In hi-tech, we are all about innovating fast, disrupting anything that comes in the way and asking for permissions later. I’ve worked with hundreds of organizations to transform their technology landscape and enable changing business models. As Mobile, Big-data and Cloud dominate mind-share we should reflect on some repeating themes…
Executive sponsorship is very important to the success of any transformational project. Particularly because it forces accountability all the way up the chain-of-command. In many cases, Executives declare support for an initiative, but they hesitate to commit precious resources for the project.
I’ve seen this play out in projects like application modernization, server/storage/network virtualization and cloud adoption. Things to consider: High degree of executive sponsorship has forced organizations to plan better for contingencies, execute on the project with committed resources and implement changes required for sustaining the transformation.
Which brings us to…
We know that transformational efforts require new ways of thinking. But, many foundational aspects do not need to change. This gives us an excellent opportunity to creating a cross functional team that oversees and audits the transformation. Successful industry changes have been accomplished by insisting that customers set up a Center of Excellence (CoE).
This helps in a few ways: First, it creates communication channels across organizational silos. Second, a CoE gets all parts of the team vested in the project. Finally, this Center-of-Excellence continues to support as un-foreseen issues surface in the long-term.
Which brings us to…
We have seen repeating cycles of vendor lock-in and crafting ways to escape that. So, ask your vendors: how do I move out of the platform if I need to?
Stay hungry, Stay agile.
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