BTOES Insights Official
April 26, 2021

IT Infrastructure & Cloud Strategies Live - SPEAKER SPOTLIGHT: Are you prepared for the Cloud Transition and what it means for your business?

Courtesy of Biogen's Neelesh Ajmani, below is a transcript of his speaking session on 'Are you prepared for the Cloud Transition and what it means for your business?' to Build a Thriving Enterprise that took place at IT Infrastructure & Cloud Strategies Live.



Session Information:

Are you prepared for the Cloud Transition and what it means for your business?

Session Transcript:

Is our next guest. We have with us the Lash money, who is the Lead Enterprise Architect, just senior data scientist, across multiple industries and organizations in his career. He has over 25 years of experience helping Fortune 500 company solve their business problems with state-of-the-art technical solutions. He has expertise in helping build strategy, enterprise architecture, planning, and setting up operational practices with a focus on producing real business outcomes.

He's an author, an avid speaker on the topics of digital transformation, enterprise data management, and secured business operations. It's a real great pleasure to have you with us sharing your expertise with our global audience today.

Hello, everyone. Thank you, Jose.

Hello, everyone. I am ready to start. Again. This is ...

money, and my focus today is on cloud transformation. And are you ready?

I just want to focus on this.

based on my experience working with multiple clients at an advisory level, and as well as, saying, it's execution going on in the companies, and found the gaps.

I just want to highlight, basically, are you ready or not for cloud transformation?

And bear with me. I have a lot of information to share.

And we'll be happy to answer any questions after that.

So, my agenda would be generally, what type of drivers will focus from cloud transformation perspective, and what are the various visions that tie to cloud transformation?

Then, I will go into details of whether from business perspective, what are we ready for this transformation, understanding its impact, and assessing about our readiness. Then, I will conclude it.

Screenshot - 2021-04-26T151216.674So, general drivers that I have seen for cloud transformation.

Is our industry moving to the cloud? Yeah. We should also do so.

You might have experienced this, but I have experienced this a lot.

And infrastructure provisioning takes longer time. Let us move it to the cloud.

Our IT budgets are squeezing need to cut IT costs, so cloud transformation or moving to cloud would help.

Functional teams have started using external vendors that provide cloud services.

This is always happening with the help of shadow IT, and we need to see how it has impacts.

And IT wants to gain agility.

Our IT want to transform their model from traditional to IT as a service which covers all I asked SAS, BS, and any other kind of a service that they want to offer.

And there could be other drivers. I am just picking up some general.

And the vision I have seen, we need innovation up.

Cloud transformation may help in doing this.

We need digital transformation, which we all know it's not a new thing.

First of all, a transformation of digitizing is going on far.

For the eighties, I would say, as we are trying to find new technology solutions.

And still, cloud is tied to the digital transformation.

And IT has a vision to become one stop shop.

So that business, all business needs, can be met with their help, and they think cloud transformation will achieve that.

So these are some of the general visions.

And now, I want to focus on building the strategy for cloud transformation.

And I will focus on all these five pillars, process, people, technology, data, and culture.

And want to do this assessment with all of you at a high level and want to see whether we are ready or not.

I will focus on all the drivers that I hope that I have mentioned. And I will go through all people, process technology, data, and culture related impacts, and readiness assessment.

So starting with people, our first driver was, our industry is moving to cloud. We should also do so.

And moving to cloud impacts all internal and external people.

Their behavior, their way of getting the software services, or their way of dealing with other groups, all changes, and it has impacts both IT and business.

And it requires a significant mindset change for all people to embrace this change holistically, And I will explain that in more details, and need adjustments, and business, and IT architectures when you go through this, cloud transformation, and these architectures impact people directly.

Our next driver was infrastructure. Provisioning takes longer time, move it to the Cloud.

It will impact all internal people who are in scope of using infrastructure as a service.

It will impact ...

transforming it to ..., that would limit scalability, so it needs to be assessed.

All people will manage this because it impacts their thought process, and also, it impacts their freedom to some degree.

Requires mindset change for all impacted consumers of IES, as, when you offer anything as a service.

