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Conclusion: As Windows 7 celebrates its first birthday many organisations are contemplating a desktop upgrade. Most desktops were designed more than seven years ago and there are many new technologies and approaches that need to be considered.

For most staff the desktop is a personal experience, making the upgrade a high-profile project. Treating this as just a technical refresh risks creating a technically successful solution that is considered an expensive failure by the business, or of marginal value. To avoid a career-limiting move, approach the desktop upgrade as a business project that has strong links to key business drivers, and structure the implementation to ensure it quickly delivers tangible business benefits.

Conclusion: IBRS will be delivering research series covering the ramifications of new mobility and "consumerisation" of technology. In this first note, we provide an overview of current trends and make predictions on the shape of things to come.

While the introduction of the iPhone represented a milestone in consumer devices impacting IT decision-making within organisations, many strategic planners have been struggling to predict where trends in consumer technology will take us. Recent market shifts in Europe, the USA and even in Australia now provide a clear path as to how, where and why consumer devices will drive change in organisational IT. The ramifications for how enterprise solutions are developed and deployed are profound and should be top of mind for any CIO… and the COO, CFO and CEO.

Conclusion: Engagement by Australian organisations with Indian based service providers (IBSP) has accelerated in recent years. Indian providers have invested significantly to increase the breadth and depth of engagement with their Australian clients.

Software, and or, middleware solutions to enable collaboration and other activities via the cloud are growing. Fortunately for organisations, the features, benefits and costs of the solutions offered by vendors provide plenty of choice. As this area of cloud applications and tools is growing rapidly, organisations should take a longer view, up to three years for a total cost of ownership evaluation, and assess the requirements for file sharing solutions. Social networking connection tools can be chosen without too much cost or risk attached.

A fascinating advantage of the public cloud is the extremely high availability of the data (at least in theory!). From any device, from any Internet connection, I can surf to a site, provide my credentials, and access data. We are so used to webmail that we can be nonchalant
about this, but it is quite extraordinary. The trouble is, if the data is highly accessible to you when you are on any device on any Internet connection, then it is accessible to other people from any device on any Internet connection.

A spate of poor Service Oriented Architecture (SOA) initiatives has left some thinking that SOA is yesterday’s silver bullet. However, an effective SOA remains an essential foundation for the evolution of enterprise systems. Any organisations disillusioned by the promise of SOA should revisit its experiences to understand why business value was not successfully realised. With the right insight into the critical conditions for SOA success, those organisations can realign, and if necessary reactivate, SOA efforts as an integral part of their IT strategy.

One of cloud computing’s apparently key advantages is reduced operational costs. On deeper investigation, however, the purported savings are achieved by removing obvious waste, which represent the bulk of the headlined ‘savings of 50%’ that cloud computing allegedly offers.

Creating a single source of truth is impossible in the modern enterprise. Today’s complex environment of custom, COTS and cloud solutions mean that redundant and inconsistent information will persist for a long time. Instead drive consistency and currency of data across systems using Master Data Management (MDM). Addressing underlying data quality issues will remain a harder task.

Conclusion:Value chain analysis is one of the fastest ways to understand the essence of a business or an organisation, provided appropriate techniques are used in the analysis. The only concepts needed for recording value chains are roles, systems, artefacts, the links between these concepts, and a distinction between artefacts that are exchanged with other organisations and artefacts that are only relevant within the organisation. One of the biggest pitfalls in value chain analysis is to lose track of the big picture, and to get lost in the details - which can easily be avoided by following a small set of best practices to avoid work that does not add value.

Conclusion:An often reported issue with our clients is that they find the process of benchmarking costly and time consuming, while rarely does it provide them with worthwhile information. After discussions with those involved we have found that this dissatisfaction is often due to a small number of issues which could have been resolved prior to undertaking the benchmarking process.

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