Mike Mitchelmore

Mike Mitchelmore

Mike Mitchelmore is an IBRS advisor specialising in the areas of ICT strategy, program and project management, ICT service delivery and telecommunications. Mike has more than 40 years of experience in the ICT industry during which he has successfully led engagements in the design and deployment of a global telecommunications networks and IT platforms, negotiated managed telecommunications services, introduced new capabilities for call centres and consolidated ICT systems to focus on service delivery for citizen facing services. Mike has also assisted clients in ICT strategy, support planning, system design and architecture, and procurement strategies. Mike is a graduate of the Australian Army Command and Staff College, and the Royal Military College of Science (UK). He holds a degree in Social Science (human resource development), and graduate diplomas in Management Studies and Telecommunications Systems Management. Mike is a certified PRINCE 2 Practitioner and an ITIL (V2) Manager.

Read latest work...

Connect with Mike

Have a specific question Mike Mitchelmore?

Email

Conclusion:

COVID-19 has presented a number of challenges for business and the underlying Information and Communication Technology (ICT) in particular. These challenges have presented both as crisis and opportunity but all have been compelling events. To paraphrase Winston Churchill, ‘never let a good crisis go to waste’. In each case, this will only be possible when the lessons learned are properly investigated and documented, allowing evidence-based decisions to ensure organisations improve the way business is done.

The COVID-19 pandemic has resulted in many changes to the way business is done, how employees contribute, and how customers interact. Taking the time to evaluate performance, document the lessons learned, and to improve your business decision processes is invaluable. Applying the technical and business lessons learned from the period of this pandemic will add value for many years to come. It will allow your organisation to reinforce successes, avoid possible errors, and potentially improve its position in the marketplace.


Read more


Conclusion: It is no longer viable for telecommunication providers to simply offer Session Initiation Protocol (SIP) trunks for voice connectivity or Multi-Protocol Label Switching (MPLS) links to connect office and data centre locations. Nor does it make good business sense for the telco or for the customer.

The modern architectures of Cloud and Software-as-a-Service (SaaS), mixed with the need to maintain on-premise for critical elements are key components that support most digital strategies. Using older telecommunications architectures with fixed connections and physical infrastructure for routing and switching can be costly, and can stifle agility and therefore productivity.

However, modern telecommunication architectures bring an ability to virtualise connections and network switching. The abstraction of these capabilities allows dynamic management of the services providing substantial agility, as well as potential productivity gains and cost savings to the customer.


Read more


Conclusion: In today’s marketplace, a successful business needs to position itself strategically to be a leader in the market by either delivering services better and cheaper than the competition, or by disrupting the status quo to deliver services in a different way that empowers the consumer. To achieve this, organisations need to ensure their procurement plans are aligned with the business strategy and, where appropriate, identify in the ICT sphere where procurement is important strategically.

Organisations therefore need to identify the value a supply chain delivers to the business strategy. In doing so, the executive needs to understand the procurement activities that provide an advantage to the business in the marketplace, and which procurements may lead to a broader alliance with the supplier where mutual gain is possible to all parties involved.


Read more


Conclusion: All organisations need to identify the value of their procurement portfolio. That is, to document and regularly review the portfolio to understand both the criticality of the contracts to business and the triggers that decide whether the technology is meeting the need and when actions need to be put in place to limit the risk to the business in the acquisition process.

With an improved situational awareness of the procurement portfolio, organisations then need to ensure alignment with the business strategy. The alignment can only be achieved with regular independent reviews, and by effective governance processes to ensure that the risk associated with procurement planning is contained.


Read more


Conclusion: In the modern world, no organisation has ICT entirely in-sourced. As a result, procurement, contract and vendor management have become strategic processes that allow organisations to align their ICT capability with the business strategy to achieve the desired outcomes, both now and into the future.

It is often the case that effective planning for the procurement of technology capability is compressed or constrained such that procurement is not able to effect ‘big step’ change. Or the commercial approach means the agreement is based on a fixed term, which results in the procurement not being a strategic exercise. More often than not, the procurement delivers constraints that limit the business’s ability to achieve the desired outcomes. These constraints limit the business’s ability to be agile in terms of elasticity, or how well it can respond to disruption in the market.

The technology options to meet business demand are not the same today as they were yesterday, and they will undoubtedly differ tomorrow. The challenge is to ensure ICT procurement is responsive to the business strategy, and that vendors share in the advantage a strategic alliance brings to the business. Procurement needs to be effectively planned and clearly aligned to the business strategy to ensure the strategy is delivered effectively.

This paper is the first in a four-part series on how to ensure procurement meets the business need, gain an understanding of strategic versus tactical procurement, and will define the steps necessary to avoid the pitfalls that cause procurements to under-deliver.


