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Operations and Service Delivery

  • Contact centre trends update in 2019/2020

    Conclusion: Since the earlier IBRS contact centre trend report was released at the beginning of 20171, it is time to reflect on those trends and reassess what improvements have been made. Fortunately, there have been new trends that emerged to assist ICT managers in strategic planning for the necessary tools and management aspects in

  • CRM modernisation Part 5: Microsoft Dynamics vs Salesforce total cost of service

    Conclusion: The aim of IBRS’s CRM modernisation series of advisory papers is to help organisations create a contemporary CRM strategy, not to advocate for specific solutions. Many organisations are considering two powerful players in the CRM space as part of their modernisation efforts: Salesforce and Microsoft. These two vendors are the most encountered local players when

  • Modern CRM Part 4: Specifications and requirements template

    This document provides a template of specifications and requirements for a modern CRM, categorised by several key areas

  • Business continuity planning challenges

    Conclusion: Organisations need to plan to quickly and successfully recover business operations by creating and updating business continuity plans (BCPs) supported by disaster recovery plans (DRPs). However, there are many challenges to overcome in order to keep these plans useful in readiness when business disruption eventuates.

  • Pragmatic business continuity planning

    Conclusion: Keeping business continuity plans (BCP) succinct, up to date and easy to read will reap rewards when they are required during a business disruption.

    Related Articles:

    "Astute Leadership needed in a crisis" IBRS, 2017-01-01 10:35:45

    "Investing in Business Resilience Planning - the CIOs hardest sell" IBRS, 2012-08-31 00:00:00

    "Running IT-as-a-Service Part 40: Aligning business continuity and IT disaster recovery plans" IBRS, 2018-03-31 06:56:00

  • Preparing for networking in the Cloud

    Conclusion:Preparing the modern business for Cloud requires a common computing and networking infrastructure with new Cloud architectures converging with data centres over a hybrid of both direct Cloud connections and traditional wide area networking.

    Organisations must begin by conducting a “triage” of their applications into three networking categories: those in

  • SNAPSHOT: A Robotic Process Automation Infographic

    Conclusion: Abbreviated trialling of RPA platforms is shaping up as a relatively low risk, low cost approach to exploring the use of robotics to aid business process rather than lengthy technical evaluations.

    However, business process re-engineering experience shows that just automating existing business processes without addressing inherent inefficiencies and adding

  • Examples of Persona Templates

    The following are examples of Persona Templates.


  • Contact Centre trends in 2017

    Conclusion: Contact centres in Australia have been undergoing many strategic changes embracing digital transformation for well over a decade. So what awaits in 2017? As new technologies mature, it is time to seriously ramp up and explore the emerging trends and then embrace the next generation of technology enablers to better serve business aspirations.

  • Creating successful teams – the leader’s role

    Conclusion: Too often in organisations, executives focus on the more mechanical elements of Project and Business Management but ignore the need to develop the skills of their staff and encourage them to succeed.

    Team members’ salary is rarely in itself a motivator to get things done.1 Many motivational positive factors, when

  • Some certainties around the National Broadband Network

    Conclusion: Business prefers certainty to doubt and some issues now appear to be clear:

    • Full deployment of Australia’s National Broadband Network now seems likely within about 5 years.
    • Its funding method and construction costs will create broadband access with higher prices than current ISP charges and those of Australia’s trading
  • Time is up! Junk Telephony and favour Unified Communications

    Conclusion: Communications vendors’ product shipping reports show that a disappointingly large number of Australian enterprises continue to re-invest in obsolete telephony solutions. In most organisations, this approach is a major waste of business opportunity and a misdirection of communications responsibilities given that popular and effective alternative unified

  • DreamLabs’ vastly distributed processing as an Enterprise Use Case

    Conclusion: Vodafone Foundation’s DreamLab1 charity has shown in its work with The Garvan Institute for Medical Research how a huge and diverse collection of the public’s volunteered processing on their smartphones can

  • Why in-house IT is not like Cloud (Part 2)

