As you’ve come to expect from us, we are continuously capturing lessons learned from practice in our Cloud Governance Framework. Over the past year, we’ve made several significant updates and additions in a new version, and we’re excited to share these with you.
The Governance Framework website is available at governance.rapidcircle.com, where you can access the latest version. The current version is 2.2. Below, you’ll find an overview of the most important changes and additions.
What’s Changed?
Cloud Support is now Cloud Control, with revised goals and a restructured distribution of building blocks under the Business category for greater clarity.
Name Update: We’ve officially moved away from the name “Weolcan Cloud Governance Framework.” It’s now simply called the Cloud Governance Framework.
Category Order Reorganization: Previously, the order of categories up to version 2.1 was essentially random. In version 2.2, the framework reflects the principle that an organization’s structure should align with its objectives, and culture should follow from that. (Refer to Craig Larman’s Laws of Organizational Behavior for more insights.) Note: This doesn’t mean that categories need to be tackled sequentially, but it’s important to consider this alignment when setting priorities.
Updated Capability Names:
Knowledge Management is now Continuous Learning, as this name better captures what’s expected of an agile organization in this area.
Innovative Leadership is now Digital Leadership, which better suits organizations transforming into digital enterprises.

What’s new?
Building Block: Transformational Structure
This new building block combines the previous CCoE Formation and Positioning and Way of Working & Mandate blocks. It emphasizes the need for a temporary change organization alongside the CLT and CCoE. Examples include launching a program or even adopting bi-modal working approaches.
Building Block: Execution Enablement
While having a strategy and setting up a Cloud Leadership Team (CLT) or Cloud Center of Excellence (CCoE) is effective for initiating transformation, long-term success requires more. CLT and CCoE performance must be continuously evaluated, and the formation of new teams (coalitions of the willing) should be considered. Strategy execution is a long-term, complex process that demands constant attention.
A framework is not a static object. Even in 2025, we will continue maintaining and improving it. This ensures that our accumulated knowledge and experience are consistently incorporated into new versions, with cloud, agile, and data & AI as key ingredients.



