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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.

Software, and or, middleware solutions to enable collaboration and other activities via the cloud are growing. Fortunately for organisations, the features, benefits and costs of the solutions offered by vendors provide plenty of choice. As this area of cloud applications and tools is growing rapidly, organisations should take a longer view, up to three years for a total cost of ownership evaluation, and assess the requirements for file sharing solutions. Social networking connection tools can be chosen without too much cost or risk attached.

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The cloud computing economic model is expected to bring significant rewards – apparently. Those rewards may be possible, but the quality of analysis to demonstrate that the cloud paradigm will yield an ever-growing margin is far from assured. The assumptions underlying the economics of the cloud are tenuous and therefore the promotions and promises should be treated with caution. More analysis has to be done to evaluate how and where advantages are achieved, and at what cost and margin. Without sufficient rationale, empirical data and analysis, the hype will burst once the ambiguous and unclear economic outcomes emerge, just like other technology bubbles before.

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The launch of Windows Phone 7 has surprised the worldwide IT industry in two ways: firstly that Microsoft launched a quality product – one that had to face up to the expectations set by iPhone and Android. These are not phones, not tools of information and communication. They are extensions of personal identity, designed objects that are adored.

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One of cloud computing’s apparently key advantages is reduced operational costs. On deeper investigation, however, the purported savings are achieved by removing obvious waste, which represent the bulk of the headlined ‘savings of 50%’ that cloud computing allegedly offers.

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Web 2.0 tools are often seen as beneficial and effective for so-called celebrities and online activists. Yet a recent business survey suggests tangible benefits to organisations, together with subtle but real changes in the way business is done.


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Organisations dealing with larger volumes of information, and increasingly complex information requirements need solutions which can be integrated and suit users’ needs. Google’s search product is quite well understood, even if it is just as a search interface and affiliation with its Web search engine.


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Conclusion: Web delivered applications, along with specific Web 2.0 tools, have created new, and possibly higher expectations of online interaction from users. As government, at all levels except local, continues to examine ways to deploy these tools and raise its interactive capabilities, it will have to develop customer-centric techniques and possibly behaviour too, or else stumble in the attempt.

In evolving customised government channels the planning process will need greater attention than has hitherto been given to government channels and website content management. In addition, considerations of technology deployment will require a deeper level of strategic priorities and future proofing.


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Conclusion: Despite better and more available government services online there are considerable gaps in service quality. These gaps, or dissatisfaction, with services are based primarily in users' ability to deal with accessibility, navigation and understanding of government services and information.

There are two recommendations to be made from the five years' of usage data of government sites: Firstly, that content management, site navigation and information discovery has to be improved, and, secondly, an information marketing campaign to assist users should also be considered using the Web and traditional media to inform and educate the public.


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Conclusion: Expanding Web 2.0 tools in government consolidates the current experimentation into a new range and reach of technology from established practices. Adoption of 2.0 tools may create new responsibilities and pressures for government agencies and consequently managers will have to review specific strategies and prioritise the deployment of 2.0 tools.


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Many highly accessed government web sites are fragmented, with out of date information, and appear poorly coordinated. While some departments and agencies have demonstrated positive web governance abilities, the expansion of Commonwealth government web sites, coupled with lack of oversight or continuity, means that gaps in service and information delivery are evident.


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In the News

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Inside EY's security work at ANZ - Australian Financial Review - 3 March 2020

"There is more security work to go round than there are resources. So I don't think the market is that crowded. It's important to remember that security is not something you buy and then it's done;...
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