    Conclusion: Most IT professionals see Cloud as simply a replacement (sometimes even competition) for the tasks they do now – provide CPU cycles, storage and internal communications. Looking at Cloud through such a narrow lens is a big mistake. Cloud is not just a replacement for IT processes – it is a replacement for all business processes that are

    Related Articles:

    "Why In-House IT is not like Cloud" IBRS, 2016-03-01 05:05:35

  • Why In-House IT is not like Cloud

    Conclusion: Cloud architectures offer a vast array of possibilities that are not an option for organisations limited to conventional IT solutions. Do not let infrastructure people convince the organisation they can match Cloud capabilities solely using legacy in-house resources

    Related Articles:

    "Why in-house IT is not like Cloud (Part 2)" IBRS, 2016-04-01 05:08:33

  • Mobile Computing is much more than PCs on Steroids

    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.

  • How to make hard cash cost savings in Networking while targeting digital greatness

    Conclusion: softening business conditions in Australia demand that IT operations executives find current cost (cash) savings, optimise the cost of existing operations and/or make valuable new contributions to the enterprise by leveraging networking technologies and practices throughout IT.

    IBRS has identified ten practical ways to cut enterprise

  • Identification of Product Line Stakeholders and Product Line Scope

    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

  • Collaboration will make the Internet of Things into the Internet of Everything

    Conclusion: The first generation of the Internet of Things (IoT) is now reliably internetworking uniquely identifiable embedded computer devices.

    However, the emerging Internet of Everything (IoE) will go beyond the IoT and its machine-to-machine (M2M) communications between devices, systems and services. The demands from popular consumer IT will lead to

  • Essential Digital Product Line Design Goals

    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

  • Public Sector Shared Services – Spin off or Start up

    Conclusion: Governments across Australia have been engaged in shared services initiatives for almost a decade. Unfortunately, while the benefits are clear in theory, in practice all large scale shared services initiatives in the Australian public sector have been problematic. While a number of state shared service programs have been significantly scaled back or completely

  • Balance Stakeholder Forces to drive exceptional Value

    Conclusion: When it comes to balancing the demands of stakeholders, CIOs are often left with Hobson’s choice1 – give in to demands from their enterprise customers. The alternative (saying no) risks the CIO being labelled a ‘Blocker’.

    Elite CIOs deal with individual stakeholder demands within an ecosystem of five distinct

  • Cloud Services and Change Management within Organisations

    Conclusion: A majority of organisations around the world and across Australia are implementing or trialling some form of Cloud service whether it be IaaS, PaaS or SaaS. While Cloud services offer many potential benefits to organisations they can increase complexity in a number of areas of IT service management. Organisations may implement a hybrid Cloud

  • Moving to the Cloud: Customer maturity but not as we know it

    Conclusion: Moving services to the Cloud is a part of nearly all organisational strategic plans. Organisations today are either starting to trial services with one provider, moving from the trial phase to include additional services or heavily focussed on Cloud as part of their service delivery model.

    Based on the learnings from

  • Thinking VDI? Re-consider the old Terminal Services Model

    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

  • Architectures for Mobilised Enterprise Applications

    Conclusion: Enterprise software vendors and enterprise software users are increasingly investing in in functionality that is accessible from mobile devices, and many organisations face the challenge of making key legacy applications accessible on mobile devices. Comprehensive and reliable APIs

  • Service resilience - A defining factor of the user experience

    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

  • Collaboration requires management

    Conclusion: For many good reasons collaboration is seen as a means to improve productivity and kick-start innovation. Both productivity and innovation are how organisations can raise their effectiveness and competitive

  • Mobile device lifecycle vs the desktop lifecycle

    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

  • IT Service Management: The cloud alternative

    Conclusion: In-house IT Service Management (ITSM) initiatives require considerable time and investment (up-to three years, up-to $1.5 million approximately). This has resulted in limited senior management continuous buy-in and reduced ITSM benefits realisation. Therefore, IT organisations wishing to implement ITSM should evaluate a public cloud alternative versus the cost and

  • Software Asset Management: an organisation-wide effort

    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

  • Windows XP end of support is not a crisis but must be addressed

    Conclusion: Windows XP will not stop working in April 2014 when Microsoft stops supporting this popular operating system. However, as time passes, this OS will become an increasing burden on organisations, due to third party support, security challenges, increasingly specialised

  • Last Word: Do you know what I mean?

