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  • Conclusion: Media played up the impact of Artificial Intelligence (AI) and Digital Transformation in 2018. However, the potential AI remains underestimated and its limitations misunderstood. In short, AI is reaching peak hype with investments sporadic and confused. In contrast, Digital Transformation remains a primary driver for investment, though it means very different

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  • Conclusion: Increasingly, IT departments are looking for ways to divest their operations of undifferentiated activities – that is, activities that are common among most organisations. One technology that is ubiquitous across every organisation, in every vertical sector, is end-user computing. Theoretically, it should be an easy area of IT to be deployed via a fully

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    Related Articles:

    "IBRS Compass: Beyond the Desktop: Creating a Digital Workspace Strategy for Business Transformation" IBRS, 2016-01-02 11:39:29

    "The Components of a Self-Service Desktop" IBRS, 2014-10-01 18:36:09

    "The use and abuse of Personas for end-user computing strategies" IBRS, 2017-03-04 16:53:10

  • Conclusion: BYOD strategies need to be updated regularly to keep pace with the evolving nature of not just the devices themselves but also the increasing challenges and complexity to stay secure; all this needs to occur while offering increasingly flexible services to a 24/7 mobile workforce operating on-premises and offline. It is valuable to engage key stakeholders within

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  • Conclusion:Unless an organisation has made a decision to go “all-in” with Google’s G Suite, Chromebooks (plus Chromeboxes and related Chrome devices) are best viewed as an adjunct to traditional Windows laptops and desktops, rather than a replacement. Chromebooks provide the greatest value when applied to specific work contexts.

    Related Articles:

    "Considering Chromebooks Part 1: Show me the money!" IBRS, 2017-11-02 04:26:19

  • Conclusion:Chromebooks continue to be viewed mostly as a low-cost alternative to Windows devices. While it is true a Google G Suite/Chromebook only workspace is a considerably lower cost compared to a Microsoft workspace, a careful examination of Chromebooks in a mixed device workplace – which is the norm – reveals that some of the purported savings are

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    Related Articles:

    "Considering Chromebooks Part 2: Use cases" IBRS, 2017-12-02 06:25:01

  • Conclusion:Both Google G Suite and Office 365 can enable deep collaboration. As discussed in Deciding between GoogleGSuite and Microsoft Office 3651, while G Suite puts deep collaboration front and centre, Office 365 allows organisations to evolve into this new way of working. Whatever office

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  • The workforce is changing. The rise of digital innovation, disruption of businesses practices, and indeed entire industries, and the influx of digital natives into the workforce has fundamentally shifted expectations about how, where and when work gets done, and the role of the IT group.

    Towards the workforce of the future provides you with an

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  • Conclusion: Personas are a popular tool for organisations developing end-user computing strategies. Unfortunately, when used inappropriately, they can severely limit workplace innovation. However, the process of developing personas can be a very powerful tool for engaging with end users and uncovering opportunities to identify different work contexts within the organisation.

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  • The following are examples of Persona Templates.

     

  • Conclusion: Deployment of Office 365 as a pure Cloud solution has lagged the sales of Office 365 licences. This is partly due to lack of formal migration strategies, confusion over the licensing and user options1, although non-technical issues play a bigger role. To assist in the move to Office 365, IBRS has identified a

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    Related Articles:

    "The Journey to Office 365" IBRS, 2015-05-01 14:58:56

    "The journey of Office 365: A guiding framework Part 3: Post-implementation" IBRS, 2016-05-05 00:21:00

    "The journey to Office 365: A guiding framework Part 1" IBRS, 2016-03-01 04:23:10

    "The journey to Office 365: Part 4 – Skills" IBRS, 2016-06-02 00:26:00

  • Conclusion: Since the inception of Bitcoin, the blockchain is now viewed as a potential technology improvement to many ordinary transaction and data storage functions. The financial sector has led the way, from investment banks to stock exchanges, but deployment of the blockchain has application in other industries. Its clear advantages may yield much

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  • Conclusion: Deployment of Office 365 as a pure Cloud solution has lagged the sales of Office 365 licences. This is largely due to IT groups’ unfamiliarity with the Office 365 environment: unlike Office Professional, Office 365 can be run across new devices, provides real-time collaboration1 and offers new tools based

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    Related Articles:

    "The Journey to Office 365" IBRS, 2015-05-01 14:58:56

    "The journey of Office 365: A guiding framework Part 3: Post-implementation" IBRS, 2016-05-05 00:21:00

    "The journey to Office 365: A guiding framework Part 2 migration" IBRS, 2016-04-01 04:43:19

    "The journey to Office 365: Part 4 – Skills" IBRS, 2016-06-02 00:26:00

  • This Compass expands upon the initial discussion presented in the IBRS Master Advisory Presentation, “Digital Workspaces: Enabling the Future Workplace.”1It outlines IBRS Workspaces Strategy Framework that can guide the development of your end user computing strategy that embraces evolving work practices, such as mobility, activity based

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  • Workspaces: At the next desktop upgrade an organisation has two options: It can incrementally improve the desktop, using 20-year-old assumptions, or create a new end user computing platform based on modern technology trends. In this IBRS master advisory presentation (MAP), IBRS outlines the high-level issues surrounding the future of the Digital Workspace

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  • Conclusion: To ensure desktop investments are aligned to the organisation’s strategy, and the business benefits are clearly understood, IT organisations should create a Benefit Dependency Network. This is a benefits management tool that explicitly shows the linkages between technology investments and the business benefits, uncovers the business changes necessary

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  • Conclusion: To enable the new work practices, processes, organisational structures and cultures that will be required in the Future Workplace1, IT organisations must transform today’s device-centric desktop into a new end user computing platform that is based on modern usage and technology assumptions.