It's, in our shared mode, it is not like a functional team, Is spending money, and asking for some service from MIT. That is only for their group. So, it impacts the consumer behaviors.

Continuing IT budgets are squeezing need to cut IT costs.

Well, can Cloud Transform reduce IT cost?

Again, it is our perception, but I do not think it has been style proven that it is reducing IT cost.

And do you know your current CEO for every business and IT systems?

This is the starting point to determine whether IT costs can be cut or not. And this is very difficult to find out because the data is scattered everywhere.

And can you find PCR in cloud environment for every system?

And, keep in mind, I'm talking about total cost of ownership, not converting, just CapEx to OpEx, and start with it, but total cost of ownership.

Btog CTAFunctional teams have started using external vendor, provided cloud services, as Well, It's impact IT leadership and management, because it's kind of You are going outside your home to get services, and what is happening inside of why the needs cannot be met inside.

And, such a model being short-term success.

It does not provide you value outcomes, that you can gain in a sustainable, sustainable manner.

And, in addition to that, it increases confusion, and gradually would create chaos, increasing our alt ACO, because this behavior, if it encourages, then it's like no controls, and no business, or technology governance, and every functional, small teams can go their own way.

Gain IT agility.

It is a significant change for our workforce to manage and adopt, because when you talk about agility, it is complete.

Mindset change for people.

Require commitment from an entire enterprise, because it is not like IT. agility can occur just by sitting within IT. It has an impact to all the business functions, and that's why it requires commitment.


It will have a change impact on all workforce behavioral expectations, the cost, when you talk about going from the current mode to Agile, it changes there.

Here we are.

And it has also impacts on their expectations, because you are asking not only to deliver services and an impact, right, But you also want getting the requirements in an agile form.

Transform IT model from traditional to ideas or surveys, need to train people to understand all that involved in transforming.

Because, it's like a new concept for most of the people. What does that mean?

You need to train them properly and need to train business users to provide the requirements in terms of services.

So, far, business user is just giving the requirements, They do not have better visibility, that, if we will transition from a functional system, building to these services.

What form they have to give the requirements, can they just consider within their boundaries or they have to think outside it?

Need to train functional organizations to start thinking cross functionally.

This is important because now the services that are being created by IIT, those will be shareable and those would be also used by other functions.

So, you have to think your requirements also, in terms of how my inputs will be impacting the outputs, that others will be considering as an input, and so on.

So overall conclusion from all these diverse perspective, if I looked at people impact and readiness, in summary, I would say, cloud transformation with any drivers that would require significant change management.

And the biggest change is that cloud environment fundamentally requires to create re-usable services as I already iterated.

And business changes.

Business and IT people need to think their requirements and supply in terms of services.

So it's like demand and supply model is changing.

And as the services are usable, these are fundamentally shared cross functionally, and funding model for each function would require changes, because now you are consuming services. So, you may have to pay for them, and you may have to understand that, what kind of funding, I have to provide for the service, That I only uses 10% versus the service I use is 80%. So, it will impact the funding model and people, behavior would be impacted through that.

No more silo functional mindset is feasible for such a successful transformation. So, this is the summary on the people side and continuing. I will focus on now the process, again going through each of the drivers.

So, starting with our industry is moving to cloud, we should also do so.

Well it will impact all the operational processes of IT and business.

You will understand the details in a shot There is a risk of destabilizing the environment. When process change, as we all understand, any process change will have temporarily impact. And, if we are, impacting all the processes, it can have accumulated big impact.

So, we need to be careful about assessing this risk before we are ready to take this step, Need new policies, in support of processes to achieve successful transformation.

Because you cannot have process changes without having new policies, It's all driven by policies, Otherwise, without governance, it would be difficult to create sustainable processes, which can be scaled as well.

Continuing infrastructure, provisioning takes longer type. Let us move to the cloud.

How does this impact your processes?

Again, it will impact infrastructure provisioning, and de provisioning processes in school, because, until now, you are getting the hardware, all the associated software for a function and your provisioning to them. But now you are dealing with the service model. So you have to provision those services and you have to come up with the processes to provision and depot region, and have a good control on the access of the provisioning.

