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Define Your Cloud Vision

Define your cloud vision before it defines you.

The cloud permeates the enterprise technology discussion. It can be difficult to separate the hype from the value. Should everything go to the cloud, or is that sentiment stoked by vendors looking to boost their bottom lines? Not everything should go to the cloud, but coming up with a systematic way to determine what belongs where is increasingly difficult as offerings get more complex.

Our Advice

Critical Insight

Don’t think about the cloud as an inevitable next step for all workloads. The cloud is merely another tool in the toolbox, ready to be used when appropriate and put away when it’s not needed. Cloud-first isn’t always the way to go.

Impact and Result

  • Evaluate workloads’ suitability for the cloud using Info-Tech’s methodology to select the optimal migration (or non-migration) path based on the value of cloud characteristics.
  • Codify risks tied to workloads’ cloud suitability and plan mitigations.
  • Build a roadmap of initiatives for actions by workload and risk mitigation.
  • Define a cloud vision to share with stakeholders.

Define Your Cloud Vision Research & Tools

1. Define Your Cloud Vision – A step-by-step guide to generating, validating, and formalizing your cloud vision.

The cloud vision storyboard walks readers through the process of generating, validating and formalizing a cloud vision, providing a framework and tools to assess workloads for their cloud suitability and risk.

2. Cloud Vision Executive Presentation – A document that captures the results of the exercises, articulating use cases for cloud/non-cloud, risks, challenges, and high-level initiative items.

The executive summary captures the results of the vision exercise, including decision criteria for moving to the cloud, risks, roadblocks, and mitigations.

3. Cloud Vision Workbook – A tool that facilitates the assessment of workloads for appropriate service model, delivery model, support model, and risks and roadblocks.

The cloud vision workbook comprises several assessments that will help you understand what service model, delivery model, support model, and risks and roadblocks you can expect to encounter at the workload level.

Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.


Overall Impact


Average $ Saved


Average Days Saved




$ Saved

Days Saved

Interfor Corp





The engagement delivery has been one of the best workshops which I've attended. The framework guidance is incredibly helpful to address a well-roun... Read More

California Department of Social Services

Guided Implementation




Nabeel is very knowledgeable and patient. I feel things should be progressing faster, but all the delays have been on our end. I like how Nabeel fa... Read More

Jennison Associates





I've asked the rest of the team and we all agree that this was a great experience and exceeded expectations. Jeremy moved the conversation along. ... Read More

State of Minnesota - Minnesota State Retirement System





Best Part. Analyst was very knowledgeable (Nabeel) Worst Part. Workshop started slow. I think we could've covered more applications for potential ... Read More

City Of Avondale





1Path Managed Services, LLC

Guided Implementation




Best Part - Nabeel... Does anything else need to be said about this? Worst Part - I wouldn't say there is a "worst" part. Perhaps, a place to impr... Read More

RiverStone Health





Jeremy was fantastic at presenting data and keeping us focused on our goals. He was engaging, listened well, and was great at helping guide us thro... Read More

1Path Managed Services, LLC

Guided Implementation




University of South Australia

Guided Implementation




Working with Nabeel on Uni SA's Cloud Strategy was an exceptional experience. It was evident that a cloud strategy was essential, and using tools t... Read More

Daylight Transport, LLC





Jeremy was an effective facilitator with a strong command of the content and possible options. He led the discussion well and offered doors we cou... Read More

University of South Australia

Guided Implementation




Sharonview Federal Credit Union





Extremely thought provoking and engaging conversations. Jeremy was fantastic to work with and extremely knowledgeable!

Oneida Nation





I think Jeremy was great as a facilitator for our cross-functional group. He was able to pull out a lot of great information from the various stak... Read More

County of Los Alamos

Guided Implementation




great call and info. Solid direction. Looking forward to adding to the above numbers on subsequent calls/engagements.

Cobb EMC





Best: Jeremy’s engagement, flexibility, and expertise. Worst: none. Achieved session goals for me.

Collier County Board of County Commissioners





Very agile, informative, and provided by the experience of Jeremy's insights the "what everybody else is doing or seen" so we do not re-invent the ... Read More

Stockman Bank





Washington Technology Solutions

Guided Implementation




Good appreciative questions, time-bound proposed way-ahead that acknowledges past prep work.

