As a leading National health services provider, of Clinical, Home Health, and Ambulatory Surgery services, this client required a new way to support their rapid growth and a unified IT operating model. Mergers and acquisitions continue to be a significant driver of growth to the business. Additionally, for one division, there was a requirement to support a 20x organic increase in business scale over 3-4 years. Each Line of Business (LOB) historically had significant autonomy resulting in unique operating and non-leveraged cost models. To increase the speed of innovation, this client was looking to embrace and utilize cloud platforms to shorten new time to business functionality and leverage consolidated buying power.
CloudLogic collaborated with the IT leadership, operations groups, and the leadership of several business units and their development teams to identify the compelling functionality and opportunity landscape to develop a hybrid cloud architectural solution that distilled their key strategic decision points to 10 specific actionable questions.
CloudLogic worked with the IT and LOB business leadership to rapidly capture the compelling business drivers and identify early adopter teams for cloud enablement. We also documented organizational risks and cultural norms that may come to inhibit this new model. We discovered a wide margin of maturity and differing urgency for cloud transformation between the different business groups. One size and path would not fit all.
Working with one LOB as a proof of concept, CloudLogic was able to provide guidance and insights regarding cloud native tools, machine learning platforms & Application Programming Interfaces (APIs), and multi-cloud Platform as a Service (PaaS) tools. This team embraced microservices deployed to public cloud using a multi-cloud PaaS with the largest footprint on AWS.
Other teams required more traditional cloud transformation, focusing on enhancing and scaling data services and analytics using cloud native tools such as AWS RedShift, Kinesis, Elastic Map Reduce (EMR), and big data tools such as DynamoDB. For the Enterprise Architect team, foundational elements such as enterprise connectivity (VPN and DirectConnect), a framework for cloud account structure, IAM, data protection, service resiliency and cloud cost optimization were all developed. Finally, a Cloud Center of Excellence supporting the continued governance, management, metering, reporting, and design pattern development was launched to shorten the time and cost of transforming applications.
1. Securely connect the enterprise to a hybrid cloud architectural model supporting public cloud platforms and interfacing them to on-premise enterprise applications
2. Support a highly modular Identity and Access Model (IAM) for rapid acquisition and divestiture activities, with consolidated supporting shared enterprise services.
3. Align business growth and operational expense. Move from “build it and they will come” to “scale and pay as we need it.”
1. Cloud transformation begins with a culture shift that drives experimentation and shortens time to business functional. Tackling technology without adjusting culture is a sure recipe for failure.
2. Each team has unique requirements for innovation, and speed. Match disruption and investment to the true needs of the LOB.
3. Modularity should not come at the expense of quality, nor time to service. However, centralized governance is key to success.
The client is currently in their cloud enablement journey working with CloudLogic on Cloud Center of Excellence functions and Cloud Cost Optimization. One business unit has scaled their business by 200% within 90 days while demonstrating the viability of a variable cost model. Another business unit has migrated 100% of their data center infrastructure into the cloud, eliminating 2 data center facilities, in a budget neutral manner. Cloud adoption momentum is building as the organization realizes the benefits from the early adopters. The successes have accelerated adoption of emerging technologies such as Infrastructure as Code, machine learning and artificial intelligence to achieve their mission to improve the accuracy and quality of care.
