Workforce Transformation: How to Effectively Lead Change Management

© 2018, Amazon Web Services, Inc. or its affiliates. All rights reserved.
Thomas Blood
AWS Enterprise Evangelist, EMEA
Bert Weyne
Manager, Agentschap Wegen & Verkeer
Workforce Transformation
How to Effectively Lead Change Management

People Model
Organisational Structure Roles and Job Descriptions Skills and Competencies
Training and Certification Manage Staffing Org. Change Management
The way you manage your people model is the single most
important component of the cloud transformation.

What Is Culture?
 Culture is the “software of the mind”; it is the
core logic that organises people’s behavior.
 The culture reflects the lessons learned that
are important enough to pass on to the next
generation.
 Values, beliefs, and practices that have been
developed and reinforced over time.
Culture is “the way we do things around here.”

Cultural Trends We Are Seeing
Moving from
 Failure is not an option
 Command-and-control
 Silos; “throw it over the wall”
 Build/deploy in place
 Long due diligence
 Standardisation
 Talent outsourcing
Moving toward
Learning (start small, experiment, and iterate)
Decentralised ownership (guardrails via cloud CoE)
DevOps and cross-functional teams
Automate: Infra-as-code, redeploy every time
Adopt early and often
Reference architecture, no religion, few standards
Talent insourcing/niche partnering

Focused mainly on
changing tool sets
Recognising Different Types of Change
Focused on changing tool sets
& skill sets
Focused on changing tool sets,
skill sets, & mindsets
Improvement Transitional Transformational

 Change communication
 Change management
 Project management
 Training
 Change leadership
Solution Drivers
 Change management
 Project management
 Training
 Process design
 Leadership alignment and
sponsor plan
 Overall change management
strategy and plan
 Training and orientation
 Organisation design
 HR strategy and support
Improvement Transitional Transformational
Adopted from: Linda Ackerman Anderson & Dean Anderson

How to Influence Cultural Change?
Identify desired
attitudes and behaviors
for successful
cloud adoption
Communicate
attitudes and
behaviors
Align explicit and
implicit reward
systems
Align hiring,
training, and,
incentive practices

Best Practice: Evolution of Roles
Early in your journey, define how IT roles and duties will evolve
Duties Cloud Infrastructure Role Application Role
Design/validate/expand solution-independent
architectures and requirements
Cloud Enterprise Architect Cloud Enterprise Architect
Design/validate/expand solution-dependent
and requirements
Cloud Infrastructure Architect Cloud Application Architect
Build the infrastructure/application Cloud Operations Engineer Application Developer
Specify security requirements Cloud Security Architect Cloud Security Architect
Manage, monitor, and enforce security Security Operations Security Operations
Build and manage fast and scalable workflows DevOps Engineer DevOps Engineer
Design and build automation solutions DevOps Engineer DevOps Engineer
Perform cost coding and cost optimization Financial Manager Financial Manager
Manage operational teams Program Manager Program Manager

Best Practice: Define Your Desired Operating Models
 Realise your operating model(s) will change, and be intentional about where
your organisation wants to land.
 Most companies will have multiple operating models.
Operating model evolution
OpsDesign
Cloud
Engineering
Dev Team /
COTS
Infra
Apps
OpsDesign
DevOps
Cloud
Engineering
Infra
Apps
MSP
MSP

Best Practice: Change Leadership Through a CCoE
Cloud Services or Cloud Center of Excellence
Business Application Services
OperationsInfrastructure Security
Cloud Engineering
Enterprise
Architecture
Governance
Training and
Engagement
Cloud Business Office
Organizational
Change
Management
Finance

A Case for Organisational Change Management
“Applying tools and processes to the
people side of change, to transition
from a current state to a future state
to successfully achieve a particular
outcome.” 1
1Change Management; The People Side of Change, Hiatt & Creasey, 2012

Apply a Structured Change Management Approach to Accelerate Your
Cloud Transformation
1. Mobilize team
2. Align leaders
This change is critical
and will succeed!
We are all leaders of
this change!
3. Envision the future
4. Engage the organisation
This is the vision, where
we are going!
This is how we get there
together!
5. Enable capacity
6. Make it stick
This is how we make
it happen!
Are we where we want
to be?

