Cloud computing is inevitable.
The end state promises computing resources that deliver against the New Normal's need for speed, collaboration, productivity, and scale.
The transition state, however, delivers nothing but challenges for all involved.
On the vendor side, big names don't necessarily equate to big capabilities. Every "world class" cloud vendor consists of mere mortal employees who are struggling (given organizational silos, fragmented technology, and dramatic growth) to deliver on their company's service level commitments . Buyers beware. Take your reference checks to a new level - and focus not only on vendor capabilities but also the internal capabilities necessary to make sure the whole is greater than the sum of the parts.
On the company side, technology and process changes are pretty well understood, security implications less so, but the organizational impacts are the most profound and sure to confound.
As we transition from managing assets to services, what is the role for our MVP technologists? With the transition to cloud, they are being asked to transfer their knowledge and manage service levels without direct access to the tools that allow them to do so. As an technical IT leader said to me recently, "We are now managing relationships and tickets - not technology."
Don't write off these employees as "unnecessary" in the end state and replaceable in the transition. Companies need to "lift and shift" their MVP technologists from the micro to the macro: architecting, integrating, innovating, directing, monitoring, resolving, negotiating.
As you move to cloud computing, how are you making sure that your people are moving with you?