When technology isn’t the problem: The psychology of IT transformation

Pam Kubiatowski

Contributor

Zscaler

Nov 4, 2024

Before embarking on a cloud transformation journey, do you know the most important question to ask?

Author's note: When I wrote this article in September 2020, I didn't think it would still be so relevant over four years later. Many organizations are still finding themselves battling change, whether due to lack of funding related to prioritizations based on “we’re good,” “we’re going back to the office and our technology fits our needs,” or “maybe the C-Levels bought in, but the levels responsible for implementing and operationalizing haven’t and are now finding all sorts of obstacles that halt transformation.” There are also some that with the move of responsibilities from network to security, it becomes a survival, moving in different directions, causing political unrest.

Enterprises transform network architectures to be more agile and better able to meet business goals. But transitioning your network from a traditional hub-and-spoke to a cloud services model can be daunting. However, the cost of change is ultimately often less than the cost of maintaining the status quo, which is investing in a liability. Transformation leaders must address connectivity, management, performance, cost, and ROI concerns. But more difficult enterprise network transformation barriers are often overlooked.

The most important question you should ask before embarking on a cloud transformation journey isn’t about security. It’s about people and how open they are to change. Many C-level leaders neglect to ask if their IT team is adequately prepared for a transformation journey. Digital transformations are more likely to succeed when champions recognize at the outset that the biggest challenge to transformation strategy isn’t technical.

What if you build it and they don’t come?

The new way of working dictates a new model of connectivity: The internet is the new network and the cloud is the new data center. Change is rarely easy, and for IT organizations accustomed to (and certified in) the old way of doing things‌ — ‌e.g., perimeter-oriented, hardware-based security encircling a hub-and-spoke network‌ — ‌the shift to the cloud can be difficult and disorienting.

IT teams beholden to legacy architectures build complex moats to protect ‌corporate assets within the metaphorical castle. But their legacy architectures can’t support your enterprise’s need for agility, performance, scalability, and most importantly, growth. That’s because they were not designed for the cloud, SaaS, and mobile-first world we occupy today. It doesn’t matter how good the drawbridge may be if no one (except threat actors) is motivated enough to clear the barriers to entry.

Most have or are moving assets, applications, and services to the cloud. Users perform the bulk of their work on the open internet, outside the corporate network perimeter, and under the purview of IT oversight. Meanwhile, IT teams worry about losing control of network access or security, and inviting a breach. They seek to reconcile differences between cloud providers and enterprise security postures.

Again, the problem isn’t the technology. It’s an IT culture averse to change. IT teams (particularly those with skill sets and certifications linked to legacy hardware) can be reluctant to embrace digital transformation given questions like:

Will cloud deployment impact my job security?
Will my current skills lose value?
Will my team’s priorities change?

“What does it mean for me” concerns are valid and understandable. As a transformation leader, you have a dual responsibility to lead digital transformation and ensure no one gets left behind.

How to win friends and influence IT teams

IT leaders must ensure everyone understands the part they play in advancing a company's transformation and security. That requires giving them a reason to embrace change. Yes, it may mean IT roles change. But this change allows IT to improve core skills and adopt bolder business goals unencumbered by old technology. This makes IT departments enterprise value accelerators, instead of brake pedals.

Ensuring digital transformation success requires more than evangelism to IT stakeholders. It requires engagement. Here are four places to begin with your team:

Solve a business challenge with transformation technology. Let your team get a transformation win, because nothing breeds success like...success:

Find an ongoing business issue that technical innovation can solve. Create an IT team task force to address that issue.
Ensure the mandate is clear: Solve this problem without regard to current company network architecture. Use what best makes sense from a simplicity and agility point of view.
Investigate new technologies or solutions that can solve the business problem. Don’t pigeonhole teams by tying success to a budget or TCO.
When they find a solution that addresses the business problem, assure that it is acknowledged and promote their solution at the executive level.

Demonstrate IT can be the department of “yes.” Make the to-do list work for you (and knock a few items off it for a change):

Clearly outline a list of projects relegated to the back burner due to a lack of resources or technology incompatibility.
Assess and communicate the business value of the projects to your IT team.
Challenge them to be catalysts for change so that they focus on future targets instead of keeping the lights on.

Make continuing education easy. IT team members often worry about a future not building on-premises solutions. Ongoing training can alleviate these concerns and should be part of each staff member’s growth plan. Without growth, there’s no advancement.

Outline the expectations for every team member, including how they fit into the transformation planning and provide access to the training they need to accomplish those goals.
Offer multiple options like onsite lectures, online training, in-class workshops, and cross-departmental training (including a buddy/mentor environment).

Build individual personal brands. Remind IT team members that the world is moving forward and that, to remain valuable in their careers, they’ll need to roll with it. The experience they get shepherding transformation will build their resume and their brand, making them more valuable in the enterprise.

Transformation: a technological and human issue

For cloud-enabled enterprises, the present and future is perimeter-less cloud security. IT can’t cling to legacy architectures, but must instead enable business goals. This means creating an agile, resilient network that can adapt to change.

Digital transformation needs executive leadership. To do that successfully, you must get your IT colleagues excited about embracing a new vision and being an enabler of the new future of the business. Define an active place for them in network transformation and ask if they are willing to think differently about their roles and how they contribute to achieving the business’ goals. Regardless of what they do, everyone should understand the organization’s goals and their role in its future and success.