Technology offering

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  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Much of our global experience has been garnered working with brands of Japanese heritage, including Toyota, Lexus and more recently Bridgestone Tyres. Other relevant brands in our portfolio include Dyson, Coca-Cola and Samsonite.
  • Technology offering

    1. 1. technology vision and capability for 2011 - 2012
    2. 2. Technology is core to everything we do in our digital world. Creative implementation of that technology through innovation and understanding human behavior are core attributes in amaze’s technology offering. Staying ahead of the curve with the application of innovative technology in this ever changing world remains one of our core qualities. But technology without purpose or application will fail to inspire your audiences and users. Understanding human behavior and how the application of that behavior and then translating it into our solutions ensures we can deliver the very best user experience and engagement.foreword// our digital enabler
    3. 3. Amaze’s technology remains unique amongst agencies. Our technology pedigree enables us to compete with the largest pure play technology businesses but our agency style approach to the digital world ensures we can apply technology to serve and engage your audiences. The following document sets out our capability and vision for the year ahead. It explores our thinking and challenges in this evolved digital world. Matt Clarke – CTO amazeforeword// our digital enabler
    4. 4. Contents•The future•How Amaze stays ahead of the game•The Splinternet•Social Platform new business intelligence•User Experience is what matters•Seeing beyond the walls•Cloud computing•Our technology • Platforms • Devices • CMS • ClientTechnology Choice// Our Approach from blueprint
    5. 5. the future
    6. 6. The futureWhat’s next? That’s a simple question to ask,but it’s not so simple to answer. Technologytouches everything in the modern world. It’s nolonger on the sidelines in a support role, butinstead is driving business performance andenriching people’s lives like never before.The 1969 moon landings required radical, backto the drawing board ideas about everything fromearth orbit to life in zero gravity. The entireprogramme called for exceptional innovation.the future// what’s next?
    7. 7. The futurePutting a man on the moon could not have beenachieved using conventional aviation technologyand with this new digital world we operate in wecan no longer rely on yesterday’s approaches todeliver today’s business objectives or evenengage today’s digital natives.We are entering the world of web3.0 and web4.0. Yes another point 0, but in reality, this time weare making the machine work for us in anintelligent way, it will be distributed, analysed,understood, decoupled and engaged with, in newand extraordinary ways.the future// what’s next?
    8. 8. The futureThe future is shaped by your decisions. We canprovide the ideas, direction, tools, technologyand people. But the future must be embraced asit starts today.Take the biggest challenges at the moment,social, new devices, new interfaces, changingplayers. All of this has impacts on your thinkingand investment. It requires bold choicesbecause sitting it out won’t be an option.the future// what’s next?
    9. 9. staying ahead of the game
    10. 10. How we stay ahead of the gameTechnology requires investment, it is thwart withrisk. Risk often brings challenges which leads toinnovation but it’s something that needs to betamed.Bringing our technology to you should not be aprototype process. You need to be isolated fromthe risk to enable your projects and solutions tocome together as smoothly as possible.Managing this risk to get new technology into ourbusiness requires us to be smart. We need totrial blaze new technology in a clever way.how we stay ahead// managing risk
    11. 11. Staying ahead of the gameAmaze apply two approaches to this;- pioneeringtechnology teams and amazelabs.Pioneering technology teams are specialistteams that work with customers willing or wishingto apply brand new technology concepts. Theteams are structured in a way, where they aresmall but specialised in new technologyadoption. They are prepared for a rough ride tobring in the technology for you in a low risk way.pioneering technology teams// managing risk
    12. 12. Staying ahead of the gameAmazelabs is our research and developmentfacility. It provides a framework and vehicle forus to channel our technology investment.Amaze invests in innovative projects that enableus to generate leading edge solutions.We invest in 3 to 4 ideas per annum and willsupport innovators to bring them to fruition.Investment opportunities are reviewed by theAmaze executive team based on predefined andpublished call for ideas. We source these ideasfrom our employees, partners and customers.amazelabs// managing risk
    13. 13. Staying ahead of the gameAmaze labs gets technology to you. Its notnecessary product but its modules, platforms,ideas and solutions.amazelabs// managing risk
    14. 14. the splinternet change time for us all
