To make a compelling and trustworthy case for your cloud strategy:
- Maintain a strategic lens and altitude, avoiding overly tactical considerations
- Keep it as short as possible without sacrificing your message
- Communicate the key points of each phase of the cloud strategy as a story (see slide – “Telling a Compelling Story”
- Consider and cater to the key interests of the target audience
- Communicate the technical intricacies associated with your strategy, unless specific
- Position public cloud technologies as a “panacea”
- Treat this as a presentation or teaching performance, rather than an opportunity to communicate openly about the potential value of cloud adoption and your plan for capturing that value
Tell a story referring to each section of this communication deck:
Cloud Basics: Cloud computing delivers a host of difficult characteristics to provide using the traditional, on-premise infrastructure. There are three different cloud computing models – SaaS, PaaS & IaaS. This deck will focus on IaaS and PaaS because they cannot be efficiently utilized without IT support.
Cloud Value Drivers: Four primary business value drivers motivate cloud adoption – speed, elasticity, innovation, and cost-efficiency. IT must collaborate with business partners to determine business needs and expectations to prioritize investments in cloud capabilities optimally.
Cloud Economics: Elastic, pay-as-you-go cloud services present an opportunity to cut costs by avoiding asset overprovisioning and underutilization typical of traditional, fixed capacity planning. Capturing this opportunity requires an initial investment to prepare to deliver cloud services and a transition from CapEx to OpEx.
Cloud Adoption Timeline: Timing – when and at what rate – is key to cost-efficiently migrating capacity to the cloud. Cloud adoption timelines must convey the level of effort and requirements involved to show stakeholders that the cloud cannot just be “turned on.”
Managing Cloud Risks: Public cloud presents flaws and new challenges that can add to the risk of cloud adoption. The enterprise must reach consensus on what are non-negotiable risks and what are acceptable risks – risks that can be managed and mitigated.
Talent required for the Cloud: A focus on developing generalist teams that are technically versatile, collaborative and open to innovation will guide workforce changes needed to operate on the cloud. Specific cloud relevant skills will be built internally when possible and sourced externally when needed.
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Tailor communication for different audiences
Consider what it is about cloud computing that interests the following stakeholders when preparing to talk about cloud computing and your cloud strategy with them:
- CFO- Key interest: Having visibility into the cost and balance sheet impact of cloud adoption.
- CPO- Key interest: Impact of cloud services on IT sourcing and vendor management strategies.
- CIO- Key interest: Enabling strategic value with new and efficient cloud services.
- CEO- Key interest: Potential for speed and support for digital initiatives.
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