Need to define network storage, CPU, collaboration, and other infrastructure services as Infrastructure as a Service model, and this is, uh, it seems only in the infrastructure, but it's a big left if you consider all these components.

And need to define, deploy and adopt services that can be consumed by giving the chargeback model, the cost you have to move from IT as a complete expense model. If you are moving to this Shareable Services model.

You may not need the profit based model, but you may, but you would need the cost based model.

Because, then only you can understand, how much each service is required by different teams, and at what time you need to increase the service availability for an individual function or for different functions.

And, that all can only be determined by calculating the consumption, by monitoring the consumption. And, again, from finance perspective, there has to be some balance about funding model.

If you are changing from CapEx to OpEx model, and keep in mind, when we talk about cloud transformation, especially in infrastructure, it would have impact whether you can have public, private, or hybrid cloud, because you cannot offer just one type of cloud for all infrastructure as a service. It depends upon all of your usage of that infrastructure.

Continuing IT budgets are squeezing need to cut IT cost.

This would require you to define your smart goals, so that you have the right objectives to reduce the IT cost.

And that would need to define comparative model, current and future cost model.

And it all depends upon how you can matter how you are managing.

Currently all these costs, what models you are using, and what models you would need in our future, if we are moving towards the cloud transformation, because it would be service, district, will be OPEC's based model, which is altogether different.

And you have to understand the operational needs of future, not only current, so that you can have a total cost of ownership for which you can gage for reducing any IT costs.

14And you need to define the appropriate key performance indicators, measure success and reducing cost And also sustaining those reducing costs, because then only this transformation is going to be success one, continuing functional teams. Now how this has impacted, again, standalone processes difficult to integrate.

Cloud solution would require special processes to manage and be compliant because we are now if you are using, say, Publique or hybrid cloud or even a private cloud, you are have to provide that compliance.

Regulatory requirements in that form and those need to be met in that form. And that would require your process changes.

And also the process changes from the information governance team to measure your compliance.

And that would add to the overall maintenance cost, and it may increase TCU because you are only focusing on one function that is using.

Can gain IT agility, that would require to establish Agile software development life cycle and as well as PMO processes, because agility cannot occur, just by tapping one side of the equation.

It is both demand and supply side, and also delivering from the tight project management practices.

That would also impact business processes to adopt capabilities in an Agile manner.

Because, in, in the Agile manner, you are developing in iterations and also, you are building the capabilities with the agility.

So that you are not focusing on building the complete product, but you are offering capabilities and building them as building blocks.

So, that has a significant impact on processes, and it would also, has an impact to ensure that, are you able to provide the expected value to the business when you are making all this change.

Because any, any change that is occurring, if it is not meeting the business expectations, that change is not successful.

So, you have to measure and build those processes so that we can measure that expectation.

Transforming IT Model, how it impacts processes, let us see, need to define all kind of processes for infrastructure as a service, software as a service, platform as a service, and anything as a service that is provided through IOT.

And, it need to establish demand and supply service catalog, and supporting processes, Because, when you are changing the model, you have to also be able to show that, what kind of service capabilities you have, what services you are offering, what are your service level agreements for those. What could be the estimated cost, part of the service, part of the consumption.

And similarly, from the business side, if you are creating the re-usable services, you need to understand the demand in the terms of services, so that you can understand cross functional demands. And then build the right services, and Publish to look at our logs.

And we'll also need to ensure that you are able to sustain your secure and compliant business operations, That you cannot ignore, because when you are transforming the IT altogether, the security doesn't change. Compliance requirements don't change only the processes to which you are going to maintain, Those will be impacted.

So you have to assess all, Again, the summary for the process level impact and Assessment.

Cloud transformation will have many drivers, and that would require ending almost all of your existing processes.

And, as I mentioned, demand and supply, both are going to be in the form of services, and there will be impact two, mapping these business services with IT services so that you can have a better balance of demand supply processes.

IP finance will have to adjust their processes because now they have to establish chargeback model and also business will be impacted because they have to get their funding arrangement, ended up OPEC's, charge a model versus one-time CapEx, and then leave it to be expensive.

And it would also have an impact to regulatory and compliance requirements, because those processes will be impacted, and as we are discussing, it could be a multi cloud environment and multi cloud environment.

