The document discusses cloud adoption maturity stages from reactive development to business value. It presents Enfo's cloud assessment model and provides recommendations for organizations to achieve the next level of cloud maturity. This includes developing cloud governance, transforming organizational structure and IT operations, and prioritizing architecture and partner management to drive business scalability through cloud.

2. An Unexpected Journey
…to the Cloud
CIO 2018, 26.4.2018
Pete Nieminen

3. 1. PRESENTATION
2. SURVEY
3. RESULTS
4. REPORT

4. ENFO CLOUD ASSESSMENT
CLOUD ADOPTION
CLOUDMATURITY
BUSINESS VALUE
BUSINESS INNOVATIONREACTIVE DEVELOPMENT
OPERATIONL EXCELLENCE
STAGE 0
STAGE 1
STAGE 2
EXPER
IEN
C
E
/
O
PTIM
IZATIO
N
PAR
AD
IG
M
SH
IFT
IN
N
O
VATIO
N
Enfo, 2018
REACTIVE DEVELOPMENT
IT uses public cloud to answer business requirements. Most
business support and IT processes are based on manual execution.
On-demand skills and partnerships.
OPERATIONAL EXCELLENCE
Advanced understanding and automated usage of IaaS services.
Fine tuned ITSM and agile public cloud design with trusted partners.
IT centric service culture. Cloud and control established.
BUSINESS INNOVATION
Business and IT work tightly together to create more agile and
scalable solutions in the public cloud. IT skills or/and partners are
not quite mature enough for automated execution.
BUSINESS VALUE
Business model and processes aligned with extensive public cloud
experience. IT is seen as an investment and it scales with the
business. Advanced service automation, agile processes and multi-
cloud management with skilled partners.

5. BY 2021, HA LF OF THE ENTER PR ISES USING CLOUD
TODAY WILL A DOPT A LL-IN CLOUD STR ATEGY

6. THE REALITY OF
PUBLIC CLOUD
2011
Jim Kaskade

8. OVER OF
WOR K LOA DS
WILL STILL BE
HOSTED ON
PR IVATE
CLOUD IN
2020
60%

9. WHY THE CHALLENGES?
..AND WHAT IS THE DIGITAL SUPER THROUGH?
• Enterprises seek only better initial value
• Same solutions for same problems, but no room for innovation
• Services will scale, but business model will not
• Initial value is fixed, but then what?
• IT organization cannot change business processes or model
• Number of service providers will increase, planned or not
• SIAM (Service Integration And Management) is a relatively new concept
• Services have been enabled, but control components are not
• Cloud projects often involve complex integrations
• You need cloud for cloud integrations
• Cloud evolution turns cloud skills to cloud brokers
• Small amount of resources cannot master multi-cloud
• ”Cloud first” should not be interpreted as ”Cloud always”
• Common sense is required for selecting the correct way

10. 2018
2019
Gartner, 2018
THE DIGITAL BUSINESS “SUPER THROUGH” IS COMING

11. CONFIDENCE
KNOWLEDGE
IGNORANCE WISDOM EXPERT
MOUNT STUPID
VALLEY OF
DESPAIR
SLOPE OF ELIGHTENMENT
Unskilled and unaware of it.
Nobel Price (2000)
DUNNING-KRUGER EFFECT
Kruger, J., & Dunning, D. (1999)

12. 2009
$16B, 49%
SAAS WAS THE FIRST MAIN STREAM IN CLOUD
…AND IT WILL BE THE LAST
IDC, 2009, 2018
2014
$55B, 37%
2018
$160B, 84%
2021
$227B

13. Rightscale, 2017
PUBLIC CLOUD ADOPTION GLOBALLY
% OF RESPONDENTS RUNNING APPLICATIONS

14. Biztech, 2016
PUBLIC CLOUD ADOPTION IN FINLAND
% OF RESPONDENTS RUNNING APPLICATIONS

15. Gartner, 2018
BUSINESS
VALUE
WORKLOAD PLACEMENT AND
BUSINESS VALUE

16. 1. PRESENTATION
2. SURVEY
3. RESULTS
4. REPORT

17. ACHIEVING THE NEXT LEVEL
R EQUIR ES CHA NGE

18. • Justify and set priorities
• Cloud-first vision, strategy and roadmap
• Competence transformation and management
• CSEM (Cloud Service Expense Management) plan, budget
• Appointing cloud architect roles
• Decision framework or general governance model
• Create BiModal management model for BiModal IT
• Public cloud requires Mode 2 management
• Develop cloud agreement models and ITOM (IT Operations Management) principles
• SLA’s, KPI’s, CIA, security
• Change and termination definitions
• Assets, monitoring and configuration
• Service catalog and support processes
• Risk mitigation and management
ACHIEVING THE NEXT LEVEL
GOVERNANCE

