1960s<\/h3>\n<\/th>\n\nAdvent of the first commercial mainframes<\/h3>\n<\/td>\n<\/tr>\n\n\n1980s<\/h3>\n<\/th>\n\nLaunch of the Windows PC and Microsoft\u2019s gen 2 distributed computing model<\/h3>\n<\/td>\n<\/tr>\n\n\n1990s<\/h3>\n<\/th>\n\nDistributed IT models become more complex and uncoordinated<\/h3>\n<\/td>\n<\/tr>\n\n\nY2K<\/h3>\n<\/th>\n\nTotal Cost of Ownership\u2019s benefit becomes damaged<\/h3>\n<\/td>\n<\/tr>\n\n\n2000s<\/h3>\n<\/th>\n\nThe dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Advent of the first commercial mainframes<\/h3>\n<\/td>\n<\/tr>\n\n\n1980s<\/h3>\n<\/th>\n\nLaunch of the Windows PC and Microsoft\u2019s gen 2 distributed computing model<\/h3>\n<\/td>\n<\/tr>\n\n\n1990s<\/h3>\n<\/th>\n\nDistributed IT models become more complex and uncoordinated<\/h3>\n<\/td>\n<\/tr>\n\n\nY2K<\/h3>\n<\/th>\n\nTotal Cost of Ownership\u2019s benefit becomes damaged<\/h3>\n<\/td>\n<\/tr>\n\n\n2000s<\/h3>\n<\/th>\n\nThe dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
1980s<\/h3>\n<\/th>\n\nLaunch of the Windows PC and Microsoft\u2019s gen 2 distributed computing model<\/h3>\n<\/td>\n<\/tr>\n\n\n1990s<\/h3>\n<\/th>\n\nDistributed IT models become more complex and uncoordinated<\/h3>\n<\/td>\n<\/tr>\n\n\nY2K<\/h3>\n<\/th>\n\nTotal Cost of Ownership\u2019s benefit becomes damaged<\/h3>\n<\/td>\n<\/tr>\n\n\n2000s<\/h3>\n<\/th>\n\nThe dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Launch of the Windows PC and Microsoft\u2019s gen 2 distributed computing model<\/h3>\n<\/td>\n<\/tr>\n\n\n1990s<\/h3>\n<\/th>\n\nDistributed IT models become more complex and uncoordinated<\/h3>\n<\/td>\n<\/tr>\n\n\nY2K<\/h3>\n<\/th>\n\nTotal Cost of Ownership\u2019s benefit becomes damaged<\/h3>\n<\/td>\n<\/tr>\n\n\n2000s<\/h3>\n<\/th>\n\nThe dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
1990s<\/h3>\n<\/th>\n\nDistributed IT models become more complex and uncoordinated<\/h3>\n<\/td>\n<\/tr>\n\n\nY2K<\/h3>\n<\/th>\n\nTotal Cost of Ownership\u2019s benefit becomes damaged<\/h3>\n<\/td>\n<\/tr>\n\n\n2000s<\/h3>\n<\/th>\n\nThe dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Distributed IT models become more complex and uncoordinated<\/h3>\n<\/td>\n<\/tr>\n\n\nY2K<\/h3>\n<\/th>\n\nTotal Cost of Ownership\u2019s benefit becomes damaged<\/h3>\n<\/td>\n<\/tr>\n\n\n2000s<\/h3>\n<\/th>\n\nThe dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Y2K<\/h3>\n<\/th>\n\nTotal Cost of Ownership\u2019s benefit becomes damaged<\/h3>\n<\/td>\n<\/tr>\n\n\n2000s<\/h3>\n<\/th>\n\nThe dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Total Cost of Ownership\u2019s benefit becomes damaged<\/h3>\n<\/td>\n<\/tr>\n\n\n2000s<\/h3>\n<\/th>\n\nThe dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
2000s<\/h3>\n<\/th>\n\nThe dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
The dot-com bubble booms\u2026 then bursts<\/h3>\n<\/td>\n<\/tr>\n\n\n2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
2003<\/h3>\n<\/th>\n\nIT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
IT is seen as a necessary but misunderstood evil<\/h3>\n<\/td>\n<\/tr>\n\n\n2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
2010s<\/h3>\n<\/th>\n\nBest practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Best practice for IT Operating Model becomes broadly accepted<\/h3>\n<\/td>\n<\/tr>\n\n\nToday<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Today<\/h3>\n<\/th>\n\nIntroduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Introduction of the Digital Operating Model, linking the IT Operating Model and Business Operating Model<\/h3>\n<\/td>\n<\/tr>\n\n\nIntroducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Introducing\u2026 <\/strong><\/h3>\n<\/th>\n\nMicrosoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Microsoft Cloud Adoption Framework for Azure<\/strong><\/h3>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/h3>\nNewfound freedoms<\/h2>\n
