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  • Conclusion: Despite market hype around the role of data scientists and in-house developers for the successful exploitation of artificial intelligence (AI), organisations are increasingly looking to their vendor partners to provide ready-made solutions. Both business and technology leaders are expecting solutions to be based on the vendor’s ability to leverage their customer

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  • 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: Organisations seeking to ride the new wave of AI-enabled transformation are facing a clear choice when it comes to the adoption of supporting AI capabilities such as machine learning or speech recognition, either:

    1. DIY (Do It Yourself) – By adopting AI early as stand-alone services; or
    2. MODIFY (Make Others Do It For You) – By
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    Related Articles:

    "Machine learning will displace “extract, transform and load” in business intelligence and data integration" IBRS, 2018-02-01 10:03:37

    "Preparing for the shift from digital to AI-enabled transformation" IBRS, 2018-06-01 04:10:21

    "Proactive optical character recognition of incoming content will accelerate AI-enabled automation" IBRS, 2018-03-06 06:54:57

  • Conclusion: Business leaders should convert recent global interest in AI applications, safety and effectiveness into AI governance guidelines in the exercise of their triple bottom line responsibilities (for profit, social responsibility and sustainability) as outlined in IBRS research note, “The emerging need for IT governance in artificial intelligence”...

  • Conclusion:AI includes a very broad range of technologies being applied in virtually all industries. AI is being used in new stand-alone services like real-time language translation1 or extensions of existing common IT applications such as the increasing use of chatbots in contact centres or recommendation engines in digital

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  • Conclusion:Technologists consistently under-estimate the growth of data volumes. The result is tactical actions aimed at increasing capacity achieved by adding storage on-premise using traditional bulk storage solutions or moving technical workloads, such as back-up or disaster recovery, to Cloud-based Storage-as-a-Service offerings. This reflects a decades-old mantra of

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  • Conclusion:The security capabilities of Cloud vendors have evolved rapidly since 2008. Specifically, the three big Cloud vendors Microsoft, Google and AWS understand the importance of trust and assurance for their corporate and government customers and are each working aggressively on continual service improvement. Most customers are more likely to suffer security issues

    ...
  • Conclusion:IBRS’ finding is that prominent Cloud marketplaces (CMPs) such as AWS Marketplace1, Microsoft Azure2, Google Cloud Platform3 and IBM Bluemix4 are gaining traction as alternatives to conventional enterprise ICT

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  • 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

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  • As outlined in “Human Capital Management Solutions: Why your ICT Group needs to get involved with HR right now” (IBRS, 2017) vendors are increasingly offering capabilities right along the spectrum of human capital management (HCM), starting with recruitment, through learning and performance management, to succession planning. This infographic provides a snapshot of vendors key strengths

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  • Conclusion: Learning Management Solutions, Talent Management Solutions and Performance Management Solutions are increasingly offered as Cloud-based SaaS services and are merging into a single product category: Human Capital Management. For Australian organisations, this is both a blessing and a curse. In the long term, it will lessen the need to integrate previously

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  • In this interview, Dr Wissam Raffoul outlines a practical and effective approach to migrating to an As-a-Service model. 

  • Conclusion: While IaaS and PaaS adoption has been increasing, most IT organisations are hesitant to migrate their legacy systems to public SaaS. This is primarily due to the applications being highly customised resulting in a significant effort being required to retrofit existing systems to migrate them to public SaaS architecture in the Cloud.

  • Conclusion: Industry discussion regarding Cloud based IT business models, have found it easy to claim a level of expertise simply by publishing high level observations and unsubstantiated predictions. Unfortunately, while interesting, these observations and predictions have offered little assistance to IT executives looking to design a future IT service based on

    ...
  • Conclusion:when considering Cloud based email (Microsoft or Google) organisations should critically re-evaluate the need for third party Email Archive add-ons. Since Cloud-based email has virtually unlimited mailbox capacity the archive/storage management features of third party Email Archive add-ons many not be needed.

    For many organisations the native compliance

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  • While hyper-scale vendors have been a little slow in opening data centres in the Australian market, the anecdotal evidence is the take-up is very strong:

  • Conclusion: WhileI SaaS and PaaS adoption has been increasing during the last two years, most IT organisations are hesitant to migrate their legacy systems to public SaaS. This is primarily due to the applications being highly customised to support the current business mode of operations. As

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  • Conclusion: Software as a Service (SaaS) is gaining mainstream acceptance as a viable sourcing strategy for enterprise applications in both the public and private sector. IDC predicts that by 2015 24% of all new business software purchases will be of service-enabled software with SaaS delivery being 13.1% of worldwide software

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  • Conclusion: When selecting Software as a Service (SaaS) solutions, IT managers should demand evidenced from SaaS providers as the levels of service that can be expected using a formal framework. Including IBRS’s SaaSability questionnaire in requests for information will help to ensure that all parties understand their roles and responsibilities.

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