Guy Cranswick

This email address is being protected from spambots. You need JavaScript enabled to view it.

Guy Cranswick is an IBRS advisor who covers Google (Apps and Search), broadband/NBN, Web 2.0 technology, government and channel strategy, including areas of business productivity. Guy has worked in the UK and France as Strategy Manager for Initiative Media and director of European operations for Modem Media (Poppe Tyson), the first online marketing and development company. In Australia, Guy was Senior Analyst at both Jupiter Communications and GartnerG2 covering online technologies and strategy in Asia-Pacific. He has published analytical articles in business and technology media, including the AFR, and was the winner of the Australian Institute of Management 2003 essay prize on the topic of corporate communications.

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 cases, is vague. It is not always feasible to strive for the absolute solution, such as the comprehensive view, and therefore a graded and qualified response is more pragmatic.


Register to read more...

Conclusion: The business climate over 2017-2025 will present new conditions that are more challenging. Based on various forecasts, the eight-year period will see moderate growth and that will have a direct impact on business operations.


Register to read more...

While the objectives of improved profit and productivity are straightforward, innovation is more complex than just the implementation of technology. Innovation touches people, processes and how organisations maintain their purpose in future


Read more...

Conclusion: The New Payments Platform will change transaction processes in a substantial way. For organisations it should deliver greater efficiency and better means of transacting information related to payments. At a higher level it could produce a productivity benefit to the extent that efficiencies are boosted for all transacting parties.

Organisations have a long time to consider how they will approach the introduction of the platform and how they might utilise it to improve processes with various stakeholders.


Register to read more...

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 is required to qualify such a view in future.

Senior technology executives ought to take note of this economy-wide picture of investment strategies in order to understand their own initiatives in a wider context. It may help with policy setting, with business cases, and provide a better view of planning evolution over the next two years.


Register to read more...

Conclusion: The Australian Bureau of Statistics’ annual innovation survey quantifies the efforts of businesses in all industries. The status of innovation is quite mixed, between small businesses which tinker at the edges and larger enterprises which are more thorough.

Innovation is not one thing – it is a variety of actions which can be implemented. Improving technological capability is not a high priority and that could be a concern for CIOs, CTOs, CDOs and vendors because the purpose and value of technology, and related investments, appear less directly important to business.


Register to read more...

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.


Register to read more...

Conclusion: While activity based working can deliver a better ambient environment and cut some fixed costs, it is the less easily measured outcomes that are the objective. These objectives tend to come under the heading of collaboration.

Public sector organisations need to see beyond the initial phase of ABW and look to the longer term in order to achieve the promise of activity based working.


Register to read more...

Conclusion: Business investment has all but disappeared in the last five years1. Therefore it is understandable that the appeal for more investment in the drive to digital transformation will unlock innovation and a new route to productivity. However, it is not that simple, as a review of the data illustrates.

Planning the future with rear-vision perspectives is sure to disappoint, if not fail. Organisations would be better to examine their own situation and discard received wisdom, especially from vendors.


Register to read more...

Conclusion: This note seeks to analyse two questions: Is a return to the high period of IT investment likely? And what were the conditions surrounding the last one?

The answer to the first question is, currently at least, of a very low probability. The conditions or background that produced the long IT investment boom are not seen today and are not likely to provide the same business environment in the near-term either.


Register to read more...