and therefore it’s vital for us and for our
clients that we are at the centre of our
ecosystem. This is why we work hand
in hand with our strategic partners –
whether it’s some of the hyper scale
providers like AWS, Azure and Google,
or the key platform players like SAP or
ServiceNow, or enterprise technology
providers like Commvault. Accenture
Cloud Innovation Center (ACIC) in
Rome is a prime example of co-innova-
tion across the ecosystem.”
Chauffard emphasises that com-
panies need to resist the impulse to
buy the “shiniest toys” and carefully
consider the business use cases. In
addition to the more value realization
focused approach to IT transformation
he is advocating for, he also notes that,
as businesses seek to achieve deeper
penetration with their digitalisation
strategies, the pace of transformation
needs to slow to avoid corporate whip-
lash. “Four or so years ago, Gartner
found that 80% of companies’ cloud
transformations were failing, or they
said they didn’t feel as though they
were seeing the benefits,” says Chauf-
fard. “Those transformations weren’t
failing because of the technology.They were failing because the operat-
ing model and talent transformation
had not happened.”
Chauffard explains that transforma-
tion of the operational model alongside
a company’s IT capabilities, described
by Accenture as its ‘Run Different’
strategy, centres around four key
capabilities: Cloud Management and
Operations, Cloud Optimisation, Con-
sumption and Security. “They are nec-
essary to have an underlying platform
from which to innovate technologically,”166166
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