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Conclusion: Cloud infrastructure and platforms have started to alter the landscape of data storage and data processing. Software as a Service (SaaS) Customer Relationship Management (CRM) functionality such as Salesforce.com is considered best of breed, and even traditional vendors such as SAP are transitioning customers to SaaS solutions. The recent disclosure of global Cloud data mining by the US National Security Agency (NSA) has further fuelled concerns about industrial espionage in Europe and has significantly raised citizen awareness with respect to privacy and data custodianship. Any realistic attempt to address these concerns requires radical changes in data architectures and legislation.

Conclusion: While on-premises is still the dominant IT delivery model, Cloud is increasingly viewed as a robust complement or alternative. When evaluating new IT system and services ensure IT staff evaluate the use of Cloud as an alternative delivery model. The evaluation should include non-cost benefits, such as time-to-solution, rapid scale-up and scale-down, pay-as-you-go, as well as traditional metrics such as Total Cost of Ownership (TCO) and risk.

Rather than ask “Should we move to the cloud”, IT executives should ask “Why, What and When”, and then use these three questions to create a guidelines for comparing Cloud as an alternative delivery model to on-premises.

Conclusion: Organisations, large and small, have invested time and money over the past 5-10 years in improving ICT project success. Skilled project managers, governance groups, increased executive awareness and improved processes have all combined to improve the probability of a successful project. However, recognising when to cut the losses of a failing project is still a problem for many organisations. Either they never terminate a failing project or they delay in making the decision to terminate it. Either way the consequences can be devastating.

Conclusion: Search was always the most important utility online. Now it is moving into a new phase with higher functionality and relevance. In the next phase search will unite facts with opinions and personal needs. The umbrella term for this evolution is semantic search. When this search functionality is inside the devices consumers use it may be highly influential.

Organisations will confront search in two ways. Firstly, through the lock-in that users may demonstrate for the devices with the search function they prefer, and secondly, through a better context in which information is presented and through saliency.

Conclusion: The Mobile Document Library is one of the three most common generalised use cases. It provides an enterprise answer to the growing ‘drop box’ problem where users are utilising unmanaged public cloud services to gain mobile access to corporate documentation. While unchecked distribution of enterprise documents should be addressed, any solution put forward by IT must have a user experience that is at least as good as cloud-based, consumer-oriented solutions. In addition, the cost savings of automating mobile document distribution can often pay for a fleet of mobile devices: and therefore mobile document libraries can be used to introduce the foundations for a larger mobility initiative.

Conclusion: IT Managers and CIOs who are responsible for external-facing websites are faced by the difficult proposition of determining the optimal set of browsers and browser versions to support. Supporting too many browser platforms wastes money; supporting too few risks alienating users.

Conclusion: Based on recent survey data and interviews conducted by IBRS, the position of Windows 8 in Australian enterprises is likely to be limited to specific use-cases and tablets / hybrid devices, or those with security policies that mandate N-2 versions of the desktop OS. As predicted, Windows 7 will dominate the enterprise and it is our prediction that Windows 7 is set to be the next Windows XP.

Conclusion: The business case for the use, acceptance and adoption of mobile financial transactions is that the provision of the technology will create its own demand. Some persuasion and marketing is required but essentially the convenience and innovation of the mobile handset is a powerful catalyst. Eventually technological force will transform the way society transacts. The main players expect to eliminate all loose change in every purse and pocket.

Such confidence is not entirely misplaced. The industry is using many channels to convince the public of the efficacy of the technology. However the basis of the business case may not be as secure as believed by its adherents and that may be a costly oversight.

Conclusion: It is tempting for the Executive when the IT Department’s processes are failing or systems are not being implemented on time to direct the CIO to engage an external provider. Whilst the need to act might be urgent CIOs must avoid making hasty decisions which could lead to the types of mistakes, set out below, occurring.

Conclusion: Wartime is fast approaching. Some would argue it is already happening around us, and CIOs will be in the firing line. Radically different business models, historically poor relationships with business areas and the confluence of transformational technologies mean that many CIOs will not be able to just incrementally improve operations to stay relevant but lead significant change or face being a casualty of war.

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