AWS Prescriptive Guidance - Enterprise Transformation Framework (ETF) (2024)

Theory Publication Information

Citation Information

Why Was the Model Created?

AWS ETF was created to address a persistent gap in enterprise cloud adoption. Although industry forecasts project roughly $4 trillion being spent on digital transformation by 2027, the framework cites research indicating that more than 70 percent of transformations fail to achieve their desired outcomes. A 2023 study it references reports that 88 percent of transformations that do not focus on culture-centric changes when introducing new technologies fail to result in sustained performance gains after three years. Surveys of more than three thousand CxOs identify the top three barriers to cloud transformation success as cloud skills shortage, misalignment between IT and business, and poor management of the complexity of organizational change.

AWS authors Melanie Gladwell and Scott Watson argue that successful cloud transformation extends far beyond technology implementation. Drawing on AWS experience guiding enterprises across industries, they conclude that the biggest challenge is evolving culture, operating model, and ways of working to leverage the cloud for business growth. The framework was created to help organizations drop IT-centricity, take a business-led approach, and address operating model changes in culture, organization, investment strategies, ways of working, and change leadership from the start.

The framework also responds to research it cites showing that a programmatic approach prioritizing six levers (leadership, talent, culture, operating model, business strategy, and FinOps governance) alongside technology can advance 6 times the value from cloud investments, produce 1.9 times faster migrations, and deliver 2.2 times more cost savings, stronger collaboration, better innovation, and a better employee and customer experience. A 2024 study the framework references estimates more than $1 trillion in run-rate earnings before interest, taxes, depreciation, and amortization (EBITDA) across Fortune 500 companies by 2030, with an average rise in EBITDA of more than 20 percent in high technology, oil and gas, retail, healthcare systems and services, insurance, and banking segments.

Core Concepts and Definitions

AWS ETF is organized around several core concepts:

• Four capability pillars: Business and Strategy, FinOps, Operations, and People and Culture. The framework is designed so these pillars are deployed as four concurrent workstreams that together address common blockers to cloud adoption.
• AWS Enterprise Transformation program:The program that applies the framework through four phases (Prioritize, Ready, Enable, Transform), anchored to an organization’s cloud transformation success to date and aligned with the AWS Cloud Adoption Framework (AWS CAF) Business, People, Governance, and Operations perspectives.
• AWS Transformation Readiness Diagnostic: A benchmarking tool that compares companies against enterprise transformation best practices and organizational capabilities, and helps uncover opportunities for driving value from the cloud. It is used repeatedly across phases to measure growth and refine strategy.
• AWS Cloud Operating Model (COM) Framework: A mechanism referenced within the Operations pillar for developing cloud operations strategy and roadmap.
• AWS Organizational Change Acceleration (OCA) 6-Point Framework: An organizational change acceleration mechanism used within the People and Culture pillar to develop cloud talent, enable faster product delivery, and speed up organizational adaptability.
• Minimum lovable product (MLP): A concept used in the Ready phase to test and validate business priorities and prepare for success in scaling through early, lovable deliverables rather than only minimum viable products.
• Digital culture: The incremental culture shift that moves organizations from waterfall to agile working, from permission-based decisions to autonomous decisions codified through best practices, from a fear of failure mindset to experimentation for innovation, and from cost savings to value generation.
• Six levers for cloud value: Leadership, talent, culture, operating model, business strategy, and FinOps (governance). The framework is built on the argument that prioritizing these six levers as much as technology advances outsized cloud value.

What Does the Model Measure?

AWS ETF is a vendor-published prescriptive transformation framework rather than a psychometric measurement model. It does not define latent constructs or validated scales. Instead, it prescribes how enterprise cloud transformation programs are scoped, executed, and scaled. Evaluation concepts associated with the framework and its program include:

• Transformation readiness: Benchmarked via the AWS Transformation Readiness Diagnostic against enterprise transformation best practices and organizational capabilities, and re-measured across phases to track growth.
• Unified business objectives with KPIs: Established in the Prioritize phase and codified for professional growth and retention in the Transform phase.
• Cloud operating model maturity: Assessed via maturity benchmarking and topology exercises under the Operations pillar, and matured over time to service-value-driven operating capabilities.
• FinOps performance: Measured through rapid consumption analysis, waste spend and cost avoidance, cost optimization, automated budgeting and forecasting, and unit economics-driven business process and reporting.
• Business case valuations: Revalidated during the Enable phase for expected benefits, and inspected regularly during the Transform phase.
• Claimed program-level outcomes: 7 times better transformation outcomes (8 times in the United States) with a strong OCA methodology, 1.9 times faster migrations, 2.2 times improved employee and customer experience and related benefits, 6 times advance in value from cloud investments via the six-lever approach, and an average rise in EBITDA of more than 20 percent in targeted sectors.

