
Authoritative.
Strategic.

It's been more than three years since HP acquired IT services provider EDS, and the long-term direction of its bigger - if not better - outsourcing business is no more clear than it was on the day the deal closed.
You’ve gotta feel for the CIO who has to write a business case to convince his or her board to spend money on new technologies with names like Yammer, Mr Tweet, Pluck, Chatter or Jive. After all, whimsy is only so cool to the chequesigners in multi-billion dollar corporations who quickly follow their tacit approval of anything leading edge with that old-school refrain of “show me the money”. Look past the funky names of today’s social networking tools, however, and chances are there will be enough nifty features to justify the investment.
One small step for man, a giant leap for robot-kind.
If supply chain experts can spend so much time and effort improving efficiency and still have more work to do, how are smaller companies meant to get their supply chains right? It’s not as if they have been standing still: CIOs at FMCG organisations and other companies of all sizes have long focused on using high-end supply chain management solutions to trim fat from their company supply chains. Many embarked upon massive enterprise resource planning (ERP) implementations a decade ago as they stared down the end-of-life of existing systems and the spectre of the Y2K bug. Yet while their intentions were good, the same can’t be said for the methods of resolution.
It all started, as these things sometimes do, with a chicken.
The path to shared services is rarely smooth sailing.
The role of shared services can often be broken into two layers. The first is the infrastructure layer — the data centres, networks and desktop infrastructure, and some of the more basic generic services. The second is the complex applications that run across the first layer — services such as human resources, payroll, and some financial activities such as fleet management. Different governments have taken different approaches.
The deployment of shared services has something of a mixed history in public sector organisations in Australia. The notion of pooling IT services from multiple government departments and agencies into a single operation appears to hold great benefits, from both a cost and service delivery perspective. But history has shown that such efforts can quickly be derailed by the complexity of the tasks they are trying to consolidate — especially when the motivation for consolidation slides too far towards cost recovery as opposed to providing excellent service to the agencies involved.
Adding new layers for both improved communications and business-focused data analysis may add pressure to already pressured CIOs, but information executives aren’t the only ones staring down organisational change as a result of the industry’s new information-driven dynamics.
Smart meters have a way to go. The recent 2010 Australian Smart Grid Study, a survey of 13 Australian utilities by sector consultancy Logica, showed an average self-reported maturity rating of just 2.14 on a scale of 1 to 5, and communications networks to support them rated 2.80.
Like any entrepreneur, Andrew Dyer is excited about the possibilities for his clean-energy venture, BrightSource Energy. The company, of which he is a director, is this year partnering with energy giant Chevron to cover 1000 acres of the US desert with 4000 mirrors that reflect sunlight onto three boilers mounted atop each of three 100 metre towers.
How are relations between not-for-profit with IT vendors?
The development of a greenfield private Cloud is facilitating NAB’s IT revolution, but compared with more traditional banking platforms the new technologies is not without challenges.
A three-year journey in fundamental technology and business architecture design has resulted in a private Cloud at National Australia Bank that may eventually be used to host all its applications and services.
A three-year journey in fundamental technology and business architecture design has resulted in a private Cloud at National Australia Bank that may eventually be used to host all its applications and services.
CIOs talk about the role technology plays in this vibrant sector.
Proper due diligence focuses on identifying the players in the Cloud relationship. That is, who is actually involved in providing the services and are they the same entity (or entities) that are processing or storing data? In the case of aggregators, for example, a Cloud user could be dealing with a single entity which itself is provided services by various third parties.
Unlike a fixed server in your office or at a data centre in Australia, data in the Cloud can potentially be located anywhere in the world — even in multiple data centres in multiple copies worldwide. A Cloud service provider may not even know where the data resides at any one time. The Cloud may not be tied to any particular location but this is clearly not the case with the laws of each country. Any ‘global’ technology solution will be impacted by the laws of a large number of nation states. As a result, sending and processing data around the globe could, in the process, fail to comply with data protection and privacy laws in various countries.
The Cloud can be cheaper, more flexible, easier to manage and efficient. But users and providers of Cloud services have to weigh these advantages against the risks or perceived risks — such as regulatory compliance, security, performance, availability of service, and liabilities and remedies under the governing contracts.
Paul Fitzpatrick, IT Director at LandMark White Group, Andrew Mitchell, CIO at Gilbert + Tobin and
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