These needs needs to be considered more carefully because of the compliance requirements, as we all know, GDPR ....

Overall, it will have impact to end to end cross functional processes, and that needs to be considered thoroughly for successful transformation.


Now, I will focus on technology, again, going through all those drivers.

Industry is moving to cloud. We should also do so.

So, technology, we'll include all infrastructure, IP applications, and business systems.

Because that's all you can move that direction.

And that will impact all the decision making and operational policies processes, because now, you are not having the traditional way, but you are going through cloud.

Again, this is not a simple move from point A to point B, it is a complete transformation.

Going through the next driver in class structure, provisioning take longer time moving to cloud.

This seems logical because we will reduce the time to provision our infrastructure requirement.

But, again, keep in mind, this is not a simple move from point A to point B, We have already seen the impact to people and processes, and how can we, I enable technology availability in the form of services. So, it has all those impact.

And this transformation require time, cost, quality, ottawa, and value proposition that needs to be considered.

because it is not like you are just having a simple transformation, as I mentioned.

So it is a technology level impact to have all these calculations and monitoring done or be ready to do it so that you have a successful transformation.

And you need to define the scope of our infrastructure that should be provisioned via cloud.

Keep in mind, you may not be ready day one to start transitioning all of your infrastructure to cloud.

I have experienced this.

Then one of my clients offering in a traditional way backend services by developing monolithic softwares on mainframes and they wanted to transition to cloud.

And they asked my help from advisory services when I was at Cisco.

And when we decided to, after building the complete enterprise strategy, can do the proof of concept, Starting with Infrastructure as a service.

Screenshot (4)There was a bacon run, which I told them immediately, to the executive sponsor from an infrastructure that, you cannot just do it for the entire infrastructure, because of GDPR simple needs, and how would you offer a simple one cloud to meet North America and European need?

So that itself was a break, And then we had to reduce the scope to not only North America, but just to within Canada and US at that time, so that we can have one public cloud that can meet Canada and US simple IT services that can be offered to public cloud.

So it is a big, massive change, and you need to define its scope properly when you are trying to transition infrastructure to cloud.

And if we are focusing on reducing IT budgets, your impact to technology, again, you will have to assess all the IT and business systems. Those need to be transformed to cloud. You cannot just think of everything, you will change in one chart. So, it's a journey. And it needs to be strategically defined.

And you need to prepare business case to justify reduction in IT costs. Without that, you cannot move the needle in organizations.

And, again, as I mentioned earlier, you need to focus on the CEO and preparing this kind of op.

Business case require lot of effort, a lot of data collection, lot of assumptions, lot of model building through iterations and refining before you are ready to have this business case to be presented.

Need to validate new cost model holistically, because you have to, at the end and show that, through this business case, your adding business value, and you are not reducing business value, then only The IT cost reduction has any significance, and that's why you need to have a better cost model that can show that.

Continuing with the narrow, focus on a functional team starting, and how it would impact.

Now, this would require complete water assessment, because why IOT was not able to meet that functional need, that needs to be assessed before you think that you can do the cloud transformation, whether IT is ready or not by a functional team went in law.

Outside direction with the help of shadow IT, you need to us, has all those pulled up.

Analyzing all of your strength weaknesses. What are your opportunities and what kind of threats you are facing?

Those all needs to be considered before you are ready to start the journey.

You need to evaluate, what are the alternatives that IT has to meet such needs?

And is, IT is also on Cloud Storage business is going to Cloud, or, IT is Taylor, traditional, our business is going, and how can you need, going forward such business needs?

So that you can satisfy their needs internally with the help of internal IT.

And how to create solution offerings?

Again, you need to gain trust from your functional business teams.

And that can only occur if you can offer the solutions that IT can offer and that business, except Because, trust is always two-way aggression.

It's not one side, So you have to focus on all that, and technology offering has a big impact on gaining that trust.

If you want to gain IT agility, how that technology would be impacted, we need to assess.

Now, what is IT strategy to gain agility?

It is not like we will gain a reality.

Is cloud transformation the only element and the strategy, or there are more element? As we have seen, two gamma agility there will be impact to people, behavior, and also process will be changed. So, what is IT strategy around all, and how does the technology play in that?

