Now, let's turn our attention to looking at the organization, and we're going to do that in two parts. In this session, we're going to look at the organizational structure. In another session, we'll look at the governance side of things. Topics we're going to discuss is the actual impact on that organizational structure. What roles are no longer required, what roles are going to be created. How do we align that with a current organizational structure. Just to remind ourselves where we are in this strategic model that we've been using. We've looked at the architecture, and we've looked at the processes. Now we're going to look at the organization. And we need to think about that from the point of view of how will the new ways of working fit in with the organizational structure. Moving to the cloud impacts on an organizations' reporting relationships, it has implications for the portfolio of roles that the organization has, and it's organizational structure. That is who reports to who and how do we actually build our organization. Let's just use a simple example of an organizational structure. We have a Chief Executive Officer who's actually running a whole organization. Supported by a level of Directors commonly known as CFO's or CMO's CXO's is a common word we use. There might be a Director of Marketing, Director of Manufacturing, a Director of Corporate Services, Chief Financial Officer, a CIO for example and reporting into those roles will be a number of managers. In the information technology area for example the CIO will have direct reports from the Manager Projects, the Manager Development, the Chief Architecture etc. Some roles are also going to be redundant when we move to the cloud. Let's recall our accounts payable process as an example. If we move our accounts payable to the Cloud, we no longer need that internal administrative support. The processing side of the accounts payable and the supervisory management of it. We no longer need internal ICT support either. But we also need to bear in mind that some new roles are going to be created and moving to the cloud does create new roles. For example, contract administration, performance monitoring these are roles that need to be performed, importantly vendor liaison. Commercial management and benchmarking for example, key new roles. Also in ICT, there are new roles that would be created, there's going to be impact on the ICT roles that manage and provide services. Impact in terms of the problem resolution and escalation procedures. On integration - If we're using a third party to provide those processes, how do we integrate our data and our application layers to make sure they all work seamlessly, and we can interchange information where we need to? And who looks after the data quality? Importantly, who continues to look at improvement in the organization from a business analysis point of view and specifies our requirements. As the organization and the contemporary environment change, who is specifying those and making sure that they're actually built back into our client services. As an example of a new role let's just take the description of a vendor liaison officer. It may be a new role to the organization and it will have certain responsibilities which need to be specified. Firstly will need to be the primary contact between the client and the vendor. The go-to person from both sides to make sure that communication is working. It will need to monitor performance against service level agreements to make sure that the contract is being satisfied. There is the management of work orders. As we specify new requirements, we need to make sure that they're actually managed and delivered. And there's reporting and feedback on progress. There's also problem and issue management. Reporting issues and logging problems, making sure that they're resolved. There are some key questions that we need to ask to make sure that we're aligned with their current organizational structure. For example, what skills do we currently have? We may have people who can already perform those roles with the right skills and experiences. Who is accountable for this role? What are the delegations in there? Where do these roles fit in to the organizational structure? What are the responsibilities of the role? And at what level of those responsibilities and delegations. And how many people do we need to perform that role. Remember, a role is not the same as a job. And we might need several individuals to perform that role. Importantly we need to consider the role of the change manager which is critical in this process. The change manager must be involved with solving some difficult issues, for example, workforce redundancy. Unfortunately, the reality of moving to the cloud, quite often, the issue of workforce redundancy arises. And there is staff redeployment, re-skilling. Somebody needs to specify these new roles. What are the responsibilities? What are the qualifications? What level are they set at? And those considerations. There is recruitment planning. This is about how do we identify and bring those people into the organization. And it's important to stress in this that the change manager needs to work in collaboration with the human resource management process. In summary, when moving to the cloud some new roles are going to be created. These roles need to be specified and thought about in terms of where they fit. Some roles are no longer going to be required and we need to think about what we're going to do and how we're going to manage that. There are some key questions that must be asked around these roles. For example what level of responsibility? How many people do we need to fulfill these roles. Where do they fit in your organization? It's critical and essential, that these roles in place on day one of moving to the cloud to make sure that the business can run smoothly when we start to operate in a cloud environment.
