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Conclusion: For the last 20 years an organisation’s applications and data have been largely accessed from a Windows desktop. While the Windows desktop will remain an important access platform, IT organisations will be expected to also enable access via mobile device and to support Software as a Service (SaaS) applications.

The first step is to shift paradigms from “delivering a standardised desktop” to “enabling access from a range of devices and form factors using multiple delivery methods”. The second step is to choose between a best-of-breed or integrated platform strategy for the management platform.

Conclusion: CIOs need to decide if they will invest in the practice of enterprise architecture and if so, how to approach it. Many CIOs choose to invest in enterprise architecture for the wrong reasons: because other organisations are doing it or because a consultant says it is “best practice”. Instead CIOs should consider which enterprise architecture functions would provide specific benefits, given the functions that are already provided in the organisation.

In the last four years the mobile device space has undergone a major transformation as Apple redefined the market, first with the iPhone and then the iPad. In that period Apple created a mobile device business with revenues that exceed the total of all Microsoft’s revenues1!

Microsoft, long the dominant desktop software vendor, has struggled in the mobile device market and has fallen out of favour with the consumer and the enterprise for mobile devices. A recent survey2 of the smartphone installed base in the US shows the iPhone has 34% of the market, Android 51% of the market and Windows mobile 4%.

Conclusion: In the last two years VMware’s desktop vision has undergone a profound transformation from a narrowly focused VDI (a centralised, virtualised desktop) strategy to a broader Dynamic Desktop1 strategy that supports Physical and Virtual desktops and Software as a Server and mobile applications. Despite this change, for the next 18 months VMware will continue to trail Citrix, which has greater desktop experience and had all the elements of a Dynamic Desktop since 2009.

Conclusion: IBM’s launch of its PureSystems line of hardware completes the vendor line-up for Integrated Systems. While this does not dramatically change the market it does further solidify our 2009 prediction that IT infrastructure is transitioning to a new procurement and deployment model. However, due to internal barriers adoption rates are modest and this transition will only happen slowly over the next seven years.

On the next major IT infrastructure refresh, especially storage, IT organisations should review their approach to procuring and delivering infrastructure. This may require challenging the established infrastructure dogma in order to accurately evaluate the benefits of Integrated System.

Conclusion: For organisations that use digital content distributors, telecoms suppliers, and social media, the Convergence Review is an important stage in how policy and regulation will evolve. The review sought to update the regulations in the sector which has changed rapidly. Although the review did not focus on digital players, there were elements in the digital arena that indicate where change may lead.

It is probably inevitable that more regulation will enter the digital content and distribution sector. The need to impose controls will be to facilitate market competition and foster new ventures. It will also be used to protect individuals. That means that running an unregulated market is not possible if the goals of increasing local content, commerce and technology innovation are to be achieved. Organisations may have a special interest perspective depending on their role within the content, communications, technology development and social media sectors.

The topic of Bring Your Own Device (BYOD) has resurfaced this year. While this is an important trend that needs to be examined by IT organisations, be careful to separate the facts from the hype. Here are the four most common myths that I keep hearing.

Conclusion: Creating a lightweight governance framework for mobility is essential in ensuring that mobility applications are developed quickly and effectively, and are aligned to organisational objectives. The ideal mobility governance framework provides an agile environment to enable solutions to be developed using shared architectures, and focuses on "what can be done" rather than "what can't be done.” The key is to ensure that the governance framework remains focused on decision-making, as opposed to restricting mobility “run-away mobility deployments”.

Conclusion: The speed and disruptive effects of consumerisation in the mobile market surprised many organisations that were looking back, not forward. Even mobile providers have not anticipated rates of change and must invest millions to remain competitive.

Over the next three to four years the mobile market will face stark realities in a fully developed and oversupplied market. Providers will have to manage costs, improve service delivery and raise user revenue. That is not an easy set of objectives to achieve. The effect of raising revenues and cost management on users could be disruptive as users seek to maintain price and service levels they have enjoyed for some time. Organisations may have to manage another round of change when it comes.

Conclusion: IBRS has found that many organisations’ mobility needs can be covered by just one or two “generic use case” categories, thus many user demands for mobility can be met with just one or two development approaches.

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