Can Cloud transformation alone gain ideas entity, as I already mentioned?

And what all technology components, transformation to Cloud can achieve agility. Do you really need to move everything to cloud?

You can just go firmed up systems which are stand alone, first, move them to Cloud.

So, it's, again, a strategy element and you need to see what technology can be impacted.

What should be impacted? What are your low hanging fruits? What should be your long-term strategy?

And knowing all that, in that part of holistic technology impact assessment, you can decide how you will gain IOT Edge LED.

And if you want to transform the complete IT model, Where do you start?

That itself, is a challenge. Because you want to completely transform the IT model, and you want in the technology area, from where do you start?

And when you talk about cloud as you law, one cloud offering cannot meet all the business needs. You want all IT needs.

So you may have to come up with public, private, hybrid, and also multiple vendor based cloud offerings.

And there would be some combinations of this.

How do you determine, if you want to transform your IT? How do you determine that?

What type of cloud I need, what type of vendors I need to involve, and how do I meet holistic needs?

So, it has a significant impact when you talk about technology transformation.

And, who would be your vendors of choice? Today, you may have different vendors.

But, when you move to Cloud, your vendor list may change.

And who those vendors should be, and why those vendors should be, are they aligned with the business long term strategies? You cannot just transform IT without focusing on business.

So, again, the summary from the technology impact assessment perspective.

You need a well thought, IOT strategy.

And this kind of transformation, it impacts all, as we have seen, and it is not just the impact on people processed, but it also impact business functions only from MIT.

But those which are purely business oriented, they get impacted. Because at the end, they are the consumers of your services.

And more you embrace these kind of transformations, you are going more cyber.

That means you need to have capacity, our strategy, and our plan to embrace those kind of cybersecurity challenges to manage them.

And when you talk about modernization in digital transformation through Cloud transformation, again, you need to consider an entire global system, because it's not internal services.

You have to offer the same services to your partners, to your vendors, and as well as to customer users. So, you need to consider the entire global ecosystem.

To handle that kind of strategy properly, you need to focus on everything, why, who run, how, and also what is required.

Because that is important when you are going into this kind of ideal, our transformation.

And acknowledging impacts are not going to be productive without considering relevant business transformation.

So, cloud transformation, again, I am repeating. It is not just going to be IT level, it will impact your business, and it would require business level transformation.

Continuing how data plays the role against each of these drivers.

Screenshot - 2021-04-26T151216.674Now, when our industry is moving, and we should also move, we need to think of all impacts to data before falling such trend.

Because, currently, all the data is within your data center, The moment to talk about cloud, you may have to think of what data you can be in public cloud, what data you need in private cloud, and so on.

And you also need to compile, think of all of your regulatory and compliance requirements, because how would you meet them in the Cloud environment?

You need to be cognizant about it before you embrace this wave, because it's not simple change, as I mentioned.

And you cannot just make that decision thinking.

Either business independently, RIT, independently, because, when industry is moving, it could be a business focus, let's move to cloud, or it could be IT.

Push our is making this kind of, our decision, or too ready to embrace the wave.

They have to holistically consider all the regulatory and compliance needs, because those are important to sustain your business.

And you need to identify all data domains that could be impacted because data is in multiple domains.

And same domain may be named differently by different functions.

You really need to build the directory of all those domains.

And you need to have a complete understanding of each domain impact before you can start this journey by just thinking industry is moving.

And we should also move Google Cloud.

And if you just focus on infrastructure provisioning, to save time?

As we all know, data requires storage.

And if we are moving to Cloud, you will be moving the storage to Cloud.

And if this Cloud storage is not internal, you have to really understand the total cost of ownership of that storage and not just the initiation cost to transform to cloud.

And, we also need to think of, as I mentioned, what data can be moved to cloud.

As I have given the use case already, it was difficult. So, we decided for that customer that we will only do US.

And North America move to cloud and who can answer proportions And how to integrate what data that is not in cloud. How do you decide on that?

And, continuing IT budgets, data does not.

Always reduce cost. You have to understand that, is it the total cost of ownership that is getting reduced or not.