The Windows PC, and with it Microsoft\u2019s generation 2 distributed computing model of the 80s, initially saw the battle swing wildly in the favour of Agility. The businesspeople celebrated their newfound freedom with the rampant and unbridled spread of Access databases, Excel spreadsheets, and personal laser printers. The IT people sulked, pining for the days of the dominance of control. Business had agility, but now realised they needed help. No-one was happy.<\/p>\n
By the early 1990s, this distributed IT model (and its associated, often devolved IT budgets) had resulted in a somewhat out-of-control and completely un-coordinated IT function. You could easily call it chaos. Data could be found (and lost) everywhere; duplication and waste were rife; complexity exploded; never-ending technical refresh became the norm; and unreliable and badly deployed IT became commonplace.<\/p>\n
<\/p>\n
Total cost of ownership<\/h2>\n
To aid the plight of the miserable Head of IT, and to help put a name to his or her pain, Gartner Group famously coined the Total Cost of Ownership (TCO) model to put some metrics around the concept of \u201chidden\u201d IT costs, and so a move toward centralising the management of the organisation\u2019s IT investments began. Slowly but surely, security and risk arguments and spiralling costs led to \u201cbest practice\u201d IT operating models, and the tensions of a hampered agility returned. Superficially, there was peace, but the relationship was dysfunctional, and at times even adversarial.<\/p>\n
The turn of the millennium inspired the massively expensive, red herring, no-material-benefit-achieved, IT-centred hype-storm known as Y2K. The sage commercial wisdom and credibility that the TCO concept had begun to help build for IT in the eyes of the business was damaged. Hot on the tail of Y2K, came a second IT-driven hype storm promising to the business-people massive changes to the entire way we do business, a gold rush of instant fortune \u2013 but in an instant, the \u201cdot-com\u201d bubble had boomed and burst. IT\u2019s last shreds of credibility, and a decade of its future potential budgets, evaporated.<\/p>\n
<\/p>\n
Us vs. them<\/h2>\n
As a result of the earlier rampant uncontrolled demand, the loss of trust in IT and its associated TCO centric expenditure management model, the IT function was sentenced to reside in the \u201ccentral services\u201d half of the organisation chart, alongside the HR, Operations, Legal and Accounting teams, and firmly in the Cost Centre columns of the accounts that the latter maintained and closely scrutinised. IT spend was perpetually under pressure, controlling priorities for satiating demand was often IT\u2019s problem, and IT\u2019s lack of responsiveness or ability to meet all demand was often cited as the reason for a given business\u2019 lack of success against competitors.<\/p>\n
An \u201cUs and Them\u201d culture had again emerged, and since around 2003 IT had found itself largely being seen as a necessary yet misunderstood evil, while the consumer market\u2019s appetite for technology seemed to know no bounds.<\/p>\n
But against this backdrop, over the past 15 or so years, things in the marriage have gradually improved. Our ideas of best practice for an IT Operating Model that works for the business too have solidified and become broadly accepted by consensus. Life has improved, and IT is again more valued than it was in the dark millennial days, but something was still not optimal. Today, we find that all the process and procedure to coordinate this fragile working relationship takes a considerable amount of effort and time. And all the while, the speed of change in the business market is accelerating around us.<\/p>\n
<\/p>\n
Dreaded disruptors<\/h2>\n