Health Canada

Guided Implementation




The best part was the ability for the analyst to quickly understand my situation and we could take advantage of this commonality to discuss next st... Read More

Monroe #1 BOCES





The workshop was fantastic! The feedback from our entire team was highly positive. Jeremy is very versed in Cloud Strategy and kept things intere... Read More






Jeremy's ability to engage our team enabled us to maximize the value of this workshop. We never felt rushed to get through the agenda, yet we manag... Read More

Denver Water





Jeremy is a fantastic facilitator of this topic - he's knowledgeable and is able to leverage prior experiences with other organizations to help us.... Read More

Canadian Blood Services





National Cooperative Bank NA





Best part of the experience was Jeremy asking us the right questions in order for US to determine what our strategy should be, rather than trying t... Read More

University of Kansas Hospital Authority





Excellent presenter. Very knowledgeable and personable.

State of Delaware, Department of Technology & Information

Guided Implementation




Worst parts - N/A Best parts - Emily was awesome!

City of Virginia Beach

Guided Implementation




Jeremy has vast knowledge on the cloud migration and relevant topics. He positively surprised us with the readiness to respond to all questions. He... Read More

Workshop: Define Your Cloud Vision

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Understand the Cloud

The Purpose

Align organizational goals to cloud characteristics.

Key Benefits Achieved

An understanding of how the characteristics particular to cloud can support organizational goals.




Generate corporate goals and cloud drivers.


Identify success indicators.


Explore cloud characteristics.


Explore cloud service and delivery models.


Define cloud support models and strategy components.


Create state summaries for the different service and delivery models.


Select workloads for further analysis.

  • Corporate cloud goals and drivers
  • Success indicators
  • Current state summaries
  • List of workloads for further analysis

Module 2: Assess Workloads

The Purpose

Evaluate workloads for cloud value and action plan.

Key Benefits Achieved

Action plan for each workload.




Conduct workload assessment using the Cloud Strategy Workbook tool.


Discuss assessments and make preliminary determinations about the workloads.

  • Completed workload assessments
  • Workload summary statements

Module 3: Identify and Mitigate Risks

The Purpose

Identify and plan to mitigate potential risks in the cloud project.

Key Benefits Achieved

A list of potential risks and plans to mitigate them.




Generate a list of risks and potential roadblocks associated with the cloud.


Sort risks and roadblocks and define categories.


Identify mitigations for each identified risk and roadblock


Generate initiatives from the mitigations.

  • List of risks and roadblocks, categorized
  • List of mitigations
  • List of initiatives

Module 4: Bridge the Gap and Create the Strategy

The Purpose

Clarify your vision of how the organization can best make use of cloud and build a project roadmap.

Key Benefits Achieved

A clear vision and a concrete action plan to move forward with the project.




Review and assign work items.


Finalize the decision framework for each of the following areas: service model, delivery model, and support model.

  • Cloud roadmap

Create a cloud vision statement

  • Finalized task list
  • Formal cloud decision rubric
  • Cloud vision statement

Module 5: Next Steps and Wrap-Up

The Purpose

Complete your cloud vision by building a compelling executive-facing presentation.

Key Benefits Achieved

Simple, straightforward communication of your cloud vision to key stakeholders.




Build the Cloud Vision Executive Presentation

  • Completed cloud strategy executive presentation
  • Completed Cloud Vision Workbook.

Define Your Cloud Vision

Define your cloud vision before it defines you

Analyst perspective

Use the cloud’s strengths. Mitigate its weaknesses.

The cloud isn’t magic. It’s not necessarily cheaper, better, or even available for the thing you want it to do. It’s not mysterious or a cure-all, and it does take a bit of effort to systematize your approach and make consistent, defensible decisions about your cloud services. That’s where this blueprint comes in.

Your cloud vision is the culmination of this effort all boiled down into a single statement: “This is how we want to use the cloud.” That simple statement should, of course, be representative of – and built from – a broader, contextual strategy discussion that answers the following questions: What should go to the cloud? What kind of cloud makes sense? Should the cloud deployment be public, private, or hybrid? What does a migration look like? What risks and roadblocks need to be considered when exploring your cloud migration options? What are the “day 2” activities that you will need to undertake after you’ve gotten the ball rolling?