Source note: AWS ETF is a first-party vendor methodology authored by Melanie Gladwell and Scott Watson and published by AWS Prescriptive Guidance in November 2024. The numerical outcome claims cited above are drawn by AWS from third party research by McKinsey, Accenture, Gartner, IDC, and Prosci. Independent empirical evaluation of the framework itself is limited at the time of publication.

Preceding Models or Theories

The framework draws on and integrates several prior AWS frameworks and external sources it explicitly cites:

• AWS Cloud Adoption Framework (AWS CAF): AWS CAF organizes guidance into six focus areas called perspectives: business, people, governance, platform, security, and operations. The AWS Enterprise Transformation program is explicitly aligned to the Business, People, Governance, and Operations perspectives of AWS CAF.
• AWS Cloud Operating Model (COM) Framework: Referenced as a mechanism within the Operations pillar for developing cloud operations strategy and roadmap.
• AWS Organizational Change Acceleration (OCA) 6-Point Framework: Used within the People and Culture pillar and embedded into daily operations during the Transform phase to sustain change adoption.
• AWS Experience-Based Acceleration (EBA): An AWS mechanism used as one of several tools within the Enable phase. The framework describes EBA as hands-on, agile, and immersive interactions that empower teams to build end-to-end solutions, break down silos, and develop self-sustainable working models.
• Prosci change management research:The framework cites Prosci’s Change Management Success research to support the claim that a strong organizational change acceleration methodology yields 7 times better transformation outcomes (8 times in the United States).
• McKinsey & Company research: The framework cites McKinsey surveys and articles on transformation failure rates, successful transformations, and the $1 trillion EBITDA opportunity from the cloud.
• Accenture research:The framework cites Accenture work including Kent McMillan’s “The digital core at the heart of organizational design” and the Accenture research report “The race to cloud” for the six-lever value argument and value-capture erosion figures.
• Gartner analysis: The framework cites the Gartner press release stating that cloud will become a business necessity by 2028 and that cloud computing will be a business requirement instead of an advantage.
• John P. Kotter, Leading Change:Listed in additional resources, reflecting the framework’s orientation toward classical change leadership literature.

Describe The Model

The AWS Enterprise Transformation Framework is described as industry-agnostic and globally relevant. It builds organizational momentum by holistically addressing the top barriers to cloud value success through proven diagnostics, assessments, accelerators, and experiential learning methods tailored to the enterprise’s unique cloud journey and business objectives. The framework is applied through four concurrent workstreams corresponding to the four pillars, engaged holistically at the executive level, at the enterprise level through a project management office (PMO) or transformation management office (TMO), and at program levels.

Four Capability Pillars

• Business and Strategy pillar: Focuses on developing plans to achieve strategic outcomes and business value by using cloud. Activities include working back from business objectives to define and refine the value proposition, decomposing the value proposition into measurable business outcomes, and defining a target state with a sharpened strategy, business case, and roadmap to maximize enterprise value.
• FinOps pillar: Focuses on managing the financial aspects of the cloud estate aligned with corporate and IT financial reporting. Activities include defining a common financial language, developing an all-inclusive FinOps roadmap, conducting rapid consumption analysis, reducing waste spend, deploying cost optimization technology, and implementing automated processes, budgeting, forecasting, and unit economics-driven business process and reporting.
• Operations pillar: Focuses on evolving and maturing the cloud operating model and cloud operations, and developing operational resiliency. Activities include maturity benchmarking and topology exercises for operational capabilities, using mechanisms such as the AWS Cloud Operating Model (COM) Framework to develop cloud operations strategy and roadmap, and designing a cloud operations playbook that advances maturity to service-value-driven operating capabilities.
• People and Culture pillar: Focuses on evolving organizational culture to support continuous learning, innovation, digital fluency, and adaptability. Activities include aligning and mobilizing cross-functional IT and business leaders, developing new capabilities through the AWS Organizational Change Acceleration (OCA) 6-Point Framework, and scaling the foundational transformation capabilities needed to make lasting changes.

