​I want to introduce you to the Cloud Profitability Program (CPP). This program is dedicated to helping you understand the benefit of cloud business and transform your company into the cloud world.

 
Today let us kick off part one of the five-blog series on the Cloud Profitability Program (CPP): Identifying the change imperative – understanding the new reality.
 
Understanding the new reality
 
Why is moving to cloud space an inevitable paradigm shift? Have you thought about the impact of this change on your business?
 
In the first video module, you’ll learn about the growing cloud opportunity, review traditional business models, and learn to identify how your revenue streams may evolve as you shift to the cloud.
 
Need a little inspiration?
 
Here is a true story from Microsoft solution provider RoseBud Technologies.* 
 
RoseBud Technologies didn’t offer cloud services to its customers and, frankly, saw the cloud as a bit of threat in the beginning. But when major company Coca-Cola started replacing on-premises infrastructure with cloud services, RoseBud knew it too had to “adapt or risk irrelevance.”
 
“One of the first questions for RoseBud Technologies was whether a move to cloud services would require a change in their business model,” says the case study. The company concluded that in many ways the cloud – which would primarily mean Microsoft Office 365 and Windows Intune to RoseBud’s customers – “was a platform on which RoseBud could build projects and services. It would help customers to create intranets using SharePoint Online, to create analytic tools using the Power business intelligence (BI) capabilities in Office 365, and to manage desktops using Intune.”
 
RoseBud’s business model hasn’t changed much as a result of the cloud – but its delivery model certainly has. And making some of those changes have hurt, according to Greg Treanor, Vice President:

 

We went to our customers and told them that as a result of moving them to the cloud, we wouldn’t be on their premises as much,” he says. “We’d support them at least as well as we did before, but we’d do it remotely, and more efficiently, so they shouldn’t be paying us as much. We introduced a reduced fee schedule. That was a tough nut for us to swallow.

 

RoseBud also had to reduce its personnel count, changed the skill sets of those who remained, while investing more into sales and marketing to attract new customers.
 
Now five years later, however, the company’s productivity is up 160 percent, its customer base is up 100 percent, and revenues are up 40 to 60 percent. The move to the cloud “was absolutely the right thing to do,” says Treanor.
 
Read RoseBud’s complete story here.
 
Get started with CPP
 
Watch module 1 of the CPP training here, and if you’d like to get ahead, you can find the complete series of modules here.
 
This is the first post in a series on the Cloud Profitability Program. Look for the next module on how to define your cloud strategy soon. The CPP offers online, on-demand video modules to help you and your organization transition to the cloud. You can find the full five-part set of modules here.