Taken as a whole, answering these questions is difficult task. But with the framework provided here, it’s as easy as – well, let’s just say it’s easier.

Jeremy Roberts

Research Director, Infrastructure and Operations

Info-Tech Research Group

Executive Summary

Your Challenge

  • You are both extrinsically motivated to move to the cloud (e.g. by vendors) and intrinsically motivated by internal digital transformation initiatives.
  • You need to define the cloud’s true value proposition for your organization without assuming it is an outsourcing opportunity or will save you money.
  • Your industry, once cloud-averse, is now normalizing the use of cloud services, but you have not established a basic cloud vision from which to develop a strategy at a later point.

Common Obstacles

  • Organizations jump to the cloud before defining their cloud vision and without any clear plan for realizing the cloud’s benefits.
  • Many organizations have a foot in the cloud already, but these decisions have been made in an ad hoc rather than systematic fashion.
  • You lack a consistent framework to assess your workloads’ suitability for the cloud.

Info-Tech's Approach

  • Evaluate workloads’ suitability for the cloud using Info-Tech’s methodology to select the optimal migration (or non-migration) path based on the value of cloud characteristics.
  • Codify risks tied to workloads’ cloud suitability and plan mitigations.
  • Build a roadmap of initiatives for actions by workload and risk mitigation.
  • Define a cloud vision to share with stakeholders.

Info-Tech Insight: 1) Base migration decisions on cloud characteristics. If your justification for the migration is simply getting your workload out of the data center, think again. 2) Address the risks up front in your migration plan. 3) The cloud changes roles and calls for different skill sets, but Ops is here to stay.

Your challenge

This research is designed to help organizations who need to:

  • Identify workloads that are good candidates for the cloud.
  • Develop a consistent, cost-effective approach to cloud services.
  • Outline and mitigate risks.
  • Define your organization’s cloud archetype.
  • Map initiatives on a roadmap.
  • Communicate your cloud vision to stakeholders so they can understand the reasons behind a cloud decision and differentiate between different cloud service and deployment models.
  • Understand the risks, roadblocks, and limitations of the cloud.

“We’re moving from a world where companies like Oracle and Microsoft and HP and Dell were all critically important to a world where Microsoft is still important, but Amazon is now really important, and Google also matters. The technology has changed, but most of the major vendors they’re betting their business on have also changed. And that’s super hard for people..” –David Chappell, Author and Speaker

Common obstacles

These barriers make this challenge difficult to address for many organizations:

  • Organizations jump to the cloud before defining their cloud vision and without any clear plan for realizing the cloud’s benefits.
  • Many organizations already have a foot in the cloud, but the choice to explore these solutions was made in an ad hoc rather than systematic fashion. The cloud just sort of happened.
  • The lack of a consistent assessment framework means that some workloads that probably belong in the cloud are kept on premises or with hosted services providers – and vice versa.
  • Securing cloud expertise is remarkably difficult – especially in a labor market roiled by the global pandemic and the increasing importance of cloud services.

Standard cloud challenges

30% of all cloud spend is self-reported as waste. Many workloads that end up in the cloud don’t belong there. Many workloads that do belong in the cloud aren’t properly migrated. (Flexera, 2021)

44% of respondents report themselves as under-skilled in the cloud management space. (Pluralsight, 2021)

Info-Tech’s approach

Goals and drivers

  • Service model
    • What type of cloud makes the most sense for workload archetypes? When does it make sense to pick SaaS over IaaS, for example?
  • Delivery model
    • Will services be delivered over the public cloud, a private cloud, or a hybrid cloud? What challenges accompany this decision?
  • Migration Path
    • What does the migration path look like? What does the transition to the cloud look like, and how much effort will be required? Amazon’s 6Rs framework captures migration options: rehosting, repurchasing, replatforming, and refactoring, along with retaining and retiring. Each workload should be assessed for its suitability for one or more of these paths.
  • Support model
    • How will services be provided? Will staff be trained, new staff hired, a service provider retained for ongoing operations, or will a consultant with cloud expertise be brought on board for a defined period? The appropriate support model is highly dependent on goals along with expected outcomes for different workloads.

