Point 4. Engage the Organization
Engage the Organization is intended to activate the strategies and plans that have been created and to use the insights gained from the various assessments that you have already conducted. As the transformation starts to take place, the burden of the transformation begins to shift from the cloud transformation team and cross-functional leaders to the employee base. Engage the Organization contains five subpoints:
4.1 Implement change management plans
4.5 Monitor and manage risk mitigation
4.1 Implement change management plans
What is it?
Implementing change management plans involves launching the activities identified in the change strategy and plan in a structured and detailed way. You can document these activities further in the team’s project management tool to ensure that the appropriate time, resource, and sequence is being applied in a disciplined fashion.
Why is it valuable?
The objective of change management plans is to ensure change management alignment with cloud transformation team activities, secure commitment from executive sponsors and leaders, and begin the process to identify and engage affected stakeholders.
When do you use it?
Before implementing the change management plans, make sure that all tasks have been accounted for, validated, and incorporated in the master plan; a responsible, accountable, consulted, informed (RACI) matrix is complete; a team organizational structure has been established and communicated; and change acceleration team members have been identified, onboarded, and properly authenticated in their roles. To keep the program synchronized with the broader cloud transformation, be sure to integrate the tasks in the project management or agile tool(s) that you are using.
Note
The RACI matrix defines and assigns roles and responsibilities in a project. For example, you can create a RACI to define security control ownership or to identify roles and responsibilities for specific tasks in a cloud transformation project.
4.2 Deploy communication plan
What is it?
This step involves launching the activities identified in the communication strategy and plan. The objective is to ensure communication and message alignment with the cloud transformation team’s activities, the voice of the executive sponsor, the commitment of the designated leaders and champions, and synchronization with the HR and the internal communications teams. You can maintain the focus on benefits and business value, and sustain overall stakeholder engagement through key messages, varied voices, multiple channels, and feedback loops.
Why is it valuable?
The result is to ensure communication and message alignment with cloud transformation team activities. As the cloud transformation speeds up, scales, and evolves, and the organization inevitably experiences turnover, the value of communications cannot be underestimated. In fact, inconsistent, outdated, or mistargeted communications can cause timeline delays, distrust, and tarnished relationships. In some organizations, a trickle-down or tiered communication plan might be necessary. This adds complexity and project management tasks, because information must be communicated in layers, in a sequential order.
When do you use it?
A communication plan should be a living document that is tracked and updated at least weekly. Additionally, approvals required for communications should also be tracked and documented to ensure that the appropriate level of quality assurance, scrutiny, and accuracy is part of all communications. Use feedback mechanisms to gauge engagement, message effectiveness, length, frequency, and targeted audience. Feedback on communication effectiveness can be tracked monthly with other cloud transformation program reporting.
4.3 Deploy engagement plan
What is it?
As described previously, an engagement plan is a systematic approach that describes specific ways in which an individual, stakeholder group, or organization will address changes brought forth by the cloud transformation. The intent of the engagement plan is to keep all key stakeholders committed to, and focused on, the desired business results of the cloud transformation. You should include and engage each stakeholder group by providing relevant information according to the prioritization and mapping in the commitment model, as outlined in the engagement strategy.
Why is it valuable?
Deploying the engagement plan involves proactively managing the pace and amount of change that each stakeholder group must undergo to avoid change overload, which maximizes the potential for a successful transition from current to future state. Having a methodical approach to deploying the engagement plan also helps the change acceleration team proactively manage any potential roadblocks and build organizational buy-in, commitment, and capability for change.
When do you use it?
You should use the engagement plan throughout the lifecycle of the cloud transformation project to set up the stakeholder engagement program; to develop organizational awareness, understanding, buy-in, and commitment; during transitional phases such as major migrations and modernizations; and regularly as a mechanism for monitoring and reporting.
4.4 Deploy training plan
What is it?
As described earlier, a training plan is a document that identifies the training that has
to be delivered, and the process for developing and delivering the training. When you deploy
the training plan, consider implementing a training effort that is consistent with your
organization’s activities. Meaningful training that is not disruptive to an
employee’s accustomed workflow decreases resistance and allows employees to readily
respond to change. Additionally, using a data-driven approach to gather training preferences
from an AWS
Learning Needs Analysis
Why is it valuable?
Deploying a training plan is beneficial for building the transformational skills required to operate in the cloud. Additionally, determining the appropriate target audience and methodically scheduling courses in a way that works for their schedules and business objectives help optimize the use of the training budget and ensure maximum participation in training events.
When do you use it?
Use a training plan throughout the program to determine the training needs of the organization, the skills that need to be built, the training to offer on a quarterly or monthly basis, where to post training tools, how to advertise training, and how to measure and monitor training completion. On an annual basis, determine new training needs based on new skills required and new people in the organization, and scope a new training plan in line with the annual training budget.
4.5 Monitor and manage risk mitigation
What is it?
As described earlier, a risk mitigation strategy and plan are designed to eliminate, reduce, or control the impact of an organization's exposure to potential risks in a timely manner. Monitoring and managing risk mitigation is a proactive step that acknowledges that any large change will come with a number of potential risks and roadblocks. The resolution of risks requires commitment and close alignment with the executive sponsor, leaders, and champions.
Why is it valuable?
Each risk has an associated probability and severity factor. Monitoring risks gives teams a better understanding of the number of issues that can disrupt or derail the cloud transformation, how likely they are (probability), and how devastating the outcomes could be (severity). By actively reviewing risks and coming up with plans to monitor them, you can manage and mitigate risks before they turn into issues.
When do you use it?
Use a risk mitigation strategy and plan when the program kicks off to design the format and establish risk dimensions. Review the risk mitigation strategy and plan at a regular cadence, and update them as required. Monitor and manage the plan and report results to leadership to determine if any additional mitigation steps should be put in place.
