Cloud Journey — Part 4

  • Cloud Journey — Part 1. A basic introduction of cloud, applying PACE layering and The 6R’s.
  • Cloud Journey — Part 2. A quick review on what is the good organization chart to enable cloud journey.
  • Cloud Journey — Part 3. A quick view on Business Values and Business Drivers on a cloud journey.
  • Cloud Journey — Part 4. What does cloud mean for your “Talents & Culture”?

People are not Resources. People are your greatest Asset.

What does cloud mean for your “Talents & Culture”?

  • Recruiting — Every time a new employee fails, the cost to the employer is more than 150% of the candidate’s salary.
  • Retaining Talent — Voluntary turnover is on the rise. A survey by Future Workplace showed that 91% of Millennials expected to stay at a job for fewer than three years.
  • Millennials — A survey of more than 37,000 college students showed that narcissistic personality traits rose as fast as obesity rates from the 1980s to the present. That’s a lot of ego for one entry-level employee.
  • Succession Planning — According to a SilkRoad survey, only 38 percent of companies are prepared for the sudden retirement of a top executive.
  • “Talents & Culture” Business Function — Fifty-three percent of SilkRoad’s survey respondents were most concerned about developing a “Talents & Culture” organization that acts strategically rather than tactically.

What culture enables or disables cloud journey?

  • Cloud adoption involves DevSecOps, chaos engineering and many other new programming models and paradigms that enables to speed up development and more frequent deployment. This requires a culture of heavy cooperation while keeping autonomy.
  • Change in a mindset on how to deliver customer value for business. You can read more about scaling agility and product management. Such mindset shift requires a strong culture of aiming for the best and celebrating failures.
  • A culture that avoids blaming vendors and instead sees vendor as an enabler to deliver the organization vision. This roots to many organization culture elements such as how success or project failures are treated in organization and why key members of organization rather blame the vendor instead of taking ownership.
  • Willingness to question and challenge very hard the existing status quo and not getting emotional about it. Always a keen passion to improve things and do things better than before.
  • Willingness to embrace change. Easy said but hard to make it a culture.
  • Organization style and method of decision-making.
  • Approach, framework and rail-guards towards taking calculated risks.
  • How failure is seen at organization, it is going to impact the performance and bonus and salary raises?
  • Cloud journey requires more and more T-Shaped Engineerings which traditional approaches of salary raises, performance reviews, retention bonuses won’t work and in fact might create a culture that is toxic to cloud adoption.
  • Ways of working as an organization towards models like tribes, guilds, platform engineering squads and learning & development guilds that enables a culture to cultivates cloud adoption.
  • I am not big fan of concepts like “Center of Excellence” or “Center of Competency” for cloud because of toxic impacts of it on cloud purpose (CoEs or CoCs have very basic use cases too that might become useful but hardly). These teams can become a political battleground or a retirement home. Avoid centralizing the power or even decision making in these centers. These “centers” might become tools and vehicles of CTOs/CIOs to influence how things should be built while cloud journey must be business-led and rail-guarded provided by CTOs/CIOs.




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