Impact on moving from IT-As-Usual to IT-As-A-Service

Transition and Organization structure are constantly and excessively used terms or at times abused “terms”. Almost all of our customers are looking at private, public and hybrid cloud models. In most cases these models are new sourcing and delivery strategies than a technology strategy.

Hence it is prudent that these “terms” cannot be an afterthought in formulation of the new strategy.

It is also prudent we have a meaningful conversation on these terms before we position Service Provider’s “offerings” around these.


Every customer’s motivations for transitioning to the “As-A-Service model” are different, but whatever they are, they should be clearly defined and communicated to both internal and external stakeholders.

Fact is, for customers’ transition to “As-A-Service model” often requires an evolution in roles, skills, processes, and organizational structure. This in itself is a big change which at times generates a lot of unrest. Then again whilst transition, roles and responsibilities are more important than ever before.

This is a paradox and our ability to help them manage this paradox can be the biggest differentiator.

Two modest ways of helping them steer through are:-

1) Assess their Operational readiness

2) Determine the degree of change needed during transition

Operating Model:-

The function of internal IT is often operational and they were historically measured on

· Uphold core operations

· Enforce policies and procedures

· Keep reducing operational costs

· Keep production running

· Deliver infrastructure for projects on time and on cost

IT is usually an implementation mechanism for business strategy rather than a catalyst for business innovation.

On the other hand “IT-As-A-Service” comes with Variabilization, automation, analytics and what not!

Clearly the same organization running IT-as-Usual cannot do IT-as-a-Service.

Helping customers to prepare their internal organization for a change can be a big differentiator.

Among others, these roles are the key and we should help define and build awareness about these roles in the new organization-

Service Leader (Customer function): Maintains working relationship with cloud infrastructure provider, internally promotes service awareness among tenants and end user organizations.

Relationship Manager (Supplier function): Among other things it is imperative the relationship manager in an “As-A-Service” model determines the service demand pipeline for both new and retiring services. He / she needs to ensure the pipeline is reflected in the service portfolio

Service Owner (Predominantly supplier but best practice suggests a joint role): This role acts like a product manager for the cloud based service, is responsible for service level attainment

Service Architect (Supplier role): The tendency of legacy IT organization is to intrude into the technology and product decision making. This to me is a tectonic shift from IT as Usual to IT as a Service. In the new cloud models, customer has limited to no influence on product stack offered by suppliers. The Service Architect role is a key function to balance this paradox, translate the functional requirements into technical specifications

A Neutral appreciation of these points followed by some seasoning of Service Provider offerings makes the conversation impactful.

Vinay Ramananda at 7:54 AM

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