Category IT Strategies in the Age of Consumerisation Archives - Page 2 of 2 - Differentis

The XP trap, there is a better way

By Ronald Mackintosh

Date 22 April 2011 Tags

XP the faithful servant

XP has been a faithful servant of the corporate world. Most corporations have built a locked down image of XP to run on their desktops, and this is still widely regarded as the best way to manage a large estate without explosive support and testing costs. This has come at the price of speed and flexibility for the business and of varying suitability and usability for users, but this is a trade-off that the CIO (and his colleagues) have been prepared to make.

Now that XP is two generations old, MS can stop selling “downgrades” to XP, and there is a hard stop in 2014 when support will cease. No matter how well Windows7 may compare to XP, upgrading is a huge commitment of time and money with payback largely reliant on the development of new applications that it enables. So, many Corporates are caught in a trap, facing a forced global desktop upgrade to Windows7, which could require substantial investment in new more powerful hardware, but does little to reduce the support costs or show any upside to the business. But there is a better way…

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Consumerisation of technology: Curse or Cure? (3/3)

By Mark Helme

Date 19 March 2011 Tags

In Part 2 we provided some rules of thumb to show how organisations can harness the enthusiasm of users to create new and valuable applications of its technologies, and in Part 1 we discussed how organisations can create value from the consumerisation of traditional IT.

In this part we are going to look at some of the management disciples needed to deal with the consumerisation of IT.

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Consumerisation of technology: Curse or Cure? (2/3)

By Mark Helme

Date 19 February 2011 Tags

In Part 1 we examined the emerging evidence that, handled carefully, a considered response to the consumerisation of technology can alleviate many ills that bedevil traditional IT.

We discussed how organisations can create value from the consumerisation of traditional IT and in this note we are going to look at some specific implementation actions that can be taken.

Next time we’ll look at issues for management, as we believe that a different management approach will be required, and a new set of implementation lessons will need to be learnt, if the response to this phenomenon is to be productive

The main issue is not the technology itself, but that users’ experience of technology outside the workplace has transformed over the last decade. This gives rise to inevitable tensions that cannot be ignored. We provide some rules of thumb below which may be helpful.

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Consumerisation of technology: Curse or Cure? (1/3)

By Mark Helme

Date 15 January 2011 Tags

Consumer technology is cheap, available, personalised, and highly useable. It can corrode the boundaries of an organisation’s IT, create chaos through loss of control and compromise security.

Can it also be the magic ingredient that unlocks latent value, cuts costs and supports a more agile way of working? There is emerging evidence that handled carefully consumer technology can be a cure to many of the ills that bedevil traditional IT…

The contrast between users’ experience of IT at home and work has never been greater. At home the experience is of cheap individualism, autonomy, usability and aesthetics – at work it is of expensive corporate systems that are mandated, hard to use and certainly not pleasurable to use. This might once have been shrugged off with simple appeals to security, the need for consistent process and the cost of incorporating consumer variety into corporate systems. However as individuals in the business use consumer technologies as adjuncts to their corporate systems or even substitutes, then the answer is not just to reinforce the barriers, but to see if there is a way of co-opting these technologies.

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Consumer technology: Mobility

By Mark Helme

Date 19 December 2010 Tags ,

We’ve been talking for a few months about how to manage the consumerisation of IT, and what that means for the IS organisation (balancing choice and the need for security for example).

It does seem to us that there is one well established consumer technology still underutilised by corporations, both internally and in the way they deal with their customers: mobility.

Although creating the 3G network came with a $100bn tax bill (yet to be recouped) mobile continues to advance apace. Smart phones have larger screens, better web browsing capabilities, and longer battery life; faster network speeds and ‘all you can eat’ data packages mean that mobile usage encompasses more than just voice and text services.  However, the way forward is not obvious. Just putting a brochure on-line didn’t exploit the capabilities of the internet (think of Amazon’s feedback, reviewers, and recommendations); just putting on-line services onto a mobile device isn’t exploiting the peculiarities of mobile either. It needs rethinking to make a big difference.

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