At Orange, the leading France-based multinational telecom provider, there are days when engineering teams set aside their delivery backlogs and spend the day cleaning up cloud spend together. There’s a leaderboard. There are goodies on the line. Experienced practitioners guide the newcomers, so people learn the work while doing it. By the end of the day, sponsors can see the results.
Orange calls these FinOps Clean Days. Together with gamified hackathons, they’ve earned the company’s 100-plus person FinOps community a Net Promoter Score within the organization that’s above 70.
Those numbers point at something the wider industry is wrestling with. Recent State of FinOps reports identify getting engineers to take action as one of the top challenges organizations face. Moving from awareness to action means finding ways to build FinOps accountability, and to get teams to genuinely care.
That makes FinOps a business change problem. And business change problems have known solutions. We spoke with Camille Marini, the FinOps lead at Orange, to get a deeper understanding of how the company overcame these hurdles to accelerate AI adoption and ROI, and how your organization might follow the same course.
Why the Clean Days work
Orange has held two principles since it set up its FinOps team. First, Cloud FinOps is a shared responsibility, with every stakeholder in a project involved in their own way. And the only path to that shared responsibility runs through communication and a deliberate change effort.
“We insisted on the concept of shared responsibility across the organization for our FinOps practices,” Marini told us. “It’s very similar to how we approach cloud security. We needed to make teams understand that every single stakeholder in a project is involved in FinOps, each in their own way, if we are going to achieve responsible and impactful AI spending and usage.”
Those principles led Orange to create a FinOps Community of Practice, with support from Google Cloud Consulting. The team ran it on standardized communication channels so the methodology reached well beyond the central group, and kept the meetings actionable, sharing optimizations and billing updates so every session provided value.
The Clean Days came from a clear-eyed reading of how agile teams actually operate. In agile environments with deployment running constantly, optimization work rarely wins against the sprint. Delivery priorities, backlogs, and daily operations take the available time first. So Orange created protected time, made it collaborative, and made it fun.
McKinsey’s four building blocks of change explain why this approach lands. Any large organizational change, the framework holds, requires action across four areas:
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Conviction and understanding: “I know what is expected of me and I agree with it.”
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Formal mechanisms: “The structures, processes, and systems reinforce the change.”
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Role modeling: “I see my leaders and colleagues behaving differently.”
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Talent and skills: “I have the skills and opportunities to behave in a new way.”
Map Orange’s practice onto those blocks and the pattern is visible. Gamification and rewards give engineers colleagues to emulate: The leaderboard makes different behavior visible, and sponsors see the quick wins for themselves. Experienced practitioners guiding novices builds talent and skills through the community itself. The regular sessions, sharing optimizations and billing updates, build the conviction that comes from knowing where the money goes.
