Great end to the conference with a really good session by Eddie Obeng.
What a performer! He had so much energy, and made it a really interactive session. Most of it was about change, and if you want to know why he thinks we need to change, spare 9 minutes to watch this:
His talk was videoed, and rather than try and summarise it, I'll post a link to it later.
Excellent conference, and now I'm off to Devon for a weeks holiday. See you when I get back!
- Posted using BlogPress from my iPad
Showing posts with label ucisa12. Show all posts
Showing posts with label ucisa12. Show all posts
Friday, 16 March 2012
Cryer and Clouds
Conference dinner last night, so as usual, a slightly subdued start this morning! After
dinner speaker was Barry Cryer, who was very good. Spoke for quite some time, told some great jokes, and managed to get a dig in at many of the people there, including me. Was lucky enough to have a chat with him afterwards, and find out what really happens when they're recording I'm Sorry I haven't a Clue!
First session this morning delivered by Logicalis and was about Cloud, and how it might help us transition to a customer centric experience for students. The technology is there, commercial pressures are there, and now we have the Janet Brokerage to help us procure these services.
Cloud is a mixture of technologies which we need to blend to get a solution that's best for us. Public cloud services are widely used anyway. Private cloud and Hosted cloud solutions are also now mature and need to be considered.
Most young people expect to be able to use technology wherever they are, on whatever device they have, which are increasingly becoming smaller. We need to provide an immersive learning experience. In research, we will have to provide easy access to research resources, again on mobile devices.
Good video here about where the future might be going.
Current way of delivering IT is not sustainable, too controlling. Our approach to the endpoint device that is used to access our services will have to change. We will have no control over it. I think we've already gone down that route. Connectivity is key. Has to be ubiquitous, but high quality and high density. No good having wireless coverage if it doesn't work. Network design is critical to deliver media rich services. Then we have to design services so they can be delivered to any device.
Real requirement for innovation in IT is in risk based security. We have to look at trust mechanisms, methods of authentication and assess risks. Our security gateways will have to change. Again, taking a risk based approach.
So, we need to give a rich experience to our users, to their own devices using risk based security and over ubiquitous high quality networks. To do this, we will have to utilise cloud much more than we are doing now.
- Posted using BlogPress from my iPad
dinner speaker was Barry Cryer, who was very good. Spoke for quite some time, told some great jokes, and managed to get a dig in at many of the people there, including me. Was lucky enough to have a chat with him afterwards, and find out what really happens when they're recording I'm Sorry I haven't a Clue!First session this morning delivered by Logicalis and was about Cloud, and how it might help us transition to a customer centric experience for students. The technology is there, commercial pressures are there, and now we have the Janet Brokerage to help us procure these services.
Cloud is a mixture of technologies which we need to blend to get a solution that's best for us. Public cloud services are widely used anyway. Private cloud and Hosted cloud solutions are also now mature and need to be considered.
Most young people expect to be able to use technology wherever they are, on whatever device they have, which are increasingly becoming smaller. We need to provide an immersive learning experience. In research, we will have to provide easy access to research resources, again on mobile devices.
Good video here about where the future might be going.
Current way of delivering IT is not sustainable, too controlling. Our approach to the endpoint device that is used to access our services will have to change. We will have no control over it. I think we've already gone down that route. Connectivity is key. Has to be ubiquitous, but high quality and high density. No good having wireless coverage if it doesn't work. Network design is critical to deliver media rich services. Then we have to design services so they can be delivered to any device.
Real requirement for innovation in IT is in risk based security. We have to look at trust mechanisms, methods of authentication and assess risks. Our security gateways will have to change. Again, taking a risk based approach.
So, we need to give a rich experience to our users, to their own devices using risk based security and over ubiquitous high quality networks. To do this, we will have to utilise cloud much more than we are doing now.
- Posted using BlogPress from my iPad
Thursday, 15 March 2012
Value Added Relationships with Suppliers
Next up is a session on Supplier Relationships, Creating Value. A couple of good friends and colleagues, both IT Directors in Universities, presenting.
They interviewed a number of HE IT directors and suppliers to get there views around two key themes, Value and Relationship.
Definition of value has a couple of definitions. Cost, or Quality.
Interesting divergence of views from HEIs and suppliers. Everyone recognised need for good relationships based on trust and sharing of strategic aims. But, neither side felt that we had those relationships in place.
An Ideal relationship would be based on trust and working together, long term, constructive challenges, healthy relationship. Not one size fits all. Needs to be an understanding of goals. Suppliers often feel as though they're being asked to provide a point solution without being asked about the bigger picture, which they could probably help with. We should be looking at partnerships where we define the relationships with our suppliers as to how they help us reach our strategic objectives in either teaching and learning or research.
At the moment there is a mixture of relationships in place, ranging from confrontational, not strategic, sometimes there's no contact unless pain is felt by either side. So, the ideal relationship tends not to exist today.
Biggest issue in supplier relationship management identified by HEIs was around procurement and the lack of understanding of financial constraints we as a sector are under. We also focus on lowest cost rather than best value. Theres also a lack of trust. They don't communicate plans to us,and we don't tell them ours.
The suppliers identified an issue around procurement offices adding cost and conflict. Their overall view is that we have a culture of buying things based on price. They say they can help us add value, but we don't ask.
In summary:
A range of relationships exist today.
The need for change is recognised by both HEIs and suppliers
There's an acceptance that there is a different way to create more value through better relationships
A willingness to change does exist
Clear link between quality of relationship and sustainable value creation
Key factor is "people". It's all about people.
- Posted using BlogPress from my iPad
They interviewed a number of HE IT directors and suppliers to get there views around two key themes, Value and Relationship.
Definition of value has a couple of definitions. Cost, or Quality.