KEY ACTIONS
1. Mobilize team
2. Align leaders
This change is critical and will succeed!
We are all leaders of this change!
 Confirm sponsorship
 Secure resources, expertise
 Form strong coalition of leaders
 Build momentum
 Form team to lead change – executive sponsors, stakeholders,
line leaders, PMO, change management, communication,
training, etc.
 Establish program charter, roles, milestones
 Build guiding coalition, mobilize leadership
 Shape program governance structure
 Assess and align change leadership roles
TAG LINES
OBJECTIVES
Key steps and
considerations
 Build a coalition—Cloud Center of
Excellence (CCoE)
 What does a CCoE do?
 Why is a CCoE important in the
journey to cloud adoption?
Source: Based on the work from our OCM consulting partner

3. Envision the future
4. Engage the organisation
This is the vision, where we are going!
This is how we get there together!
 Articulate vision and roadmap for transition to cloud
 Mobilize organisation, build commitment, create change urgency
 Establish communication channels to gain and maintain buy-in,
support, and participation throughout entire transition
 Leaders communicate future cloud vision
(via comprehensive messaging plan)
 Impacted business leaders reinforce new operating model
(process/tech/org)
 Identify/assess impacted stakeholders
 Enlist and mobilize a Change Champion Network
 Drive ongoing communication, feedback – two-way conversations
 Address “how does this impact me?”
 Celebrate progress and control issues
TAG LINES
OBJECTIVES
KEY ACTIONS
Key steps and
considerations
 Paint a compelling vision
of the future
 Communicate the vision (often)

TAG LINES
OBJECTIVES
KEY ACTIONS
5. Enable capacity
6. Make it stick
This is how we make it happen!
Are we where we want to be?
 Ensure successful transition to cloud
 Align IT org structure, roles, processes with AWS platform
 Ensure all IT staff/key stakeholders can operate in new environment
 Ensure cloud benefits and objectives are achieved
 Identify change impacts to IT roles, policy, org structure, process, etc.
 Modify IT roles, org structure, job descriptions, and processes
(if needed) to support AWS
 Align IT staff to new operating model
 Develop and implement targeted training
 Setup measurement structures
 Measure and evaluate outcomes
 Course correct where needed
Key steps and
considerations
Institutionalise new approaches
 Lasting change requires
alignment with shared
company culture and values
 Consider all aspects of your
operating model

Bert Weyne
AWV

The AWV cloud
journey
AWS Public Sector Summit Brussels
2018

13 Biggest Challenges
When Moving Your
Business To The Cloud
- June 2017 article
People and Processes
“When it comes to cloud adoption, the
biggest challenge isn’t technology —
it’s the people and processes that
must change and adapt.”

PERSONAL EXPERIENCE;
Shifting AWV to the IT Highway

• Time-to-market
• Inflexible platform
• Technical debt
• Unplanned work
• Customer experience
• Collaboration
2 months per release
Months to procure/provision
60 – 80% of effort
Outages, bugs, compliance
Performance and outages
Integrating with other business
units is technically difficult
Our old troubles
High cost & low productivity

1. Embrace cloud
2. Standardisation & automation
3. Microservices architecture
4. YAGNI (You Aren’t Going to Need It)
5. Use the right tool for each requirement
6. Use out-of-box functionality whenever possible
7. Cultivate DevOps
8. “You build it, you own it!”
Our new principles
Think Big, Start Small, Go Fast

Embracing cloud
“If you want to make enemies, try to change something”
– Woodrow Wilson
... especially from the
OPS side.
Turn your issues
into opportunities,
(or, strike when the
iron is hot!)

Hiring the right people to run your cloud
=> You want experienced ops people with high dev experience
=> You want them to be creative, explorative, and inspired by cloud
=> You want them to be eager learners (they follow the webinars)
=> You want them “lazy” (they’ll standardise & automate every bit)
My big stumble: PEOPLE

- Why: serve your customers (and compete) more effectively
- What: deliver applications and services at high velocity
- How: tooling, automation, E2E ownership, continuous integration&delivery
DevOps

- Why: serve your customers (and compete) more effectively
- What: deliver applications and services at high velocity
- How: tooling, automation, E2E ownership, continuous integration&delivery
- Outcome:
=> Automation
==> Highway speed IT development
===> Super active shareholder and owner group
====> High quality, secure, robust IT services and delighted userbase
DevOps

- Technology is a commodity; focus on your vision and choose what fits best
- Turn burning platforms into your allies
- Don’t hire so-so people; hire the best, hire inspired ones
- Be fully committed to your customers, they’ll be committed to you
- Make your app dev teams E2E owners of their apps
- Turn your ops at least 80% into the infra DEV team
- Go incremental and release frequently
- GO FAST!!
Key takeaways

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Workforce Transformation: How to Effectively Lead Change Management

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