WIXLIB

Cloud-Enabled OrganizationUnlocking business value from yourorganization’s transition to Cloud

HUMAN CAPITAL CLOUD2Unlocking business valuefrom your organization’stransition to CloudUnderstanding the workforce and organizationimplications of your Cloud transformationIt’s a new world. The workforce is global. Organizational capabilities areglobal. Innovation at the speed of Cloud paves the way for businesstransformation so expansive that industries are changing.Like many organizations, you are likely to be somewhere along onyour Cloud journey. You may have already begun implementing Cloudtechnology in pockets of your organization, including Amazon WebServices (AWS), Google Cloud Platform (GCP), or Microsoft Azure.Organizations across industries and borders are leveraging the powerof Cloud, AI, and analytics to innovate, scale their business, and gaininsights about customers and operations. At the same time, theyhave learned that just focusing on technology and applications isnot enough to realize the return on investment (ROI) they want frommigrating to Cloud.So now what?To become a Cloud-enabled organization and realize the full ROIfrom Cloud, best-in-class leaders are looking beyond technology toanticipate wider organizational opportunities. They’re asking:NOW THAT WE’RE CONNECTED TO CLOUD, HOW CAN WETRANSFORM OUR WORKFORCE, OPERATING MODEL, ANDCULTURE TO TAKE FULL ADVANTAGE OF OUR INVESTMENT?New-world business is a human-centered, enterprise-wide strategy forengaging customers who demand integrated solutions—and employeeswho thrive on multidisciplinary insights. Customers and businessesalike are demanding solutions they know and use as consumers, likethose from social media companies, based on Cloud native technology.Organizations thriving on Cloud are all in.

HUMAN CAPITAL CLOUD3Success requirestransformationSuccess requires more than justdelivering Cloud technology; italso requires preparing yourworkforce to rethink work in aCloud-enabled environment andproviding the tools, skills, andprocesses they need to thrive.Humanizing theCloud: The keythat unlocks truebusiness valueWhile Cloud transformationhas presented technologicalchallenges, many organizationshave found change managementfor the human side of business tobe even more difficult. Technologyis borderless geographically andorganizationally, so new-worldorganizations need aworkforce skilled, equipped,and knowledgeable enough tocross borders, too. That meansusing Cloud-enabled machinelearning and communications toinform decision-making acrossthe enterprise.To realize full CloudROI, organizationsleave half-measuresbehindDarwin identified adaptabilityas a key capacity for thriving inany habitat. An organization’scompetitive advantage is similarlyproportional to its adaptabilityquotient—its ability to adapt tocontinually changing businessenvironments. Deloitte hasidentified workforce andorganizational enablers to helpaccelerate the ROI on your Cloudtransformation and leave you ina better position to unlock valuethroughout the enterprise.While not an exhaustive list, these five enablers of ROIare among the first to unlock business value from yourorganization’s transition to Change

HUMAN CAPITAL CLOUD4Deloitte’s 5 Human Capital ROI Enablers to leadand accelerate your Cloud transitionOrganization DesignDevelop an Organization and Functional partnershipwith IT, Cloud platforms and customersSiloed technical teams andunclear ownership and governanceof some applications driving poorefficiency and outcomesUnderstand the local needs and use ofstand-alone applicationsCapability DevelopmentScarcity of critical Cloud skillsand competencies within theorganization driving poor literacyand adoption of Cloud solutionsLeader-Led ChangeInsufficient buy in andendorsement from IT andbusiness leaders to maximizeadoption and business potentialEmploy multiple delivery modes to meet unitedand unique needsEstablish clear decision rights andgovernance structuresUnderstand and prioritize the key Cloud capability gapsAssess current capability and map team members intopotential future Cloud rolesTogether design development pathways to definea roadmap for transition to CloudDevelop a compelling narrative and case for changeUplift change leader capabilities to lead the transitionto Cloud from within the organizationDesign a future roadmap with unique andconsistent messagesRegularly gauge employee sentiment to build the rightconditions for constant changeCulture TransformationDetermine how digital the organization is andneeds to beThe organization is not digitallymature enough to support thecultural shift required for theuptake of new ways of workingCreate a blueprint that will help bring to life newor increasingly maturing Cloud DNA required to helpthe Cloud journeyWork Re-architectureEmpower workers with agency and choice over the workthey do to promote employee engagement and innovationStandardized workforceprocesses stifle innovation,ignore new tools, waste time,and delay ROIIntegrate humans and technology so teams usecomplimentary skills to re-architect workInfuse the required Cloud DNA into the existingDNA through a series of impactful minimum viablechanges (MVCs)Create more opportunities for learning, fun, creativity,and meaning at workUse real-time workforce insights to support better,faster decisions

