Enterprise cloud transformation through Co-Creation
Praveen.D 31000271YX Visits (711)
Ndu Emuchay, IBM Distinguished Engineer, Cloud Engagement Hub
Praveen Dharmavaram, Cloud Transformation Advisor, Cloud Engagement Hub
“I have to tell you a couple of things we’ve learned. On one hand, the ‘what’ you’re doing is really important, but I think you’re going to find the ‘how’ is almost more important. This is going to be an era of Co-Creation.”
Chapter 1 of cloud was application centric and opportunistic. That chapter was focused on native-cloud net-new workloads, workload virtualization and relatively simple workload disposition on cloud. It was largely about developing or moving a lot of new and customer-facing applications to off-prem clouds in order to gain variable cost model benefits and agility.
The most successful companies know what their clients need, and these companies also anticipate what the client need is, projecting into the future to intersect with future need. Having said that, it can be difficult, to know in the minutest detail what clients or specific segments of the market need.
Co-creation works because it: considers the big picture, addresses areas of contention and injects new practices of new ways of working which offer speed and flexibility to the idea-to-delivery lifecycle. Let us examine each of these aspects of the above in the context of co-creation:
The big picture
Co-creation assures that the process of creation involves the right people, establishing transdisciplinary teams who can collaborate and share a diverse set of perspectives. By involving the right people in the organization, we are able to align business and technology, meeting the client where they are, taking a holistic yet pragmatic approach across all the topics of inquiry.
In that context, we are able to operate from an outside-in, client-centric and client-experience perspectives assuring that these important considerations are taken into account, and we open the door to new possibilities. Involving the right people establishes the success criteria — what is seen as important and articulable by the client in measuring success from their perspective.
Addressing areas of contention
Decisions on transformation, app modernization and migration, talent and skill uplift can be tough to justify and to prioritize, balancing effort or cost with the value to be derived from such decisions. Through co-creation decision making frameworks can be developed with help in those as well as others that go to the core of culture upgrade, changing tools, developing on and operating hybrid multicloud environments. Other areas of decision making include integration and security on- and off-premises for application and data — where applications should run, where data must reside to comply with regulatory frameworks, and what landing zones make sense while supporting the agile business agenda.
New practices offer speed and flexibility
Co-creation enables us practice new forms of agile engagement and organizational alignment, re-imagining the client relationship, establishing new foundations for transformation and taking concrete steps along the Cloud Transformation Journey. What we have seen working with clients is that by building in quick wins and showing progress against the backdrop of the long-term Transformation Journey we are able to generate momentum, technically validating topics of importance and value to the clients. Co-creation helps us balance disruptive innovation with sustained innovation. Specifically, tools such as Tran
Co-Creation in action
Our recent work at a large bank in Europe is similar to others driven by techniques found in IBM
Figure 1: Clients Co-Creation Outcomes
By themselves these numbers are impressive but are not the whole story. Also, this is not where the story ends. In our view, this is the second innings of the story — Chapter 2. For this client and others such as this client where we have executed meaningful co-creation, IBM is in a strengthened position to engage on new transformational opportunities that otherwise we would not have ‘permission’ to engage on. Co-creation has significantly reshaped the playing field and has importantly improved IBM’s chances of sustained transformational engagement and success. The foundational co-creation work does not obliviate the need for execution excellence but instead requires it — enabling the client and IBM raise the bar of what can be possible co-creating, co-operating and co-executing in our partnership.
Co-creation is increasingly becoming an enabler to customer-driven outcomes as a fundament to digital transformation. By collaborating with a trusted advisor to holistically consider the technical and business impacts of change, organizations are able to bring in transdisciplinary teams to provide perspectives that go to the core of enterprise problem solving. In contrast to detached methods of working, the approach enables for place-based collaboration that encourages teams to co-create, co-operate and co-execute on aligned objectives.
This model is only possible with the appropriate sponsorship and a flexible yet structured framework that enables teams to plan and execute projects using proven approaches such as IBM Enterprise Design Thinking, IBM Garage Method and Clou
Useful resource references
IBM Design Studio: http
IBM Garage: http
Red Hat Innovation Labs: http
Thank you Ravesh Lala, VP Cloud Engagement Hub for sponsoring this work, especially the Cloud Engagement Hub active involvement; to the Account team for guiding the way on this effort; to the Growth and Market Development team for supporting the Account; thanks to the IBM Garage and Solution Engineering team for their contribution in supporting the program through their input on the IBM Garage Method and IBM Enterprise Designing Thinking.