAL CULTURE “It’s important to think about the role of people in driving the adoption of cloud computing They’ve been