The AWS Enterprise Transformation Program: Four Phases

The AWS Enterprise Transformation program follows the cloud journey lifecycle and applies the framework through four sequential phases:

• Phase 1: Prioritize - Define the path. Rapid discovery for organizational transformation readiness, interactive sessions to align leaders and business priorities, and design sessions to develop the transformation strategy, value at stake, and high-level roadmap. Key activities include setting the foundation and determining unified business objectives with KPIs, using the AWS Transformation Readiness Diagnostic, confirming business and financial strategies, defining a path to a strategic target state by aligning leaders, cloud operating model, and financial management capabilities to business priorities, and defining the transformation plan.
• Phase 2: Ready - Prepare and invent. Leverages and validates the high-level transformation strategy and roadmap through experience-based mechanisms, mobilizes teams to accelerate business planning, conducts experiments, initiates new ways of working, aligns people and operations to business objectives, delivers initial wins, and produces a detailed transformation strategy and roadmap. Key activities include validating the cloud operating model, developing readiness through experimentation, delivering initial wins, designing and implementing minimum lovable products (MLPs), and using the Transformation Readiness Diagnostic tool to measure growth and refine strategy.
• Phase 3: Enable - Build organizational capability and capacity. Builds organizational capacity and capability and replicates patterns of success by implementing the detailed transformation roadmap and speeding up transformation adoption. This phase uses mechanisms such as the AWS OCA 6-Point Framework, business case valuations, the Cloud Operating Model Maturity Framework, game day methods, and Experience-Based Acceleration (EBA). Key activities include revalidating the business case, using experiential mechanisms to embed new ways of thinking, optimizing cloud operations and FinOps processes, expanding on success patterns, and implementing the detailed transformation roadmap plans with validated cost savings or value-generating potential.
• Phase 4: Transform - Incubate and scale new ways of working. Replicates success patterns to scale, builds lasting capabilities, reprioritizes and reinforces performance KPIs and expectations, and operates at scale based on outputs from the transformation roadmap. Key activities include refining and scaling the cloud operating model, codifying KPIs and incentives for professional growth and retention, inspecting business outcomes regularly, embedding the AWS OCA 6-Point Framework into daily operations to sustain change adoption, replicating success patterns, and transitioning the transformation roadmap into daily operations.

Alignment with AWS CAF

The AWS Enterprise Transformation program is explicitly aligned with the AWS Cloud Adoption Framework (AWS CAF) Business, People, Governance, and Operations perspectives. The four ETF pillars map conceptually onto these CAF perspectives: Business and Strategy aligns with the Business perspective, People and Culture aligns with the People perspective, FinOps aligns with the Governance perspective, and Operations aligns with the Operations perspective.

Best Practices Featured in the Program

• Set ambitious yet achievable targets: The framework cites McKinsey research indicating that companies setting transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsized total shareholder returns.
• Align and empower cross-functional teams and establish a cloud leadership function: Bring together stakeholders from IT, finance, operations, and business units to drive adoption.
• Foster a culture of innovation and experimentation: Drive an incremental culture shift from waterfall to agile, from permission-based to autonomous decisions, from fear of failure to experimentation, and from cost savings to value generation.
• Apply experiential learning mechanisms: Use immersive exercises, collaborative classroom training, role mapping, and the AWS Experience-Based Acceleration (EBA) mechanism to rapidly build cloud capabilities.
• Implement comprehensive cloud FinOps management: Define a common financial language, conduct rapid consumption analysis, implement cost optimization technologies, automate financial processes, and establish unit economics-driven reporting.
• Embed transformation disciplines into continuous business-as-usual processes: Integrate transformation disciplines into annual business planning, budgeting, forecasting, performance reviews, and resource allocation.
• Leverage proven cloud transformation solutions and expertise: The framework cites research that investing in a programmatic business-led framework reduces cloud value capture erosion during goal-setting and planning (by 45 percent), during implementation (by 35 percent), and post go-live (by 20 percent).

