Main
Log in

Purchasing

  • Conclusion: IBRS recently conducted interviews with development partners that promote the use of Agile project development. During the interviews, IBRS noted that the spectrum of Agile services available in Australia has evolved in the market over the last three years. Understanding this emerging spectrum of services is vital, since it is important to align an organisation’s

    ...
  • Conclusion: In a world where organisations increasingly rely on the successful performance of their business systems it is important IT management takes the lead in managing the risk of systems failure and cyber security breaches from all sources.

    Boards are ultimately responsible for monitoring risks. They direct IT (and business) management to create a framework and

    ...
  • Conclusion: When multiple application software vendors claim they have the solution to an organisation’s requirements, challenge them to prove it by demonstrating their product’s differentiators and ability to process use cases.

    To make the right buying decision, clients must insist the demonstration stretch the software’s functionality and the vendor’s grasp of its

    ...
  • Conclusion:One strategy to implement IT-as-a-Service models is to outsource the IT delivery capability to multiple service providers. However, the IT organisation remains accountable for the success of the outsourced arrangements. This requires the IT organisation to have a mature procurement and service provider governance function. The rationale is to acquire services and

    ...
  • Conclusion:Transitioning to hybrid Cloud might include migration from the current outsourcing contracts and some in-sourced activities to IT-as-a-Service models. The rationale is to accelerate efficiency gains realisation in a timely manner. One of the Procurement Manager’s options is to seek a service broker (e. g. prime contractor) to efficiently undertake the migration

    ...
  • Conclusion:Vendors use sales incentives, such as bonuses or rewards, as levers to focus the behaviour or outcomes of their sellers or channel partners. Many vendors work on quarterly results for their sellers, and set sales incentives for these periods. Vendors view sales bonuses and incentives as levers that they can put in place to try to drive a specific focus, or

    ...
  • Conclusion:Astute CIOs and business managers must consider not only which COTS (Commercial off the Shelf) vendor best meets their needs, but also how to best deploy the solution. This is because many vendors not only offer a mix of on-premises or private Cloud or SaaS (Software as a Service) solution but due to a limited local presence may lack the capability to implement

    ...
  • Conclusion: Organisations that by law must issue open tenders for systems solutions know they will be inundated with multiple responses and spend scarce work days assessing them. Staff involved in the process also know that many solutions proposed are not practical and, even if they are, often doubt the vendor has the capacity and capability locally to implement

    ...
  • Conclusion: ICT vendors compete to gain the loyalty of channel partners to take their products to market. Vendors often run channel programs that reward partners for specific behaviours and results, which can give specific partners an upper hand in competitive situations.

    When organisations go to market to purchase specific technologies, they often seek out several

    ...
  • 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

    ...
  • Conclusion: The role and responsibilities of procurement and corporate services organisations is increasing relative to those of ICT groups as ICT becomes increasingly bought ‘as-a-service’ rather than installed as capital-intensive

    ...
  • Conclusion: organisations have invested considerable resources over the past decade in an effort to improve their procurement capability. ICT investments were often large, complicated, and undertaken over long periods. Companies expressed concerns that they felt vulnerable when dealing with technology vendors, and their relationships often reflected protectionist

    ...
  • 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

    ...

In the News

The pros and cons of shadow IT In today’s business world - WHICH-50 - 23 July 2019

Shadow IT sounds like a covert — quite possibly dark — force. And to some people it may well be. But the truth is both far simpler and more complex. According to Cisco, Shadow IT is the use of...
Read More...

Busting The Three Big Cloud Myths - WHICH-50 - 11 June 2019

Organisations that are resisting the shift to cloud computing are often basing their decisions on common misconceptions around security, price and integration. That’s a key finding in a recent...
Read More...

ANZ business users calling the shots in ICT decisions

Conducted by Australia’s Intelligent Business Research Services (IBRS) and commissioned by TechnologyOne, the survey of 261 business leaders in ANZ has shown that business functions are having more...
Read More...

Managed security: a big gamble for Aussie IT providers - CRN - 02 August 2018

TechSci Research estimates the Australian managed security services (MSS) market will grow at a CAGR of more than 15 percent from 2018-23 as a result of the increased uptake of cloud computing and...
Read More...

Kids, Education and The Future of Work with Dr Joseph Sweeney - Potential Psychology - 25 July 2018

What is the future of work and how do we prepare our kids for it? Are schools and universities setting kids up for future success? Does technology in the classroom improve outcomes for kids? Should...
Read More...

Subscribe to IBRS Updates

Invalid Input
Invalid Input
Please enter a valid email address
Please enter your mobile phone number
Invalid Input

Get in-context advice from our experts about your most pressing issues or areas of interest

Make an Inquiry

Sitemap

Already a subscriber?

Login to read your premium content.

        Forgot your password?
Recently Viewed Articles