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Conclusion: As the nature of work is becoming less routine and linear, the most effective collaboration solutions are supporting the ways that teams and individuals want to work.

At the same time, customer service techniques are changing to appeal to individuals in the ways that they like to be treated.

Developments in business work flow and customer service are emerging in four broad generations of deployment:

  • Business process, work flow and customer service have morphed from document and transaction-centricity to
  • augmentation by social networking and mobility applications, followed by
  • increasing support from a conversational (Chat) model aided by interactive robotic speech, and
  • in future, even more personalised and intimate experiences delivered by Artificial Intelligence (AI) and Virtual Digital Assistants (VDA).

Conclusion: Organisations must proactively manage exactly which data is kept, secured, and backed up, as well as which data must be archived or permanently deleted. Data hoarding adds considerably to storage costs as well as potentially exposing organisations to risks especially if the data is inappropriate, unencrypted, or could put an organisation’s brand at risk.

Organisations need to have clear policies on exactly what sort of data is to be kept, especially when there are legal, regulatory or other specific reasons for keeping the data. Additionally, organisations need to be clear on what should not be kept.

Organisations cannot leave the management of this issue at simply expecting compliance to a policy. Business stakeholders must be closely involved in defining the business imperative for tracking data relevance and the value of data. Data specialists equipped with the appropriate tools will be required to specifically find data and manage it based on defined policies.

Conclusion: Communications vendors’ product shipping reports show that a disappointingly large number of Australian enterprises continue to re-invest in obsolete telephony solutions. In most organisations, this approach is a major waste of business opportunity and a misdirection of communications responsibilities given that popular and effective alternative unified communications and collaboration (UCC) solutions are so readily available.

UCC has become known as simply ‘collaboration’ and telephony needs to be seen as a supported part of the collaboration environment rather than as a first choice communications technology.

Do not re-invest in obsolete telephony solutions. Strong collaboration solutions abound.

Conclusion: Application developers and IT Managers have become enthusiastic adopters of Cloud due to the apparent large cost savings and short development time compared to using internal infrastructure when prototyping projects. However, they are often unaware of the cost impact of their choice of Cloud resources on the operational delivery of their ICT workloads.

Each Cloud service provider has its own sweet spot for particular ICT deployments, so users must be able to work out the best Cloud vendor and solution mix.

Best practice includes using the rapidly improving range of vendor-provided calculators, tutorials and tools as well as third party analysis resources, dashboards, price comparators and billing reconciliation services.

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.

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. 

Conclusion: Open Data initiatives have been supported by all levels of enterprises, especially government, for a number of years. To date the success stories have not matched the hype.

In many cases local IT departments have been left out of Open Data initiatives.

Conclusion: Progressing digital transformation strategies requires a much more holistic view of service delivery and extends beyond existing business process review and business systems improvement. Designing services that support digital transformation objectives need to look at the end to end service including customer experience. Traditional business analysis activities that captured the requirements of the business process owner and are used to implement business systems will not be adequate.

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.

Conclusion: Based on usage patterns and personalisation MCPs (Smartphones and Tablets) offer an opportunity to build a more intimate relationship with customers. While there is great opportunity there are some technology and cultural challenges that need to be addressed.

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