The Cloud is More than Streamlining Operation

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Many associate cloud migration with IT. Few realize the cloud delivers more than cost savings and compliance.

There is usually a specific event or cause behind significant changes. The results are rarely the product of a clear direction but rather the consequence of a sudden conviction that the proper action is required.

Sometimes chances are lost because an “aha!” moment never strikes.

Without that, businesses spend years choosing the ideal partner, the appropriate strategy, and the perfect arrangement as the industry transforms, competition improves daily, costs continue to rise, and consumers pretend more.

As a result, traditional firms are losing ground against native-virtual, agile, and innovative entities, looking at the cloud to gain the agility and the flexibility they have lost with decades of negative sum strategies.

Looking around, most reasons for moving to the cloud relate to IT.

There is compelling evidence that migrating a data center or creating a new one in the cloud results in significant cost savings.

It is considerably easier to implement a disaster recovery plan than it is to keep one on-premises.

Another persuasive reason for the change is to improve security and compliance.

Many firms risk deploying new software (like SAP S/4 Hana) to justify the cloud journey and the survival of entire departments!

In summary, executives assume that the cloud is merely another tool to minimize costs or boost compliance. As a result, they do not garner sufficient benefits to make the journey financially self-sufficient.

A good cloud strategy takes into account more than just streamlining operations. It facilitates the play within ecosystems.

Collaboration and innovation thrive in the cloud

Organizations that adopt the cloud take the transition seriously.

An economy that was local and discrete has given way to one that is continuous and global. It is true at all levels of every industry.

Corner stores, pharmacies, schools, academic institutions, manufacturers, resellers, insurers, vehicle manufacturers, pharmaceutical businesses, and governments are all affected. It impacts us as entrepreneurs, employers, employees, citizens, patients, clients, and consumers.

This disruption hurts those unprepared.

Despite our potential to achieve a more acceptable equilibrium as a whole, organizations significantly fail due to a lack of shared long-term goals. Traditional company models are typically stagnant and not designed to adapt to change.

Now consider the role of technology in this picture.

Improving efficiency has always been more of a priority than ensuring long-term sustainability, long before Keynes set the goal for the current economic system.

The obsession with growth and profit margins has resulted in an excessive push for scarcity and location strategies.

In today’s business world, the fate of any given company rests heavily on the shoulders of its partners, suppliers, authorities, and customers, with the social, political, and environmental spheres posing threats to the already precarious equilibrium. In other words, adaptability and value creation are more important than resilience in the face of rapid change.

No organization, no matter how big or small can make value from start to finish. To adapt to new developing demands, businesses now more than ever need to be able to scale up, scale down, scale in, and scale out seamlessly.

Until biases, lobbying, and the deposited culture of the organization lead the change agenda, no business will be able to adopt an agile mindset.

Moving to the cloud involves altering how businesses operate, make purchases, collaborate, and manage certain aspects of their business.

On the cloud, machines complement humans. Once routine aspects of the business shift there, the organization could focus its creative power on what they do best.

Takeaways

Improving efficiency has always been more of a priority than ensuring long-term sustainability, long before Keynes set the goal for the current economic system.

Adaptability and value creation are more important than resilience in the face of rapid change.

Under this lens, who sees the cloud as another tool to minimize costs or boost compliance is missing the point.

A good cloud strategy takes into account more than just streamlining operations. It facilitates the play within ecosystems.

It alters how businesses operate, make purchases, collaborate, and manage certain aspects of their business.

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Flavio Aliberti Flavio Aliberti brings with him a 22-year track record in consulting around business intelligence, change management, strategy, M&A transformation, IT and SOX auditing for high regulated domains, like Insurance, Airlines, Trade Associations, Automotive, and Pharma. He holds an MSc in Space Aeronautic Engineering from the University of Naples and an MSc in Advanced Information Technology and Business Management from the University of Wales.

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