The lunch of the huge dominant incumbent market forces is suddenly being eaten by the dreaded \u201cdisrupters\u201d \u2013 and entirely new business models are changing the macroeconomic landscape seemingly overnight. These new businesses can scale massively in no time because of the availability of the apparently bottomless availability of \u2018Pay as You Grow\u2019 cloud. But it\u2019s more than even just that. These new business models are almost entirely enabled – and are often completely created by \u2013 the innovative development of new applications of technology.<\/p>\n
The business, having for many years labelled corporate IT as an overhead that needed to be delivered as cost effectively as possible, sat up and realised that the opposite was now true. IT could be their saviour and something to covet, not something to despise.<\/p>\n
And at the exact same time, the corporate IT guys realised that a \u2018good, but not great\u2019 corporate IT Operating Model (ITOM) that has been controlling a carefully centrally managed \u2018Buy and Build\u2019 IT platform was too just slow to provide the agility that the business need for their Business Operating Model (BOM) to be competitive.<\/p>\n
Both business and IT both seemingly arrived at the same destination. That they needed a new \u2018OM\u2019. One that linked an ITOM with a BOM more tightly allowing the best of agility and control. This new operating model we describe as a DOM. A Digital Operating Model. Powered by the cloud.<\/p>\n
<\/p>\n
The digital operating model<\/h2>\n
So, where does our story take us from here? If we accept that organisations need a new kind of operating model. A digital operating model. How does one go about creating such a thing?<\/p>\n
The answer is the Microsoft Cloud Adoption Framework for Azure. Following a structured and methodical framework is the best way for you to achieve this ambition. Covering everything from Strategy, Planning, Readiness, Migration, Innovation through to Governance, Management, and Operation, it\u2019s the most detailed and most comprehensive cloud adoption framework ever written.<\/p>\n
Do you want to discover what the Cloud Adoption Framework for Azure is and how it can help your business create a digital operating model to once and for all settle the battle between agility and control?<\/p>\n
Book your place at one of my sessions at Future Decoded.<\/p>\n
How to design a methodology for adopting and governing the cloud<\/a><\/strong><\/p>\n01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\nAlso, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\nYou can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\nFind out more<\/h2>\n
Watch Dan’s session from Future Decoded<\/a><\/p>\nAbout the author<\/h2>\n
Newfound freedoms<\/h2>\n
01 Oct 11:30 – 12:30 | L3 Session Room 7<\/strong><\/p>\n 01 Oct 14:30 – 15:30 | L3 Session Room 8<\/strong><\/p>\n 02 Oct 14:00 – 15:00 | L3 Session Room 8<\/strong><\/p>\n Also, keep your eyes peeled for a new book \u201cThinking of Building a Digital Operating Model with the Microsoft Cloud Adoption Framework?\u201d <\/em>written by myself and three colleagues, which is launching at Microsoft Ignite<\/a> in November.<\/p>\n You can also explore more about the Microsoft Cloud Adoption Framework for Azure<\/a> \u2013 from getting started to becoming fully operational in the cloud. You\u2019ll find tools, guides, and narratives designed to help you identify business outcomes that will ease your adoption journey.<\/p>\n Watch Dan’s session from Future Decoded<\/a><\/p>\nFind out more<\/h2>\n
About the author<\/h2>\n
![\"Dan](\"https:\/\/www.microsoft.com\/en-gb\/industry\/blog\/wp-content\/uploads\/2019\/09\/Dan-Scarfe-150x150.webp\")
Dan Scarfe is the UK Founder and EVP Global Solutions for Microsoft UK’s Partner of the Year