Top-down support is essential for creating meaningful change – whether that change be technical or cultural. Securing buy-in at the C-level means speaking the language that your executives want to hear. Translation: Focus on your corporate initiatives. During this session, Scotia Gas Networks will share details about its journey to the cloud and how this shift was integral to transforming its business and achieving its corporate strategy. Speaker: Paul Hannan, CTO Scotia Gas Networks

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Influencing The C-Suite to Champion Your
Journey to the Cloud
Tuesday, 31 October, 2017
V1.0

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• Provider of safety-critical and CNI services
• 6m customers, 5000 staff, 75,000km network, annual revenue £1bn+
• Award-winning use of technology
• Forward-thinking Regulator, Board & Executive
Who are SGN and what are we doing?
• ‘All-in’ migration of enterprise applications (100+) to cloud –
SaaS and AWS.
• Modernise integration platform and applications.
• Automate testing – functional, load and security.
• Adopt modern development and deployment methods.
• Establish enduring capabilities to focus on business-led IT.
Scope

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Our industry is being disrupted..
• IT is not here to serve the business or to create partnerships with the business, the business is now becoming IT
and vice versa.
• Managing corporate risk – risk of not doing something is as key as articulating the risks of doing it!!

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Moving from Risk to Opportunity
Improved Security
Improved Resilience and Availability
Increased Agility/Opportunity
Reduced Totex
Align to new ways of working
Committed outcomes
This is all about delivery of the Corporate Strategy and mitigating corporate risk, it is not a ‘Technical Vanity’
programme.
Reduce Risk
Drive Opportunity

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It changes how you deliver technology…
• Free up the right people
from the business, stop
tactical IT change!
• Cloud enables the business
to have direct control over
the delivery of services and
the use of technology.
• The traditional role of IT is
becoming largely obsolete,
we need to move to be
specialists.
• Don’t underestimate your
business’s capabilities.
EnterpriseArchitecture

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Articulate how risk changes to the exec
• Corporate risks are
different, however this can
drive changes and
efficiency. Risk moves to
opportunity.
• Use the resources available
– NCSC, ICO, Regulator
guidance, references.
• Embrace your auditor!
• Don’t underestimate your
business’s capabilities.

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Speak in the language of the CFO
• Be creative!
• Understand the financial
accounting culture of your
organisation.
• Use external resources like the
FASB to help articulate thinking.
• Engage Finance in the formal
programme governance.
• Understanding capitalisation
rules and tax implications
before engaging finance.
• Get to know your auditor

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Articulate & align the wider technology strategy
• Cloud is only one part of the
technology strategy – don’t let it
be just about ‘Cloud’.
• Do not let anyone suggesting we
need a ‘cloud strategy’ near the
exec!
• Help the business and exec to
guide you on the areas of focus
for the future technology
strategy.
• Don’t underestimate your
business’s capabilities.

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Move from IT partners to Enterprise partners
• Be clear to the exec, the strategic
technology partners for your
business are changing.
• Encourage direct business
engagement.
• Align executives focused on
industry outcomes – articulate how
this can accelerate business
capabilities.
• Engage industry partners in the
conversation.
• Don’t underestimate your
business’s capabilities.

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Engage and excite the board
• Be clear about how
technology will impact the
company and their
investment.
• Align to the corporate
strategy.
• Paint a vision for the future
of the company and
demonstrate how these
capabilities are real.
• Don’t underestimate your
business’s capabilities.

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Not everyone will be happy about the change….
• Be clear how you will manage potential impact to BAU and
enterprise Risk.
• Engage the workforce and unions (if applicable).
• Don’t underestimate people’s resistance to change!!!

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Have a clear plan and deliver early
3 years
Organisational readiness – Board/Exec
support, independent investment case,
legal, risk, independent audit
Technical readiness –
Skills, technical prerequisites (network,
identity, VDC, security, PoC and Pilot)
Operational readiness –
Discovery, discovery, discovery,
contracts, etc.
Foundation–Clarify principles and
approach
Procure Migration Partner
Exec Approval
Board Approval
Modernise, Migrate, Automate
January 19
New requirements – Microsoft Dynamics, MGDC, LMS, Image Capture, SGNApp, Kony, Email, SharePoint, Yammer, video,
Business modelling, JazzHR, ServiceNow, CASB, Symantec, Vidder, PAM, etc

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Success breeds success

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Finally, be upfront, its not going to be easy!!
Character +
Capability +
Capacity =
Commitment