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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: Crafting a durable social media strategy is a challenge. How social media tools and behaviour will mature, and the lessons taken from the early phase, will define how it will be implemented later. To manage the social evolution, adequate guidelines can serve as a strategic path.

The two key elements to have in creating a social media strategy are: 1) a robust view of how users and user behaviour is evolving and 2) practical and tactical techniques and tools to deploy and measure in order to produce the information to grow competence.


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Conclusion: NBN’s price model combines two different views of telecommunications market pricing: how the markets actually operate and; what the policy designers of NBN perceive it to be.

Without complete agreement to resolve the price model, there are many problems being stored for the future.

Inevitably these will affect NBN adoption, profitability and also the layout of the telco landscape. In addition they present challenges to organisations and entrepreneurs with plans to utilise the NBN. The current NBN price model also appears to stop the industry trend of falling prices for telecommunications services.


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As a consequence of the Internet, and with it, the development of several technologies, and e-commerce (and piracy, too) and now, all things ‘social’ there is an expectation that disruptive innovation is critical to success. More than that: disruptive is the key to success, and without it businesses will die. Survive or die; it’s either/or. The choice is clear.

In the US, as each new social media IPO is a success, the disruptive power of social is proven and now figuratively slapping the faces of tired old enterprise IT. Look at the P/E ratios of Cisco and Microsoft and Google – too low and unexciting because they are not disruptive. They are like remnants of the US steel industry, slowly rusting.


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Conclusion: Social media networks may appear to have developed businesses that can only continue to grow, but they have a real challenge ahead. Demography is everything and with social networks it’s the crucible which will affect the organisations that use social media for their communication and marketing objectives.

Organisations should take a 3-5 year view with Facebook and other social media to build strategies that can evolve with the channel over the period.


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Conclusion: What the apps will be for NBN is unclear: even NBN Co. is not sure. It need not be so difficult as NBN can be seen simply as a national grid, and therefore conquer distance, regardless of its bandwidth capacity and other correlated benefits of such a network. It could run all the apps that are common amongst the metropolitan areas and for specific industries in remote areas.

Of course, that is not what NBN is intended to do, but rather enable the apps of a new generation that human creativity will forge one day in the future.


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Conclusion: Many industries: finance, media, agribusiness, and education, to name a few, are talking up their growth prospects via NBN. The logic seems to be that the faster and extensive network will leverage their opportunities and improve their terms of business.

To understand which industries are more likely to prosper with NBN it is necessary to analyse three factors: timing, and with it market scalability; industry segment; and finally, productivity.

Unless and until these factors are brought to analyse the economic potential it is impossible to sift the possible from the wishful hopes.


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Conclusion: While it appears that every known test to evaluate cloud computing has been done, there are two which determine the accuracy of any savings claimed. Indeed, they could be applied to any evaluation of IT savings and not the cloud alone.

To a large degree the tests discussed here challenge some processes of cost assessment, but IT executives ought to look for better ideas and arguments. It should be possible to ask questions of consultants and vendors in order to obtain better answers.


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Conclusion: The calculated process by which the Facebook message is intended to corral investors, marketers, users and others into the world of ‘social’ is breathtaking. The reality is more complex, less easily believable, and should make any organisation involved with social media ask questions.

Because Facebook (and social media generally) is still developing, it is necessary for organisations using the media to set their own metrics and build knowledge.


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Search used to be easy. Not in the future. The momentum in online trends last year was all about ‘social’ and that included social search. If an organisation does not have a view of what the impact of social search might be to its online activities, it may present challenges that could have been avoidable.

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In dealing with the many issues around the cloud it will take a delicate balance of political skill backed by a strong communications strategy to negotiate and collaborate with business. Offering informed and contextual guidance in an open minded discussion is a strong position to adopt. Technology managers should reflect on, and if necessary, modify how they are managing the cloud, with their business colleagues. In some cases a formal approach may be required: presentations, roadmaps, evaluations and information packages delivered to a business audience. In many other cases, a revised approach may be informal, and involve a collaborative attitude to enable an organisation to make better choices.

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