Highlight risks and roadblocks

Formalize cloud vision

Document your cloud strategy

The Info-Tech difference:

  1. Determine the hypothesized value of cloud for your organization.
  2. Evaluate workloads with 6Rs framework.
  3. Identify and mitigate risks.
  4. Identify cloud archetype.
  5. Plot initiatives on a roadmap.
  6. Write action plan statement and goal statement.

What is the cloud, how is it deployed, and how is service provided?

Cloud Characteristics

  1. On-demand self-service: the ability to access reosurces instantly without vendor interaction
  2. Broad network access: all services delivered over the network
  3. Resource pooling: multi-tenant environment (shared)
  4. Rapid elasticity: the ability to expand and retract capabilities as needed
  5. Measured service: transparent metering

Service Model:

  1. Software-as-a-Service: all but the most minor configuration is done by the vendor
  2. Platform-as-a-Service: customer builds the application using tools provided by the provider
  3. Infrastructure-as-a-Service: the customer manages OS, storage, and the application

Delivery Model

  1. Public cloud: accessible to anyone over the internet; multi-tenant environment
  2. Private cloud: provisioned for a single organization with multiple units
  3. Hybrid cloud: two or more connected clouds; data is portage across them
  4. Community cloud: provisioned for a specific group of organizations

(National Institute of Standards and Technology)

A workload-first approach will allow you to take full advantage of the cloud’s strengths

  • Under all but the most exceptional circumstances, good cloud strategies will incorporate different service models. Very few organizations are “IaaS shops” or “SaaS shops,” even if they lean heavily in one direction.
  • These different service models (including non-cloud options like colocation and on-premises infrastructure) each have different strengths. Part of your cloud strategy should involve determining which of the services makes the most sense for you.
  • Own the cloud by understanding which cloud (or non-cloud!) offering makes the most sense for you given your unique context.

Migration paths

In a 2016 blog post, Amazon introduced a framework for understanding cloud migration strategies. The framework presented here is slightly modified – including a “relocate” component rather than a “retire” component – but otherwise hews close to the standard.

These migration paths reflect organizational capabilities and desired outcomes in terms of service models – cloud or otherwise. Retention means keeping the workload where it is, in a datacenter or a colocation service, or relocating to a colocation or hosted software environment. These represent the “non-cloud” migration paths.

In the graphic on the right, the paths within the red box lead to the cloud. Rehosting means lifting and shifting to an infrastructure environment. Migrating a virtual machine from your VMware environment on premises to Azure Virtual machines is a quick way to realize some benefits from the cloud. Migrating from SQL Server on premises to a cloud-based SQL solution looks a bit more like changing platforms (replatforming). It involves basic infrastructure modification without a substantial architectural component.

Refactoring is the most expensive of the options and involves engaging the software development lifecycle to build a custom solution, fundamentally rewriting the solution to be cloud native and take advantage of cloud-native architectures. This can result in a PaaS or an IaaS solution.

Finally, repurchasing means simply going to market and procuring a new solution. This may involve migrating data, but it does not require the migration of components.

Migration Paths

Retain (Revisit)

  • Keep the application in its current form, at least for now. This doesn’t preclude revisiting it in the future.


  • Move the workload between datacenters or to a hosted software/colocation provider.


  • Move the application to the cloud (IaaS) and continue to run it in more or less the same form as it currently runs.


  • Move the application to the cloud and perform a few changes for cloud optimizations.


  • Rewrite the application, taking advantage of cloud-native architectures.


  • Replace with an alternative, cloud-native application and migrate the data.

Support model

Support models by characteristic

Duration of engagement Specialization Flexibility
Internal IT Indefinite Varies based on nature of business Fixed, permanent staff
Managed Service Provider Contractually defined General, some specialization Standard offering
Consultant Project-based Specific, domain-based Entirely negotiable

IT services, including cloud services, can be delivered and managed in multiple ways depending on the nature of the workload and the organization’s intended path forward. Three high-level options are presented here and may be more or less valuable based on the duration of the expected engagement with the service (temporary or permanent), the skills specialization required, and the flexibility necessary to complete the job.

By way of example, a highly technical, short-term project with significant flexibility requirements might be a good fit for an expensive consultant, whereas post-implementation maintenance of a cloud email system requires relatively little specialization and flexibility and would therefore be a better fit for internal management.