    Over the last few years the talk about search engine optimisation has given way to hype about semantic search.

    The challenge with semantics is always context. Any useful form of semantic search would have to consider the context of a given search request. At a minimum, the following context variables are relevant: industry, organisation, product line,

  • Next generation crisis management - emergency response systems

    Conclusion: Over the last five years the market of crisis management and emergency response systems has undergone a rapid evolution. Innovative solutions exploit the proliferation of smart mobile devices, the continuously growing number of available data feeds, the simplicity of

  • The desktop is dead. Long live application delivery! - Part I

    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

    Related Articles:

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

  • Measuring the performance of an Enterprise Architecture team

    Conclusion: Difficulty in defining performance criteria for an enterprise architecture team typically points to a lack of clearly articulated business priorities, or to a lack of a meaningful baseline against which performance can be assessed. An enterprise architecture team

  • In-house architecture complexity and cloud migrations

    Conclusion: IT organisations wishing to migrate in-house services to public cloud should ensure that service providers understand the complexity of the in-house architecture candidate for cloud migration. This can be achieved by identifying the in-house service failure points within the legacy applications and their associated infrastructure. The

  • How Change Management Frameworks improve multi-sourcing governance

    Conclusion: IT organisations managing a multi-sourced environment and wishing to reduce unscheduled service downtime, should establish end-to-end Change Management Frameworks. This will ensure that business operations remain unaffected by service providers’ system changes.

  • Benefiting from IaaS billing models

    Conclusion: Driving value from Infrastructure as a Service (IaaS) requires more than just a technical evaluation. IT Organisations must get clear understanding of the features and benefits of the billing model and how these are aligned to, and can be used to drive, the business’ objectives (e.g. faster time to solution, rapid scale-up and down,

  • The organisational pattern for digital service delivery

    Conclusion: Every business now operates in a context that includes the use of digital services. While the IT strategies of many organisations articulate a business case for technological innovation, they offer little guidance in terms of organisational patterns that enable and facilitate the delivery of useful

  • Make IT service effectiveness surveys worth the effort

    Conclusion:Withouthonest and informed feedback from clients on the effectiveness of the services delivered, IT management must rely on their intuition to devise ways to enhance services and measure the department’s performance.

    The ideal way to obtain the

  • Cloud Integration Services: the next big thing?

    Conclusion:A new category of service provider is emerging in the cloud ecosystem: ‘Cloud Integration Services’. Cloud Integration Services will have significant implications for IT planning, investments, and the extent to which IT can maintain control over

  • How to reduce your risks and lower your cost with IaaS

    Conclusion: Infrastructure as a Service (IaaS) is starting to be used in dev/test and production environments by many ANZ organisations. CIOs who get IaaS right will create significant benefits for their organisation, both in cost and agility, and greatly improve the perception of IT with their peers in the organisation.

    However, a

  • Integration of Big Data Cloud formations - Cyclone alert

    Conclusion: Cloud infrastructure and platforms have started to alter the landscape of data storage and data processing. Software as a Service (SaaS) Customer Relationship Management (CRM) functionality such as is considered best of breed, and even traditional vendors such as SAP are transitioning customers to SaaS solutions. The recent disclosure of global

  • The three 'W's of moving to the Cloud

    Conclusion: While on-premises is still the dominant IT delivery model, Cloud is increasingly viewed as a robust complement or alternative. When evaluating new IT system and services ensure IT staff evaluate the use of Cloud as an alternative delivery model. The evaluation should include non-cost benefits, such as

  • Coping with mobility Part 6: Work context

    Conclusion: The concept of work context provides a framework to examine how staff interact with technology, information and their environment when performing different tasks. Without considering work context, mobility strategies can become overly focused on a single delivery channel for mobility – usually handheld devices such as tablets and smartphones – and miss

    Related Articles:

