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  • Conclusion: Many IT organisations have adopted business transformation1 strategies to help their businesses increase revenue. However, while digital transformation has succeeded in making the communication with the enterprise more convenient (e. g. mobile applications), it has been difficult to substantiate digital transformation

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  • Conclusion:Technology decision-makers have a larger and ever-growing set of technologies to choose from. The creative entrepreneurship driving the expansion of products is generally beneficial to end-users because it stimulates change and helps to drive innovation from the major vendors.

    For larger organisations, in most cases, the major enterprise offer will be

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  • Conclusion:Although automation is actively being introduced through digital transformation projects, it may still be a minor part of the technological mix for a few years. The main reason for the potentially slower progress with automation is the relatively mixed economic background. In some specific instances, it is an obvious option but otherwise its benefits will be

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  • Conclusion:Automation will overturn the old model of technology in some industries and workplaces. How automation could modify work practice is being explored but it is the ramifications which are obscure. If automation becomes widespread, as credible forecasts claim, it will have multiple consequences which require understanding and response.

  • Conclusion:IT organisations initiating efficiency improvement programs should automate inter-process interaction, focus on measurement and refine inter-group communication. This will enhance service availability, reduce delivery cost and enrich end user experience.

  • 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

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  • Conclusion: Data overload and the ease of accessing various types of data has created a problem of what to use and where. This is manifested in the choices of analysis which tend to the facile, such as Return on Investment, which can be applied universally even when it is not strictly applicable. Furthermore, the relative priority of some types of measurement, and in which

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  • 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

    ...
  • Conclusion: The Australian Bureau of Statistics’ annual innovation survey gives financial evidence to the rhetoric on innovation. The data presents strategic directions which could produce wider changes too, such as full casualisation in employment, coupled with technology investment by large businesses and structural underutilisation and deskilling, although more trend data

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  • Conclusion: Application developers and IT Managers have become enthusiastic adopters of Cloud due to the apparent large cost savings and short development time compared to using internal infrastructure when prototyping projects. However, they are often unaware

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  • Conclusion: Cost advantage can be achieved by firstly, estimating the existing services costs. Secondly, use cost effective external services. Thirdly, integrate services. Fourthly, retain cost advantage. This can be achieved by removing duplicated activities

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  • Conclusion: Many IT organisations are perceived by their business units as high cost/low quality service providers. Much of this perception is due to the IT group’s inability to successfully articulate service value, demonstrate cost competitiveness, and

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  • Conclusion: Despite the prominence of Business Process Management (BPM) in most organisations, Enterprise Architects are routinely oblivious to the scope for using Communications-Enabled Business Process (CEBP) within their BPM.

    The very large global Microsoft and Google developer communities have run with the most popular collaboration suites as a

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  • Conclusion: The full financial maturity model provides more detail which can be applied to organisational requirements.

  • Conclusion: Proficiency in financial analysis and concepts is critical for management. Assessment of an organisation’s skills establishes the requirements necessary to raise abilities. The financial maturity model can assist with the process of setting those requirements.

  • Conclusion: the key factor in the selection of a CRM vendor should be the duration in which the product will be in service. The time in service period could be up to a seven year horizon and therefore durability is a critical condition in order to make a selection. This recommendation counts equally for vendor abilities as it does for an organisation’s

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  • Conclusion: ITIL Change Management is insufficient for CRM Governance – an organisational change is needed. As with all complex management jobs, governance for CRM projects should be divided into sets and subsets. By dividing the tasks it is easier to view each set or phase. By combining them into larger groups and modules it is feasible to gain an

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  • Conclusion: Some organisations succeed at innovation better than others. To do so requires insight and an ability to understand how an organisation can function differently.

    Innovation requires fresh thinking and different approaches. It demands attention on the value chain and business process in order to develop alternatives that will solve old

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  • 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

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  • 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

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  • Conclusion: Unlike other parts of business, IT has wrestled with a few financial analysis methodologies. Although those commonly employed work reasonably well, and have currency, it is clear to IT professionals that they are not as good as they might be. That is to say, that

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  • Conclusion: A major reason CRM projects stumble, or fail outright, is a poorly argued strategy and business case.

    A thorough strategy and business case will provide all stakeholders with a clear rationale of what is being planned, and the related business issues that will be managed better as a result. Additionally, the reason for the

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  • Conclusion: Technology increasingly is a commodity that can be sourced externally. In contrast, trustworthy data has become a highly prized asset. Data storage can be outsourced, and even SOA (Service Oriented Architecture) technology can be sourced from the Cloud, but the patterns of data

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