moving to the cloud a change management approach
TRANSCRIPT
MOVING TO THE CLOUD ►A CHANGE MANAGEMENT APPROACH
SESSION #5554
23rd October 2019
EMEA ALLIANCE 22-23 OCTOBER 2019
PRESENTERS
EMEA ALLIANCE 22-23 OCTOBER 2019
• U of Edinburgh
• U of Nottingham
• U of Strathclyde
• U of Manchester
• U of Glasgow
• PeopleSoft Campus Solutions
• Oracle Fusion Cloud
• Change Management
• Project Management
• Business Analysis
• Testing
• Training
• University of Glasgow -Education – PhD
• Glasgow Caledonian University –Information and Administrative Management - MSc
• University of Glasgow – Hispanic Studies – MA (Hons)
• Prince2 Practitioner
• Six Sigma (Green Belt)
Clients Systems Skills Education
C H A N G E M A N A G E M E N T , P R O J E C T M A N A G E M E N T , A C A D E M I C M A N A G E M E N T
A Senior Consultant with 14 years’ experience working in Higher Education and 10 years working with HE systems implementation,
support, development and change management. Implemented and developed Oracle PeopleSoft Campus Solutions 9.0/2 with
universities across the UK, including four Russell Group institutions. Currently working with University of Edinburgh on the
implementation of Oracle Cloud Fusion.
Dawn McKenzieSenior Higher Education Consultant
ABOUT INOAPPS
Oracle Platinum Partner Industry Focus on E&C and O&G
2016 Oracle Specialized
Partner of the Year SaaS Cloud
Transformation – Global
Expertise in Hosting,
Managed & Cloud Services
2018 Cloud First
Partner of the year
Internally Operating Oracle
ERP / HCM / EPM / Sales
And Marketing Cloud
25+ customers in the
Cloud and counting300+ Staff Globally
Innovative Products Division
Delivering extensions to
Oracle Cloud
Established On / Offshore
Global delivery model
Houston
London
Aberdeen
Edinburgh
Derby
Kuala Lumpur
Singapore
1000 employees
worldwide
2018 Oracle Cloud
First Partner of the
Year
Oracle’s Managed
Service Provider
Program
Oracle Specialized Partner of the Year for Database as a Service
L I N L I T H G O W
S I N G A P O R E
2016 Oracle
Specialized Partner
of the Year: SaaS
Cloud Transformation –
Global
CrocusConsulting
U S A
BGF Investment
M A L A Y S I A
Indigo Tide
E D I N B U R G H
Teamsolve
D E R B Y
Andy Birdstarts Inoapps2006 2010 2014 2016
2008 2012
2018
2015 2017
2022
ABOUT INOAPPS
EMEA ALLIANCE 22-23 OCTOBER 2019
GLOBALOPERATIONS
OFFICES
FOUNDED
2006INDUSTRY
EXTENSIONSEXPERIENCED
SALESSUPPORT ORACLE CLOUD
PROJECTS
30+
NA, EMEA &APAC
PRODUCTSFOR ORACLE
CLOUD
PRESALES,INSIDE SALES& CAMPAIGNS
350+ STAFF
►Organisational benefits of the cloud
►Considerations for transitioning to cloud
►Change management considerations
►Business as usual and support structures
►Change management activities
AGENDA
THE SHARED RESPONSIBILITY MODEL
LAYER INFRASTRUCTURE AS A SERVICE (IaaS) PLATFORM AS A SERVICE (PaaS) SOFTWARE AS A SERVICE (SaaS)
Data Customer responsibility Customer responsibility Customer responsibility
Application Customer responsibility Customer responsibility Cloud provider responsibility
Operating System Customer responsibility Cloud provider responsibility Cloud provider responsibility
Virtualisation Cloud provider responsibility Cloud provider responsibility Cloud provider responsibility
Servers Cloud provider responsibility Cloud provider responsibility Cloud provider responsibility
Storage Cloud provider responsibility Cloud provider responsibility Cloud provider responsibility
Network Cloud provider responsibility Cloud provider responsibility Cloud provider responsibility
Physical Cloud provider responsibility Cloud provider responsibility Cloud provider responsibility
ORGANISATIONAL BENEFITS OF THE CLOUD
Operational Enhancements
Reduced Costs Better UsabilityImproved Performance
1 2 3 4
ORGANISATIONAL BENEFITS OF THE CLOUD
Standardised processes
Streamlined systems Enables collaboration
Encourages knowledge-sharing
1 2 3 4
CONSIDERATIONS FOR TRANSITIONING TO CLOUD
Data Processes SystemsInterfaces
1 2 3 4
CHANGE MANAGEMENT CONSIDERATIONS
Loosely vs Tightly Coupled Systems (Burke, 2014)
►High degree of diversification in product, process or policy vs centralised control and
shared values
CHANGE MANAGEMENT CONSIDERATIONS
Theories of Action (Argyris and Schön, 1978)
► Espoused theory vs Theory-in-use - the difference between what organisations say
they do and what they do in practice.
CHANGE MANAGEMENT CONSIDERATIONS
►Process redesign
►Develop expert knowledge
►Recognise and address behaviours
►Encourage organisational learning
BUSINESS AS USUAL AND SUPPORT STRUCTURES
Create visionBuild awareness Set up support
structures
Develop skills
1 2 3 4
CHANGE MANAGEMENT ACTIVITIES
►Select change model
►Develop maps
►Consult and inform
►Promote feedback and engagement processes
►Build communities of inquiry
►Assess organisational readiness