    15. 15. The Splinternet affects us allFor the past 15 years, websites have been theprevalent digital modus operandi for businesses,however, all of that changed in 2010 with social,mobile and applications becoming mainstream.As these digital technologies continue tofragment, it has become increasingly difficult forbrands to manage and monitor their onlinepresence across multiple markets, let aloneunderstand and act upon the opportunities thatare available to them.The Splinternet//
    16. 16. The Splinternet affects us all‘The Splinternet’ is the term we’ve been using todescribe this effect where the internet is beingsegmented into walled gardens; walled gardensthat are being created around users, eitherthrough subscriber or device driven communities.The two biggest examples are Facebook andnew apps that have been created for the mobilecommunity, such as Flipboard and the manygaming apps that come integrated withsomething like Apple’s Game Centre. TheSplinternet is affecting the internet as we know it,creating a number of challenges for agenciesand technology players alike who wish tocontinue to reach users moving forward.The Splinternet//
    17. 17. The Splinternet affects us allThe following top five considerations areunderpinning the strategies and decision makingprocess of technologists and agencies likeourselves that are navigating this new world.The Splinternet//
    18. 18. 1. AwarenessHow can you be made aware of what’s going on in this world? How can you watch, protect and react to your own brand and product challenges? We are seeing a lot of paralysis out there, with large organisations understanding the significance of the impact and growing momentum of social media, but with no clear insight on where to start and what to do. The tools now available and the strength and importance of the communities that are in conversation about your brand should not be ignored or underestimated.The first part of any organisation’s strategy should be to gain an awareness of what’s going on within these communities. This is not necessarily just about listening, it should be focused on trying to make sense of what’s going on and where, and putting the right framework in place to monitor this new world without having to watch it constantly. Creating a model that monitors and makes sense of the Splinternet is the first step towards easing the paralysis, from which a defined strategy to deal with this new world can be created. Once you know how users are responding, you can create a strategy around them to amplify your reach and begin the process of engagement.The Splinternet//
    19. 19. 2. GovernanceOnce you have reached this level of awareness, there is temptation tojump right in. However, you need to be careful as social networks aregreat for building relationships but they can be even better at endingthem - it’s like the Wild West out there. If you’re good - or lucky - youcan prosper, but it’s essential to create a framework to facilitate yourengagement in this world.To do this, look at how do you control your brand’s real estate andkeep track of what’s being said. How many Facebook passwords doyou have and who has them? What happens if they get lost? Who’skeeping track of what’s being published? Is it effective and how do youmonitor it? The list of questions is endless. Now multiply them by everyterritory or company in your group with all those eager social networkengagers and you have a growing nightmare.Governance is beginning to become a consideration, but it is somethingthat needs to be acted on early before it’s too late. For manybusinesses, policy is not enough and tools are required to ease thetransition into social success. Until recently, however, these tools didn’texist and so to address the awareness and governance challenges, wedeveloped an innovative infrastructure that overcomes both.The Splinternet//
    20. 20. 3. Penetration and engagementHow can you reach users within this new world and close the gapbetween domain based investments, such as .com websites that cost afortune, and a Facebook page set up in minutes? How do youpenetrate these walled gardens and reach the users and communitieswithin?How do we target our advertising in this space and how do we operateour tools in this space? Take Facebook, its pages are one of the fastestgrowing areas to have come out of the Splinternet era, but how do wetake their potential to a new level by building Facebook apps thatintegrate with existing content or business systems. Once yourawareness and governance tools are in place, this has to be the nextstage of your thinking and strategy.It’s a complex process – pages, apps and content all need to bemanaged – so to discover that there is a tool being developed thatfacilitates this will be music to many ears.The Splinternet//