    "Coping with Mobility - Part 3: aligning generic use cases to application development approaches" IBRS, 2012-04-30 00:00:00

    "Coping with Mobility - Part 2: First steps towards a holistic mobility strategy" IBRS, 2012-03-29 00:00:00

    "Coping with Mobility - part 1: mobile architecture and the enterprise" IBRS, 2012-02-28 00:00:00

    "Coping with mobility - part 4: governance" IBRS, 2012-05-31 00:00:00

    "Coping with mobility - part 5: developing the strategy" IBRS, 2012-10-28 00:00:00

  • Activity-based working: core principles and potential outcomes

    Conclusion: In the search for a competitive edge more organisations are looking to activity-based working (ABW). It is not a quick or low cost option. Some of the apparent benefits and merits may also lack demonstrable certainty. However the workplace is changing rapidly for some types of information workers. IT should understand ABW, its potential and pitfalls, and be

  • Mobile application development; why we get it wrong

    Conclusion: Organisations looking at building enterprise mobile applications too often put the device selection and coding tools selection as their primary concerns. Instead, organisations should be focusing on identifying the mobility architectures need to support business strategy. Technological priorities then become identification of broad mobile service platforms,

  • De-escalating - How to know your project is failing and what to do about it.

    Conclusion: Organisations, large and small, have invested time and money over the past 5-10 years in improving ICT project success. Skilled project managers, governance groups, increased executive awareness and improved processes have all combined to improve the probability of a successful project. However, recognising when to cut the losses of a failing

  • Semantic search on any platform

    Conclusion: Search was always the most important utility online. Now it is moving into a new phase with higher functionality and relevance. In the next phase search will unite facts with opinions and personal needs. The umbrella term for this evolution is semantic search. When this search functionality is inside the devices consumers use it may be highly

  • Mobile Document Libraries

    Conclusion: The Mobile Document Library is one of the three most common generalised use cases. It provides an enterprise answer to the growing ‘drop box’ problem where users are utilising unmanaged public cloud services to gain mobile access to corporate documentation. While unchecked distribution of enterprise documents should be addressed, any solution put forward by IT

  • Browser support optimisation methodology: Part 1

    Conclusion: IT Managers and CIOs who are responsible for external-facing websites are faced by the difficult proposition of determining the optimal set of browsers and browser versions to support. Supporting too many browser platforms wastes money; supporting too few risks alienating users.

  • The results of the Enterprise Windows 8 perceptions study

    Conclusion: Based on recent survey data and interviews conducted by IBRS, the position of Windows 8 in Australian enterprises is likely to be limited to specific use-cases and tablets / hybrid devices, or those with security policies that mandate N-2 versions of the

  • Mobile payments and non-financial transactions: The business cases

    Conclusion: The business case for the use, acceptance and adoption of mobile financial transactions is that the provision of the technology will create its own demand. Some persuasion and marketing is required but essentially the convenience and innovation of the mobile handset is a powerful catalyst. Eventually technological

  • Common mistakes when dealing with IT services providers

    Conclusion: It is tempting for the Executive when the IT Department’s processes are failing or systems are not being implemented on time to direct the CIO to engage an external provider. Whilst the need to act might be urgent CIOs must avoid making hasty decisions which could lead to the

  • Peacetime CIO, Wartime CIO

    Conclusion: Wartime is fast approaching. Some would argue it is already happening around us, and CIOs will be in the firing line. Radically different business models, historically poor relationships with business areas and the confluence of transformational technologies mean that many CIOs will not be able to just incrementally improve operations to stay relevant but lead

  • Mobile services and loyalty programs

    Conclusion: Although more attention is given to mobile payments, the delivery of services will probably gain wider traction and help promote all trust-based types of transaction. Under this umbrella of services should be added loyalty programs. For brand vendors, loyalty is two-way as

  • Considerations before building your own data centre

    Conclusion: While there’s surprising level of interest inside some IT departments to build their own data centre within an office complex, the arguments against this strategy are overwhelming. The few organisations that can financially justify building their own data centre are those organisations that prefer spending Capex to Opex,

