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Guy Cranswick

info@ibrs.com.au

Guy Cranswick was an IBRS advisor between 2002 - 2017 who covered Google (Apps and Search), broadband/NBN, Web 2.0 technology, government and channel strategy, including areas of business productivity. Guy had 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.

John Maynard Keynes is back in business. A version of his theories helped save the world’s economy last year. The English economist’s robust statement is the headline above, and it’s getting a lot of wear right now. It serves as a reminder of how being flexible is the basis of making the right decision.

As everyone breathes a sigh of Keynesian relief, there is also a spotlight on Japan as the former Asian economic powerhouse may illustrate the future for most of the developed world, technologically and economically.


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Conclusion:Government does not only want to supply information and transactional services, it wants engagement from within and outside its ranks. But that ambition may be already too late.

The reality of online use is that government (including its policies and services) is part of the online knowledge system network that includes a plethora of blogs, forums, videos and mailing lists. As the Web grows in scope and complexity, the idea of developing Government 2.0 as a media policy is already history. It's time to investigate a new approach to government online.


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Conclusion: More organisations are establishing explicit rules governing the use of social media. Any guidelines or functional principles for social media use should be comprehensive and practical.

Most importantly, the rules should be drafted for the specific organisation, not taken from a generic template as they will lack specific and pragmatically understood rules within the particular organisation. In so doing, the guidelines will be unambiguous. In addition, one of the objectives of a guide must be to gain complete cooperation from all staff, and consequently make compliance, and therefore sanctions, easier to apply.


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Conclusion: Most attention has been focused on Chrome OS's technical qualities and possibly disruptive effects on the operating system status quo while the commercial objectives of the operating system are veiled. Chrome OS is another potential channel by which Google can harness network effects to develop revenue.

Observing how revenue will grow from Chrome OS will indicate its real market and technological potential. Although it seems far away now, in the next 18-24 months IT departments in organisations will probably have to deal with the swelling influence of Chrome OS from its early adopters.


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Conclusion: Google's Wave has caused both thrill and uproar over its innovation and potentially disruptive effects to the status quo of office productivity. Currently Wave is an indication of what might be possible, once all the programming and security issues and assorted bugs are either organised better or eliminated.

In any case, enterprises and large organisations are not likely to be early adopters of Wave because of their current collaboration platforms and legacy systems. The SME sector, and that comprises thousands of smart businesses in the information industries, are likely to adopt Wave. The underlying reason is due to their use of Google products, chiefly the Apps and search applications.


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Conclusion: Software vendor Zoho is pinning its growth on the rapid adoption of cloud services with the aim of being the IT department for SMEs. This business strategy might seem overly optimistic as its potential success may even be partly dependent on Microsoft. According to Zoho, the status of Microsoft in delivering products online is an implicit approval of the delivery and use of software by smaller vendors.


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Conclusion: Like a toy that comes with a ready meal, Google Apps is seen by universities as suitable for student users. By its cost per student and terms of service, Google Apps exemplifies how the principle of good enough (POGE), has been accepted to service student needs.

With ever-present financial pressures institutions will consider Google Apps, and for its trading cost it is a viable alternative, which will develop and in all likelihood offer more features in the future.


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Conclusion: Google Apps' products are developing rapidly. These developments range from the large and significant, to the small minor adjustments. Google has increased its pace of development, and enterprise users will want to gain a strategic view of how the Apps mature in the next two years.

Google Apps' driving force, Rajen Sheth defines the corporation's main ambitions in two areas: to improve functionality, perhaps in ways that have not been considered by users, and to redefine enterprise messaging and collaboration. Whether they can achieve such ambitions is not foreseeable but they will offer many new tools and enhancements to reach that objective.


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Conclusion: Google is working in a dynamic market exploring and challenging current approaches. While that evolving plan may confuse some observers, it may succeed, though perhaps not exactly in the way originally set out.

To help understand what Google is doing in the enterprise market, IBRS interviewed the founder and driving force of Google Apps.


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Conclusion:The Web, and social networks, as virtual places of conversation, challenge the role and effectiveness of an organisation’s communication management.

Traditional management and censorship in the unfettered communications world of the Web may only be effective to a limited degree. In this new communications landscape, organisations will have to train staff, and modify their traditional attitudes, to deal with the varied and complex online channels.


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In the News

How Do You Choose The Best Application Environment For Your Business? - WHICH-50 - 8th October 2019

According to a new IBRS study, spend on enterprise solutions is set to increase in 2019-2020. Both IT and line of business buyers need to consider how they manage procurement of these new solutions...
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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...
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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...
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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...
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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...
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