    21. 21. 3. Connecting Intelligence (makingsense of it all)The one thing the Splinternet is enabling us to do is connectintelligence. Even through walled gardens, communities are providing alevel of information and human behavior understanding that so far hasnot been seen on the web. This is resulting in product and brandstrategies informed by the likes and dislikes and content generated bythe web 3.0 and 4.0 generations.Whilst crowd surfing has been long talked about, we are now able tolisten and connect the intelligence with the cloud to truly target brandmessaging. But to really understand the community, you need tounderstand who the members are and how they behave, how activethey are, what the size of their network is and whether they are mobile.Once we understand this, we can interact with them in the mostappropriate ways, such as triggering engagement with an upset orhappy customer, either automated or through a real customer servicesrepresentative.The Splinternet//
    22. 22. 3. ConvergenceThe Splinternet is also starting to enable what we call device andapplication convergence. Whilst desktop and mobile will remain the toptargeted devices in business, at home it’s a very different story. Smarttelevisions (TVs) and tablet devices are big game changers that areforcing the convergence of media. For example, the very latest smartTVs are bringing together smart remotes and mobile apps with the TVexperience.Media channels can also be converged with social, with on demand orlive TV programming closely integrated on one screen. Thisconvergence provides the most exciting after-effect of the Splinternet,as it’s the biggest opportunity to date for brands to reach into the worldof above-the-line targeting. You can find out who your potentialcustomer is in real-time and connect with them instantly whilst theyconsume a particular media.So, whilst the Splinternet effect has changed face of digital once again,freeing and restricting us simultaneously, there are steps that everybrand can take to make sense of and interact with those in this newworld.The Splinternet//
    23. 23. Social platform emerging as the newbusiness intelligenceThe effects of the Splinternet particularly the social platforms rapid riseto ascension spark the emergence of a different type of businessintelligence.Social networks will evolve into platforms for reaching customers,tapping into their social identity, and gain information about them, andcompetitors and the market as a whole.The transformation of social networks into social platforms each with itsown ecosystem to fuel deeper levels of interaction will drive bettersources for business intelligence. Social platforms provide ongoingfocus groups, in which any interaction between users tells yousomething about your customers, the market and your competitors.This mined and analysed at aggregate or individual levels will helpcompanies monitor and develop more targeted promotions andmeasure their performance more effectively against their competitors.The integration points that social platforms provide for this informationwill enable companies to communicate by design instead ofopportunity.Social platforms the new business intelligence//
    24. 24. Social platform emerging as the newbusiness intelligenceCombinations of social platforms, devices, mobile apps, etc, mean thatcorporate website will loose their primacy as online destinations.Enterprises should be looking at these social identity providers toconnect all of their interaction into a cohesive, multichannel customerexperience.To succeed our strategy for our customers is to look to establish a longterm ongoing relationship between a brand and customer thattranscends any single interaction. Social platforms or “social identityproviders” now make this possible.Social platforms the new business intelligence//
    25. 25. Amaze’s answer to Splinternet challengeAmazeOne is a digital nerve centre that removes these silos andcollects all of your digital assets (both those owned by you and those inthe public domain) into a single view presented through an intuitivedashboard.AmazeOne works by plugging in to both your existing digital technologyinfrastructure and key social channels. It has been developed to meetthe needs of multi-national organisations that have the challenge ofmanaging multiple markets, in multiple languages in a coherent andconsistent manner.Social platforms the new business intelligence//
    26. 26. Amaze’s answer to Splinternet challengeA New Way of Thinking...AmazeOne has been designed to meet the challenges of brands andbusinesses operating in today’s digital society, and is built on 15 yearsof experience working with clients to produce digital solutions. Allfeatures and functionality in AmazeOne are based on marketing andtechnology insights developed by Amaze strategists.Born out of knowledge of clients’ current requirements and frustrationsas well as reacting to future communications challenges, AmazeOnealso incorporates strategic insights, providing a single place tounderstand emergent technologies and marketingtrends, and a tool to manage your digital brand presence.Social platforms the new business intelligence//
    27. 27. user experience