  • Last Word: Death by standardisation

    Some standards are undeniably useful, and the benefits of these standards can typically be quantified in terms of improvements in quality and productivity due to increases in the level of automation and interoperability. In contrast, other standards mainly fuel a certification industry that has developed around a standards body, without leading to any

  • Operational frameworks for information product design and delivery

    Conclusion: Increasingly, organisations are recognising that they can benefit from a so-called software product line approach. The transition from an IT organisation that operates entirely in project delivery mode to a product development organisation that introduces a product line governance process is a significant undertaking. The process involves the designers of business

  • Mobile ticketing and transactions

    Conclusion:Ticketing and other forms of transactions are essential elements to make other forms of non-cash and mobile financial transaction become habitual to customer

  • Last Word: Motivation - Hygiene theory in the world of mobility

    Frederick Herzberg, a psychologist who was very influential in management theory last century, created a model variously called the Motivation-Hygiene theory, or Two-Factor theory. The theory proposes that there are factors in the workplace which increase satisfaction, and there are other factors that decrease dissatisfaction; and that these factors may not be the same.

    For example,

  • Unified communications need not be unified

    Conclusion: Many organisations approach Unified Communications as a singular initiative: a generic solution that will solve myriad business issues. One key tenet behind this thinking is that the unified communications will "unify" all aspects of communications, from voice and text chat to presence and video. In practice, however unified communications is

  • Windows 8 arrives: get ready for Windows 7!

    Conclusion:For desktop fleets, Windows 8 offers few benefits to enterprises over Windows 7 and presents a number of additional challenges. However, its arrival will place more pressure on organisations still using XP to migrate. IBRS recommends organisation standardise on Windows 7 rather than Windows 8 for enterprise desktops.

  • The status of enterprise collaboration

    Conclusion: Australian enterprises seem to be slow in adopting social media and related enterprise collaboration tools. Survey evidence indicates that corporate Australia is not as interested in the social and collaborative technologies as counterparts in other regions.

    Taking a steady and progressive strategy implementation of social

  • Simplifying Service Oriented Architecture with Complex Events

    Conclusion: Direct dependencies between services represent one of the biggest mistakes in the adoption of a service oriented architecture. An event driven approach to service design and service orchestration is essential for increasing agility, for achieving reuse and scalability, and for simplifying application deployment. Complex Event Processing offers a gateway to simplicity in the

  • Is an IT services charge back system worth the effort?

    Conclusion: One of the challenges faced by senior IT and non IT managers is how to encourage right use of IT resources by their staff? One option, favoured by many organisations, is to charge business units for the cost of IT services and make line management accountable for outcomes and astute use of IT resources. Whilst the

  • Quality of Service is discounted until you count it

    Conclusion: When conceiving and designing new services, the primary focus of product managers and technologists is often on functionality, and adequate quality of service is largely assumed as a given. Similarly, from the perspective of a potential user of a new service – the user is mainly concerned about the functional fit of the service, and is prone to making implicit assumptions

  • Last Word: Conway's Law - how your systems got in a mess

    CIOs, architects and managers responsible for IT systems often wonder – how did we end up with this mess? There’s no decent documentation. No-one seems to be responsible for the apparent lack of any

  • Windows Server + Virtualisation = Licensing Confusion

    Conclusion: In spite of changes over the last decade the Microsoft Windows Server licensing is still rooted in the physical machine era of the ’90s. However, most organisations run the majority of their x86 workloads in virtual machines. Microsoft’s disconnect with the virtualisation realities of the last five years can result

  • Quality of Service kills net neutrality at last, maybe

    Conclusion: Although net neutrality is neither credible nor a legitimate concept in the Australian telecommunications market, it carries commercial leverage. The new network architecture of NBN and the associated changes to the telecoms market regulation make it irrelevant. The ‘user pays’ principle of Quality of Service (QoS)

  • Implementing cultural change in IT - a synopsis

    Conclusion: One of the most challenging tasks for a CIO is to implement cultural change, or transformation, so it energises people and cements the business relationship with clients and suppliers. Instant success is unlikely. This is because implementing cultural change takes time as relationships have to be nurtured, trust

