Operations & Service Delivery

Conclusion: User-centricity, positive customer experiences (CX) and active customer engagement are the necessary central drivers of any business’ digital transformation.

Customer experience trends and issues need to be addressed methodically using a checklist to produce the necessary reviews of current approaches and plans to transform them into best practices.

Systematic use of the tools contained in contact centres, customer relationship management (CRM) solutions, algorithms in apps and communications-enabled business process will be the only responsible path for enterprises committed to improving their customer experience.

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Conclusion: Although virtualisation is widespread in computing and storage, software-defined everything (SDE) is 3–5 years away from broad adoption by enterprises. Early adopters are major ICT Service Providers and enterprises with specific opportunities.

Enterprise architects need to understand the implications of SDE now as Cloud and managed services projects using software-defined technologies ramp up, or risk becoming irrelevant and wedded to displaced traditional sourcing and delivery concepts.

Failure to appreciate the impacts of software-defined ICT will mean that businesses will be making planning and budget decisions today for ICT futures based only on current practices that are becoming superceded. 

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Pervasive networking is becoming ubiquitous as fixed and mobile communications’ reach, coverage, reliability, latency and speed improve consistently over time. These critical networking characteristics are unlikely to saturate before 2025. The net outcome of all these factors is that telecommunications and enterprise networking will deliver networked applications that create the foundations for transformational corporate agility and productivity.

In this IBRS Master Advisory Presentation (MAP), IBRS outlines the high-level issues, surrounding communications from both business and technology viewpoints. This MAP is designed to guide and stimulate discussions between business and technology groups and point the way for more detailed activity. It also provides links to further reading to support these follow-up activities.

The MAP is provided as a set of presentation slides, and as a script and executive briefing document.

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Conclusion: CIOs and the IT management team continually wrestle with prioritising and coordinating planned and unplanned IT operational changes for both new and existing systems. The problem is compounded when senior managers use informal influence with IT staff to change the priorities, thereby jumping the queue and bypassing formal processes. Not only does this create disharmony, it can also cause system failures.

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Conclusion: failure to maintain a competent ERP support group1 can have an adverse impact on an organisation’s business operations. When the group lacks the resources to keep the software current or to resolve data errors in rejected transactions, clients become disillusioned with the ERP and either work around its requirements or develop alternate systems solutions, e. g. using spreadsheets or departmental computing.

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Conclusion: IT organisations adopting IT-as-a-Service practices are often challenged by limited resources to meet service demands, especially in the IT Operations space. IT operations groups should develop supply/demand models that link to business priorities and ensure funds allocation. These models will enable IT organisations to meet client necessities, clear workload backlogs, and set the foundation for effective resource management methods.

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Conclusion: Running IT-as-a-Service requires offering broad IT services tied to external-value that goes beyond meeting or exceeding SLA targets. This is because the majority of existing SLAs are IT centric and vaguely relate to business value. Much of this issue is related to IT Groups’ lack of business analysis skills and IT ad hoc methods to comprehend business strategic requirements. As a result, business lines perceive IT as a support function instead of being a strategic business partner.

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