19. ACHIEVING THE NEXT LEVEL
ORGANIZATION
• Definition and sponsors
• Defining the roles and responsiblities for the new strategy
• Ensure strong management sponsorship
• Training and transformation to understanding and cloud orientation
• What are the effects in productivity
• Terminology
• What could and should you demand (quality, accessbility, security etc)
• Self service, automation and brokering
• Enhanced automation, vending and end user self service
• IT operates as a service broker to business units
• Constant and effective communcations
• Continuous service adaptation is mandatory
• Co-innovation and –creation with the ”customers”
• Transparent and honest communications
• Innovation management

20. • Define solid EA (Enterprise Architecture) and cloud roadmap
• Evaluate data integration requirements and possibilities
• Assess portfolio and make POC (Proof of Concept)
• Prioritize providers with integrated IaaS + PaaS and wide SaaS capabilities
• Avoid vendor lock-in if possible
• Choose over portability versus contextually dependent
• Portability meaning cloud indipendency
• Contextually dependent is more effective and easier to design
• Key responsibilities of a cloud architect
• Lead the cultural change
• Develop and coordinate cloud architecture
• Develop a cloud strategy and roadmap
• Facilitate long-term adoption togetger with communications
ACHIEVING THE NEXT LEVEL
ARCHITECTURE

21. • Expect and plan for provider lock-in
• The more upstack (SaaS) you go, the less control over technologies you have
• Self-service provider management
• Service automation and brokering
• SIAM service provider in between
• IT as the SIAM broker
• Classify workloads and evaluate providers (criteria) accordingly
• Security, privacy and regulations
• Performance, latency, scalability
• Regional availability
• Financial models
• Application/Data integration
• Life cycle and support requirements
• Available skillsets and sub-contractors
• Co-creation and innovation capabilities
ACHIEVING THE NEXT LEVEL
PARTNER MANAGEMENT

22. • Leave the existing workloads to live out their life cycles
• Utilize public cloud for new applications and services
• Define BiModal cloud and EUS (End User Services)
• Implement internal PaaS environment
• Manage, but do not expose IaaS functions to business
• Extend CIA (confidentiality, integrity, availability) strategy to public cloud
• Public cloud is more secure than private
• Pay attention to backups and restoring both data and services
• Construct technology for Cloud POC’s
• Must be extremely agile and support MVP’s (Minimum Viable Product)
• Build a cloud engineering team
• Close relations with cloud providers
• Implement reference architecture and execute roadmap
• Manage and monitor SLA’s, KPI’s invoicing and security
• Plan and create integrations and application roadmaps
ACHIEVING THE NEXT LEVEL
IT OPERATIONS

23. Gartner, 2018
SOLUTION SUMMARY FOR PUBLIC CLOUD
• ORGANIZATION
• GOVERNANCE
• ARCHITECTURE
• PARTNER
MANAGEMENT
• IT OPERATIONS

24. TRANSITION
TRANSFORMATION
BUSINESS
SCALABILITY
IT
SCALABILITY
CHANGE
VALUE
EVOLVING FROM TRANSITION TO TRANSFORMATION
ENABLING BUSINESS SCALABILITY
Enfo, 2018

25. 1. PRESENTATION
2. SURVEY
3. RESULTS
4. REPORT

26. BUSINESS VALUE
BUSINESS INNOVATIONREACTIVE DEVELOPMENT
OPERATIONL EXCELLENCE
STAGE 0
STAGE 1
STAGE 2
PAR
AD
IG
M
SH
IFT
CLOUD ADOPTION
CLOUDMATURITY
IN
N
O
VATIO
N
Enfo, 2018
ENFO CLOUD ASSESSMENT
CIO 2018
REACTIVE DEVELOPMENT
IT uses public cloud to answer business requirements. Most
business support and IT processes are based on manual execution.
On-demand skills and partnerships.
OPERATIONAL EXCELLENCE
Advanced understanding and automated usage of IaaS services.
Fine tuned ITSM and agile public cloud design with trusted partners.
IT centric service culture. Cloud and control established.
BUSINESS INNOVATION
Business and IT work tightly together to create more agile and
scalable solutions in the public cloud. IT skills or/and partners are
not quite mature enough for automated execution.
BUSINESS VALUE
Business model and processes aligned with extensive public cloud
experience. IT is seen as an investment and it scales with the
business. Advanced service automation, agile processes and multi-
cloud management with skilled partners.
EXPER
IEN
C
E
/
O
PTIM
IZATIO
N

27. MAKE A
DECISION
AND ACT
FAIL FAST
AND
LEARN
BE A
SOCIAL
LEADER
AIM HIGH
MINIMUM
VIABLE
PRODUCT
BRING
VALUE
DO WHAT
YOU
BELIEVE IN
BE
HONEST
AND
TRANS-
PARENT

28. JOURNEY TO THE CLOUD
4/26/18 ENFO GROUP
Pete@EnfoGroup.com
https://fi.linkedin.com/in/petenieminen
@PeteNieminen
http://www.slideshare.net/niemipet/