In my line of work, I have become familiar with many enterprise cloud programs. While organizations have different levels of cloud adoption maturity and belong to different industry verticals, many cloud initiatives have something in common. Those are the questions that are constantly looming: what is the value of your cloud initiative for the enterprise? What will this cloud initiative deliver next? If cloud services were supposed to provide faster time to market for Line of Business (LOB) applications, why has that not been the case with your initiative? Responding to these questions can be tricky, especially if you spent a few months automating the deployment of a cloud application, only to be informed that your infrastructure solution does not meet enterprise security standards. Or that your newly-configured monitoring solution is not the one that the IT operating team is willing to support.
As time progresses, it becomes increasingly complex to identify the next steps to address internal stakeholders’ expectations. Should you build a private network connectivity solution for a new cloud region? Add new security controls to align with internal and external security requirements? Provide web applications hosting, or, perhaps, deliver content management capabilities? There are many line-of-business programs and applications that have competing deadlines and priorities, all of which are looking at the enterprise cloud initiative for enablement and support. The cloud initiative multi-discipline teams have all the necessary skills and are working hard, but growing complexities and dependencies require constant re-work and refactoring. This frequently lowers the actual delivered value to the point where the direction and objective of the cloud initiative are being questioned.
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