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Peter Hall

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Peter Hall is an IBRS advisor who covers enterprise infrastructure, management, managing vendor and customer relationships, vendor capabilities and vendor offerings. Peter is also experienced in Start-Up’s and Mergers and Acquisitions. Peter has over 37 years of experience working in the IT sector in ANZ and Asia Pacific, gaining invaluable insights into vendor offerings and strategies, relationship management, and channel strategies. Peter’s an experienced executive having worked for Hewlett-Packard, Blade Network Technologies (acquired by IBM in 2010), IBM and Lenovo. Peter is also an accredited Tony Buzan Licensed Instructor in Mind Mapping.

Conclusion: Email is one of the most pervasive IT applications spread throughout organisations of all sizes. It is hard to imagine any employee in any organisation not having an email account. It is critical that all organisations have a formal Email Policy that clearly spells out what every employee’s responsibilities are in terms of usage of their email accounts, as well as what is not allowed or inappropriate usage. Additionally, the use of social platforms (for example, LinkedIn, Facebook and Instagram) has given rise to the need for organisations to also have policies that incorporate acceptable and unacceptable usage of social platforms, especially in terms of representing the organisation.

It is also important to establish guidelines for the expected etiquette and best practices around email and social platform usage; for example, when not to use email when another form of communication would be more effective, such as a phone call or conducting a meeting.

It should not be assumed that all employees know what is expected of them in terms of usage of these platforms, or how best to manage the information they handle every day.


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Conclusion: The three largest service providers in Australia for mobile phone services, Telstra, Optus and Vodafone, have all committed to providing 5G networks. 2019 has seen the introduction of 5G networks and devices; however, the coverage is still limited. Initial coverage by the service providers will focus on areas with the highest population density, providing coverage to a greater number of potential users. In 2019, it is estimated that coverage should be available to about 4 million potential subscribers.

The jump in speed and reduction in network latency will open up opportunities for new services and customer experiences that would not be practical using existing 3G or 4G networks. There is a large potential economic upside and organisations should be planning for future use cases.


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Conclusion: Relationships at work between managers and employees are important and can influence the success and effectiveness of individual teams or whole organisations. Both managers and employees need to understand the bias that can occur between a view a manager may take about an employee they have invested in and ‘hired’ or selected, versus an employee that is thrust upon them or that they inherit from another manager; for example, employees that join an organisation as the result of an acquisition.

When managers are ‘invested’ in the selection of employees, a relationship exists that reflects on the managers’ judgement and decision-making skills, having believed that they have made good hiring decisions. No such relationship exists when the managers have no involvement in the selection of the employees but are assigned to managing the employees.

The more that managers understand this, the better they can focus on avoiding viewing employees differently. The more that employees understand this, the better they can recognise potential issues, and work to improve their career prospects by ensuring they work for a manager that has ‘chosen’ them, or at least learnt to understand their abilities and contributions.


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Conclusion: Recently, several architectural models and tools have become available to enable the microsegmentation of networks, which helps improve overall security within organisations and can help limit the scope of any potential breach within an organisation. This can be achieved by aligning microsegmentation of networks with the organisation’s mission-critical systems profile.

Organisations should ensure microsegmentation is included in their security strategy. However, there are several different architectural approaches and organisations should explore these and select the approach that most suits their current or planned enterprise architecture and assess the benefits each approach may offer.


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Conclusion: The ubiquitous availability of smartphone and wearable technology has opened up opportunities for a wide range of new applications that take advantage of knowing the location and proximity of these devices.

One of the newer underlying technologies that enable these new apps are low-cost small beacons that provide regular transmissions, usually to Bluetooth-enabled devices. When working on digital transformation projects or opportunities to innovate, these technologies should be included in the developer’s tool bag.


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Conclusion: Globally, organisations are dealing with the challenges of “digital transformations” and the need to “innovate”. Chief information officers (CIOs) need to support their organisations in these initiatives, but the ownership in defining what is required rests with the business managers, and the key executives such as the chief marketing officers, chief supply chain officers, chief human resources officers and chief executive officers. If the organisation has one, chief technology officers would be a contributor in terms of how technology can be included in innovation initiatives.

CIOs need to be valued as trusted advisors to the business leaders in terms of what technology solutions will support their businesses’ initiatives.


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Conclusion: The blending of different corporate cultures can be a huge risk factor that can significantly impact the success or failure of an acquisition. Maintaining multiple corporate cultures is extremely difficult to do, and the chances of failure are high. Cultures usually have upsides and downsides. When trying to keep cultures separate, employees tend to only see the “upsides” of what their peers have, and downside issues undermine employee morale due to feelings that they are not being treated fairly or equally.

It is IBRS’s view that ultimately efforts to have two conflicting corporate cultures coexist after an acquisition are likely to fail over time. The most dominant culture will ultimately be the culture of the organisation and employees who did not sign up for that culture will look for exit opportunities.


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Conclusion: Organisations develop unique cultures. It may be a deliberate and conscious effort of the executive team to define and put in place a culture which will influence the way the organisation works, its priorities and its attitudes. Or it may just be something that has evolved over time as an organisation has grown, added more employees, expanded its business, or entered new markets or geographies.

Acquisitions often occur based on external opportunities, such as growing market share, improving product offerings or gaining a competitive advantage. But it can be the internal issues of how similar or dissimilar the two corporate cultures are that can really impact the potential success of the acquisition.

If the corporate cultures are very different, care needs to be taken to understand this, and develop specific action and change management plans to support the merging of the cultures. This is significant as the impact of a culture change may hurt the acquired organisation which could reduce the capability of the acquired organisation, and perhaps the morale of the employees, resulting in high employee turnover.


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Conclusion: Given the frequency of acquisitions within the information technology (IT) sector, it is prudent that clients of the organisations involved spend time to consider the possible outcomes or consequences of the acquisition, and in particular if the outcomes are likely to be good or bad news for them.

Acquisitions are likely to always involve changes in staff. The staff most at risk of being made redundant are usually in non-client-touching administration roles, such as finance, supply or HR. What clients do need to think about are possible changes to key technical or product development teams, as well as key staff that they deal with on a regular basis.

The other area where impacts may be felt is in the future direction of ongoing product development, with outcomes that can again be positive or negative for clients.


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Related Articles:

"Acquisitions Part 1: Determining the goals" IBRS, 2018-12-03 09:49:50

"Mergers, Acquisitions and Divestitures: What does it mean to your business?" IBRS, 2017-01-01 10:35:33

"Running IT-as-a-Service Part 28: IT-as-a-Service Procurement Maturity Model" IBRS, 2017-03-04 16:52:54

"Running IT-as-a-Service Part 46: Mergers and acquisitions impact on service contracts" IBRS, 2018-09-04 13:46:42

Conclusion: Acquisitions are a frequent occurrence amongst information and communication technology (ICT) vendors and solution providers. The outcomes of an acquisition or merger will impact clients as well as the employees of the organisations.

Clients and employees should invest in thinking about the announced acquisitions, what the stated goals are for the acquisition, and what exactly might be the reasons and likely outcomes of the acquisition. Whilst clients and employees are unlikely to be able to influence an acquisition being completed, it may be in their interest to take steps to help secure their own position, to either capitalise on the opportunities or reduce the risk of any possible negative outcomes.


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Related Articles:

"Running IT-as-a-Service Part 28: IT-as-a-Service Procurement Maturity Model" IBRS, 2017-03-04 16:52:54

"Running IT-as-a-Service Part 46: Mergers and acquisitions impact on service contracts" IBRS, 2018-09-04 13:46:42

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