Since European companies are trying to realize the full value of their cloud investments, we must recognize as the head of technology that the successful digital transformation is based on three basic pillars: people, processes and tools.
While this industry emphasizes the approaches of “people-sig” for developing technologies, such as AI, we need to use the same principle to migrate the cloud and at the same time ensure that the teams are equipped with the right tools to maximize their potential.
Deloitte recent research shows that while 74% of British leaders consider digital transformation essential, the organization is trying to realize its full value and, despite 95% of European societies, show that they capture a certain value of cloud computing, most of its benefits remain isolated and affected. In fact, 82% of the confirmation of their cloud impact is limited or only partially realized.
The human element plays a crucial role here, given the greatest obstacle to migration, people who often have many emotional investments in their current instruments. The aim was to focus on technical implementation rather than integrate people, processes and tools. Only one third of European companies monitor the absence of their cloud investments and lack of fundamental information on how technology seizes their workforce.
Human cost of technological ST is approaching
The consequences of an overview of the human element are meaningful. According to McKinsey research, European companies are five times more often than their American counterparts to follow the cloud migration led by IT and focus primary on “lifting and moving” workload to transform as people work.
This approach could explain why many organizations see limited revenues from their investment. Migration creates a good opportunity to review methods and processes, while teams have tools they need for effective work. Both human impact and technological, even the most technically most sound migration cannot bring the desired results.
Building a strategy of migration of people
If you want to bridge a gap between technological investment and reilation of values, you need to:
- Invest in the development of workforce
The basis of a successful transformation of the cloud is the strategic development of workforce. Research shows that leading organizations maintain a careful balance of 60% of technical and 40% of operating roles in digital team building, usually add 25 new digital roles per 1,000 workers. It is not just about hiring new talents – it is about creating an understanding of access to the development of skills, which included technical training, soft skills development and clear career paths.
Organizations must identify skill gaps in time, implement mentoring programs, and build strong relationships with educational partners to ensure continuous talents that can control and maintain transformation.
- Create an inclusive transformation strategy
Successful cloud migration requires true organizational buy-in that Goyond Technical Implementation. The organization must actively hire the parties involved at all levels, understand current workflows and pain points, while identifying informal leaders who may change.
Regular communication on the progress of migration in combination with clear feedback helps to actively solve. The key is to recognize that employed will probably have some investments in existing tools and processes. By providing clear time axes, support structures and opportunities for employees, the processing process may affect the potential resistance into an active commitment.
- Measure success beyond the technical metrics
The actual value of the cloud transformation extends far beyond the technical metrics and cost savings. It is necessary to monitor organizations used levels of satisfaction and obligations along with traditional technical key performance indicators (KPI). This included monitoring adoption rats of new tools, time saved through improved process and skills development. Measures of impact on business impact should be content with the customer, improving the process of efficiency and innovation metrics.
Indicators of long -term value, such as the level of maintaining employees, internal mobility and team productivity, provide a more complete image of the success of the transformation. This comprehensive approach to measurement is ensured by the organization captures both the immediate benefits and the long -term value of their cloud investments.
- Build a strong partnership
Effective cloud transformation requires a partnership that exceeds traditional relationships with suppliers. Organizations should choose partners on the basis of cultural adaptation, change management and their ability to effectively transmit knowledge. These partnerships need clear KPI management and sharing structures that include people’s development together with a technical goal. Success stories such as 70% HP productivity, and 50% improvement Siemens efficiency show how strong partnership can speed up transformation and build permanent organizational skills.
We look forward to seeing ahead
The potential value of the correct cloud migration migration is meaningful – up to $ 3 trillion for global 2000 companies that successfully exceed the basic adoption of the cloud. However, capturing this value requires a major shift in access. Since the organization continues their cloud trips, the report is clear: success depends on the integration of people, processes and tools. Cloud migration is not just about moving the workload, it is about creating an environment where all three elements cooperate on the leadership of meaningful transformation.
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