Read more


Conclusion: The need to see value from an enterprise architecture (EA) framework is essential, if for no other reason than to justify the cost. However, the business benefit of EA is not just the cost. It will also provide reduced risk and improved agility for the business in its use of ICT.

Many organisations struggle with how success or failure of EA should be measured. This paper provides the reader with guidance and advice on what to measure EA against and how that measurement could be presented as a key performance indicator (KPI).

In establishing KPIs for the EA framework your organisation has adopted, both business and ICT will jointly have a better understanding of the value EA brings to the enterprise, and be able to provide governance on the continuous improvement of your EA framework to achieve even better value.


Read more


Conclusion: Many organisations have integrated enterprise architecture (EA) into the business processes, whilst many have not. To some, it is a religious argument as to why the ICT group even needs to have people with ‘architect’ in their name; for others, the EA group is the watchdog of the system, ensuring both new capabilities and changes to existing capabilities will be fit for purpose.

Like most things in business, the cost versus benefit analysis to justify why any activity is a priority is essential before committing effort and resources to it. EA should be no different. Organisations should complete a business case assessment to justify why EA is necessary for their business model, and what form it should take.

In doing so, both business and ICT will jointly have a better understanding of the value EA brings to the enterprise, be able to manage expectations on what EA can deliver and judge its effectiveness.


Read more


Conclusion: As a result of COVID-19, has the criticality of web presence for your business changed? Is your organisation now exposed to threats and risks that previously were a lower order concern? Are there advantages to be gained in the realignment of the organisation’s web strategy?

IBRS recommends organisations assess the vision statement for its web presence. Once the vision is clear, review the framework for delivery and sustainment, the processes, and the roles and responsibilities for online web services, as a result of the impact of COVID-19. The purpose of the review is to ensure your organisation leverages the strengths and opportunities of the organisation’s online presence resulting from the impact of COVID-19.


Read more


Conclusion: Many processes are relatively poorly designed and are not subject to effective governance. The reasons for this are many and varied: some relate to complexity, where there is a perceived risk associated with their criticality and whereby change could harm the business if they are altered; others are just not managed at all.

If your organisation does not understand how its business processes are architected, executives run the risk of fear influencing their judgement, rather than fact – the end result is ‘no change’ where change is needed. The COVID-19 pandemic has demonstrated the need for flexibility and agility in business processes to sustain and grow the business. The opportunities in the post-COVID-19 world, where many processes have been found wanting, are too great to be missed.

Successful organisations understand, manage and adjust business processes to meet the times. Having an effective business process management approach – where the process strategy is documented, processes are designed against set standards, implementation is monitored and managed, and controls are in place to manage the process lifecycle – is essential if your organisation is to achieve the best outcomes.


Read more


Conclusion: The phrase ‘People, Process and Technology’ describes the three key elements of a successful business. Business is the why, People the who, Process the what, and Technology the how. No single element of the trilogy can be seen as more important than the others. However, in the post-COVID-19 world, successful businesses will see that the focus of People has changed – they no longer go to work, work goes to them.

In technology terms, this effectively means that everyone is now the core of the system; the old concept of a core that is controlled from a central hub is now questionable. Post-COVID-19 technology design must allow for each worker to be able to work from any location, able to access information, services and data when necessary, and for each location to have surge capability.


Read more


Conclusion: Organisations that are nearing the end of life for their current voice platforms or have a compelling event to hinge the replacement of their voice service, need to review their use of voice before replacing the technology. IBRS recommends organisations look to leverage voice as an application to operationalise the processes within the organisation, and improve customer satisfaction.

Today the newer technology offerings allow your organisation to get a better return from voice. However, the use of these new technologies will impact business processes and offer greater innovation for your customer interaction. It will not be a simple replacement of boxes.

The key is understanding the power of voice. It is now an application driven by smart software. Businesses need to assess their use of voice to determine the cost benefit of the changes in the technology stack now on offer.


Read more


Conclusion: A Cloud strategy can take many forms. Whether you select a private Cloud, hybrid Cloud (on-premise with Cloud elements), native Cloud or a multiCloud implementation will impact the framework of your strategy. The success of your strategy will be driven by the motivation your organisation has to elect the move.

If your only motivation is the perceived cost model where you reduce capital in favour of operational expense, and potentially see savings based on usage, you are unlikely to succeed. The need to have a clear business strategy on why Cloud, what opportunities it may bring the business, and how to transition, manage and exit the Cloud is essential to see the true benefits.

Key to a successful strategy is to use an effective framework that allows your organisation to migrate to, operate and govern the engagement, and exit the engagement. A Cloud strategy is a commercial arrangement. Understanding the business benefits of entering into a Cloud contract engagement and being able to measure success factors is equally as important as the selection of providers for functionality and cost. It is important that you step into Cloud with your eyes wide open.


Read more


IBRSiQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.


Read more


IBRSiQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.


Read more