Planning for Cloud Integration: Pitfalls and Advantages - Deploying and Managing a Cloud Infrastructure - page 390

cloud adaption and integration have to take place at multiple levels in an organization, it can
cause problems at any of those levels. Here we'll cover some of the common roadblocks:
Resistance to Change Businesses have constant pressures like product deadlines, bottom-
line results, increasing market competition, market presence, and regulatory issues. They
can either emerge more efficient and effective or become paralyzed and succumb to the
pressure to deliver.
There will be resistance whenever a new change is proposed. This is natural because people
tend to be afraid of change. “It won't work here because our organization is different” say
the naysayers. The problem here is that it is hard to separate resistance from truth, and vice
versa. Some people will always find excuses to dismiss an effort that will require them to
detach themselves from their comfort zones of work and behavior. However, resistance must
be detached from those who speak in terms of realistic possibilities.
The key here is to validate proposed changes by explaining the intentions in terms of
achievements. The approach depends on the organization and must be tailored accordingly.
Function versus Process Businesses can be organized across functional lines as well as
processes. In a functionally organized businesses, people become focused solely on their
functional area. This discourages interaction with groups that are upstream or downstream
in the overall process. Moreover, even if there is cross-department communication, it is
mostly on the basis of the requirements of one department for the other.
This type of workflow prevents individual groups from contributing to the end-to-end
process that might directly serve the customer base. Instead of focusing efforts toward
improving products and services for customers, traditional hierarchical setups can promote
a culture of interdepartmental competition. This can cause disruptions for undertaking
projects and resistance to overall change. The key here is to promote collaboration through
interaction and communication.
Group Reporting This is slightly related to the preceding points. It is difficult to be
responsible for improvements or change initiatives for a group that does not report directly
to a manager handling changes. The real issue is the failure in getting the message across
various groups of how new changes might affect the way they work.
The key point here is to disseminate relevant information through departmental meet-
ings that present detailed explanations regarding “why” and “how.” It is also pertinent to
clarify doubts and answer questions of groups who will be directly involved throughout
the transition.
Support the Change Tangible change in a constructive manner is achieved through
the support of senior management. Leadership will always be felt if senior management is
actively involved. Good leadership will promote good governance, which eventually trans-
lates to support. Moreover, middle management should also assume responsibility for own-
ership of their functions.
Training and Documentation It is absolutely necessary for organizations to offer train-
ing to their employees for new changes. Investment in employees, who are resources of