Then only you can reduce IT cost, and data access is simplified or complicated. Because once data is outside your boundary, how easily you can access it.

When the system is running, it is easy to access, but once the system is obsolete a D of the pink in that form also, then how would you get your data back.

What are its impact to your overall IT cost, because data moving and acquiring back data? What technology, what processes you need, what systems you need.

You will have to consider all that cost when you are thinking about using this as a driver to reduce your calls.

And you have to consider all the compliance impacts.

That could be more significant when you are embracing cloud and moving data to cloud, continuing functional teams.

Same is the data that is created in the Cloud, easy to extract. The cross functional team might not have thought about all that. They might have just decided it's an easy fix to our problem. And let us start creating, did our there, and can the data be integrated easily with other systems?

Is this system data useful for long term?

Is this approach be winning for creating sustainable business value?

So, all this needs to be considered when new, even the functional team tries to move anything to cloud.

Continuing for gaining ID agility.

What role data plays in that even ID as a lady?

Because, as I mentioned earlier, the data flow needs to be fully understood.

Then, only you can understand whether you can achieve IOT agility to provide the data, because the business, for analytic purposes, part of our operational purposes, and for their strategic business decisions, decision making.

And then only you can decide IT agility and data in cloud.

What all additional controls you would need to ensure that the data is till compliant, and also secure, and easily accessible, And is integrating data in multiple cloud systems with multiple vendors, does it really achieve agility?

Based on my experiences, it is adding more hindrances, because we do not have solutions everywhere to extract. We have only built solutions to put data into cloud, not extract easily.

And, transforming IT models from, altogether, data is important, for decision making, Panda analytics, IT is just custodian of data. So you have to engage business when you want to do this kind of transformation.

And, again, you need to really understand that how you will achieve all the desired benefits by scattering that data.

And you need to consider holistic impact to data flows. The security of the data, it's access it integration, extra attention.

Altogether entire data life cycle.

Land only, you can consider from data perspective, whether you are ready to go through this kind of a transformation or not, And this is just a summary, I know. I need some more time, so I am not going to repeat the summary. I will continue.

14And culture is important.

Again, from all the drivers perspective, yes.

If we want to move to cloud, but culture needs to be supportive, Would it be we really need to assess back, is it IT or business driven, or both business and IT?

So we nearly need to see holistically and need to investigate industry, success, failures, and lesson learned.

If you are just trying to move based on this trend, you cannot just take this decision without understanding the industry's trends.

And if you want to consider just war infrastructure, it will impact infrastructure organization, for sure.

Again, how do we empower sharing infrastructure to multiple functions to achieve these benefits? It is, again, changing behavior, changing processes, and that has a direct impact on the culture.

Is your business ready for the culture change to support achieving the desired benefits?

You really need to assess it, continuing of the IT budgets ARR required to be squeezed.

As your culture have an appetite for such multi-year transformation, keep in mind, reducing IT costs is not, again, going from Point A To Point B, it's a journey in itself. And, you need to make sure that a culture can adopt that and is ready to take that journey.

And, to really assess, you need to weigh in with all ....

It's not only CIO Day season, It has impactful, all the ..., and rather, they are ready to absorb this cultural change.

And, similarly, is your CEO and board ready for the associated cultural transformation, then only you can go through this kind of a change.

You may have a pressure, IT may have a pressure to make this change, but it still needs to be holistically reviewed from the cultural impact to all the organizations.

And if you look into a narrow focus for the functional teams, it is a culture shift, which is in a positive way, Because business is ready.

So it will help you in the long run, and you need to investigate success and lessons learned by this functional team, Because, that way, you can prepare cultural change impact, and make it easy for any other audience to go through this change.

Is your enterprise ready for this culture change?

Functional team has started, but can this scale, should we encourage the actual we stop this kind of a behavior?

And, again, for gaining IT agility, is IT culture ready for this transformation, and so on, Can, transforming, agriculture alone would bring IT agility?

And how to create proof of concept, that, this is covering culture change, for achieving IT agility.

You have to start in a small area, see whether that culture can adopt, and how you can emulate from that perspective, the entire organization culture impact.

