Blog posts from Consumerisation Archives - Differentis

The reality of delivering Consumerisation in Corporates

By Mark Helme

Date 10 October 2011 Tags

The Economist special recently highlighted the increasing use of Consumer Technology in Corporates in its article ‘The consumer–industrial complex‘.

Differentis has been involved in leading edge efforts in Consumerisation for the last decade, and it is evident that these changes have massive consequences for the way IT should be managed. These changes encompass the technologies themselves, the way those technologies are used, the manner in which they are supported, the applications that the new technologies allow, the ways in which the enterprise can change and the services that are bought. They also change the IT governance and increasingly importantly, the degrees of freedom granted to the users.

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Is someone advising you to move to the Cloud? Then think about this:

By Ronald Mackintosh

Date 8 September 2011 Tags ,

Suppliers and evangelists are enthusiastically promoting the wholesale migration of corporate IT into the cloud; what appears to be a simple suggestion hides a set of complex trade–offs.

It’s true that mobility continues to grow, that we are enthused by new consumer technology, and that work and play are not sharply distinguished. At work we are increasingly demanding the ability to access our applications and our data anytime, anywhere, quickly and easily, and from the device of our choice.

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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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