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Conclusion: The need to see value from an enterprise architecture (EA) framework is essential, if for no other reason than to justify the cost. However, the business benefit of EA is not just the cost. It will also provide reduced risk and improved agility for the business in its use of ICT.
Many organisations struggle with how success or failure of EA should be measured. This paper provides the reader with guidance and advice on what to measure EA against and how that measurement could be presented as a key performance indicator (KPI).
In establishing KPIs for the EA framework your organisation has adopted, both business and ICT will jointly have a better understanding of the value EA brings to the enterprise, and be able to provide governance on the continuous improvement of your EA framework to achieve even better value.
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Conclusion: Many organisations have integrated enterprise architecture (EA) into the business processes, whilst many have not. To some, it is a religious argument as to why the ICT group even needs to have people with ‘architect’ in their name; for others, the EA group is the watchdog of the system, ensuring both new capabilities and changes to existing capabilities will be fit for purpose.
Like most things in business, the cost versus benefit analysis to justify why any activity is a priority is essential before committing effort and resources to it. EA should be no different. Organisations should complete a business case assessment to justify why EA is necessary for their business model, and what form it should take.
In doing so, both business and ICT will jointly have a better understanding of the value EA brings to the enterprise, be able to manage expectations on what EA can deliver and judge its effectiveness.
Conclusion: As a result of COVID-19, has the criticality of web presence for your business changed? Is your organisation now exposed to threats and risks that previously were a lower order concern? Are there advantages to be gained in the realignment of the organisation’s web strategy?
IBRS recommends organisations assess the vision statement for its web presence. Once the vision is clear, review the framework for delivery and sustainment, the processes, and the roles and responsibilities for online web services, as a result of the impact of COVID-19. The purpose of the review is to ensure your organisation leverages the strengths and opportunities of the organisation’s online presence resulting from the impact of COVID-19.
Conclusion: More than one-third of businesses globally claim to have an omnichannel strategy, which is often predicated on the use of digital channels and platforms1. However, in this quest to leverage digital channels, many organisations are rushing to create omni-enablement plans that look good on paper, but in fact, fail in practice.
This paper covers the three measures that organisations can take to successfully evolve their multichannel foundational investment (walking) for sustainable future omnichannel enablement (running).
Conclusion: Organisations that are nearing the end of life for their current voice platforms or have a compelling event to hinge the replacement of their voice service, need to review their use of voice before replacing the technology. IBRS recommends organisations look to leverage voice as an application to operationalise the processes within the organisation, and improve customer satisfaction.
Today the newer technology offerings allow your organisation to get a better return from voice. However, the use of these new technologies will impact business processes and offer greater innovation for your customer interaction. It will not be a simple replacement of boxes.
The key is understanding the power of voice. It is now an application driven by smart software. Businesses need to assess their use of voice to determine the cost benefit of the changes in the technology stack now on offer.
Conclusion: It is no longer viable for telecommunication providers to simply offer Session Initiation Protocol (SIP) trunks for voice connectivity or Multi-Protocol Label Switching (MPLS) links to connect office and data centre locations. Nor does it make good business sense for the telco or for the customer.
The modern architectures of Cloud and Software-as-a-Service (SaaS), mixed with the need to maintain on-premise for critical elements are key components that support most digital strategies. Using older telecommunications architectures with fixed connections and physical infrastructure for routing and switching can be costly, and can stifle agility and therefore productivity.
However, modern telecommunication architectures bring an ability to virtualise connections and network switching. The abstraction of these capabilities allows dynamic management of the services providing substantial agility, as well as potential productivity gains and cost savings to the customer.
COVID-19 has presented a number of challenges for business and the underlying Information and Communication Technology (ICT) in particular. These challenges have presented both as crisis and opportunity but all have been compelling events. To paraphrase Winston Churchill, ‘never let a good crisis go to waste’. In each case, this will only be possible when the lessons learned are properly investigated and documented, allowing evidence-based decisions to ensure organisations improve the way business is done.
The COVID-19 pandemic has resulted in many changes to the way business is done, how employees contribute, and how customers interact. Taking the time to evaluate performance, document the lessons learned, and to improve your business decision processes is invaluable. Applying the technical and business lessons learned from the period of this pandemic will add value for many years to come. It will allow your organisation to reinforce successes, avoid possible errors, and potentially improve its position in the marketplace.
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