Technologyâs only the enabler, it's how we use it that makes the real difference. Iâm riding that wave of change. Letâs challenging long-standing ideas and assumptions of âbusiness as usualâ. Letâs convert from a proactive to reactive model, value the customerâs needs and requirements. Create that all elusive innovative environment that every business craves. For business success in this new globally connected world requires new, sometimes radical, leadership techniques and the smart use of todayâs collaborative and reactive technology. This friend is what I do.
If cloud computing does not take into account enterprise architecture (EA) it will result in a sprawl of internally and externally procured, often replicated and under utilised services. For enterprises that realise and seek to gain max ROI from their cloud investments it will prove to be the differentiator through innovation and agility.
TOGAF is a strategic holistic approach in development as seen from EA. Services include innovation, research, strategy, standards, management, test and dev.
 ACME and Co., annual revenue $3.2b with an I.T spend in the region of 4% ($126.5m). CIOs strategy on cloud (IaaS), reduction of 30% on annual spend. NET reduction to the tune of $37m (1.778%). Good, but not strategic..
 View cloud as a services to enhanced customer experience, streamline procurement, supply chain and logistics optimisation......
Many enterprises are still finding it difficult because they don't have an 'Enterprise Cloud Strategy'.
Many enterprises are moving into 'The Cloud' without clear direction on the wider opportunities. In most cases articulated and implemented in a stand-alone fashion, business leaders and technology departments taking on the mantle of 'visionaries'. Leading to a punishing situation where unnecessary risk is introduced through lack of governance. ROI (direct and indirect) is less than favourable, conveying disappointing returns of expectancy and tarnishing the potential 'Cloud' has to offer.
If the enterprise does not have a Cloud Computing Strategy then it is best to hire an external "Cloud Computing Strategist' who can help you put one together. A good strategy will make sure you have a cost effective and safe boat for your cloud journey.Â
Once you choose the Cloud Computing Strategist, share you business strategy and also your expectations from Cloud Computing. You must make sure the Cloud Strategist works with your business leaders in choosing the right solutions which will work for your business; you need to make sure the strategist also includes the methodology and project plan for your business to leverage the cloud including the migration and deployment of new applications. Finally the strategist must also help your team choose the right vendor for your business and must be capable of working with your legal team in sewing the agreements with the cloud vendor to mitigate Risk.Â
Be assured that if you adopt vendor independent Strategist, your boat into the Cloud will be reliable and economical.
All the best for your journey into the world of Cloud Computing.Â
Conversation needs to be, 'How to utilise a service like this to differentiate though innovation, factoring in the entire value chain (suppliers, partners, customers...)'. Technology, like cloud, demands primary value chain positioning as well as secondary. If not, its old guard thinking. Primary is simply the only way to drive enterprise differentiation through job process re-engineering and innovation resulting in new revenue models. Think 'The Connected Information Age' not round hole square peg (patching of outdated industrial models). Secondary only promotes back office cost reduction and standardisation, its not revenue generating glory. While I appreciate this is a good injection point, it falls very short of gaining a sustained and max ROI on Cloud investments.
[Solider thanks hospital for allowing him to view baby's birth]
For the enterprises who wish to explore and win with a well oiled cloud strategy, a need for balanced use and understanding of cloud services is a must. To have a framework and understanding in place, easily understood by all as to how and why cloud should be considered, from the boardroom all the way down to the shop floor⊠So when the corporate mandate/ business need is released, cloud will be evaluated on its strategic (business) as well as tactical (I.T) merits.
Cloud needs to be realised by all, not just as a platform for the tech community to decide.
Cloud Computing is just the enabler, its how we you use it that makes the real difference.
Cloud Strategy >> "To have a framework which is reusable and positions the enterprise to make sound choices. If the strategy is too tactical (implementation focused) you run the risk of adopting solutions that temporarily add value with a rate of diminished returns faster than you are able to offset. If the approach is too strategic, it runs the risk of a strategy that is too high level, one that is difficult to relate and might not get executed as you intended or becomes shelved.".....
To Innovate is to Differentiate. To Differentiate is to Compete.
Part of your Cloud Adoption thinking should be âInnovationâ, a key stalwart of differentiation. Countless âCloud Expertsâ, from all walks of life talk about it, but few give time to articulate how.Â
Firstly the definition of âInnovationâ, all hail Wiki.