HUMAN CAPITAL CLOUDOrganization designSilos left behind. Getting the most out of Cloud requires multidisciplinaryteams to learn and work together. Development accelerates when businessand technology work together, and Agile, multi-disciplinary teams leveragedata from more than one point of view. It requires matching ease of accesswith ease of understanding so leaders and teams can use data for insightfuldecision-making. And it requires democratizing data so everyone can accessit without gatekeepers and bottlenecks that slow everyone down.Organizations poised to unlock value from adaptability are asking:WHAT SHOULD OUR CLOUD OPERATING MODEL LOOK LIKE?HOW DO WE ENABLE OUR ORGANIZATION TO ACHIEVE BUSINESS GOALS?HOW CAN WE SUPPORT TEAMS TO BETTER COLLABORATE?To truly become a Cloud-enabled organization, a focus on technology is notenough. Leaders are also required to understand how individuals and teamsoperate within this environment. Deloitte’s Adaptable Organization NetworkAssessment (AONA) is a survey-based platform that examines and comparesnetwork connections, collaboration patterns, and formal structures toidentify areas of optimization or obstruction.Unlocking these invisible collaboration networks using AONA revealshow the organization operates, showing leaders which teams are preparedto work within a multi-disciplinary environment and which individuals orfunctions are acting as gatekeepers or bottlenecks and therefore requireincreased leadership effort. AONA shows you the path towards a Cloudenabled way of working.5

HUMAN CAPITAL CLOUD6Capability developmentSlow left behind. Cloud has one speed—fast—but underestimating the shiftrequired to access the full benefits of Cloud slows down ROI. Organizationspoised to unlock value from new workforce capabilities are asking:WHAT ARE THE CRITICAL SKILLS AND CAPABILITIES THAT MYORGANIZATION NEEDS TO BE SUCCESSFUL?WHAT TYPE OF SKILLS AND CAPABILITIES CAN BE LEARNED,DEVELOPED, AUGMENTED, OR AUTOMATED BY NEWCLOUD-ENABLED TECHNOLOGIES?To better understand workforce readiness to operate in a new Cloudenvironment, organizations need to understand the current Cloud capabilityand literacy of their workforce. Deloitte’s Cloud Workforce Analytics mapsthe organization’s current-state maturity against future-state aspirations todetermine capability gaps and make recommendations for bridging them.Transferable skillsWorkforce resilienceTraditional job training left behind. Rapid advances indigital, robotics, and cognitive and AI technologies,along with organization and workforce transformation,means organizations need to rethink how work andworkforces are designed and deployed. New talentmodels accelerate growth by identifying transferableskills held by existing people and new hires whilecreating meaningful careers for employees across theworkforce ecosystem. Organizations must identifytransferable skills talent brings to the organization andcreate pathways for workers to transition betweenindustries and roles.Job descriptions left behind. A worker developmentapproach that accepts the dynamic nature of new-worldjobs, and the equally dynamic potential of people toreinvent themselves, builds worker and organizationalresilience in the face of change. For example, lookingoutside of your IT organization toward the widerbusiness value of Cloud data helps you assess yourworkforce potential. Consider your front desk workers:with a capability uplift or reskilling, they can leverageCloud solutions to capture client data for guidingdecision-making.To thrive in an environment of constant and continuouschange, a truly adaptable organization works with“Cloud pods,” time-bound teams that adapt to takeon high-priority tasks based on data-driven feedback.Small groups of self-organizing people with a varietyof competencies can work collaboratively on deliveringmultiple iterations of a product.

HUMAN CAPITAL CLOUD7Leader-led changePatchwork change left behind. Organizational changeis ten times more likely to succeed when it is led fromwithin. Only leader-led change can engage the entireorganization in transformative, data-driven innovation.Technology changes alone are not enough. You only getthe full benefit of Cloud if you fully disrupt old-worldoperations. Leader-led change asks how to make peopleaware of Cloud capabilities that enhance rather thanreplace human capacities. It asks how to give peopletime to explore and co-design the new world. Leader-ledchange ensures that transformations support yourtarget operating model across the organization.Organizations poised to unlock value from leader-ledchange are also asking:HOW WELL EQUIPPED AM I TO DRIVECHANGE AND GUIDE THE ORGANIZATIONTHROUGH TRANSFORMATION?Step into your Cloudrole with confidenceBusiness as usual left behind. Because Cloud isnot business as usual, taking advantage ofoutside expertise is essential. To analyzewhere you are now and where Cloud can takeyou requires analytics and insights from expertswith deep experience. Breaking out of the oldways is only feasible with a trusted, experiencedpartner. Deloitte has been helping organizationsworld-wide to envision and execute Cloudtransformations with vigilance, multidimensionalthinking, and unrelenting commitmentto delivering value.WHAT ARE THE KEY CHANGES I HAVE TO MAKEAND WHAT SYSTEMS AND TOOLS DO I NEED TOENABLE THE TRANSITION TO CLOUD?HOW DO I SUPPORT MY BUSINESS ANDTECHNOLOGY TEAMS TO EMBRACE CHANGEAND WORK TOGETHER TO DELIVER RAPIDINNOVATION AND ENTERPRISE ABILITY?Working with Deloitte is not outsourcing change toexternal consultants; instead, it’s gaining the expertiseand tools you need to set a course to Cloud, track yourprogress, and sustain a productive change-managementjourney. By leveraging existing IT and equipping leaderswith core competencies to lead people through change,organizations are able to prepare their teams for newworld realities.CIOs driveleader-led changeTunnel vision left behind. The Deloitte 2020 GlobalLeadership Study including 1,300 participantsacross 69 countries and 22 industry sectors foundthat 69% of respondents expect tech leaders to beinstigators of organizational change.1While CIOs have a key role to play, leaders acrossthe organization need to take an active role inhelping employees understand Cloud strategy,embrace upskilling and development, and newways of working. As organizations embrace Cloud,leaders across the business and IT need to worktogether, often in a DevOps environment, to buildnew ways of collaborating, developing product,and innovating.