Attempting to fit a complex corporate structure into generic frameworks is the most common cause of IT optimization failure. To gain full control and scalability, you need a unique cloud operating model that effectively organizes multi-cloud environment management and eliminates gaps in team accountability. Discover a transformation methodology that turns inefficient, fragmented operations into a cohesive system supporting your organization’s strategic goals. This approach proves that digital transformation only succeeds when it accounts for individual business specifics rather than copying standard templates.
Baseline models as a reference point
The assumption regarding the hybrid nature of the architecture remains constant. The challenge lies in making the operating model for this architecture efficient, scalable, and future-proof in relation to the company’s business goals. The starting point for defining the operating model was, alongside analysis, the best practices published by AWS and Azure. However, based on these frameworks, Mindbox is able to create an individual model that better corresponds to what is already in place and what is planned within the client’s company. Another approach—trying to force a company to fit into generic frameworks—happens in the project practice of various integration and consulting firms. These attempts, however, are mostly doomed to failure due to the complex reality encountered in large enterprises. This is well illustrated by the discussed example of cooperation with a client—an education and media group.The basic diagram of an operating model for a cloud (multi-cloud) environment presents a division based on engineering and operations, as well as applications and platform dimensions. These illustrate the relationships and dependencies between software development and management.
What models did we consider for our client?
The first option considered involved continuing cooperation with an external provider under a joint, centralized governance model. Application and infrastructure teams are separated, both responsible for development and subsequent maintenance of software and environments. The client-side team handles development, maintenance, and changes to applications. Infrastructure services are entirely outsourced and provided by an external company that also handles the creation of the supported platform. In the second model considered, all operations are taken over by the client’s internal teams. The team responsible for application development and management does not develop competencies in operational management, focusing instead on the quality of development within the provided environment. In turn, the team responsible for platform delivery takes on the role of provider and manager of the cloud environment and platform—Cloud Operations and Platform Enablement (COPE). Consequently, it also partially takes over application maintenance management.
In the assessment of the Mindbox team of analysts and experts, neither of these models was adequate for the current tasks or the set goal of transforming the central unit and its relationships with other units in the client’s company.
A model with individual featuresWe proposed a hybrid of both models. In the proposed model, we establish a COPE layer that provides and maintains the environment for application development teams. Thus, the client understands and is able to support these applications. However, the model also includes a portion of services managed by an external provider (managed services), which carries out repetitive tasks and patterns both for the COPE team and in terms of preparing the most basic, general platform. Such a complex scheme is maintainable due to the implemented process of information exchange between layers. Knowledge about all elements created within them or actions taken is therefore generally available in the form of documentation and a knowledge base. The proposed model is a standard—but for a specific situation in a given company. It is certainly not a one-size-fits-all pattern, as it stems from individual history, conditions, and goals.
Workshop for building “tailored” models
The development of the model took place within the framework of a broad and intensive discussion. This also applied to the method of properly communicating this proposal to the client. Its basis was mapping the developed model proposal of existing and previously discussed processes to the client’s context. The next step was defining and assigning roles and responsibilities for executing individual processes within the model. It then became clear how some of them would change assignments, while others would have to change their scope or—which turned out to be a frequent case—be created because they did not exist before. The foundation for this action is the knowledge transfer that the client receives from Mindbox, starting from cooperation at the discovery stage. Meanwhile, the operating model in operation will be able to be modified and improved thanks to the aforementioned knowledge exchange process. The condition, of course, is activity and commitment from the process participants. Communication and agreement on the assumptions of the proposal require attentiveness and responsibility from Mindbox. It is an element of the methodology—an approach we have developed. In this process—by design involving stakeholders on the client’s side—a certain permissible spontaneity must be kept under control. The greatest responsibility lies in “neutralizing” the tendency to abstract away from architectural assumptions and a holistic approach. Attempts are made to modify or shift scopes of responsibility or dependencies, which, if accepted, would negate the overall, comprehensive effect. ***The described path to the proposed model is universal—it is essentially a closed methodology resulting from Mindbox’s experience. Its effect, however, is customized, individual solutions—organizational models that allow for effective control over a complex and changing technological environment.
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