    Simply adding a

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  • Conclusion: Microsoft’s new strategy is to make Windows 10 the dominant enterprise desktop O/S by first winning over the consumers with a much improved user experience, then have consumers demand Windows 10 at work, forcing the enterprise to upgrade. This is Microsoft’s best desktop strategy in 10 years and IT executives must prepare a strategy...

  • Conclusion: Microsoft’s consumer-led strategy for Windows 10 will create ‘pester power’ for the new OS within the enterprise. However, simply upgrading to Windows 10 will re-entrench old assumptions, and continue an out-dated SOE model, yet with no additional business value. An alternative approach is to delay the introduction of Window 10 while a new

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  • Conclusion: Today’s Windows centric desktop is based on 20 year old assumptions about devices and applications and is the result of years of sustained innovation. We are now at the point in the desktop innovation cycle where incremental change no longer adds business value and the business is reluctant to fund upgrades. This was clearly demonstrated by the

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  • Conclusion: Based on usage patterns and personalisation MCPs (Smartphones and Tablets) offer an opportunity to build a more intimate relationship with customers. While there is great opportunity there are some technology and cultural challenges that need to be addressed.

  • Conclusion: The Workspace of the Future is a vision statement on how staff and stakeholders will perform tasks related to their work in the next decade. It includes technological innovation (e. g. mobility, Cloud, data analytics), organisation transformation (e. g. activity-based working) and cultural change (e. g. social, collaboration). To realise this vision,

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  • Conclusion: the adoption of Cloud-based applications and data, the proliferation of mobile devices (i.e. Smartphones and Tablets) and the increased interest in BYOD is driving a radical change in end user computing. The old device-centric model, based on a stateful Windows desktop, is being replaced by an application-centric model where device state is transient.

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  • Conclusion: In an effort to reduce transaction costs governments have moved face-to-face payment-based transactions to online services. However, it is not always clear if savings are maximised and customers are totally satisfied.

    If governments look to redesign services, some payment-based transactions no longer need to exist and many can be automated to

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  • Conclusion: Productivity is one of management’s major objectives. This is generally understood but not always executed. As an enabler of organisational functions and productivity, IT needs a precise understanding of the concept in order to fulfil organisational productivity.

  • Conclusion: Before embarking on a virtual desktop project examine the major factors in delivering a virtual desktop rather than immediately focusing on a technical evaluation of Citrix vs. VMware. This should include use cases, service model (i. e., Cloud, Managed Service Provider or Build, Own, Run) and infrastructure model (i. e., Desktop-as-a-service,

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  • Conclusion: Vendor offerings for end-to-end solutions for ‘self-service desktops’ are both limited and immature. Furthermore, organisations are likely to have many of the individual components that comprise a self-service desktop solution. For the next 4-6 years end-user computing cycle, organisations should look to construct self-service portals from existing

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  • Conclusion: The Standard Operating Environment (SOE) desktop has long been considered a best practice and is widely used. However, in recent years consumer IT has dramatically changed users’ expectations resulting in frequent complaints that the SOE desktop is inflexible and a hindrance to doing business.

    With corporate supplied desktop continuing to be a key

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  • Conclusions: Based on cost modelling, organisations looking to provide a ‘Windows virtual desktop’ experience should consider centralised, Windows Server OS based computingas opposed to Windows Desktop OS based computing. In addition to lower costs for hardware and simpler management and deployment, Windows Server OS based

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  • Conclusion: The digitisation of services that used to be delivered manually puts the spotlight on user experience as human interactions are replaced with human to software interactions. Organisations that are intending to transition to digital service delivery must consider all the implications from a customer’s perspective. The larger the number of

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  • Conclusion: Organisations that need to run legacy applications under Windows XP will no longer have access to economically sustainable options. In short, there is no way to maintain an XP environment without Software Assurance, and thus there is no practical way for an

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  • Conclusion: IT groups often seek to manage mobile device fleets using practices honed for desktops and laptops. These groups will find themselves facing eight significant challenges. Furthermore, as the mobile management field evolves, desktops and laptops will take on some mobile device management practices, rather than mobile devices being

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  • Conclusion:When faced with the need to upgrade the desktop, rather than viewing this as a refresh or modernisation project (which is an IT centric approach to technology issues) undertake a business centric Application Delivery roadmap that focuses on the end-user’s application experience and the business benefits.

    An Application

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    Related Articles:

    "The desktop is dead. Long live application delivery! - Part I" IBRS, 2013-10-29 00:00:00

  • Conclusion:When faced with the need to upgrade the desktop, rather than viewing this as a refresh or modernisation project, which is an IT centric approach to technology issues, undertake a business centric Application Delivery roadmap that focuses on the end-user’s application experience and the business benefits.

    An Application Delivery approach will reduce project

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    Related Articles:

    "The desktop is dead. Long live application delivery! - Part II" IBRS, 2013-11-30 00:00:00

  • Conclusion: For the last 20 years an organisation’s applications and data have been largely accessed from a Windows desktop. While the Windows desktop will remain an important access platform, IT organisations will be expected to also enable access via mobile device and to support Software as a Service (SaaS) applications.

    The first step is to shift

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