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Conclusion: Most attention has been focused on Chrome OS's technical qualities and possibly disruptive effects on the operating system status quo while the commercial objectives of the operating system are veiled. Chrome OS is another potential channel by which Google can harness network effects to develop revenue.

Observing how revenue will grow from Chrome OS will indicate its real market and technological potential. Although it seems far away now, in the next 18-24 months IT departments in organisations will probably have to deal with the swelling influence of Chrome OS from its early adopters.

In the current climate of cost reduction, implementation of a managed print service can reduce costs while providing efficiencies and business benefits to both printer vendors and to their clients. Cost savings and a reduction in the environmental impact of printing can be realised by user organisations while printer vendors can profit through changing their business model from strictly hardware and consumables supply to one that is more service orientated.

Conclusion: This year's Tech·Ed comes at a time when Microsoft is attempting to recapture attention with products such as Windows 7, HyperV, Office 2010, Visual Studio 10 and Silverlight 3. IBRS has analysed Tech·Ed attendee patterns to identify key issues and areas of interest for developers and enterprise architects for the coming year. Topping the list is a range of desktop deployment issues. However, this analysis also shows that some technical skills that have been assumed to exist within IT departments are in fact under-developed. These skill gaps must be addressed prior to new desktop or unified communications deployments.

Conclusion: Google's Wave has caused both thrill and uproar over its innovation and potentially disruptive effects to the status quo of office productivity. Currently Wave is an indication of what might be possible, once all the programming and security issues and assorted bugs are either organised better or eliminated.

In any case, enterprises and large organisations are not likely to be early adopters of Wave because of their current collaboration platforms and legacy systems. The SME sector, and that comprises thousands of smart businesses in the information industries, are likely to adopt Wave. The underlying reason is due to their use of Google products, chiefly the Apps and search applications.

Conclusion: Clients need suppliers who will keep their promises and deliver quality products and services at the agreed price. Suppliers, for their part, need a long-term and profitable business relationship with their clients. To succeed, both must strike the best possible deal and sustain the relationship so their needs are met.

Conclusion:SharePoint’s rapid installation across organisations (and especially within the public sector) is leading to fragmented deployment, which is then causing difficulties when attempting to merge or share content and applications. Organisations that are part of a federation, such as Local and State Councils – can alleviate future integration bottlenecks, reduce investments in application development, increase the rate of eServices delivery and help ensure that stakeholders can share information, by adopting the governance practices from the open source community.

Conclusion: Like a toy that comes with a ready meal, Google Apps is seen by universities as suitable for student users. By its cost per student and terms of service, Google Apps exemplifies how the principle of good enough (POGE), has been accepted to service student needs.

With ever-present financial pressures institutions will consider Google Apps, and for its trading cost it is a viable alternative, which will develop and in all likelihood offer more features in the future.

Conclusion: Microsoft licensing costs for SharePoint range from free to well over A$100,000. Minimising installation costs requires organisations carefully analyse user requirements, business needs and then narrowly define what SharePoint features are actually needed, then work through Microsoft's licensing model, taking into account existing enterprise licensing arrangements. Savings of over A$30,000 on SharePoint deployments are possible through careful selection of licensing options.

Conclusion: Google is working in a dynamic market exploring and challenging current approaches. While that evolving plan may confuse some observers, it may succeed, though perhaps not exactly in the way originally set out.

To help understand what Google is doing in the enterprise market, IBRS interviewed the founder and driving force of Google Apps.

Conclusion: Any potential user of Google Apps should understand how Google operates and distributes software products and services. Google’s economies of scale may offer a compelling basis to utilise its software.

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