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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.

Conclusion: The recent enhancements to CRM suites offer deeper and more useful insights into organisational processes. The second and possibly more profound aspect to CRM suites is that they provide the means to evaluate organisational productivity.

Productivity can be seen in ratio terms across the enterprise and therefore the management of assets which can be handled with greater clarity. If organisations chose to use CRM as a productivity management tool, they would need to organise a management team that oversaw such a designated use. It is not a sales or a marketing role but it is a function that finance and those connected with the executive may choose to accept.


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In the technology industry Apple, Google, Amazon and others are seen as synonymous with innovation. These companies disrupted prevailing business processes and changed the way people use music, buy products or even write documents. From their design, software tools, and e commerce, what these corporations have done to business around the world is dynamic. Innovation has been at the centre of their success and with it has come development and growth.


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Conclusion: Customer Relationship Management (CRM) is undergoing major changes. The addition of features, analytics, and high quality data measurement gives users more options than ever to explore how their various customers interact with their organisation.

The substantial enhancements in CRM technologies should encourage organisations to lift their own skills in order to use the power of these tools. To use the CRM tools effectively it may be necessary for people within each department to coordinate their work across different areas of the organisation.


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Conclusion: The challenge for all organisations is to understand the technology options and work practices that will ensure the durability of the organisation. The rise and acceptance of social media tools is one example of this challenge. Those organisations that have adopted activity based working offer one possible path. For others there may be a combination of work designs and solutions that serve them best.

IT executives should play a role in the decisions that are made on how work is conducted in the future and the technologies to enable the new processes.


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Conclusion: Deciding to transition the organisation to activity based working (ABW) will be complicated by meeting various stakeholder interests and aligning the organisation’s culture. In this sense it may involve several iterations. Each one refined from lessons of the previous one.To reduce risk it is essential that the ABW checklist be precise about the objectives and the organisation’s capacity to transition to a new working model.


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Conclusion: In the search for a competitive edge more organisations are looking to activity-based working (ABW). It is not a quick or low cost option. Some of the apparent benefits and merits may also lack demonstrable certainty. However the workplace is changing rapidly for some types of information workers. IT should understand ABW, its potential and pitfalls, and be prepared to engage the rest of the organisation.

ABW is not a rational method to cut the cost of office rent. Nor is it a recycling of ‘hot-desking’, or any other 30YO buzz phrase. ABW is a broad and substantial change to working practices. Realising an ABW project involves thorough planning and a set of objectives. It also requires a flexible interpretation of the outcomes because not everything can be measured in perfect quantities.


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Conclusion: Much discussion on NBN attempts to demonstrate its value in the future. Instead of trying to prove what NBN can deliver in thirty years it is wiser to assess what organisations can do with the network.

This may seem obvious. All that’s required is to plug into NBN and let the network make it happen. If NBN is really such a significant change in technology, organisations will find they have to discover how they operate and how to fix themselves in order to use the NBN to their advantage.


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Conclusion:There is no other IT project as politically charged as the NBN. Politics and ideology will determine this project, not technology. The 2013 election may be the event that produces a different network to the one that was envisaged in 2008. Every strategy needs a plan B and that is the likely outcome of the NBN.

In early 2013 there is little or no disruption to such a change of outcome because the rollout has not reached a critical mass. However, any visions, or intentions, that hinged on the full fibre rollout may be trimmed in line with the altered network. Organisations will have a lot of time to plot their telecommunications requirements on the modified NBN. But they may also be able to realise the original NBN if they are willing to pay a higher price under a ‘user pays’ principle.


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Conclusion: NBN and other similar high speed broadband networks are presented as opportunities to expand visions and create new industries. However, given the weak position of government finances in some Australians states, NBN is now a critical cost-cutting services delivery medium.

Any state government examining NBN to reduce expenditure should also be certain that what appears convincing as a business case is deliverable. For example, health is a major focus area because health budgets keep expanding. But achieving service delivery and a reduced operating budget may be challenging and long-term, not a quick remedy.


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Conclusion: Search was always the most important utility online. Now it is moving into a new phase with higher functionality and relevance. In the next phase search will unite facts with opinions and personal needs. The umbrella term for this evolution is semantic search. When this search functionality is inside the devices consumers use it may be highly influential.

Organisations will confront search in two ways. Firstly, through the lock-in that users may demonstrate for the devices with the search function they prefer, and secondly, through a better context in which information is presented and through saliency.


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