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Geoff Johnson

info@ibrs.com.au

Geoff Johnson was an IBRS advisor between 2015 - 2018 specialising in aspects of enterprise networking and related IT solutions particularly networking infrastructure and services including Telecoms, Data Communications, network preparation for Cloud applications, Unified Communications and Collaboration, Telephony, Contact Centre, Internet of Things / Operational Technologies networking, Satellite and Mobility. He had 23 years of experience in enterprise networking Analyst and Consulting roles. His specialty was Business Development, Strategy and Architecture Consulting for large and mid-size Enterprises, Government Agencies, Networking Infrastructure Vendors and Network Service Providers. Geoff has been a Research Vice President, Telecommunications Director, General Manager and Network Manager in both User and Supplier roles.

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”1.

AI includes a very broad range of technologies being applied in virtually all industries. This means that the use of AI in both IT and operational technologies2 (OT) requires C-level attention and supervision.


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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 marketing.

This means that the use of AI in both IT and operational technologies2 (OT) requires C-level attention.

Business leaders will need to convert recent global interest and agreements in AI safety and ethics into AI governance guidelines in the exercise of their triple bottom line responsibilities (for profit, social responsibility and sustainability).


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Conclusion: The future of customer service will rely heavily on automating assistance with targeted empathy1.

Expect virtual digital assistants to heavily reduce the need for contact centre services and become the preferred choice as a CX channel.

Amazon’s $100 million investment2 fund to drive innovation in Alexa and its large installed base will advance Alexa and consumer digital assistant Echo capabilities rapidly3.

Treat Amazon Web Services’ (AWS) new “Connect” Contact Centre-as-a-Service (CCaaS) product as a complementary customer experience (CX) tool. Expect Connect to operate as a Trojan Horse for more complete AWS AI and CX solutions inside AWS customers’ operations.

Within two years it should be clear that AWS Connect has provided a significant point of inflection in the direction and functionality of global contact centre operations and the use of blended virtual digital assistants for voice navigation in CX. This is because in future, ecommerce or any customer service supported by separate or poorly integrated merchandising and buyer assistance platforms will be thoroughly unacceptable to end users4. A seamless fully blended CX56 will have become the (minimum) norm.


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IT consists of information and communications technologies (ICT) typically used in business, corporate or enterprise management (e.g. computer processing, data management, business processes and applications, customer service, enterprise networking).

OT consists of specific operational technologies used to run a business operation (e.g. capital assets, manufacturing process control, machinery, vehicles, equipment, avionics, telemetry).

This MAP and its companion Compass research note provide guidance on evaluating the forms of organisation necessary to deliver reliable and effective interworking of IT and OT. The proximity of IT and OT varies substantially by industry.

Whatever the industry, organisations must seek out and evaluate existing and emerging opportunities in converging IT and OT. If these opportunities are missed, the business will lag in real-time management and suffer loss of their productivity and competitive edge.

 


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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 pure public Cloud deployment; a hybrid of public and private (“on-premises”) computing; and those that will never go to Cloud (such as legacy apps, or for regulatory or security requirements).

At Cloud-scale the network becomes a fabric that facilitates software-defined technologies1 (compute virtualisation, SD Storage, SD Networking and SD Security). Software-defined networking (SDN) abstracts network functions so that existing switches, routers and appliances can be made programmable to enhance their functions and reduce costs.

Eventually business IT processing will be delivered by SD Everything as all fundamental IT functions coalesce.

From today, businesses should be placing new emphasis on the “management” of their networking as both “virtual” and physical networks and plan to drastically reduce manual configuration and operation of networked IT as indicated below.


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IBRS iQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.


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 IBRS iQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.
 

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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 infrastructure and services sourcing.

Given the state of maturity of these marketplaces, they are currently only useful for quickly and conveniently locating and obtaining ICT infrastructure and microservices for use in low-risk small scale pilots or trials.

As wider take-up is underway with larger applications being adopted through AWS and Azure organisations should begin to prepare for a shift in the viability of enterprise-level solutions.

Our caution is that CMPs will not have profound impacts on enterprise ICT provision until both the IT and Procurement organisations within a business become satisfied that this approach has validity, value and is auditable5 and manageable.


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Conclusion: Many municipalities and civic enterprises contemplating Smart City initiatives are simply not capable of implementing them because they lack the leadership, partnering skills, corporate experience, skills, sophistication and organisation required to address these global urban planning and ICT developments locally1.

The remedy is at Governance level.

Municipalities must assess their own native capability to contemplate, evaluate, manage and complete Smart City business and ICT solutions according to global best practices.

Conducting a fundamental high level appraisal of a city’s ability to undertake Smart City tasks and programs may be the most valuable contribution that most mayors and civic management teams can make for the modern municipality.


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Only municipalities working through a broad Digital Transformation strategy can truly expect to be in strategic control of Smart City initiatives as part of that framework. 'Smart’ initiatives are a critical element in fulfilling Digital Transformation for cities. 

For many civic organisations, the Mayor, Councillors, City Planners and Administrative Staff react to Smart City opportunities as if they sit outside their traditional local government role. However, the first principles of Digital Transformation require that a logical baseline of current capabilities should be established so that any initiatives are grounded in an understanding of the city’s ability to effectively evaluate them and deliver reliable solutions. 


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