![Considerations On-prem vs. Cloud
• Kind of organization [small, medium, large]
• Existing situation
– Infrastructure, lan, wan
– licenses
– it staff, experienced with
– Level of customization and integration
• Financial, emotional or rational driven
• Who should be in control of changes?](https://image.slidesharecdn.com/engage-150423000710-conversion-gate02/85/Change-to-the-cloud-by-psychology-pull-or-technology-push-33-320.jpg)
Uploaded byRoland Driesen
Change to the cloud: by psychology pull or technology push?
The document discusses the transition to cloud services through change management, emphasizing both psychological and technical factors that influence decision-making. It categorizes organizational types and their specific situations related to cloud versus on-premises solutions, highlighting the importance of infrastructure and financial considerations. Additionally, it addresses training requirements, user adaptability, and the complexities introduced by hybrid models.
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Change to the cloud: by psychology pull or technology push?
- 1. Session #EngageUG –30/03/2015 – Ghent Change to the cloud: by psychology pull or technology push
- 3. Change Management Technical push Psychologicalpull Cloud Decision
- 4. Change Management Technical push Psychologicalpull Cloud Decision
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- 7. 7 I have atool!
- 8. 8 I have aplan!
- 9. 9 I have adream ...
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- 19. Internal External Inside-Out orOutside-In Universal Contrast
- 20. Pay Per Use InvestPer Year Inside-Out or Outside-In Universal Contrast Internal External
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- 23. Adapt Control Inside-Out or Outside-In UniversalContrast Internal External
- 24. The man withthe plan
- 25. 25 Go with theflow
- 26. Company Employee Internal External 2 mainaxes Universal Contrast
- 27. Innovation Positive vibe Everybody onboard Trust Richfunctionality Speed of delivery Secure Quality Company Employee Internal External 2 main axes = 4 quadrants Universal Contrast
- 28. Chaotic Change to change Tooslow Emotional Vendor Lock-in Costly Fort Knox 10 Company Employee Internal External 2 main axes = 4 quadrants Universal Contrast
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- 30. Change Management Technical push Psychologicalpull Cloud Decision
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- 33. Considerations On-prem vs.Cloud • Kind of organization [small, medium, large] • Existing situation – Infrastructure, lan, wan – licenses – it staff, experienced with – Level of customization and integration • Financial, emotional or rational driven • Who should be in control of changes?
- 34. Small / start-uporganisation Small / start-up company • No office building • No IT-staff • No data center
- 35. Medium size organisation Mediumcompany • Office building • Part-time IT guy • Server “closet” • Some integration between apps ?
- 36. Large organisation Large company •Office building(s) • Fulltime IT staff • Server room • Integration between apps ?
- 37. Financial • Get yourfigures right ! - Domino ≠ Exchange – Cloud cheaper over approx. 3 years – On-prem may break even at approx. 3.5 years – IBM Domino upgrades / migrations are easy (low cost) – IBM Domino hardware demands are relatively low – IBM Domino is scalable; add extra storage as you go – Do not discount your Domino applications Don’t end up with two environments for years to come – Buying vs. Renting: You can’t pause cloud payments Cloud: invest at fixed rate / On-prem your choice * * Your mileage may vary
- 38. Emotional / Rational •What you’ll save – Hardware – Server maintenance • Left with – User administration – Helpdesk • What you add – Complexity – Expensive back-up / restore – Dependency of • Monthly payments • External party (lock-in) • Connectivity
- 39. What are youroptions? • Rip & replace everything – Really feasible? – What about applications? • Side by side - Hybrid – Major part in cloud / on-prem – Mixed / Homogeneous brand
- 40. Mixed Hybrid • Addscomplexity • Double administration • May double license costs • Training required • Different UI’s in same org. • Integration challenges ?
- 41. Homogeneous Hybrid • Singlepoint of administration • No double license costs • No training needed • Familiar UI experience • Less integration challenges
- 42. Other cloud providers •Standardized “One size fits all” • Provider controls changes Think: Office ribbon, Windows 8 tiles • Functions get added / removed But not to everyone at the same time • Rebuild existing integrations “Any customer can have a car painted any colour that he wants so long as it is black.” Henry Ford, 1920
- 43. • Integrates withyour existing on-prem environment • Central, familiar administration methods • Familiar Notes UI / web-interface • Familiar, secure nsf storage (64GB+ / mailbox) • Mail-template customizations possible • Controlled enrolment of new versions • Secure offline IBM SmartCloud Notes
- 44. Change is theonly constant • The outside world is in motion – Mobile device updates – Browser updates – New vulnerabilities (poodle) • Updates are essential – Must not hinder productivity by surprise – Review impact in your environment
- 45. • E-mail iscommodity • But your organization is unique! • Cloud: Commodity out of your hands • IBM SmartCloud Notes Hybrid offers both; on-prem & cloud
- 46. Change Management Technical push Psychologicalpull Cloud Decision
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- 52. 52 • Communication • Createpersonas and scenarios • Imagine WII4M / WII4U • Develop step-by-step cards • Plan Small, Medium and Large trainings • Distribute step-by-step cards • Learning platform available (wiki’s, presentations, step- by-step) • Educate service desk • Educate key users • 1-on-1 support • Tiny habits: Continues tips for changing behaviour
- 53. Psychology or technology? 3GImplementation
- 54. 8 types fromthe 4 quadrants 3G Implementation ©AndrewLothian,Insights,Dundee,Scotland,2006.Allrightsreserved. INSIGHTS,INSIGHTSDISCOVERYandINSIGHTSWHEELareregisteredTradeMarks.
- 55. Learning products PreferencePersonality Focussed training Preference for practical action Director Test environment Preference to experiment themself Motivator Creative workshops Preference for interaction during sessions Inspirator Open sessions Preference to be attached in the change Helper Complete syllabus Preference for detailed output Supporter Computer Based Training Preference for logical systematical approach Coordinator Extensive documentation Preference for objective information Observator Testing and certifications Preference to focus and achieve goals Reformer Tailor made learning 3G Implementation
- 56. Light users Power users Keyusers / Secretaries Group 1 50 Group 18 50 … 50 Group 2 50 Group 1 25 Getting Things Done with IBM Verse 10 Groups / day Max. participants Groeps / day Max. participants Groups / day Max. participants Group 2 25 Group 3 25 Agenda- management with IBM Notes 10 Group 4 Group 5 Group 6 Small per city Large centralMedium per region Trainings capacity 3G Implementation
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- 58. Change Management Technical push Psychologicalpull Cloud Decision
- 59. Start with Why!- Simon Sinek 3G Implementation
- 60. Why How What Start with Why!- Simon Sinek 3G Implementation
- 61. Why How What 1. Start withWhy! Cloud Decision
- 62. Fixed Flexible On premise Cloud 2.Plot your requirements Cloud Decision email wiki case management projects chat blog
- 63. IBM Connections Cloud IBM Connections IBMVerseIBM Notes Fixed Flexible On premise Cloud 3. Select your tooling Cloud Decision
- 64. External users Adaptable Evolve people Communitysupport Improve ROI Deeper functionality Increase security More stable 64 Fixed Flexible On premise Cloud Cloud unless approach Cloud Decision Gain
- 65. Own flexibilityLet goof people Vendor contractCompany policy 65 Fixed Flexible On premise Cloud Cloud unless approach Cloud Decision Block
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- 68. Change Management Technical push Psychologicalpull Cloud Decision