Conclusion: A product line engineering approach to digital service development and operation can unlock significant value if due diligence is applied when identifying product line stakeholders and product line scope. A successful product line is one that enables all stakeholders to apply their unique expertise within the context of the product line at exactly those points in time when their knowledge and insights are required as part of the organisational decision making process. Good product line architectures align human expertise, organisational structure, business processes, software system capabilities, and value chain integration1 with customers and suppliers.
Conclusion: The digitisation of service delivery in the finance, insurance, and government sectors means that all organisations in these sectors are now in the business of developing, maintaining, and operating software products for millions of users, with profound implications for organisational structures1, business architectures2, and the approach3 to service development and operation. Whilst internal business support functions can usually be addressed via off-the-shelf software, with very few exceptions, the functionality of customer facing services can’t be sourced off-the-shelf.
Conclusion: Big Data and the promise of unlocking greater revenues and better productivity is perceived as the next technology wave. No barrier exists for any business of any size accessing Big Data solutions.
Conclusion: Organisations globally and across Australia increasingly understand the importance of providing products and services with a great user experience. Global companies and brands such as Google, the iPhone, the iPad, and the Kindle from Amazon have proven that user experience is an important differentiator even when something is not first to market. User experience (UX) is often confused with User Interface (UI) and organisations wanting to improve the customer experience of the products and services need to understand the difference. Organisations may increase their capabilities or engage an experienced partner to assist them to improve their user experience (UX) and it is important to understand the UX and UI roles and then apply them both in the appropriate manner so that they are not producing the wrong thing in a beautiful wrapper.
Conclusion: Organisations across Australia are talking about innovation. Having a structured approach for idea management within organisations is critical as is receiving executive support and appropriate funding for new ideas. However, thinking differently about problems and opportunities will be a key competency in the drive for innovation. One approach such as design thinking is being utilised to great effect in other countries. There are some local occurrences but Australia is lagging and needs to take action to catch up.
Conclusion: The popularity and growth of online social media platforms has pushed social data into the spotlight. Humans using the Web mainly interact with human-produced data. Yet the floods of machine-generated data that flow through the Internet remain invisible to humans. For a number of reasons attempts by organisations to mine big social data to improve marketing and to increase sales will fall significantly short of expectations. Data from digital devices and sensor networks that are part of the Internet of Things is eclipsing human produced data. Machines have replaced humans as the most social species on the planet, and this must inform the approach to data science and the development of healthy economic ecosystems.
Conclusion: When implementing enterprise Cloud services, a disciplined and locally distributed approach to user acceptance testing in combination with real-time dashboards for test management and defect management can be used as the centrepiece of a highly scalable quality assurance framework. An effective quality assurance process can go a long way to minimise risks, and to ensure a timely and successful rollout.
Conclusion: The development of new digital services often entails not only changes to workflows but also changes to the business rules that must be enforced by software. Whilst vendors of business rule engine technology often market their products as powerful and highly generic tools, the best results are achieved when restricting the use of the different approaches to specific use cases.
Once upon a time there was a programmer who developed software, working for a software vendor, and there was a CEO, a CIO, and a sales executive who all worked for a manufacturing business. It was a happy time, where everyone knew who developed software, who bought software, who implemented software, and who used software. In this long-gone era businesses delivered physical goods and professional services, and software was a helpful tool to standardise business processes and automate tedious repetitive tasks. Those were the days where hardware was solid, software was easy to deal with (certainly not harder than dealing with a teenager) and humans were the masters of the universe.
Conclusion: In government organisations the potential for standardisation and process automation via the use of enterprise resource planning software is largely limited to internal administration. In terms of digital service development government organisations can optimise their IT budgets by understanding themselves as knowledge-transformation organisations rather than as consumers of off-the-shelf technology.