  • It pays to watch your languages

    Conclusion: All organisations are multilingual, and most, more so than may seem apparent on the surface. A systematic effort to minimise the likelihood and impact of communication problems can lead to significant cost savings, productivity improvements, and improvement of staff morale. Data quality, the quality of system integration, and the quality of product

  • The dimming of IT kudos and what to do about it

    Conclusion:The dimming of IT kudos can be exemplified in a number of ways including: IT not being invited to the

  • Do not overlook the evolving value propositions of Indian IT service providers

    Conclusion: With cumulative revenue in excess of $1 billion, and penetration into the majority of ASX50 organisations,Indian based IT service providers are clearly a well-established and credentialed participant in the Australian IT environment. The adoption of these vendors by Australian organisations has continued to accelerate in recent years. An increased challenge for

  • Archiving update 2011

    Conclusion:As discussed in “Backup is not Archive!1 all IT

  • The rise of high performance management teams

    Conclusion: The Australian Institute of Management recognises that leadership and management will need to continue to evolve to keep up with technological innovation and globalisation. Whilst organisations are usually aware of the need to keep up with technological changes, they often struggle with the practical implications for management and impact on organisational structure. On the

  • Google, Facebook, Apple, Amazon and the Social Enterprise

    Conclusion: The intense focus on social media and related technologies and how it will influence organisations has increased in the last year. Nor will it dim. The catalyst for the change has emanated from four companies and their products which have significantly altered behaviour and interaction with technology – in

  • Key steps in establishing a Business Intelligence Competency Centre

    Conclusion:A competency centre for Business Intelligence (BI) must have an active mandate and involvement from the senior executive to sustain optimised delivery of the organisational BI strategy. This leadership is a key factor in the ability to successfully deliver the initial benefits of the competency centre within a three month development period, establishing long term

  • Should I wait for Windows 8? No. No. and No!

    Conclusion: Organisations that are still running Windows XP fleets are debating holding off a desktop refresh (to Windows 7) until Windows 8 becomes available. There are three key considerations to this discussion: product functionality, management, and licensing. In each of these three categories, IBRS concludes that there is no compelling reason to wait for Windows 8.

  • Customer experience in a virtual market

    Conclusion: The challenge of servicing customers well through various channels and over many devices has added considerable complexity to operations. The blindness of monitoring how well the IT operation is working has been removed and now data flows in huge amounts. The principal goal is to provide high quality customer

  • A matrix for cloud computing risk analysis

    Conclusion: Cloud computing has multiple dimensions that must be considered when analysing risk. The use of four key variables can rapidly identify the expected level of risk in a cloud computing scenario. These four variables – deployment model, geographic location of data, supplier arrangements and information criticality – can be quickly applied to assess the

  • The Inconvenient Truths of IT Shared Services (Part 4, final)

    Conclusion: Despite recent IT Shared Services (ITSS) failures in government, the global appetite for ITSS seems to continue unabated. Given evolving developments in the cloud, ITSS seems assured of longevity. It is thus

  • The inconvenient truths of IT shared services (Part 3)

    Conclusion: The instincts of greed and ambition can sometime blindside the architects of IT Shared Services (ITSS) initiatives. Thinking too grandiosely and without sufficient regard for the consequences of ITSS can doom such

  • Enterprise Social Media: Messaging, Collaboration and Productivity

    Conclusion: The seemingly growing deployment of enterprise social media may add another layer to organisational communications and collaborative suites; or it may replace them altogether. At this stage definite judgement is not possible, given the varying feedback on usage, value and overall

  • The inconvenient truths of IT Shared Services (Part 2)

    Conclusion: There is a perception that public sector organisations experience higher failure rates with IT Shared Services (ITSS) ventures than their private sector counterparts. While no definitive studies have confirmed this, it remains true that both sectors have a chequered history of success with ITSS. However, perceptions are skewed by the sometimes

  • How to create a Social Media strategy

    Conclusion: Crafting a durable social media strategy is a challenge. How social media tools and behaviour will mature, and the lessons taken from the early phase, will define how it will be implemented later. To manage the social evolution, adequate guidelines can serve as a strategic path.