    28. 28. User Experience is what mattersThe splinternet provides us with challenges, amaze one provides themanagement governance tools, the business intelligence, social miningand analytics. But how do we engage the user?The social platforms do it purely by pulling on social human behavior.But how do we trigger the same human behavior for you.We need to trigger emotion, we need to convey this through ourinterfaces, designs and technology interaction. Its all about userexperience, how it conveys your brand, how the interaction triggersemotional responses? Trapping this in your digital solution leads toincreased engagement. Doing this through technology is a fine art.Video and sound provide us with the easiest route. But navigation andinteraction can convey emotion too, they can reflect your brand’spersonality. Every interaction can enhance a user’s experience.Our technology looks at these emotional trigger points and implementsthem through the very latest web interface technology like html5,webGL or through app technology such as iOS5, Android, WindowsMobile and social apps.User experience is what matters//
    29. 29. User Experience is what mattersWhat are these trigger points and how do we implement them into ourtechnology.The StoryThe story and how its told creates an informing emotional trigger point.Using, sound, video and emotion with well designed interfaces makethis connection with your user. Content still remains king in this worldbut its how we deliver that content that creates the emotional trigger.Convergence of video, sound, text and animation with good design helpput the emotion into the story.The InteractionHow does it feel? We can feel from the story but that’s a differentfeeling from how it feels to be emerged in the experience of ourinterface and navigation. What does it feel like to click around, pinch,flick and zoom. Is it clunky, smooth? Designing the interfaceinteractions and how they animate help us trigger these senses. Thestory gets heard once your user as settled down, but often the firstexperience is through the interaction to access that content. One clickis all it needs to make it feel like a good experience.User experience is what matters//
    30. 30. User Experience is what mattersThe Share ExperienceVery few people are true leaders? We all like to think of ourselves asleaders, but we are not. Going it alone is not something that comesnatural to most people. However we’ve done it for years on the web.We go out there to navigate, explore and discover. But the minute weare able to share the experience we see an explosion of untappedbehavior. This is an emotion shared. We don’t tend to bottle things up.Our interfaces are the same, we can all now share but as we continueto develop our interface technology we want to share but we also wantto prevent the feeling of isolation as we jump from site to site, app toapp. Presence online enables us to remove the isolation of browsing.With social platforms managing our identities and our relationships wecan now bring them with us. For example facebook connect allows usto navigate the web with all our connections, people and social identityin tow.User experience is what matters//
    31. 31. User Experience is what mattersFeeling of spaceSpace and the full screen experience are driving some of the latestinterface thinking. Building websites and apps with this in mind,combined with gesture navigation, are not only influencing tablet andmobile navigation. The apple OSX Lion launch will see more of thistechnology start to become mainstream. Microsoft also has plans too.Some of these plans where dropped from Windows 7 but they will startto emerge in future Microsoft interfaces.But its how website and apps start to work with this newly enabledtechnology. Space + Gesture navigation will start to becomemainstream in the web browsing experience.But how the implementation of HTML5, Flash and technologies likeWebGL, combined with how the browser and operating system willwork with this technology is a key a consideration when it comes tofuture website and application design. Design still remains key toinitiate this emotion but as with interaction we need to bring the designalive.User experience is what matters//
    32. 32. User Experience is what mattersGetting GratificationTomorrow we need ways to reflect back the user’s sense of self-perhaps his reputation among his peers or an amusing aspect of herpersonality-and will ensure the right levels of socialisation, joining userswith people they like. It is also essential to emphasize the fun aspect,providing immediate gratification, appealing to the senses or to thedesire for escapism.Also important to engagement is the idea of challenge with tangiblegoals and incentives and a gauge of progress during the interactionwith the application or interface.User experience is what matters//
    33. 33. User Experience is what mattersConvergence & EntertainmentEntertainment experiences will span more and more devices and tapinto more and more sources of content. We will have to rethink ourconcept of “the TV” so that we separate the device from the serviceand the service from the process of streaming content. Broadcast aswe know it will fade away.Its clear that as the TV set, the content, and content-delivery processesbecome more digital, TV will become more web-like in its approach.We need to consider web style optimisation, personalisation, andadvertising focused on what will appeal to me as an individual throughmy devices.User experience is what matters//
