Hi my name is Carlos Enrique Moreno Alvarez, AWS Cloud Solutions Architect from Escala 24x7 Inc., and i like very much Baseball :)
"Baseball is 90% mental and the other half is physical".(Yogi Berra)
"In theory there is no difference between theory and practice - in practice there is" (Yogi Berra)
Reading these phrases from dear Yogi Berra, I remember what I experienced as a small part of the team that managed to establish a Cloud Center of Excellence in a company in the financial sector
First of all, I want to recommend this AWS prescriptive guide: Building a CCOE to transform the entire enterprise: https://docs.aws.amazon.com/whitepapers/latest/public-sector-cloud-transformation/building-a-cloud-center-of-excellence-ccoe-to-transform-the-entire-enterprise.html
I extract a paragraph from the guide as the basis of this article
"Building a CCoE is an iterative and continuous process that requires commitment and dedication from the organization. By following these recommendations and tailoring them to the specific needs of your organization, you can establish an effective and successful CCoE."
In the world of sports, the greatest teams continually adapt to stay ahead of the competition. Similarly, a company in the financial sector with a strong legacy culture needed to embrace change to remain competitive. I had the opportunity to start an advising a FSI company through the process of transforming its IT organization by establishing a Cloud Center of Excellence (CCoE).
This is the play-by-play account of our game plan for achieving cloud transformation success.
Before starting any game, a coach must first understand the strengths and weaknesses of their team. We analyzed the company's existing organization structure (with certain focus in IT) and identified areas that could benefit from the agility and scalability of cloud technology.
To get the team onboard, we presented the benefits of cloud adoption as a winning strategy. We envisioned a future where the company could respond more quickly to market changes, reduce costs, and foster innovation.
Just like recruiting star athletes (scouting), we gathered a group of dedicated Cloud Champions or Cloud Tiger Team committed to leading the company towards cloud transformation. These individuals were ready to embrace new technology and drive change within the organization.
To ensure our CCoE's success, we created a solid playbook outlining best practices, guidelines, and governance structures. This playbook would serve as the foundation for our team's cloud transformation journey.
During the early stages of the game, we had to maintain a balance between the old and the new. By implementing a hybrid infrastructure, we allowed the company to continue its operations while gradually embracing cloud technology. This was like playing with a mixed team of experienced veterans and promising rookies, ensuring a smooth transition to the new game plan.
Training and education were key components of our strategy. We provided comprehensive coaching sessions to the IT staff, equipping them with the knowledge and skills necessary to effectively manage the new cloud environment. This was like teaching athletes new techniques and strategies to improve their game.
To measure our progress and ensure we were on the path to victory, we established Key Performance Indicators (KPIs). These allowed us to monitor the success of our CCoE, identify areas for improvement, and celebrate achievements.
In any game, there will be challenges and setbacks. We faced resistance from individuals hesitant to embrace change. By addressing their concerns and demonstrating the benefits of cloud adoption, we gradually won over even the most reluctant team members.
As the company increasingly adopted cloud technologies, we began to see the results of our hard work. Processes became more efficient, costs were reduced, and the company's ability to innovate skyrocketed. It was like witnessing a struggling team transform into champions, ready to take on any challenge.
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