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Conclusion: In a few years from now the Cloud services we use today will look as quaint as the highly static Web of 1997 in the rear view mirror. In the wake of the global financial crisis the hype around big data is still on the increase, and big data is perceived as the new oil of the economic engine. At the same time, many of the data management technologies underlying Cloud services are being consolidated, creating new kinds of risks that can only be addressed by the adoption of a different data architecture.

Data scientists are in hot demand. In December 2012 the Harvard Business Review featured an article titled “Data Scientist: The Sexiest Job of the 21st Century”. International online job boards and LinkedIn have many thousands of openings asking for big data skills, and a growing number of openings for data scientists. What is all the hype about?

Conclusion: Enterprise architecture tools and processes have traditionally missed the mark in providing timely and relevant support for executive decision making. A fresh approach is required that focusses on just enough information to support defensible, evidence-based planning. Enterprise architecture functions must provide value in short, focussed iterations.

Enterprise architecture provides an evidence-based approach that demonstrates clear traceability for investment planning decisions. Astute executives will understand how enterprise architecture can be used as a powerful approach for developing an ICT investment plan that is robust and defensible.

Conclusion: VMware’s new strategy of directly entering the IaaS market will create confusion and ultimately decimate VMware based IaaS vendors. IT organisations should manage the risks this creates with their current (or future) VMware based IaaS partners. In the long run the new strategy will benefit all customers by creating a global scale, VMware based, IaaS that reduces costs, increases service quality and drives greater innovation.

VMware does not lead the IaaS market and faces massive competition from non-VMware based hyperscale IaaS providers, such as Amazon, Rackspace and Microsoft. VMware centric organisations should not blithely assume that a VMware based IaaS is the best option and should evaluate the IaaS alternatives from hyperscale providers, especially Amazon.

Conclusion: Enterprise architecture should be viewed by CIOs as a fundamental toolset to provide sound, defensible, evidence-based decision making. CIOs who ignore or misunderstand enterprise architecture forego a powerful management device.

CIOs should understand and make use of the enterprise architecture techniques at their disposal; they must also recognise approaches to enterprise architecture that will not work. CIOs should set expectations with their enterprise architects for quick delivery of highly relevant outputs: days not years.

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.

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.

Conclusion: Most organisations run a large percentage of their workloads on VMware’s hypervisor, yet they are reluctant to virtualise their production Oracle Databases. The three common reasons given are: lack of support, poor performance and increased licence costs. The first is Oracle FUD, the second is a lack of understanding and testing, and the third needs to be examined on a case-by-case basis, but can result in a reduction in cost.

For many organisations moving some, or all, of production Oracle databases to an existing Intel/VMware platform is a low risk, high value strategy that should be examined.

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.

Conclusion: For most organisations, especially SME, it’s time to let go of your IT infrastructure. Owning and operating your own hardware was once a necessary part of using IT for a competitive advantage, however it is now an unnecessary burden that reduces agility, creates significant risks and impacts long term sustainability.

CIOs should not be asking “if”, but rather “when, how and to whom” we let go of the IT infrastructure.

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