Main Strengths

• Business-led orientation: The framework positions technology as downstream of business strategy, culture, operating model, and FinOps, which directly targets the cited top barriers of IT-business misalignment and change mismanagement.
• Integrated four-pillar structure: Deploying Business and Strategy, FinOps, Operations, and People and Culture as concurrent workstreams addresses multiple blockers to cloud adoption simultaneously rather than sequentially.
• Phased program with re-measurement: The four-phase program embeds the AWS Transformation Readiness Diagnostic across phases, so progress can be re-measured and strategy refined.
• Explicit alignment with AWS CAF: The program is anchored to the AWS Cloud Adoption Framework Business, People, Governance, and Operations perspectives, which allows organizations already using AWS CAF to extend into enterprise transformation without re-baselining.
• Cited supporting evidence: The article grounds its outcome claims in third-party research from McKinsey, Accenture, Gartner, IDC, and Prosci rather than relying solely on AWS-authored claims.

Main Weaknesses

• Vendor-published prescriptive guidance: The framework is authored and published by AWS. As a prescriptive guidance document it is not subject to external peer review, and some mechanisms it references (for example the AWS Transformation Readiness Diagnostic) are only available through the AWS Professional Services team.
• Recency of publication: Initial publication is November 8, 2024, so independent empirical evaluation of ETF as a complete framework is limited at present.
• AWS-centric tooling: Referenced mechanisms (AWS CAF, AWS COM Framework, AWS OCA 6-Point Framework, EBA) are AWS-specific. Organizations pursuing multi-cloud strategies may need to adapt or supplement these mechanisms.
• Abstract mechanism descriptions: Several key mechanisms (for example the Cloud Operating Model Maturity Framework and game day methods) are named but not fully detailed within the article itself, requiring practitioners to seek additional AWS resources.
• Third-party outcome claims: The strongest numerical claims (7x, 6x, 1.9x, 2.2x, 20 percent EBITDA) are drawn from third-party research cited by AWS rather than from direct ETF program measurements.

Key Contributions

• Codified a four-pillar enterprise transformation framework: Business and Strategy, FinOps, Operations, and People and Culture as concurrent workstreams for enterprise cloud transformation.
• Defined a four-phase cloud transformation program: Prioritize (define the path), Ready (prepare and invent), Enable (build organizational capability and capacity), and Transform (incubate and scale new ways of working).
• Integrated the AWS Organizational Change Acceleration (OCA) 6-Point Framework: Positioned OCA as the mechanism for the People and Culture pillar and as an embedded practice in the Transform phase to sustain change adoption.
• Positioned Experience-Based Acceleration as a sub-mechanism: Established EBA as one of several accelerators used specifically within the Enable phase to build organizational capability and capacity, alongside the AWS OCA 6-Point Framework, business case valuations, the Cloud Operating Model Maturity Framework, and game day methods.
• Articulated the six-lever argument for cloud value: Framed leadership, talent, culture, operating model, business strategy, and FinOps governance as the levers that, when prioritized alongside technology, advance cited outcomes of 6 times value, 1.9 times faster migrations, and 2.2 times other benefits.
• Aligned enterprise transformation to AWS CAF perspectives: Explicit alignment with the Business, People, Governance, and Operations perspectives of the AWS Cloud Adoption Framework so the program integrates with existing AWS CAF-based adoption work.
• Embedded the AWS Transformation Readiness Diagnostic: Positioned a recurring diagnostic tool used across phases to benchmark companies against enterprise transformation best practices and organizational capabilities, and to measure growth over time.

Internal Validity

AWS ETF is a vendor-published prescriptive transformation framework rather than an empirical theory, so it is not subject to construct-validity testing in a psychometric sense. Considerations about its internal consistency include:

• Logical coherence of pillars and phases: The four-pillar structure (Business and Strategy, FinOps, Operations, People and Culture) maps coherently onto the four phases (Prioritize, Ready, Enable, Transform), with each phase using pillar-specific mechanisms such as the Transformation Readiness Diagnostic, MLPs, EBA, and the OCA 6-Point Framework.
• Alignment with AWS CAF: The pillars align with the AWS CAF Business, People, Governance, and Operations perspectives, which provides cross-framework consistency and allows reuse of AWS CAF assessments and vocabulary.
• Internally consistent barrier-to-mechanism mapping: The framework explicitly ties cited barriers (cloud skills shortage, IT-business misalignment, change mismanagement) to specific pillars and mechanisms (People and Culture with OCA, Business and Strategy with value decomposition, FinOps with unit economics).
• Re-measurement across phases: The AWS Transformation Readiness Diagnostic is applied repeatedly across the Prioritize, Ready, Enable, and Transform phases, which supports internal consistency of progress measurement.
• Limits on internal validity assessment: As a prescriptive guidance document, the framework does not publish operational definitions, scoring rubrics, or reliability evidence for its diagnostics, so internal validity cannot be tested the way it would be for a psychometric instrument.

