What are the key challenges organisations face when migrating to the cloud on a massive scale?
Typically, challenges revolve around people, processes, and technology. On the people front, assembling the right team is crucial. Decisions shouldn’t be made in isolation; key stakeholders from the business should be involved to avoid resistance to change. To address concerns about perceived job security and legacy models, organisations need to place the right individuals in their migration program and provide upskilling on cloud and new operating models.
In terms of processes, organisations lacking a clear cloud strategy and governance structures face migration hurdles. Designing and articulating enterprise architecture and target operating models ahead of migrations at scale is essential. Building a tested migration runbook is critical for success.
On the technology front, compatibility issues with legacy applications are common. Choosing migration strategies, from lift and shift to replatform, refactor, or replace, requires careful consideration. Addressing potential challenges during the initial assessment or discovery phase is crucial, especially for applications designed for local client-server delivery models.
Decisions on cloud migration must involve key business stakeholders, typically at the CIO or CTO level, with a well-documented, communicated, and endorsed cloud strategy to simplify the process.
Can you share examples of successful large-scale cloud migrations you’ve been involved in?
We recently spearheaded a multi-year, multi-national cloud migration for a global corporation with a presence in over 110 countries. Our partnership approach, from initial strategy development to comprehensive migration plan and execution, proved successful. Despite the challenge of migrating 47 data centers (regional co-location DCs and server rooms) across 45 countries to the AWS cloud within a tight timeframe, our well-executed plan and a dedicated, cohesive team led to a successful migration.
Our success is attributed to engaging with the client as partners throughout the entire cloud journey, focusing on understanding business objectives, developing robust strategies, and implementing the client’s desired cloud target operating model. Obviously, this level of engagement requires working embedded in the client’s IT team as one team in order to execute such large-scale migration. This is where the tightly weaved partnership is essential. As lead consultants, one of our key roles was orchestrating with many third-party service providers, the cloud provider, application vendors and regional telcos, etc., to create a symphony of smooth migration.
Do you foresee Cloud FinOps becoming more significant in the future?
Absolutely. Cloud cost management is crucial, and the emergence of dedicated Cloud FinOps functions attests to this. Failure to prioritise Cloud FinOps can lead to significant cost overruns. Public cloud environments often involve technical personnel provisioning workloads without a clear understanding of operational costs. Mature Cloud FinOps functions, whether embedded in IT or finance, are essential to managing and optimising costs effectively.
Is the cloud inherently more secure than on-prem environments?
The cloud offers enhanced security due to continuous investments by hyper scalers and adherence to compliance requirements. However, the level of security depends on operational practices. When using Infrastructure as a Service (IaaS) or Platform as a Service (PaaS), securing applications, runtime OS, etc., becomes the organization’s responsibility. Adopting cloud security standards such as CCM (Cloud Control Matrix) and establishing clear boundaries are crucial for a robust security posture.
Is cloud security a shared responsibility?
Yes, it depends on the type of cloud implementation and services used. SaaS offerings typically shift all responsibilities to the service provider, while public cloud services involve a shared responsibility between the cloud vendor and the customer. Cloud vendors manage physical infrastructure, while customers handle compute workloads, virtual data centers, virtual networks, apps and data. So, overall, in many cases, it is a shared responsibility between the broader organisation and the cloud provider.
What factors influence the choice between public, private, or hybrid cloud solutions for large-scale migrations?
The choice depends on specific business needs and objectives. Security, compliance, skillsets, cost, and legacy system considerations are key factors. Examples include a telecom client opting for a private cloud for complete control, and another organisation leveraging a multi-public cloud approach based on specific industry needs. Using AWS for the general line of business applications and data-intensive workloads while leveraging Azure as its primary identity provider using Microsoft productivity tools such as O365, Teams, SharePoint, etc, for its large user base. And still rolling out a third cloud platform in a SaaS offering for an industry-specific solution.
What are common IT integration challenges post mergers and acquisitions?
Post-M&A integrations pose challenges, starting with budget considerations. Initial deal makers often overlook technology due diligence, leading to insufficient integration budgets. People-related challenges, such as cultural changes, are prevalent. IT leaders must focus on soft skills, communication, and change management for successful integration. People are harder to integrate than technology. Culture change is the hardest part; therefore, a good integration plan should include well-thought-out change management.
How do you minimise disruptions during M&A IT integrations?
Minimising disruption involves detailed planning, preparation, and a focus on maintaining day-to-day operations. Identifying potential disruptive elements, prioritising areas with minimal disruption, and executing mitigation plans are essential. Effective communication with stakeholders, managing expectations, and assessing IT capabilities ensure successful integration.
Which verticals do you focus on?
Our primary focus is on the hospitality and telecommunications industries. In hospitality, we provide end-to-
end services, including technology concept design, project rollouts, system integration, and M&A activities. In telecommunications, we offer services around cloud-enabled service aggregation platforms, A2P messaging, and contact center solutions.
What is your technology outlook for 2024?
In 2024, we anticipate significant trends in AI, RPA, cloud dominance, and tools for data management and cybersecurity. AI will take center stage, transforming business models. Cloud adoption will continue, with a focus on low-code platforms. The growth of RPA will offer automation opportunities. We expect enterprise IT investments to concentrate on these areas.
What is your value proposition?
Our customer-centric culture is our key value proposition, providing peace of mind to clients. We bring
a vast skillset for successful digital transformations, project scalability, and effective change management. Our partnerships with leading technology providers ensure value creation and our ongoing certification processes guarantee top-notch service. Our aim is to go beyond scope to ensure client success and drive innovation and business value.
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