    The two key elements to have in creating a social media

  • Mobile device management - the game is changing again

    Conclusion: Just as the influx of personally owned mobile devices is reaching a peak in enterprises, there are new options for mobile device management (MDM) which are being driven by three factors. The three factors are: HTML5, Exchange ActiveSync, and carriers moving up the value chain in an IP-centric world. Ultimately, all

  • IPv6: Whatever!

    Conclusion: The IPv6 day in June attracted significant media attention and raised the profile of IPv6 again. As is typical, the media latched on to the “bad news” and ran headlines stating that the Internet is running out of addresses! While this is correct, most ANZ organisations will not experience any significant impact and the burden of supporting IPv6 will largely fall

  • Do not believe everything you read. IT outsourcing can provide innovation.

    Conclusion: For outsourced IT or business processes, innovation that is measurable and practical must be managed and aligned with your outsourcing provider. The further up the business value chain you engage in offshoring and outsourcing, the more critical this development and integration of innovation becomes. Unfortunately in practice this has proven more difficult. As a

  • The inconvenient truths of IT shared services (Part 1)

    Conclusion: Recent events1 have shown that IT shared services initiatives do not always live up to their promises. When benefits fail to materialise, emotional rather than logical thinking predominates. Naysayers engage in the fallacy of faulty generalisation,

  • Can meeting room management software make your workplace smarter?

    Conclusion: Investment in meeting room management systems is becoming increasingly important for organisations looking to modernise and optimise their facilities. It is however a complex investment. The

  • Disaster Recovery: Ready, Set, Fail!

    Conclusion: With most organisations now completely dependent on IT systems for their day-to-day operations, and ongoing viability, ensuring the availability and recoverability of these systems is one of the IT organisation’s most important responsibilities. However, like many other forms of insurance, disaster recovery planning

  • Facebook's Population Ponzi scheme

    Conclusion:Social media networks may appear to have developed businesses that can only continue to grow, but they have a real challenge ahead. Demography is everything and with social networks it’s the crucible which will affect the organisations that use social media for their communication and marketing objectives.

    Organisations should take a 3-5 year view with

  • Microsoft Office migration strategies

    Conclusion: IBRS has identified three broad approaches to Microsoft Office upgrades. In this research, we examine the benefits and challenges of each approach, and key considerations for planning. Organisations with more than 750 seats should avoid ad hoc Office deployments and take time to get their migration strategy in place, or risk creating a “demand feedback loop” that

  • RFTs - Using Non Functional Requirements to Differentiate Suppliers

    Conclusion: RFTs (Requests for Tender) increasingly contain NFRs (Non Functional Requirements) describing the desired attributes of the systems solution or services being sought. Attributes sought vary from those directly related to products and services such as scalability and high availability to strategic management

  • Says who? Making robust architecture decisions.

    Successful IT architecture is largely about choosing the optimum systems and technologies that enable organisations to achieve their strategic objectives. The right way to choose between architecture options is through an open, timely, visible process that incorporates key stakeholder input, is based on credible evidence and is measured against alignment with organisational needs and

  • Cloud Storage, what is it good for?

    Conclusion: Demand for storage capacity continues to grow at 60%+ per annum, requiring ongoing capital investments in incremental capacity upgrades, or worse, a capital intensive rip and replace upgrade every 3-4 years. Since “cloud” is the current IT buzzword, IT organisations are being asked to look at how the use of cloud

  • Don't swallow tablets from RIM and Cisco

    Conclusion: Cisco and RIM will fail to dominate the corporate tablet computer market and will lose out to consumer technology from Apple and Android. Cisco is currently dabbling in this area, and RIM is slowly losing relevance in the enterprise.

    There is a clear shift towards consumers using their own smartphones and tablet computers, and CIOs should

  • Reducing the risks inherent in using 3rd party web services

    Conclusion: The increasing reliance of software solutions on third party web services creates new kinds of risks that must be considered when designing software systems. The main difference between in-house software components and external web services is the level of control available in the event of unforeseen issues. Consequently it is prudent to invest


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