When Cloud Adoption Conflicts With Existing Systems and Processes
Technological advances always bring changes in how we manage our businesses. Ideally the aim should be to quickly align systems and processes, but such transitions also usually require a dramatic change in our own mindsets, as employees and managers.
The problem
Why do some organizations embrace technology quickly while others falter and struggle? The answer is a complex one, but here are a few notable points that can shed some light on the matter. The first is a fear of change that can keep top management from transitioning to new systems. This often happens in the case of cloud adoption. Many organizations fail to manage the change from traditional platforms to the cloud, mainly because they stick to an old mindset and the traditional systems to which they have become accustomed. The solution is obvious. Before transitioning to a cloud platform, an organization must understand the dynamics of that change. Management must be prepared to alter and change its existing work processes in tandem with changing technology. This will alleviate fear and make things easier as a result.
Changing organizational structure
Business environments have become extremely competitive, and this means you have to cut costs and become efficient in all areas of operations. Pyramid structures have been flattened. Lateral communication has become imperative. Collaboration, both inside and outside the organization, is encouraged. Old management structures are giving way to new ones. But unfortunately, these changes have not touched all organizations. Many are still working with old structures incompatible with cloud technology. Organizations must change in tandem. Both the technology and the corresponding working philosophy must go hand in hand. Clinging to old systems and processes while embracing new technology is a futile exercise. The way ahead must be change that is robust and all encompassing.
Change in control and command structure
This is perhaps a critical factor that determines whether migration to a cloud platform will be successful or not. Traditionally, the CTO holds complete charge of IT infrastructure. Insofar as cloud infrastructure is concerned, its power lies in its flexibility and ease of use. Many processes, like increasing or reducing server instances, can be automated. This obviously reduces the perceived power and importance of technical staff (who previously decided such matters). This is not a trivial issue.
Many technological advances have been sabotaged by staff who see them as threat to their livelihood. There is a fear of being made redundant by automation. Of course, such fears are not unfounded. It’s therefore important that management finds a true solution to this dilemma. Dealing with change can be traumatic and the success often depends on how senior management deals with the problem.
Conclusion
Existing organizational structures should be overhauled along with the migration process. Fear of change has to be confronted directly, and management must address issues regarding staff and resolve them amicably, before migrating to the cloud. It’s the people who will ultimately decide whether the cloud will be a safe haven for your organization or not.
About the Guest Author:
Sankarambadi Srinivasan, ‘Srini’, is a maverick writer, technopreneur, geek and online marketing enthusiast rolled into one. He began his career as a Naval weapon specialist. Later, he sold his maiden venture and became head of an offshore Database administration company in Mumbai. He moved on as Chief Technology Officer of one of the largest online entities, where he led consolidation of 300 online servers and introduced several Web 2.0 initiatives. He holds a Master’s degree in Electronics and Telecommunication.
