Peter Hall is an IBRS advisor who covers Enterprise Infrastructure and Management, managing vendor and customer relationships and contracts, vendor capabilities and vendor offerings. Peter is also experienced in Start-Up’s and Mergers and Acquisitions. Peter has over 35 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: 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.
- Operations & Service Delivery
04 December 2016
Conclusion: Community Clouds can provide the expected value of using “Cloud”-based services in a shared environment that may be more economical than a closed private Cloud or privately owned and managed IT solutions. But economics may not be the driving factor. Identifying a common “customer” need or client base can be the main driver to getting similar organisations to agree to use shared resources or services.
The effort in getting organisations to recognise the opportunity to work together and to actually implement a community Cloud should not be underestimated. As in arranging car pooling, whilst the benefits may be clear, there is still the challenge of finding the other participants who all want to go to the same place, at the same time, and with agreed cost sharing. A “lead” organisation is necessary to help coordinate the required effort to create a Community Cloud.
02 November 2016
Conclusion: ICT vendors invest in training their Account Managers or Sellers to be “Trusted Advisors”. The training is to improve the seller’s skill to be able to help their clients achieve success both in business and at a professional level. A client organisation’s expectations are that the vendors should at best be “Competent Advisors” in terms of the solutions or products they represent. Few, if any, employees in client organisations are relying on or expecting their success to be based on the strength of a “Trusted Advisor” from a vendor.
Few sellers can ever achieve the highly valued position of being a true “Trusted Advisor”. The way vendors manage and reward their “sellers” generally has nothing to do with the client recognising them as a “Trusted Advisor”.
Sellers from vendors know their primary measures are on their sales results. This is what their management really expects them to be focusing on and achieving.
04 October 2016
Conclusion: The introduction of Software Defined Networking (SDN) offerings touted a number of benefits around simpler and more agile network management and provisioning, lowering capital and operational costs.
03 September 2016
Conclusion: Organisations considering applications migration to a Cloud service provider may lack the experience to understand potential risks or how to select a service provider. This may result in budget overrun or inability to meet business needs.
While planning to engage a service provider, a “Plan B” (to invoke in case of failure) is needed to strengthen the project plan’s foundation and mitigate risks. The process of developing the alternative plan helps define potential risks to consider, and what success or failure will look like. Costing out the alternative plan will also help in assessing the financial benefits and costs.
- Governance & Planning
04 August 2016