Geoff Johnson

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Geoff Johnson is an IBRS advisor specialising in all 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 has 23 years of experience in enterprise networking Analyst and Consulting roles. His specialty is 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.

Digital transformation of a business is defined as making fundamental and revolutionary changes to achieve new business goals using ICT.

Although digital disruption is now a given in every industry vertical, each business is impacted in its own distinctive ways. 


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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 a robotic overlay is a total waste of resources.

Basic RPA applications do not need IT coding and can reduce repetitive tasks and improve accuracy.

In more complex situations, use of RPA platforms and tools relies on leveraging IT systems integration in providing robotic aid to human intuitive decision-making.


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Many enterprises are simply not capable of implementing the ICT programs and projects that they attempt because they lack the experience, skills, sophistication and organisation required to address these developments adequately.

The "fix" is at Governance level. Businesses must assess their native capability to contemplate, manage and complete the IT solutions planned to support their business operations.

This MAP addresses the need to identify an organisation's level of IT Maturity and outlines the steps that should be followed to improve on that level. 


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Conclusion: As the nature of work is becoming less routine and linear, the most effective collaboration solutions are supporting the ways that teams and individuals want to work.

At the same time, customer service techniques are changing to appeal to individuals in the ways that they like to be treated.

Developments in business work flow and customer service are emerging in four broad generations of deployment:

  • Business process, work flow and customer service have morphed from document and transaction-centricity to
  • augmentation by social networking and mobility applications, followed by
  • increasing support from a conversational (Chat) model aided by interactive robotic speech, and
  • in future, even more personalised and intimate experiences delivered by Artificial Intelligence (AI) and Virtual Digital Assistants (VDA).

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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 partners.
  • Enterprises now need to act in self-interest to review and plan their access networks for branch offices and customer service.

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Conclusions: Many enterprises are simply not capable of implementing the ICT programs and projects that they attempt because they lack the sophistication, skills and organisation to address these developments adequately.

The ‘fix’ is at governance level. Businesses must assess their native capability to contemplate, manage and complete the IT solutions planned to support their business operations.

Conducting a fundamental high level appraisal of a business’ ability to undertake IT tasks may be the most valuable contribution that most management teams and boards can make for the modern enterprise.


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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 communications and collaboration (UCC) solutions are so readily available.

UCC has become known as simply ‘collaboration’ and telephony needs to be seen as a supported part of the collaboration environment rather than as a first choice communications technology.

Do not re-invest in obsolete telephony solutions. Strong collaboration solutions abound.


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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 of the cost impact of their choice of Cloud resources on the operational delivery of their ICT workloads.

Each Cloud service provider has its own sweet spot for particular ICT deployments, so users must be able to work out the best Cloud vendor and solution mix.

Best practice includes using the rapidly improving range of vendor-provided calculators, tutorials and tools as well as third party analysis resources, dashboards, price comparators and billing reconciliation services.


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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 be used in aggregate to solve complex cancer research problems2.

The use of Mobile and Cloud as the first choice for ICT infrastructure and applications has not been an intuitive choice for most enterprises but the supporting evidence for its value has built rapidly as seen in DreamLab. This case shows the power of using intensely popular smartphones to aggregate processing to solve supercomputer-scale problems.

It also shows that an enterprise Data Centre is not the only place to perform large-scale processing. A combination of vastly distributed third party computing managed by public Cloud is reversing the business risks currently accepted when an enterprise deploys its own ICT infrastructure and places significant risk with the Cloud provider.

Similar applications of this Use Case include other charitable donations of processing capacity; shared processing in channel-focused businesses; supporters aiding not-for-profit organisations; or those that collaborate intensely; or Internet of Things (IoT) scale micro-processing of Big Data scale information across vast numbers of devices.


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Conclusion: User-centricity, positive customer experiences (CX) and active customer engagement are the necessary central drivers of any business’ digital transformation.

Customer experience trends and issues need to be addressed methodically using a checklist to produce the necessary reviews of current approaches and plans to transform them into best practices.

Systematic use of the tools contained in contact centres, customer relationship management (CRM) solutions, algorithms in apps and communications-enabled business process will be the only responsible path for enterprises committed to improving their customer experience.


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