Data fragmentation Cloud Transformation Journey Random, varied Cloud consumptions patterns Lack of a plan for Cloud Adoption/Transformation Define the vision. Execute flawlessly. Limited visibility into business unit adoption Maria, CEO Nicolas, CMO • • • IBM Cloud Advisory Services Julia, CIO • • • We need to drive innovation and agility into our organization and culture We need to expedite time to market We need greater visibility into our business cycles and predictive capabilities Maria is intrigued by the prospect of the Cloud and what she hears from her peers. Her competitors seem to be leveraging it significantly more than her company and moreover, internally she hears complaints that the CIO is not a fan due to perceived security and governance issues. We being pushed to drive greater insights and predictability into our customer interactions We need to better leverage big data and social media to create more personal customer relationships but lack the technologies to do so We need faster time to market and flexibility for our promotional campaigns Nicolas believes the Cloud will give him a competitive advantage, as he needs to be able to create true relational marketing with his customers. He lacks insights to be able to do so today, and further, cannot execute programs with any speed when he does want to connect with his customers. Po, CFO • • • • Shadow IT is exacerbated by cloud. I’ve lost control of cost, assets and IP proliferation. Some business units have multiple instances of the same SaaS application Our data is fragmented across random vendors and platforms Julia feels like she is being “pushed” into Cloud adoption for her company but does not believe there is any understanding of the complexity and risk the organization is inheriting. In fact, her perception is that the issues she has so diligently tackled through the past years, such as data validity and availability, security, and cost containment are rapidly becoming of control and unwieldy. I see the spend, I hear the pain but I am concerned about the risk exposure to the enterprise from the lack of planning and disciplined governance Po is torn between the speed and agility that Cloud can deliver versus the compliance and risk he could inherit. He needs to be convinced that one is not sacrificed for sake of another. OUR APPROACH 1. Cloud Envisioning 2. Portfolio Prioritization Art of the Possible 3. Initiative Definition Art of the Pragmatic 4. Cloud Readiness and Governance Assessment 5. Adoption Plan Creation Best of the Vision with Flawless Execution Initiative risk and compliance management Execution plan Outcomes Cloud portfolio of initiatives Prioritized portfolio Benefits I can see the future of a cloud enabled business model and how it can transform our business Detailed initiatives I now realize what I can expect and when from our Cloud Adoption, and am able to realistically forecast when we can release new products and programs based on capabilities the Cloud can deliver for my team I can now have the executive team’s support to ensure we are not venturing down a path that will create excessive risk for the organization. I believe our entire executive team now is on board with what I have been saying all along, and will push Cloud via a more balanced approach I can hold this entire executive team accountable to drive revenue, yet potentially reduce costs, via Cloud adoption, all while knowing we are managing our risk and compliance flawlessly WHY IBM? We practice what we preach IBM CIO Cloud Transformation IBM Experience in Global IT Transformations Managing Cloud Services for Clients IBM Labs and Patents Watson on the Cloud Better Change Method