Future Workplace

Conclusion: Web 2.0 technologies promise to deliver greater productivity and seamlessly collaborated, workers. While the tools can be applied to a range of functions, and may probably assist in evolving hybrid business processes, the proclaimed big productivity gains are speculative.

Once the work re-processes and investments are factored in, the implementation of many Web 2.0 technologies may pose a substantial cost to an organisation. Therefore any potential productivity boost is likely to be diminished.

Even so, examining the range of technologies, picking the best and most suitable of the Web 2.0 options may be a wise choice for organisations as they evolve work practices for the future.

Conclusion: A common concern of many senior IT managers is their uncertainty regarding the capabilities of their people and the effectiveness of their service delivery processes. This uncertainty usually manifests itself when developing forward work plans, e.g. after the Budget or Planning cycle when the gap between capabilities needed and available becomes evident.

To reduce the uncertainty when doing work plans, one option is to self-assess existing competencies and practices using a framework, suggested below, and identify the capability gap.

Conclusion: Microsoft’s launch of Silverlight is premature. Yet even in its infancy and lack of integration with Microsoft’s product sets, Silverlight is an impressive technology.

Development teams with .Net skills that are looking to port existing rich client applications to thin clients, or deploy mobile front-ends to existing applications, should begin experimenting with Silverlight with an eye to deployment in mid 2008, once Microsoft has delivered standard UI components for Silverlight.

Web 2.0 has emerged as one of the top buzz words of the last 12 month. But, is it hype, a passing fad or an important emerging trend that IT executives must know more about? Like the major IT paradigm changes before it, Web 2.0 is a little bit of each!

The difficulty with the Web 2.0 is a lack of a clear definition and so it can suffer from being “all things to all people”. According to the Wikipedia, “Web 2.0 is a term often applied to a perceived ongoing transition of the World Wide Web from a collection of websites to a full-fledged computing platform serving web applications to end users.”

Conclusion: Web 2.0 ideas and technologies are still evolving rapidly, but it is possible to identify likely dimensions along which further innovation can be expected. The most mature aspect of Web 2.0 arguably consists of simple/elegant web based community tools. Investing in this area is worthwhile, but the effort should best be channelled into the one or two most relevant platforms.

Conclusion: As many mid to large organisations are re-evaluating their online presence, designed pre-2001, web content management (WCM) has emerged as a growing concern. To address the concern, IT managers must evaluate three critical non-technical issues before looking at WCM solutions or risk substantial overspend on solutions that may hinder organisational online efficiency and agility.

Conclusion: With recent vendor movements in the Web Content Management (WCM) space and related Enterprise Information Management (EIM) space, there is a great deal of focus on how organisations organise and distribute content online.

Much of the hype surrounding vendor announcements and lucrative tenders for web development obscure a far more important trend: the movement of content from being a product in itself to being seen as the result of a series of organisational processes. This is similar to (although not as far-ranging) as Business Process Modelling (BPM) and many of the approaches used in BPM can be applied to process-oriented web content planning.

Conclusion: Networking has been a vital element of the Internet, and in organisations it has been formalised on the Web through sites such as Ryze or MySpace. Much of it involves business and technology professionals, and even people with specific political interests. Networks support and stimulate each member, and if harnessed with an agenda, even one as normal as bulk-buying discounts, they can exercise considerable influence.

Networking cannot fulfil all the communications and commercial demands of an organisation; however organisations could be using online networking to their advantage if it fits in with their communication aims.

Networking can be utilised by organisations in two ways:

  1. To generate new contacts or leads

  2. To gain a better understanding of a group or target market.

Initiatives in this area should be tested where possible on sites and through online networks. Adding networking as part of their Web communications can offer organisations a valuable means of working with customers and users and is a means of learning what users and consumers think.

IM represents a new tool for business communication and collaboration – additional to the traditional forms of communication, particularly e-mail and voice. Paradoxically, IM is the personal communication of the impersonal digital world, and as such it requires its own unique set of corporate IM guidelines.

The US Defence Force is setting the pace for the universal adoption of IPv6 as the new IP has been mandated for its "security grid" counter terrorism initiative set for 2008. Essentially, IPv6 and its predecessor IPv4 define the way information is transmitted on and devices connect to the Internet.

Conclusion

Virtual desktop infrastructure (VDI) is suitable for addressing a range of business challenges. As VDI has evolved over the past decade, understanding of use-cases for where is best applied has also matured. In this paper, we explore the use-cases where VDI has been most successful.

Conclusion

Traditionally, vendor lock-in was associated with deliberate vendor-driven outcomes, where software and hardware forced the client to align their business processes to those offered by a specific software or ICT platform. Vendor lock-in often limited the flexibility of organisations to meet business needs as well as increasing costs. As a result, information and communication technology (ICT) was often seen as a limiting factor for business success when agility was needed. Historically, vendor lock-in was therefore seen as a negative. Poor timing, bad decisions and clumsy procurement practices may still see organisations fall into unwanted vendor lock-in situations. But is vendor lock-in always a negative?