External Validity

External validity considerations concern how well AWS ETF generalizes across organizational contexts. The framework explicitly positions itself as industry-agnostic and globally relevant.

• Industry coverage: The framework names high technology, oil and gas, retail, healthcare systems and services, insurance, and banking as segments positioned to generate the most value, with an average rise in EBITDA of more than 20 percent. Workforce characteristics highlighted as particularly relevant include highly tenured workforces, long-standing traditional ways of working, and organizations struggling to attract future generations of talent. Examples given include contact center transformations, SaaS transformations, and generative AI.
• Geographic applicability: The framework is described as globally relevant. A United States differential appears in the OCA-related outcome claim (7 times better outcomes globally, 8 times in the United States).
• Organization-size generalizability: The document centers on enterprise-scale transformations and references Fortune 500 companies and the $1 trillion EBITDA opportunity by 2030. Applicability to small organizations with limited PMO/TMO capability is not directly addressed.
• Cloud-adoption-stage generalizability: The framework is described as applicable when digital transformation incites changes in financial operations, ways of working, operating model, business strategy, or culture, including migrations, data center exits, end-to-end transformation initiatives, or any technology implementation.
• Dependence on AWS-specific mechanisms: Because several mechanisms (AWS Transformation Readiness Diagnostic, AWS COM Framework, AWS OCA 6-Point Framework, EBA) are AWS-specific, organizations outside AWS engagements may need external facilitation or substitute mechanisms.
• Dependence on change-readiness and cross-functional commitment: The framework emphasizes cross-functional cloud leadership, executive sponsorship, and agile decision-making. Organizations with lengthy bureaucratic decision processes may find the program pace harder to sustain.

Relevance to Technology Adoption

AWS ETF is directly relevant to technology adoption because it treats technology implementation as the easier part of cloud transformation and explicitly identifies the harder challenge as molding and shaping the organization to operationalize cloud value. The framework argues that sustained adoption requires evolving culture, operating model, workforce capability, and financial governance together with technology. It provides a programmatic structure for doing so.

Cited Barriers to Cloud Transformation and Adoption

• Cloud skills shortage: Cited as one of the top three barriers to cloud transformation success in the referenced CxO survey.
• Misalignment between IT and business: Cited as one of the top three barriers, addressed through the Business and Strategy pillar, cross-functional cloud leadership teams, and alignment to AWS CAF Business and Governance perspectives.
• Poor management of the complexity of organizational change: Cited as one of the top three barriers, addressed through the People and Culture pillar and the AWS OCA 6-Point Framework.
• Unclear cloud business strategy and objectives: Named as a common blocker, addressed in the Prioritize phase through unified business objectives with KPIs and in the Business and Strategy pillar.
• Cultural clashes and IT-business disconnection: Named as common blockers, addressed through cross-functional cloud leadership and the People and Culture pillar.
• Unclear financial strategies: Named as a common blocker, addressed through the FinOps pillar with a common financial language and unit economics-driven reporting.
• Effects of emerging technologies such as generative AI: Called out explicitly as a blocker affecting people, processes, and technology.
• Value capture erosion: The framework cites research showing that 45 percent of value loss occurs during target setting and planning, 35 percent during implementation, and 20 percent post go-live, and positions its phases to reduce each of these losses.

