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Asset Management

  • Conclusion: Asset management can be described as ‘the life cycle management of physical assets to achieve the stated outputs of the enterprise’. To achieve the appropriate level of asset management maturity, investment in people, processes and technology all increase the likelihood of developing an effective asset management system. Under-investment could result in

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  • Conclusion:The range of channel and customer engagement tools needs thorough and continuous evaluation. There are two challenges to this objective. Firstly, the initial impediment is to gather data from various sources. The second problem is to apply a coherent and durable methodology to all of it.

    The greater complexity of technologies and increased channel support

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  • Conclusion: Business investment has all but disappeared in the last five years1. Therefore it is understandable that the appeal for more investment in the drive to digital transformation will unlock innovation and a new route to productivity. However, it is not that simple, as a review of the data

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  • Conclusion: travelling executives must be under no illusion that if corporate information on, or accessible via, their electronic devices is of interest to the economic wellbeing of a foreign country, they will be targeted for electronic intrusion. The potential value of the information to a third party will be directly proportional to the effort they may expend

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  • Conclusion: when approaching significant software licensing decisions, consider re-evaluating the organisation’s licensing service provider (LSP) to bring contestability to value-added services and costs not directly related to the software licences. Determining appropriate selection criteria for an LSP is based partly on an organisation’s software asset

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  • Conclusion:Financial models provide insights and support better understanding. Using the right model depends on a thorough knowledge of its output and what it means. A powerful and valid model must have currency outside IT.

  • Conclusion: There are several established models which have been used to evaluate technology investments. Some models are applied to assess the value of technology in use within an organisation.

    Organisations can select a model for a particular need; however it is fundamental that the assumptions and the factors that construct the model are realistic and

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  • Conclusion: Organisations must ensure they have taken reasonable steps to not release IT equipment which contains information assets. Leading software options for wiping data will be more than adequate for most organisations, and physically destroying disks is both excessively costly and environmentally unfriendly. However, as important as ensuring that sensitive data is

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  • Conclusion: The IBRS technology investment model only assesses costs. It shows costs in net present value terms and can also compare those costs with a typical total cost of ownership calculation. It does not measure so-called benefits or other intangible features of a product. Its principal aim is to reveal what an investment will cost over its duration and to

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  • Conclusion: There is no single perfect financial analytical method. There are some models which are in common use but their longevity is due to their lack of rigour, or that they can be used for any occasion.

    The best way to avoid the obvious gaps is to combine techniques, not in one model, but for comparison purposes. By bringing together parts of the stronger

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  • Conclusion: Software Asset Management (SAM) is now a pressing issue for many organisations, due to growing complexities in vendor licensing as a result of the mix of: traditional per device, virtualisation, consumerisation, mobility, cloud services licensing models. SAM is no

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