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Conclusion: Outsourcing IT can involve significant ongoing expenditure for buying organisations. A systematic approach to this activity with the right level of senior management involvement is the best way to achieve your outsourcing goals.

Conclusion: IBRS believes the global financial crisis has heralded a new era in IT. Cost sensitivity will remain a key theme; cautious behaviour will predominate and the margin for error allowed by senior management in key areas such as IT project and service delivery will drop to unprecedented lows. To assist the CIO and others responsible for managing IT, IBRS has identified a series of maxims to serve as a source of reference to IT executives navigating through economic uncertainty.

Conclusion:Rather than developing their own systems, many Australasian organisations are adopting commercial off-the-shelf software (COTS) to implement or enhance their business applications. So strong are the perceived COTS benefits that US government agencies (including Defence agencies), in line with the Clinger-Cohen Act of 1996, are now mandating COTS to take advantage of the significant procurement, implementation, and maintenance cost savings they offer.

While a COTS approach can bring many benefits, it can also bring many problems. Organisations considering using COTS as a way of improving their IT support of business operations must consider carefully the costs, benefits and risks.

Conclusion: Dropbox’s announcement of a new interface may seem trivial, but its repositioning of ‘folders’ heralds the next disruptive phase of information management. By changing folders from being an approach for hierarchical organisation of information to being a ‘digital workspace’ for collaboration, Dropbox is leading the charge to drop the ‘paper metaphor’ in favour of collaboration. The impact on traditional information management lifecycles and information management will be both significant and challenging.

Conclusion: Reimagining the ERP strategy will require IT and business collaboration to ensure requirements are clear. Retaining the 5–10 year old ERP system1 may serve back office functions but this may impede innovation. ERP customisation is being replaced by vendors who deliver regular updates to their SaaS ERP model. This provides innovation which could reduce the need for complex business cases.

ERP vendors have signalled sunset on support for older ERP systems to challenge organisations to embrace modernisation in the next five years2. This seems far away but experience suggests laggards could see skills shortages and higher costs as the deadline approaches.

ROI measures successful ERP migrations but SaaS models will challenge this. Organisations will need to hold regular conversations to understand these competing parameters. Business leaders will question business requirements; however, innovation should not be ignored during the development of the new ERP strategy.

Conclusion: Agile approaches are being applied to a wide range of projects and activities within organisations including infrastructure upgrade projects of known tools and devices and across existing customer bases. Focusing on the technology elements and progressing quickly to build and test can uncover blind spots due to a high degree of familiarity and assumptions. Areas such as stakeholder engagement, vendor management, integration and the need for discovery and design can be glossed over as it is assumed that most of the details are known. The result is a discovery and gaps are discovered at the end of the test phase, just prior to release or even after release to production.

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.

Conclusion: The aim of IBRS’s CRM modernisation series of advisory papers is to help organisations create a contemporary CRM strategy, not to advocate for specific solutions. Many organisations are considering two powerful players in the CRM space as part of their modernisation efforts: Salesforce and Microsoft. These two vendors are the most encountered local players when talking about CRM systems at the high end of the market.

We have selected these two vendors to illustrate the nuances in the pricing structure for licensing and total costs of services.

Comparing the two vendors’ solutions is complicated by the fact that each packages different aspects of the modern CRM in different modules, and prices them in different ways. This paper strives to provide clarity for organisations attempting to evaluate the two solutions. More importantly, it is an example of how the ‘devil is in the detail’ when it comes to total cost of service of SaaS-based solutions.

This document provides a template of specifications and requirements for a modern CRM, categorised by several key areas

Conclusion: With Software-as-a-Service (SaaS) deployments the fastest growing and most deployed Cloud service globally, particular attention should be given to evaluation and selection approaches that align to the solution being selected. When evaluating SaaS solutions, greater confidence in the applicability and value of a solution can be gained via a rapid demonstration and trial-based evaluation versus the same level of time and cost committed to a full request for proposal (RFP) process.

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