Leadership Actions the Framework Prescribes

• Set the foundation with unified business objectives and KPIs: Establish ambitious yet achievable targets grounded in a comprehensive, fact-based assessment of business opportunities and value at stake.
• Establish a cloud leadership function: Create cross-functional cloud leadership teams spanning IT, finance, operations, and business units to drive adoption of new ways to think, decide, behave, and innovate.
• Conduct a transformation readiness discovery: Use the AWS Transformation Readiness Diagnostic during Prioritize, Ready, Enable, and Transform phases to benchmark and refine strategy.
• Apply experiential learning mechanisms: Use immersive exercises, collaborative classroom training, role mapping, and the AWS Experience-Based Acceleration (EBA) mechanism within the Enable phase to build cloud capability.
• Deliver minimum lovable products (MLPs): Design and implement MLPs in the Ready phase to test, validate, and prepare for success in scaling.
• Implement comprehensive FinOps management: Define a common financial language, automate financial processes, and establish unit economics- driven reporting under the FinOps pillar.
• Mature the cloud operating model: Use the AWS Cloud Operating Model (COM) Framework and cloud operations playbooks to progress to service-value-driven operating capabilities.
• Embed transformation disciplines into business-as-usual: Integrate transformation disciplines into annual business planning, budgeting, forecasting, performance reviews, and resource allocation processes during the Transform phase.
• Embed the AWS OCA 6-Point Framework into daily operations: Sustain change adoption by embedding OCA into daily operations during the Transform phase.

Following Models or Theories

As an AWS Prescriptive Guidance article first published in November 2024, AWS ETF is too recent to have documented descendant frameworks. The following represent anticipated areas of influence rather than confirmed descendant frameworks, and are consistent with the resources and trends cited in the article itself:

• Extensions of AWS CAF-aligned enterprise transformation:Future AWS guidance is likely to extend the ETF pillar and phase structure into industry-specific plays, given the framework’s explicit alignment with AWS CAF.
• Related prescriptive guidance on cloud operating models and FinOps: The Cloud Operating Model (COM) Framework and FinOps pillar provide natural extension points for more detailed AWS prescriptive guidance.
• Competing cloud provider transformation frameworks: Other cloud providers (for example Microsoft Cloud Adoption Framework, covered in bibliography 2-18) may incorporate similar four-phase, pillar-based structures as the approach is adopted more broadly.
• Generative AI transformation playbooks: The article calls out generative AI explicitly as an example of technology that incites transformation, and future AWS guidance is likely to extend ETF into generative AI-specific plays.

References

1. Gladwell, M., & Watson, S. (2024). Accelerating your return on cloud investment by adopting a strategic transformation and change methodology. AWS Prescriptive Guidance. Amazon Web Services.

Further Reading

1. Amazon Web Services. AWS Cloud Adoption Framework (AWS CAF). AWS Whitepapers.
2. Amazon Web Services. AWS Organizational Change Acceleration 6-Point Framework. AWS Prescriptive Guidance.
3. Amazon Web Services. AWS Organizational Change Acceleration (OCA) 6-Point Framework: Mobilize Team. AWS Prescriptive Guidance.
4. Amazon Web Services. Accelerating cloud adoption through culture, change, and leadership. AWS Prescriptive Guidance.
5. Amazon Web Services. AWS Cloud Adoption Framework: People Perspective. AWS Whitepapers.
6. Selipsky, A. (2022). AWS re:Invent 2022 keynote. Amazon Web Services.
7. Prosci. Change Management Success. Prosci.
8. McKinsey & Company. (2021). Cloud’s trillion-dollar prize is up for grabs. McKinsey Quarterly, February 2021.
9. Gartner. (2023). Gartner says cloud will become a business necessity by 2028. Gartner press release, November 2023.
10. McKinsey & Company. (2023). How to implement transformations for long-term impact. McKinsey & Company survey, May 2023.
11. Kotter, J. P. (2007). Leading change: Why transformation efforts fail. Harvard Business Review, January 2007.
12. McKinsey & Company. (2021). Losing from day one: Why even successful transformations fall short. McKinsey & Company survey, December 2021.
13. Silverstone, Y., Bartel, S., & Chauffard, P. (2021). Modern cloud champions. IDC and Accenture study, August 2021.
14. McMillan, K. (2023). The digital core at the heart of organizational design. Accenture blog post, September 2023.
15. Laczkowski, K., Tan, T., & Winter, M. (2019). The numbers behind successful transformations. McKinsey article, October 2019.
16. Accenture. (2023). The race to cloud: Reaching the inflection point to long sought value. Accenture research report.
17. IDC. (2024). Worldwide spending on digital transformation is forecast to reach almost $4 trillion by 2027, according to new IDC spending guide. IDC, May 2024.

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