Cloud & ERP Transformation
Cloud and ERP programs fail at the seams — between business, IT and vendors. Each party operates with its own delivery method, timeline and definition of success. Without an integrated operating model connecting these seams, the program accumulates cost, risk and exceptions faster than it delivers value.
The client problem
Cloud migrations accelerate before workload segmentation is complete. ERP design decisions are made in workstream silos and relitigated months later. FinOps is treated as a reporting function rather than a design discipline. Business stakeholders lose visibility. Architecture exceptions accumulate without a decision owner.
What typically goes wrong
Programs pursue migration velocity at the expense of quality. Cloud costs rise because FinOps governance is not embedded. ERP customizations grow because business requirements were collected without a standardization principle. Vendors optimize for their own scope rather than the integrated program outcome.
Cloud and ERP governance must connect architecture, FinOps, security and business sponsorship into one operating model.
Workload-first, not lift-and-shift
Each workload assessed across performance, data gravity, regulatory constraints and modernization potential before destination is decided. Lift-and-shift is a tactic for a narrow subset — not the default approach. Landing zone, identity and security baseline set before migration scale-up.
Cost as a design parameter from day one
Cost allocation by workload, team and environment configured in the landing zone from the start. Budget accountability at platform team level. Forecasting based on workload data — not last quarter's actuals plus a margin. FinOps embedded in the platform team, not in a finance silo.
Standardize first, customize sparingly
Process design follows platform capabilities by default. Custom development is an executive-approved exception — not a default workstream. ERP design decisions are governed at program level, not left to individual workstreams.
Controls embedded, not bolted on
Identity, data protection, network segmentation and incident response embedded in the landing zone before workloads migrate. Security exceptions visible in the same governance forum as architecture and cost decisions.
Vendor and partner ecosystem
Hyperscalers, ERP vendors and system integrators each bring their own delivery method. We help clients structure the contractual model, accountability boundaries and decision forums so that multi-vendor delivery operates as a single program — not as parallel projects with parallel escalations.
"The cloud operating model is as important as the cloud platform."
— RSV Consult perspective
Success factors
- Integrated governance across architecture, FinOps, security and business — one forum, one cadence
- Workload prioritization framework agreed before migration scale-up begins
- ERP standardization principle enforced: custom development is an exception, not a default
- Vendor accountability aligned to program outcomes, not individual workstream outputs
Cloud and ERP value comes from the operating model — not from the platform. Governance is what turns adoption into business outcomes.