    34. 34. removing walls - challenges for I.T. departments
    35. 35. Removing walls within traditional I.T.functionsI.T. organisation are rapidly becoming outdate and too rigid fortoday’s businesses. Organisations are faced with change onmany fronts, but the increased change created through ourconnected, globalised world means that the big system, protectedculture of typical I.T. teams needs to change.Business units now have choice. Cloud based thinking and innovationby software vendors means they can avoid requests to I.T.departments.This leads to problems, problems that will eventually hit business units.I.T. functions within organisations can offer value. However they needto focus on their strengths. These strengths should be less centeredaround control but more around achieving outcomes, minimising risksand providing a service.Removing walls//
    36. 36. Removing walls within traditional I.T.functionsI.T. organisations should bolster their capability in the followingcore disciplines;-Governance – creating flexible policies to enable businesssystems, social systems and web systems to adhere togovernance models that enable business units, but prevent futureproblems from building up. As discussed earlier in the socialworld. Governance is our primary concern. But governance toinformation management within an organisation is critical to thesmooth running of the organisation. It should be less about rulesbut more about creating ecosystems for tools and services towork within. For example identity management, datamanagement all can have their own governance approachwithout dictating which tool to use or which password policy toset.Removing walls//
    37. 37. Removing walls within traditional I.T.functionsArchitecture – I.T. teams should play a key role when it comesto architectures of solutions. But their approach to architectureis often too controlling and inclusive to every aspect of thebusiness. This new world leads to loosely coupled architecturesof many systems. Where the couple points are based aroundinformation flow or governance. Open standards now make thiseasier and less expensive to have this approach. With I.T. teamshaving the overall knowledge of systems will ensure that theyplay a core role within making decisions around solutions.However it needs to be low touch.Information Management – Information is still the life blood ofany organisation. Data is the obvious component part to anyinformation system. However the concept of Data as platform isstill a million miles away. This is due to each application requiringdifferent data structures, however as we start to see moredecoupling of applications the data will become the platform.Data mining and data to data systems will become a growingRemoving walls//
    38. 38. Removing walls within traditional I.T.functionsgrowing requirements for businesses and I.T. procurement.New Skills and incentivesIn the future I.T. team new skills will be required, they will befocused around solution and service delivery. Some may saythat I.T. departments have been doing this for years however, inthe future, it will require more depth to these skills and staffmembers to be more incentivised in the successful rollout anduser adoption of systems. Key skill investment areas;-•Service delivery roles – outsourced and insourced•Data Architecture•Data Analytics•Multi channel internet solutionsRemoving walls//
    39. 39. the cloud
    40. 40. Cloud ComputingCloud computing has certainly gained momentum over the last12 months. It has no doubt struck accord with cash strappedbusinesses. But our view is cloud computing is too low down thesoftware stack and is predominantly concerned with vitualisingplatforms. As more and more businesses compete in this spacewe see the value of cloud computing moving up the stack andunleashing its service orientated flexibility on the domain oftraditional software as a service vendors. Confusing? They bothoperate in the cloud but for pure software as a service vendors toadd even more benefits to business they need to reach intoorganisations. Clouds will grow tentacles into businesses as themembrane between the traditional I.T. systems and the cloudgets thinner. What does this mean in real terms?Cloud Computing//
    41. 41. Cloud ComputingData will become the platform but it will extend with itsapplications into the cloud. As with the web the data will reside inthe cloud along with an app store approach to enterpriseapplications. Internal private clouds and infrastructure willbecome agents to the cloud. The cloud concept will increase upthe value chain where cost savings are only half the reason whypeople will make the move.Cloud Computing//
    42. 42. real technology
    43. 43. Real TechnologySo we’ve talked a lot about the future but what does it all meanfor our actual technology offering. The following section breaksdown this offering into the following areas;-•Social•Content Management Systems•Mobile Devices•Server Development Framework Technology•Interface Technology•Data as a platform – in more detailReal Technology//

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