Main
Log in

Infrastructure

Conclusion: Vodafone Foundation’s DreamLab1 charity has shown in its work with The Garvan Institute for Medical Research how a huge and diverse collection of the public’s volunteered processing on their smartphones can be used in aggregate to solve complex cancer research problems2.

The use of Mobile and Cloud as the first choice for ICT infrastructure and applications has not been an intuitive choice for most enterprises but the supporting evidence for its value has built rapidly as seen in DreamLab. This case shows the power of using intensely popular smartphones to aggregate processing to solve supercomputer-scale problems.

It also shows that an enterprise Data Centre is not the only place to perform large-scale processing. A combination of vastly distributed third party computing managed by public Cloud is reversing the business risks currently accepted when an enterprise deploys its own ICT infrastructure and places significant risk with the Cloud provider.

Similar applications of this Use Case include other charitable donations of processing capacity; shared processing in channel-focused businesses; supporters aiding not-for-profit organisations; or those that collaborate intensely; or Internet of Things (IoT) scale micro-processing of Big Data scale information across vast numbers of devices.

Conclusion: Advisor reviews of recent business cases evaluating Cloud contact centres (CC) show that any upgrade needs to be driven by a customer service business strategy (not just a technology refresh).

Cloud delivery has become the dominant technology for any new contact Centres for two main reasons:

  1. Simplified contact centre acquisition and operation, and

  2. The new paradigm supports a wide range of current and emerging business strategies by providing relatively direct and complete integration into related enterprise systems such as CRM, ERP and eCommerce platforms which are critical for service fulfilment and creating positive customer experiences (CX).

Conclusion: Most IT professionals see Cloud as simply a replacement (sometimes even competition) for the tasks they do now – provide CPU cycles, storage and internal communications. Looking at Cloud through such a narrow lens is a big mistake. Cloud is not just a replacement for IT processes – it is a replacement for all business processes that are based on legacy in-house IT capabilities.

Related Articles:

"Why In-House IT is not like Cloud" IBRS, 2016-03-01 05:05:35

Conclusion: Since the inception of Bitcoin, the blockchain is now viewed as a potential technology improvement to many ordinary transaction and data storage functions. The financial sector has led the way, from investment banks to stock exchanges, but deployment of the blockchain has application in other industries. Its clear advantages may yield much efficiency leading to reduced costs. Organisations should examine how and when they might adopt the technology.

Conclusion: Cloud architectures offer a vast array of possibilities that are not an option for organisations limited to conventional IT solutions. Do not let infrastructure people convince the organisation they can match Cloud capabilities solely using legacy in-house resources

Related Articles:

"Why in-house IT is not like Cloud (Part 2)" IBRS, 2016-04-01 05:08:33

Conclusion: Microsoft is completing a unified communications and collaboration (UCC) product suite development journey begun more than a decade ago as it finally offers missing critical components with Cloud-delivered telephony. In doing so it risks alienating its current UCC partners (especially those in telephony).

UCC strategy, planning and deployment is incomplete, fragmented, or poorly organised in most enterprises due to a lack of curated planning for collaboration and imperfectly orchestrated adoption (especially in training and no mandated use of core UCC tools).

IBRS finds that SfB and similar UCC solutions are only worth the cost if inter-personal collaboration is properly implemented and realised consistently across a business based on a policy. For most businesses, this is a perfect time to review their communications and collaboration strategy because most have massively under-achieved their productivity potential and complete Cloud solutions are now becoming available.

Conclusion: Traditional on-premises approaches to infrastructure can create unnecessary costs, risks and bottlenecks. This is particularly a problem for projects delivering new systems that have a high-risk (i. e., uncertain benefits, functionality, capacity) which are often associated with innovation and digital strategies.

IT organisations should look at alternative methods for delivering IT infrastructure to ensure it is not a barrier to business innovation.

Conclusion: It has been well established in recent reports that future workplaces will be significantly different from today and the workers of tomorrow will demand to work differently. Technology has enabled organisations to provide greater freedom to their workers with a new, greater understanding of the strength and weaknesses of flexible working. In addition, organisations will gradually casualise their workforce for greater flexibility. Organisations that fully harness the potential of providing highly flexible or flexible and creative workplaces early will be able to attract and retain the best talent for their workforce. Other organisations will be forced to adapt as work roles and practices disappear or change radically.

Conclusion: Sustained investment in IT Infrastructure is critical for the delivery of services to clients and delivering business efficiencies. Without continued investment service quality will deteriorate, operational incidents occur more frequently and the organisation’s network put at risk from unwanted intrusions.

Conclusion: To enable the new work practices, processes, organisational structures and cultures that will be required in the Future Workplace1, IT organisations must transform today’s device-centric desktop into a new end user computing platform that is based on modern usage and technology assumptions.

Simply adding a mobility strategy to the existing device-centric desktop only adds complexity and perpetuates a high cost, inflexible device-centric model. The CIO should examine fresh alternatives such as the Digital Workspace2.

In the News

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...
Read More...

Kids, Education and The Future of Work with Dr Joseph Sweeney - Potential Psychology - 25 July 2018

What is the future of work and how do we prepare our kids for it? Are schools and universities setting kids up for future success? Does technology in the classroom improve outcomes for kids? Should...
Read More...

PageUp starts rebuilding and looks to learn lessons after data breach nightmare - AFR - 27 June 2018

The timing couldn't have been worse for PageUp; two days before Europe's new data protection regime came into force the Melbourne-based online recruitment specialist's security systems detected...
Read More...

Australia is still in the cyber security dark ages - AFR - 28 June 2018

In terms of cyber security years, Australia is still in the dark ages, a period typified by a lack of records, and diminished understanding and learning. We're only a few months into practising...
Read More...

AMP does maths on infosec shortage - ITnews - 18th June 2018

Cyber security and risk advisor at analyst firm IBRS, James Turner, said the cyber skills shortage was prompting a wider rethink around the domain in terms of resourcing for the last few years....
Read More...

Subscribe to IBRS Updates

Invalid Input
Invalid Input
Please enter a valid email address
Please enter your mobile phone number
Invalid Input

Get in-context advice from our experts about your most pressing issues or areas of interest

Make an Inquiry

Sitemap

Already a subscriber?

Login to read your premium content.

        Forgot your password?
Recently Viewed Articles
Related Articles