Why has cloud become a board-level topic, rather than a C-Suite or VP discussion?

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Senior Vice President - Advanced Engineering & Data Analytics in Manufacturing, 10,001+ employees
When we adopt cloud in silos it hampers the potential for success because it’s like putting a bandaid over a wound. We may be just doing cloud transformation for the customer-facing side, but our back office still continues to work on monolithic legacy systems. So even though we may become composable or agile on the front end, we are still very monolithic and rigid on the back end. The concept of a composable enterprise enables you to become much more agile, but agility is not speed. Agility is speed to change, irrespective of whether you are only doing cloud on the front end, or if you're doing an end-to-end cloud transformation. When you look at it from the perspective of a CEO or CxO, those roles are not going to reap the true benefits of that. That's why cloud has become more of a board discussion nowadays, rather than a topic for the CTO or VP of Engineering.
Chief Information Technology Officer in IT Services, 201 - 500 employees
Hyperfunctional and economical, cloud computing is becoming the preferred solution for more and more companies, all over the world. With it, you no longer need to buy servers and update software and operating systems. Has its functions of backup, networking and analysis of data (even megadata or big data), access to standard office applications, but also execution of more complex operational systems (like a video streaming service like Netflix), will soon be added improved interactions with connected objects thanks to advances in artificial intelligence and better M2M (“machine to machine”) communication. the cloud is] the new normal”
Director ERP Management in Travel and Hospitality, 1,001 - 5,000 employees
Senior management still thinks you are giving out control of your on-premise business data to someone else when you go cloud with business applications and DBMS system.
CIO in Healthcare and Biotech, 1,001 - 5,000 employees
Any kind of significant cloud discussion usually involves strategic, architectural, significant vendor partnership elements and the redrawing of security boundaries. Done right cloud should be an enabler for business capability (i.e. AI and ML) and business agility. Most of these items are strategic or risk based in nature and while naturally discussed at VP or C-suite levels they should also be the concern of any board. 
ISSO and Director of the IRU in Healthcare and Biotech, 10,001+ employees
Unfortunately where I work we adopt things at a C/I/O level because of the funding.  We have one main cloud environment but it doesn’t meet all the needs it’s just a Iaas and we need Saas etc.  No one wants to take on the responsibility of sharing their solution with the rest of the organization bc they then have to assume all the risks when it should be coming out of our CIO overarching department!!!
AVP and Deputy CIO in Education, 10,001+ employees
Boards get involved with business decisions when there is significant hype/news about the topic and the board doesn't see the business moving in the direction of the hype.

A cloud strategy needs to align with the business objectives and provide a solution to a tangible problem.  This strategy should be well articulated and communicated with the business, including the board.  Strong leadership does this well and is proactive in communicating strategy and vision.
Group Chief Information Officer in Construction, 5,001 - 10,000 employees
The Answer is not only alignment, but such decision became such a strategic decision that might affect the entire direction of the organization. Furthermore, if we add the aspect of Data residency and other compliance such as EU GDPR including all the hefty fines comes with any discrepancy which might destroy the entire business.
CIO in Finance (non-banking), 10,001+ employees
It is a topic at all levels given its enterprise importance for digital transformation, financial impact, and end user impact.
Senior Director, Information Technology in Software, 1,001 - 5,000 employees
Adopting cloud has become strategic for all organizations to operate their business from product and service delivery to back office operations to data fabric solutions.   The speed, ease of scaling, and elastic capabilities that cloud offers makes strategic business sense.    Companies must have strategic initiatives to take advantage of these benefits.   The Board sees this trend across all industries and it is a solid operating model.
VP, Technology Manager in Education, 10,001+ employees
To some extent, especially with our less tech-savvy board members, it is simply fear of missing out. In general though, the cloud computing environment is seen as such a standard that it has been distilled down to a very broadly defined generic idea. The board wants to be sure we are not falling behind, and that is their job. The details of what it means to operate in the cloud is still an IT conversation in all aspects.

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