Similarly, in this IT, as a service model, you are changing the demand and supply model, and it's a heavy change for all the organizations and who need CEO and board support to develop holistic strategy for making this kind of a change.

And also need to keep in mind that this is a journey and it will take years malka ears, and you have to adjust the culture along the way.

And I'm going to the my final summary slide.

Again, here I want to focus both from information, technology, readiness, and business readiness.

And I've just simplified in four quadrants.

If we see more information, technology is not ready and business is not ready, obviously, you'll need to consider all pinners holistically, and it's a big change.

If IT is ready, but business is not ready.

You need to prove to business that you are ready to start. And you need to involve CEOs and CFOs before you are ready to go through this kind of a journey.

And if business is pushing, they are ready. And IT is not ready yet.

Trailer sweet spot, because changing business is not easy, just by IIT, you really need to prove it, and a business exposure, and then you are in our sweet spot, and you need to focus on IOT readiness with all business support.

And if they both are ready, it's a great opportunity.

Still, you would require a full holistic strategy to successfully execute entire journey.

So thank you again. I know I took little extra time.

Thank you again for your patience, and I'm ready for any question and answer, and back to you, Jose.

Thank you on the leash, we have we have just about one minute here left. So, I want to wrap up with 1, 1. Kinda quick question based on the commentary that I saw during your presentation.

Looks like, what you have there lends itself very nicely for some sort of scorecard, if you will, for an assessment of your readiness for cloud transformation, that scorecard would have dimensions around people, process, gouache.

Or, as you mention, I'm curious if you, if you're looking at that scorecard, when you look at each one of these components, every one of them is important, but, how would you rank the importance of this components for successful cloud transformation?

Even if we keep it at a high level, like, the cloud, people in process level, I'm sorry, culture, people in process level.

Yeah, so culture is the top of my list.

You need to ensure, culturally, is your organization ready to go through this transformation?

And, if culture is supportive, that means you have a top-down support.

Culture support does not start bottom-up at all, They start top down, and if you have that kind of support, then you can go through this kind of change by impacting people, or process is already one technology.

Screenshot (4)And once you, let's say you're addressing those cultural items.

What comes just below that?



Yeah, very good.

I like that answer, because it's non trivial, because I think a lot of people will jump into people, and the I like it. So tell me a little bit about about the importance of data.


We all understand how critical data is for any organization in today's world.

And we are adding more data exponentially, because data is helping making strategic and operational decisions, gaining competitive advantage, and if you do not have a good handle on your data, if you cannot manage data probus transformation, then how would you support pragmatically or tactically your business from both bottom line or top line growth perspective?


Lesch, again, thank you for providing a masterclass on comprehensive review of the components of successful Cloud transformations. I think that for our audience, that not only watch this live, for those who are going to review your presentation, they're gonna, they're gonna appreciate the depth of the, of the components that you have share with them, and thank you so much again for sharing their wisdom and expertise with us today.

Thank everyone.

Ladies and Gentlemen, that wasn't alicia's Money, cross industry leader for IT infrastructure, and Cloud Strategist. Working on some of the greatest organizations around the world, as a Consultant, advisor. But, also as a leader in several of them in the Indian, in the nearly three decades of leadership experience in this area. We're gonna wrap up the session right now, and we're gonna come back up at the top of the hour, with a presentation from K, and L gates on economic incentives. We're going to focus a bit on the economic incentives, and if the infrastructure build up, if you're moving facilities, you're building a data center. If you are building infrastructure for IT and cloud, why, What does? What, what are the benefits look like? What are the incentives that we have today?

What are some strategies that may be helpful to you, and your organization on doing that across continents within the United States and around the world? So I'll see you all back up at the top of the hour with the presentation from K and L Gates. Thank you.


About the Author

9462-1Neelesh Ajmani,
Lead Enterprise Architect, Sr. Data Scientist – Consultant,

I am a well-seasoned and highly accomplished professional with a sizeable tenure. I have spent my experience accumulating knowledge and achieving set goals through delivering my best at every step of the way to provide optimal results. I firmly believe in establishing and maintaining the key partnerships and relationships that prove productive and allow for better performance.


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