transformation structure

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Overview

“the key to a successful (cloud) transformation is to start with the organisation itself”

Transformations are not easy, and they often grind to a halt somewhere along the route to the destination. Common causes are the current organisation structure and culture, no clear vision from the top, too much focus on technology and being stuck in the same way of working and thinking. There is no simple solution for this, as every organisation is unique. It starts with recognising however, that the current approaches may not work. So, what can be done?

For cloud transformations, a proven approach is establishing a Cloud Leadership Team and a Cloud Centre of Expertise, where cloud competences are build and transferred to the rest of the organisation. The primary goal of the CCoE is to increase (cloud) maturity of the organisation. The CCoE initially also covers adjacent expertise areas such as agility or data-driven practices, but in due course establishing dedicated expertise centres could be desirable.

The Cloud Leadership Team “ensures the effective governance for the organisation to adopt and accelerate Public Cloud use across the business. It does this through the holistic representation of key stakeholders from across the business who form a quorum, who commit to be broadly educated on cloud as fundament for the digital transformation. It will act positively to encourage the workforce to adopt cloud at scale, addressing and remediating any risks or blockers that arise in its course.” [AWS]. 

The strategic positioning of the CLT and CCoE within the organisation is paramount to its effectiveness. The CCoE should avoid adopting practices that label IT departments as ‘the department of NO’ and resist falling into ‘ad hoc-ism’ driven by the urgent need to maintain daily operations. The CLT and CCoE must act as role models for the rest of the organisation. 

Apart from leadership and competences, execution power is needed. In an already transformed organisation the fundamental structure to adapt to changes is there. Autonomous and motivated teams can and will execute the required changes. But in a organisation that does not have sufficient change capacity or appetite a change organisation must be shaped. Options are e.g. setting up a program or go bi-modal. Neither alternative is desirable as a long term solution but as a temporary means to achieve the optimal situation, it maybe your best bet.

Activities checklist

Initial:

  • Drafting Blueprint CCoE / CLT  (tasks, roles,etc)
  • Setting up and starting the CCoE
  • Assuring CCoE Mandate and Authority
  • Aligning CCoE tasks with tasks surrounding teams
  • Defining/implementing a consistent Way of Working
  • Agree on the change organisation to execute the strategy

Recurring:

  • Reviewing, improving and documenting the WoW of the CCoE
  • Re-assessing CCoE setup and positioning
  • Evaluating required staffing of CCoE
  • Evaluating the composition of the CLT
  • Re-assessing the need to establish other centres of expertise, such as an agile centre of expertise
  • Re-assessing the effectiveness of the transformation structure

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