There is no universally applicable rule here, but there are some workloads that are generally a good fit for the cloud and others that are not as effective, with that fit being conditional on the appropriate support model being employed.

Risks, roadblocks, and strategy components

No two cloud strategies are exactly alike, but all should address 14 key areas. A key step in defining your cloud vision is an assessment of these strategy components. Lower maturity does not preclude an aggressive cloud strategy, but it does indicate that higher effort will be required to make the transition.

Component Description Component Description
Monitoring What will system owners/administrators need visibility into? How will they achieve this? Vendor Management What practices must change to ensure effective management of cloud vendors?
Provisioning Who will be responsible for deploying cloud workloads? What governance will this process be subject to? Finance Management How will costs be managed with the transition away from capital expenditure?
Migration How will cloud migrations be conducted? What best practices/standards must be employed? Security What steps must be taken to ensure that cloud services meet security requirements?
Operations management What is the process for managing operations as they change in the cloud? Data Controls How will data residency, compliance, and protection requirements be met in the cloud?
Architecture What general principles must apply in the cloud environment? Skills and roles What skills become necessary in the cloud? What steps must be taken to acquire those skills?
Integration and interoperability How will services be integrated? What standards must apply? Culture and adoption Is there a cultural aversion to the cloud? What steps must be taken to ensure broad cloud acceptance?
Portfolio Management Who will be responsible for managing the growth of the cloud portfolio? Governing bodies What formal governance must be put in place? Who will be responsible for setting standards?

Cloud archetypes – a cloud vision component

Once you understand the value of the cloud, your workloads’ general suitability for cloud, and your proposed risks and mitigations, the next step is to define your cloud archetype.

Your organization’s cloud archetype is the strategic posture that IT adopts to best support the organization’s goals. Info-Tech’s model recognizes seven archetypes, divided into three high-level archetypes.

After consultation with your stakeholders, and based on the results of the suitability and risk assessment activities, define your archetype. The archetype feeds into the overall cloud vision and provides simple insight into the cloud future state for all stakeholders.

The cloud vision itself is captured in a “vision statement,” a short summary of the overall approach that includes the overall cloud archetype.

We can best support the organization's goals by:

More Cloud

Less Cloud

Cloud Focused Cloud-Centric Providing all workloads through cloud delivery.
Cloud-First Using the cloud as our default deployment model. For each workload, we should ask “why NOT cloud?”
Cloud Opportunistic Hybrid Enabling the ability to transition seamlessly between on-premises and cloud resources for many workloads.
Integrated Combining cloud and traditional infrastructure resources, integrating data and applications through APIs or middleware.
Split Using the cloud for some workloads and traditional infrastructure resources for others.
Cloud Averse Cloud-Light Using traditional infrastructure resources and limiting our use of the cloud to when it is absolutely necessary.
Anti-Cloud Using traditional infrastructure resources and avoiding use of the cloud wherever possible.

Info-Tech’s methodology for defining your cloud vision

1. Understand the Cloud 2. Assess Workloads 3. Identify and Mitigate Risks 4. Bridge the Gap and Create the Vision
Phase Steps
  1. Generate goals and drivers
  2. Explore cloud characteristics
  3. Create a current state summary
  4. Select workloads for analysis
  1. Conduct workload assessments
  2. Determine workload future state
  1. Generate risks and roadblocks
  2. Mitigate risks and roadblocks
  3. Define roadmap initiatives
  1. Review and assign work items
  2. Finalize cloud decision framework
  3. Create cloud vision
Phase Outcomes
  1. List of goals and drivers
  2. Shared understanding of cloud terms
  3. Current state of cloud in the organization
  4. List of workloads to be assessed
  1. Completed workload assessments
  2. Defined workload future state
  1. List of risks and roadblocks
  2. List of mitigations
  3. Defined roadmap initiatives
  1. Cloud roadmap
  2. Cloud decision framework
  3. Completed Cloud Vision Executive Presentation

Insight summary

The cloud may not be right for you – and that’s okay!

Don’t think about the cloud as an inevitable next step for all workloads. The cloud is merely another tool in the toolbox, ready to be used when appropriate and put away when it’s not needed. Cloud first isn’t always the way to go.

Not all clouds are equal

It’s not “should I go to the cloud?” but “what service and delivery models make sense based on my needs and risk tolerance?” Thinking about the cloud as a binary can force workloads into the cloud that don’t belong (and vice versa).

