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Conclusion: For outsourced IT or business processes, innovation that is measurable and practical must be managed and aligned with your outsourcing provider. The further up the business value chain you engage in offshoring and outsourcing, the more critical this development and integration of innovation becomes. Unfortunately in practice this has proven more difficult. As a result, innovation in outsourcing contracts has been lacking. This lack of success has led to questions around the actual potential for outsourcing to provide innovation. of the actual capability for outsourcing and innovation.

Conclusion: Recent events1 have shown that IT shared services initiatives do not always live up to their promises. When benefits fail to materialise, emotional rather than logical thinking predominates. Naysayers engage in the fallacy of faulty generalisation, asserting that if one IT shared services venture is deemed to have failed, then the very notion of IT shared services is questionable.

Conclusion: Investment in meeting room management systems is becoming increasingly important for organisations looking to modernise and optimise their facilities. It is however a complex investment. The investment will fail if appropriate stakeholders’ perspectives are not included in the process and if an objective analysis of user requirements fails to occur. When executed correctly, the definition of a meeting room can be expanded, ensuring efficient use of assets such as car parks, lockers and technology.

Conclusion: With most organisations now completely dependent on IT systems for their day-to-day operations, and ongoing viability, ensuring the availability and recoverability of these systems is one of the IT organisation’s most important responsibilities. However, like many other forms of insurance, disaster recovery planning is not seen to be urgent by IT or the business, and often fails to meet the requirements of the business.

IT executives need to look for the early warning signs that their disaster recovery plan is compromised, and if found, take action to defuse this ticking time-bomb that could blow up their career.

Conclusion: RFTs (Requests for Tender) increasingly contain NFRs (Non Functional Requirements) describing the desired attributes of the systems solution or services being sought. Attributes sought vary from those directly related to products and services such as scalability and high availability to strategic management capabilities.

NFRs are needed to help differentiate tenderers due to the commoditisation of products and services. Astute tenderers know they have to submit a compelling value proposition complemented by initiatives to convince clients they can deliver what is required. Clients likewise need to define fine achievable NFRS, be discerning assessors of responses, and be able to hold the tenderers accountable.

Successful IT architecture is largely about choosing the optimum systems and technologies that enable organisations to achieve their strategic objectives. The right way to choose between architecture options is through an open, timely, visible process that incorporates key stakeholder input, is based on credible evidence and is measured against alignment with organisational needs and priorities. Poor architecture decision making leads to confusion, waste and delay.

Conclusion: Demand for storage capacity continues to grow at 60%+ per annum, requiring ongoing capital investments in incremental capacity upgrades, or worse, a capital intensive rip and replace upgrade every 3-4 years. Since “cloud” is the current IT buzzword, IT organisations are being asked to look at how the use of cloud storage can reduce cost and transform lumpy capital expenditure into a more uniform “pay as you go” operational cost.

Conclusion: Cisco and RIM will fail to dominate the corporate tablet computer market and will lose out to consumer technology from Apple and Android. Cisco is currently dabbling in this area, and RIM is slowly losing relevance in the enterprise.

There is a clear shift towards consumers using their own smartphones and tablet computers, and CIOs should start planning for how they will enable secure remote access to corporate data from any device, with any operating system. Buying into the dream of corporate issued mobile devices, built for the enterprise market, is buying a white elephant: expensive to maintain, supposedly prestigious, but ultimately useless.

Conclusion: The increasing reliance of software solutions on third party web services creates new kinds of risks that must be considered when designing software systems. The main difference between in-house software components and external web services is the level of control available in the event of unforeseen issues. Consequently it is prudent to invest in improving the level of fault-tolerance and usability of applications. In order to determine where improvements are needed, organisations need to understand the end-to-end web service supply chains that are encoded in their software solutions.

Conclusion: In most organisations the Help Desk is the single point of contact for business and IT professionals regarding desktop support. When management skimps on the number of IT professional needed and their training, users typically wait too long to get through to the Help Desk or become frustrated and abandon the call, with adverse business consequences.

Conversely, when too many Help Desk staff are assigned, boredom quickly ensues. Ensuring the Help Desk has the right number of IT professionals with the right skills is a balancing act for management. Unless management has sound performance metrics to measure service effectiveness, achieving the balance is hard.

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