Operational excellence
The operational excellence pillar includes the ability to support development and run workloads effectively, gain insight into their operations, and to continually improve supporting processes and procedures to deliver business value.
Before the merger or acquisition, create a plan for how to handle operations. This plan should include a timeline for the integration process, goals for the combined company, and a list of tasks that need to be completed. Once the merger or acquisition is complete, create a new organizational structure that is designed to achieve operational excellence. This structure should be based on the goals and timeline you created. Implement the new organizational structure and make sure that everyone in the company is aware of their new roles and responsibilities.
Continually monitor and measure the company's performance to ensure that it is meeting its goals. Make adjustments to the organizational structure and operations as needed to improve performance. Once the company is operating at a high level, focus on continuous improvement. This may involve implementing new technologies or processes, or training employees to improve their skills.
The operational excellence pillar provides an overview of design principles, best practices, and questions. You can find prescriptive guidance on implementation in the Operational Excellence Pillar whitepaper.
Questions
- MAOPS 1: How do you plan to structure your company and processes to support mergers and acquisitions?
- MAOPS 2: How do you plan to set up and govern a secure, multi-account, or multi-cloud AWS environment?
- MAOPS 3: What is your combined AWS Organizations strategy, and how do you handle cross-cloud governance?
- MAOPS 4: How does technical debt hamper new feature development, hosting efficiencies, or cost reductions?
- MAOPS 5: Do you have a well-defined tagging strategy?
- MAOPS 6: How do you plan to use key industry domain knowledge, intellectual property (like patents and algorithms), and open-source tools after an acquisition as a barrier to entry?
- MAOPS 7: How do you plan to prioritize and develop a product innovation roadmap for the combined organization?
- MAOPS 8: Are product teams from both organizations aligned with the deal rationale and how to organize themselves internally?
- MAOPS 9: How do combined product teams organize their product hypothesis, prototyping, and testing with customer validation?
- Resources