Conclusion: This month has seen an increase in activity for public sector outsourcing. While reports this year have flagged sector growth, with more diverse offerings and a greater uptake of smaller providers, difficulties with contract performance in this area are still clear. While the size and complexities associated with these projects can present serious problems, they are aggravated by issues that are especially prominent in the public sector. For instance, running critical functions such as financial management, customer service and human resources, on disparate, large or obsolete systems, can result in a wide range of vulnerabilities for government agencies. These can interfere with business continuity, pose security threats, hamper disaster recovery or prevent appropriate skills development. As vendors evolve to offer more specialised services that cater to customers’ requirements, it is important for the public sector to continue to review and analyse its outsourcing projects because of serious consequences associated with catastrophic failures, outages and exploitation of government systems.


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Conclusion: AI includes a very broad range of technologies being applied in virtually all industries. AI is being used in new stand-alone services like real-time language translation1 or extensions of existing common IT applications such as the increasing use of chatbots in contact centres or recommendation engines in digital marketing.

This means that the use of AI in both IT and operational technologies2 (OT) requires C-level attention.

Business leaders will need to convert recent global interest and agreements in AI safety and ethics into AI governance guidelines in the exercise of their triple bottom line responsibilities (for profit, social responsibility and sustainability).


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Conclusion: Business and IT professionals struggle with how to frame their message so it engages the reader and has immediate impact. To get the reader’s attention, it is important to pose a business problem, or an unacceptable situation that is pre-occupying the reader, and provide a solution on the same page.


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Conclusion: Organisations know that they have legal obligations in terms of record retention and privacy. The foundation of good information management governance is an effective record retention schedule (RRS). Organisations need to regularly review and audit their RRS not only in terms of it being current, but also in terms of it being effective and being complied with.

An effective schedule is one that is being complied with, is easy to understand, meets all legal and regulatory requirements and allows for effective record discovery or e-discovery if required.

Effective management of records is an organisational issue, not an IT issue. IT makes a contribution in provisioning solutions to assist in the management of digital records or helping convert non-digital records into digital records as appropriate. IT also needs to determine the best practices for managing data based on its value rather than its volume.1


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Conclusion: Third party bug bounty programs can be an effective way of incentivising security researchers around the world to share a discovered vulnerability. Third party bug bounty programs are invaluable as they help provide a structure for responsible disclosure and minimise the opportunity for the vulnerability to be exploited. When a bug bounty company uses crowdsourcing of security researchers, it adds the gamefied imperative for the researchers to report quickly in order to get the bounty before their peers. Engaging with a crowdsourcing bug bounty company not only demonstrates a reasonable security measure, it also helps close the window of opportunity for criminals.


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Conclusion: A customer relationship management (CRM) software tool is both a database for contact interaction and a productivity tool used to analyse customer data, win new business and track employee sales performance. The competition is fierce for a higher share of the CRM software market. Major benefits of the growing demand in CRM are the improvements in functionality including mobile applications, enhanced reporting and analytics, and better integration tools.


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Conclusion: The release of Amazon’s Echo in 2014 heralded the first of a series of “ambient” technologies1. These new devices are unobtrusive, multiple purpose and capable of responding to conversational input through integration with virtual digital assistants (VDAs) such as Amazon’s Alexa.

A key enabler of these platforms is the ability to implement “skills” or expand the platform’s capability to interpret and respond with appropriate conversational content beyond the basic function of the device itself.

The consistency of information required by organisations under omni-channel delivery models, combined with under-resourced editorial teams, mean organisations must prepare for conversational channels by transforming existing content sooner rather than later.

Failure to do so will see history repeat itself through short-term replication of content to support new channels only to have that content and channel functionality merged back into increasingly sophisticated content management platforms at significant cost.


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Conclusion: Most change management processes focus on the traditional approach of identifying problems then analysing the causes of the problems, followed by the identification of possible solutions then arriving at the solution and implementing the same. APIQ focuses on what the organisation does well, then explores and identifies how those strengths and values can be further improved. The results can be dramatic in terms of improving quality of services and products produced, employee satisfaction/engagement and it is also sustainable.


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