â.. the development of new values through solutions that meet new requirements, inarticulate needs, or old customer and market needs in value adding new waysâŠâŠ accomplished through more effective products, processes, services, technologies, or ideas that are readily available to markets, governments, and society.â
I assume that we all grasp the agility factor of âCloud Computingâ. A capability to acquire and allow rapid positioning of I.T services in a very prompt time to market. Industry greeted as âInnovationâ due to rapid provisioning.
"Innovate on innovation."
Another âInnovationâ golden nugget, âBusiness Process Optimizationâ. Take whatâs current and endeavour to make thinner in process and expense. Assume that whatâs current is the only valid way to do it! BPO is limited in its ability to advance any process beyond the framework in which it was conceived, fact!
Think different chaps. Pull the process apart reexamine assumptions and what itâs truly aiming to accomplish.Â
Itâs a humble process with extraordinary impact!
First, distill the task of which the customer wants done into a sequence of process steps.
Second, study the main disadvantages of the products and services customers presently consume.
Third, pinpoint the metrics tangled in the process sequences and steps. This forms a base of the simple âjobâ
And each âjobâ have the exact same steps
First, what is necessary for the customer define up front in order to proceed with the âjobâ?
Second, what inputs must the customers pinpoint to do the âjobâ?
Third, how must the customer prepare the inputs and environment to do the âjobâ?
Fourth, post prep, what is necessary for the customer to verify before proceeding with the âjobâ confirming its performed well?
Fifth, what does the customers need to do to perform the âjobâ well?
Sixth, what is necessary for the customer to monitor to ensure that the âjobâ is completed well?
Seventh, what may the customer require to amend for the âjobâ for it to be finished?
Eighth, what does the customer need to do to finish the âjobâ?
Once gathered, an enterprise can generate abundant worth in plentiful ways.Â
-- Improving the effectiveness of specific âjobâ stepsÂ
-- Eliminating the necessity for inputs and outputs
-- Eradicating complete steps from the concern of the customer
-- Re-Sequencing of steps
-- Authorising steps to be executed in new geographies and timezones
âTo innovate is to differentiate. To differentiate is to compete.â
Advice for any business looking to appreciate the values of Cloud Computing? Successful Cloud strategies are journeys that evolve WITH the business. Asses the needs before jumping in.......
Why is it that countless vendors, service providers and âcloudâ consultancies chase merely the tactical beliefs of cloud computing? Why do these establishments circumvent, or wholly disregard, the necessity to shape a holistic strategy to solve business and IT troubles?
Itâs a fact that most of these institutes are entirely sales oriented, flouting the need for a long-term strategic customer emphasis. Itâs all about âhow can I sell the most by quarter endâ. This attitude will work short term, but itâs a self-imploding and unsustainable model!
The cloud ecosphere is extremely aggressive as of 2013; every enterprise has a âcloudâ budget thatâs up for grabs. The vultures congregate praying on the defenceless!
Every vendor, every service provider and every âcloudâ consultancy is endeavoring to position before the punter either gets clever, or theyâre able to suck the life out of a budget while cloudâs such a hot buzzword! Some donât even get how enterprise IT works and lack the necessary skills to converse in strategic terms how cloud computing will effect the changing face of business.
Without a well-adjusted view of how cloud can tactically and strategically change the face of old and tired business models itâs never going to be revolutionary. Cloud will simply become datacenter 2.0!
Also missed on many occasions is the fact that the true value of (private) cloud computing comes from the ability to support business agility, which is actually more of a business benefit than operational cost reductions.
The mainstream of technology pros are still well and truly wedged in the past relative to the strategic behaviors of cloud computing. All but a few are embracing cloud as âjust another technologyâ, leaving choices on what way to implement, own and administer to engineers. To get the maximum business value from your cloud investments enterprises need to appreciate that it is NOT a technical judgment but itâs a strategic one.Â
However, donât get me wrong. Itâs necessary for technical people to be involved. But letâs be crystal clear, any enterprise strategy will collapse before first execution if it doesnât embrace beyond I.T departments.
What are the expected returns gained by aligning enterprise 'must have' with that of IT? The business 'most wanted' be fulfilled, right? In reality there's an distinct absence of triumph due to both parties modest understanding towards each others need and execution.
Enhanced ROI
Simple, transparent payment models
Flexible, demand driven
Rapid and innovative delivery of products and services
Add to this the often missing advantage of a converged strategy, AGILE ENTERPRISE.
As strategic and operating value chains become more volatile due to upsurges in customer requests, global competition and rapid technology progress the ability to sense relevancy in change and respond appropriately becomes an important factor of company success.Â
How well can the enterprise adapt to change?
How well can the enterprise ensure business as usual in the face of ever changing, fast moving events?