Bottom-up is best

A workload assessment is the only way to truly understand the cloud’s value. Work from the bottom up, not the top down, understand what characteristics make a workload cloud suitable, and strategize on that basis.

Your accountability doesn’t change

You are still accountable for maintaining available, secure, functional applications and services. Cloud providers share some responsibility, but the buck stops where it always has: with you.

Don’t customize for the sake of customization

SaaS providers make money selling the same thing to everyone. When migrating a workload to SaaS, work with stakeholders to pursue standardization around a selected platform and avoid customization where possible.

Best of both worlds, worst of both worlds

Hybrid clouds are in fashion, but true hybridity comes with additional cost, administration, and other constraints. A convoy moves at the speed of its slowest member.

The journey matters as much as the destination

How you get there is as important as what “there” actually is. Any strategy that focuses solely on the destination misses out on a key part of the value conversation: the migration strategy.

Blueprint benefits

Cloud Vision Executive Presentation

This presentation captures the results of the exercises and presents a complete vision to stakeholders including a desired target state, a rubric for decision making, the results of the workload assessments, and an overall risk profile.

Cloud Vision Workbook

This workbook includes the standard cloud workload assessment questionnaire along with the results of the assessment. It also includes the milestone timeline for the implementation of the cloud vision.

Blueprint benefits

IT Benefits

  • A consistent approach to the cloud takes the guesswork out of deployment decisions and makes it easier for IT to move on to the execution stage.
  • When properly incorporated, cloud services come with many benefits, including automation, elasticity, and alternative architectures (micro-services, containers). The cloud vision project will help IT readers articulate expected benefits and work towards achieving them.
  • A clear framework for incorporating organizational goals into cloud plans.

Business benefits

  • Simple, well-governed access to high-quality IT resources.
  • Access to the latest and greatest in technology to facilitate remote work.
  • Framework for cost management in the cloud that incorporates OpEx and chargebacks/showbacks. A clear understanding of expected changes to cost modeling is also a benefit of a cloud vision.
  • Clarity for stakeholders about IT’s response (and contribution to) IT strategic initiatives.

Measure the value of this blueprint

Don’t take our word for it:

  • The cloud vision material in various forms has been offered for several years, and members have generally benefited substantially, both from cloud vision workshops and from guided implementations led by analysts.
  • After each engagement, we send a survey that asks members how they benefited from the experience. Of 30 responses, the cloud vision research has received an average score of 9.8/10. Real members have found significant value in the process.
  • Additionally, members reported saving between 2 and 120 days (for an average of 17), and financial savings ranged from $1,920 all the way up to $1.27 million, for an average of $170,577.90! If we drop outliers on both ends, the average reported value of a cloud vision engagement is $37, 613.
  • Measure the value by calculating the time saved from using Info-Tech’s framework vs. a home-brewed cloud strategy alternative and by comparing the overall cost of a guided implementation or workshop with the equivalent offering from another firm. We’re confident you’ll come out ahead.

9.8/10 Average reported satisfaction

17 Days Average reported time savings

$37, 613 Average cost savings (adj.)

Executive Brief Case Study

Industry: Financial

Source: Info-Tech workshop

Anonymous financial institution

A small East Coast financial institution was required to develop a cloud strategy. This strategy had to meet several important requirements, including alignment with strategic priorities and best practices, along with regulatory compliance, including with the Office of the Comptroller of the Currency.

The bank already had a significant cloud footprint and was looking to organize and formalize the strategy going forward.

Leadership needed a comprehensive strategy that touched on key areas including the delivery model, service models, individual workload assessments, cost management, risk management and governance. The output had to be consumable by a variety of audiences with varying levels of technical expertise and had to speak to IT’s role in the broader strategic goals articulated earlier in the year.


The bank engaged Info-Tech for a cloud vision workshop and worked through four days of exercises with various IT team members. The bank ultimately decided on a multi-cloud strategy that prioritized SaaS while also allowing for PaaS and IaaS solutions, along with some non-cloud hosted solutions, based on organizational circumstances.

Bank cloud vision

[Bank] will provide innovative financial and related services by taking advantage of the multiplicity of best-of-breed solutions available in the cloud. These solutions make it possible to benefit from industry-level innovations, while ensuring efficiency, redundancy, and enhanced security.

