Welcome to our final session on moving to the cloud. We have now arrived and it's very important that we consolidate the position that we're in so that our environment and our culture reflects the move that we've actually made. We're going to discuss the following topics. Firstly around how we consolidate the move, the importance of refreezing and institutionalization, which will achieve the cultural change that we desire. Just by way of introduction to where we are when we've arrived, the contract is now commenced and we've cut over to our cloud services. We've made a number of achievements. We've executed our migration plan, our milestones have been achieved, our governance structure has been established and is in place. Our staff are in place doing the roles and jobs that they've been given. Training has been delivered, so everybody's up to speed in what they're required to do. It's now very important to actually reinforce the behaviors that we need to be displayed in the cloud environment. So let's consider consolidation and, importantly, this involves a culture change and institutionalization. And let's think back to our previous discussions around Kotter's eight step process of change. We are now at the final step. And also consider Lewin's model of refreezing. This is where we are at the moment and we need to refreeze the behaviors and the way that we work into our culture. Let's just revisit those concepts for a moment. Institutionalization means embedding behavior as the cultural norm. That is, it's the way we do things around here. So we're trying leave behind any memories or actions that might reflect the past way of working. We've created new shared values around the way that we work which result in customs, standards, the language that we use, even. And it's reinforced by our peers and in dialogue on an everyday basis. Kotter talked about anchoring change in the culture. Kotter also gave the opinion that cultural change comes last. You change the culture gradually over time and then you embed it. It obviously depends on the results that you've achieved or that you want to achieve, and have great of scale of undertaking that you've been through. It requires a lot of talking, a lot of dialog, discussion, collaboration, and consultation. Unfortunately, it may involve turnover, and it also needs alignment with the host culture of our organizations to make sure that it fits in with the way that everybody else is working. Once we've got to the cloud and we've arrived, we need to achieve stability as quickly as we possibly can. Induction needs to be integrated into the recruitment process so that everybody clearly comes on board understanding their expectations and obligations. We need to build the new way of working into performance management. In our critical performance indicators, in our rewards and our promotions, which reflect in salary raises and other opportunities. We also need to put in place some mechanisms for correctional behavior, behavioral realignment to the way of working that we desire. And unfortunately, that may involve dismissal of some individuals who are not able to actually modify their behaviors in the appropriate ways. It's very important to reinforce the current environment. It's critical that we retire our legacy practices. We can't have legacy practice still lingering where people are tempted to go back to their old ways of working. And we need to reward aligned behavior with a new environment. It's also very important to remove any options to opt out of the process. To do workarounds, to work in old ways and then try to modify behaviors towards the new environment because it simply doesn't work. And we need to build that into our performance management, our protocols, our criteria, and our measurements. Some critical success factors relating to arriving in the cloud is that we have firstly a clear closure of the moving phase. We've made the transition, we've arrived, we need to close that off and move forward. That can be achieved though policy which needs to be promulgated and communicated to our stakeholders, and actors, and the new staff, and recruiting process. We need to make sure that our governance processes are enacted and working. And it's really around the establishment of new norms and values amongst the workforce and the staff and all the stakeholders. Well, once we've actually arrived, the journey is not over. We can still improve on the way that we work. We need to continually assess and look at our business processes for any opportunities. Similar considerations around our service delivery and the way that we work and transact our relationships with the third parties and the cloud providers. We also need to keep our eye on technology advances. What are new tools and techniques that can actually be utilized by us to improve our productivity and ways of working? And it's important to continually benchmark against other organizations in our industry for any lessons that we might learn. In summary, we have now arrived in the cloud. We're now working in our new cloud environment. We need to reconsider the importance of communication, it needs to continue. We need to continually build awareness among our actors and our stakeholders so that they're very clear about their obligations and expectations. We've also discussed how to prepare the individual for arrival in the cloud, and people should be operating in the new mode. And it's very important that we all recognize that we have actually arrived.
