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Human resource dangers in the shift to the cloud

None | Feb. 25, 2011

Secondly, companies who face resistance from employees could also incur high transitional costs of operations due to staff turnover and resulting delays in the transition.

However, this would mean siloed cloud implementations within the organisation, and companies who implement cloud technologies with a lack of strategic resource planning and employee buy in are bound to lose out on the true value-add that cloud computing can bring to an organisation.

What is the best strategy for enterprises to develop employee buy-in and support from their IT departments? How best can CIOs manage change when it comes to adjusting the roles of IT staff within the company when shifting to cloud services?   

  • Incorporate employees into the change process - starting point is a tailor-made communication plan that is coordinated with the cloud provider
  • Be open and transparent; keep IT staff informed of impending changes and what the positive implications of these changes are, both for them as well as the organisation.
  • Educate staff on what support or training they will be provided with during the transition period and post transition.
  • Set clear objectives and guidelines. Outline expectations from staff during this period of change, and post transition.
  • Ensure constant channels of communication by keeping your door open to staff who have questions or concerns

The key benefit: smooth and cost-effective transition and implementation of the ICT project.

How best can enterprises maximise staff potential for a positive working environment within the cloud?

Some roles definitely will need to change within a cloud environment, especially for employees directly tasked with supporting and maintaining the on-premise software and the decommissioning of existing IT infrastructure. These employees are often valuable and efficient, and with some re-training will be able to take on new roles in the IT department that they may find more rewarding. However, IT leaders need to offer the direction and resources to make that happen.

What examples, case studies, can you quote relating to enterprises in the Asia Pacific that have successfully enrolled their IT staff in changing to cloud services?

T-Systems has worked closely with large MNCs like Shell and Philips to implement cloud-based projects and has successfully enabled a transition of both the IT deployment and employee movement. These companies are no longer operating their SAP systems themselves but are obtaining storage capacity, bandwidth and computing and application capacities based on demand via secure networks from T-Systems data centers. We call this cloud-based solution, Dynamic Services, at T-Systems. With Dynamic Services, ICT is made available like power out of the wall or water out of the tap. Customers only pay for what they actually use, thus reducing their costs by up to 30 per cent.

 

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