Bank cloud decision workflow

  • SaaS
    • Platform?
      • Yes
        • PaaS
      • No
        • Hosted
      • IaaS
        • Other



Info-Tech offers various levels of support to best suit your needs

DIY Toolkit

"Our team has already made this crticial project a priority, and we have the time and capability, but some guidance along the way would be helpful."

Guided Implementation

"Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track."


"We need to hit the ground running and get this project kicked off imediately. Our team has the ability to take this over once we get a framework and strategy in place."


"Our team does not have the time or the knowledge the take this project on. We need assistance through the entirety of this project."

Diagnostics and consistent frameworks are used throughout all four options.

Guided Implementation

What does a typical GI on this topic look like?

A Guided Implementation (GI) is a series of calls with an Info-Tech analyst to help implement our best practices in your organization.

A typical GI is between 8 to 12 calls over the course of 4 to 6 months.

Phase 1

  • Call #1: Discuss current state, challenges, etc.
  • Call #2: Goals, drivers, and current state.

Phase 2

  • Call #3: Conduct cloud suitability assessment for selected workloads.

Phase 3

  • Call #4: Generate and categorize risks.
  • Call #5: Begin the risk mitigation conversation.

Phase 4

  • Call #6: Complete the risk mitigation process
  • Call #7: Finalize vision statement and cloud decision framework.

Workshop Overview

Contact your account representative for more information. 1-888-670-8889

Day 1 Day 2 Day 3 Day 4 Offsite day
Understand the cloud Assess workloads Identify and mitigate risks Bridge the gap and create the strategy Next steps and wrap-up (offsite)

1.1 Introduction

1.2 Generate corporate goals and cloud drivers

1.3 Identify success indicators

1.4 Explore cloud characteristics

1.5 Explore cloud service and delivery models

1.6 Define cloud support models and strategy components

1.7 Create current state summaries for the different service and delivery models

1.8 Select workloads for further analysis

2.1 Conduct workload assessments using the cloud strategy workbook tool

2.2 Discuss assessments and make preliminary determinations about workloads

3.1 Generate a list of risks and potential roadblocks associated with the cloud

3.2 Sort risks and roadblocks and define categories

3.3 Identify mitigations for each identified risk and roadblock

3.4 Generate initiatives from the mitigations

4.1 Review and assign work items

4.2 Finalize the decision framework for each of the following areas:

  • Service model
  • Delivery model
  • Support model

4.3 Create a cloud vision statement

5.1 Build the Cloud Vision Executive Presentation
  1. Corporate goals and cloud drivers
  2. Success indicators
  3. Current state summaries
  4. List of workloads for further analysis
  1. Completed workload assessments
  2. Workload summary statements
  1. List of risks and roadblocks, categorized
  2. List of mitigations
  3. List of initiatives
  1. Finalized task list
  2. Formal cloud decision rubric
  3. Cloud vision statement
  1. Completed cloud strategy executive presentation
  2. Completed cloud vision workbook

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.


Overall Impact

Average $ Saved

Average Days Saved

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve.

Read what our members are saying

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A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

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Guided Implementation 1: Understand the cloud.
  • Call 1: Discuss current state, challenges, etc.
  • Call 2: Goals, drivers, and current state.

Guided Implementation 2: Assess your cloud workloads
  • Call 1: Conduct cloud suitability assessment for selected workloads.

Guided Implementation 3: Identify and mitigate risks
  • Call 1: Generate and categorize risks.
  • Call 2: Begin the risk mitigation conversation.

Guided Implementation 4: Bridge the gap and create the vision.
  • Call 1: Complete the risk mitigation process.
  • Call 2: Finalize vision statement and cloud decision framework.


Jeremy Roberts

Emily Sugerman


  • Issy Ben-Shaul, CEO & Co-Founder, Velostrata
  • Vishal Ganeriwala, Senior Director – Product Marketing, Citrix
  • Kenneth Libutti, Chief Information Officer, Palm Beach State College
  • Eric Montagnino, Network Manager, Palm Beach State College
  • Carisa Stringer, Director – Product Marketing, Citrix
  • Nabeel Yousif, Executive Consultant
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