A Practical Guide to Cloud Migration

Chapter 3. Defining “Good” for Your Organization

Andrew Milo, Delivery Executive Director

Who

• CxOs

• Managers

Why

Why define “good” for your organization?

Change is hard. In fact, it’s been said that no one likes change but everyone loves progress. For many people in a large organization, a new company initiative may seem as common as their weekly coupon circular, and viewed cynically, such initiatives often result in the same level of personal and organizational improvement. Many of these ideas are great—but ideas alone are not enough to create impact.

So where do things typically go wrong? Often it starts right at the beginning. Dr. Laurence J. Peter, an educator well known for formulating the Peter Principle of management, observed that “if you don’t know where you are going, you will probably wind up somewhere else.” As a leader, you are looking to create a better overall outcome for your business. The problem is, you can’t do it alone, and others are the ones who actually need to do most of the changing. However, expecting others to change simply so you can get a better outcome usually doesn’t have the necessary sticking power.

Therefore, the key to success is to ensure that the change you’re planning is truly built on bringing progress not only to the business but also to the people who are needed to make the change really work.

Said another way, if you engineer a holistically better situation, you can rise above the norm and make this change “stick” with the ...