Monday, 24th February 2020
"Cloud is very different from procuring a traditional IT product. So, rather than follow a traditional selection and procurement process, you’ll have to rethink the way your IT works.
Because [traditional scoring method for purchasing decision] doesn’t work well for clouds, alignment of vision the direction in which your organization wants to transform and the provider’s underlying product strategy is a better approach. For that, you need to know why you’re going to the cloud and that buying a faster car doesn’t make you a better driver.
When looking at cloud as a platform, though, you need to look at the whole and not just the pieces, optimizing globally as opposed to locally for each component."
Procuring an IT product is traditionally done by matching the product’s capabilities against the organization’s needs. The underlying assumption being that the product that matches our organization’s way of working most closely will provide the most value to our business.
In the case of cloud, though, you’re not looking to replace an existing component that serves a specific organizational need. Rather the opposite, you’re looking for a product that enables your organization to work in a fundamentally different way (that’s what we call “transformation”). So, you’ll end up adjusting your organization’s operating model to the platform you’re buying.
Hence, you should see which target model underlying each cloud platform you find most appropriate for your organization and work backwards from there.
When enterprise see terms like server and storage, they instantly think: “infrastructure” and “operations”. Therefore, when looking for a “home” for their cloud migration project, they most likely assign it to their infrastructure and operations team. In many cases this has turned out to be the first major mistake the enterprise has made during its cloud journey."
Gregor Hohpe, An Architect Elevator Guide to Successful Cloud Migration“A corporate venture, struggling to search for a new, repeatable and scalable business model, must wage that struggle on two fronts, not just one. The external startup has to work long hours, and make many pivots, to identify the product-market fit, validate the MVP, and articulate a winning business model that can then be repeated and scaled.
The internal venture must do all this, and more!
The internal venture must fight on a second front at the same time > within the corporation. That second fight must obtain the permissions, protection, resources, etc. needed to launch the venture initiative, and then must work to retain that support over time as conflicts arise (which they will).” Steve Blank
More info"Nothing we do is more important than developing people. At the end of the day you bet on people, not strategies." Larry Bossidy, Execution: The Discipline of Getting Things Done