Interesting divergence of views from HEIs and suppliers. Everyone recognised need for good relationships based on trust and sharing of strategic aims. But, neither side felt that we had those relationships in place.
An Ideal relationship would be based on trust and working together, long term, constructive challenges, healthy relationship. Not one size fits all. Needs to be an understanding of goals. Suppliers often feel as though they're being asked to provide a point solution without being asked about the bigger picture, which they could probably help with. We should be looking at partnerships where we define the relationships with our suppliers as to how they help us reach our strategic objectives in either teaching and learning or research.
At the moment there is a mixture of relationships in place, ranging from confrontational, not strategic, sometimes there's no contact unless pain is felt by either side. So, the ideal relationship tends not to exist today.
Biggest issue in supplier relationship management identified by HEIs was around procurement and the lack of understanding of financial constraints we as a sector are under. We also focus on lowest cost rather than best value. Theres also a lack of trust. They don't communicate plans to us,and we don't tell them ours.
The suppliers identified an issue around procurement offices adding cost and conflict. Their overall view is that we have a culture of buying things based on price. They say they can help us add value, but we don't ask.
In summary:
A range of relationships exist today.
The need for change is recognised by both HEIs and suppliers
There's an acceptance that there is a different way to create more value through better relationships
A willingness to change does exist
Clear link between quality of relationship and sustainable value creation
Key factor is "people". It's all about people.
- Posted using BlogPress from my iPad
Student expectations and experience
Second day of UCISA Conference, and it's thick fog. Can't see anything outside bedroom window. There's an eerie hum of cars going slowly on M4, but can't see any of them.
Before the opening speaker we saw a short video of students' experience of using IT, asking them what they owned, what they brought with them, what they thought of what was provided for them. Very illuminating. Lovely quote from one student, "can we send all lecturers on a basic IT course. Sometimes things just aren't plugged in!" We provided some of the footage, and you can see the whole thing here.
Then we had the first speaker, the VC of Buckinghamshire New University and is called "A good student experience in changing times".
First looked at some of the HESA data on student profiles eg 38% of students are 21 or over. 40% of UG students are part time. Not all students are 18 yr olds doing full time UG degree.
We live in changing times. Illustrated by some phrases from Higher Education white paper "putting students in the driving seat", " more competition amongst providers", "Increasing informed student choice leading to improved quality"
But, are expectations going to be dashed?
There's a risk that the focus will be on regulation not students
Choice may be partially illusory. Some students will have little choice eg in geographically location or want to study a particular subject
Not all private providers will choose to be regulated, so there will be institutions outside the sector.
A risk based approach to quality assurance may lose the current positive aspects.
And, the Bill may never happen! Certainly won't happen in original timescale. So, step change as envisaged in the White Paper may never happen, but may instead be incremental.
Students have high expectations.
Student interest has risen up the agenda in all institutions in recent years. Commonplace for students to be involved in quality assurance, student charters increasing as a partnership. Student involvement is now promoted and accepted, but only up to a point.
Expectations getting higher - fees, government policy, NUS campaigns all encouraging students to expect more engagement in the business.
Engagement includes provision of feedback by students which leads to improvements in the learning experience.
How do we make progress?
We need to provide all types of students with a voice and listen to them.
Develop a shard ethos of shared action planning and partnership with students.
A good student experience is defined by the students themselves, and students should contribute to decision making about their learning experience in its broadest sense.
Student involvement is increasingly high priority, leads to innovation, and makes sound business sense.
Student engagement strategy will be different in different institutions. But, we all need a strategy and it has to be appropriate to university's mission. What are the boundaries? They have to be pushed out further than just quality assurance. May be some no-go areas, but has to be tested.
Need to guard against view that there is a universal student. Also, we mustn't view our students only as consumers, they aren't only consumers. Higher education is both transactional and transformational. We need a trusting relationship with them, can be hard if Student Union is campaigning, but if you have a foundation of trust you can talk it through.
Don't assume that a good relationship with students at a senior level permeates at all levels.
What would be the impact of increased student engagement on a sustainable IT service?
Financial
Would student involvement put more pressure on the resource base?
Environmental
Are environmental issues likely to be a high prototype for students?
Human
Does this make us more dependent on having the right people and culture?
Is our mix of skills right to embrace this approach.
Very good talk, and lots of stuff to think about and discuss next time I meet our student officers.
- Posted using BlogPress from my iPad
Before the opening speaker we saw a short video of students' experience of using IT, asking them what they owned, what they brought with them, what they thought of what was provided for them. Very illuminating. Lovely quote from one student, "can we send all lecturers on a basic IT course. Sometimes things just aren't plugged in!" We provided some of the footage, and you can see the whole thing here.
Then we had the first speaker, the VC of Buckinghamshire New University and is called "A good student experience in changing times".
First looked at some of the HESA data on student profiles eg 38% of students are 21 or over. 40% of UG students are part time. Not all students are 18 yr olds doing full time UG degree.
We live in changing times. Illustrated by some phrases from Higher Education white paper "putting students in the driving seat", " more competition amongst providers", "Increasing informed student choice leading to improved quality"
But, are expectations going to be dashed?
There's a risk that the focus will be on regulation not students
Choice may be partially illusory. Some students will have little choice eg in geographically location or want to study a particular subject
Not all private providers will choose to be regulated, so there will be institutions outside the sector.
A risk based approach to quality assurance may lose the current positive aspects.
And, the Bill may never happen! Certainly won't happen in original timescale. So, step change as envisaged in the White Paper may never happen, but may instead be incremental.
Students have high expectations.
Student interest has risen up the agenda in all institutions in recent years. Commonplace for students to be involved in quality assurance, student charters increasing as a partnership. Student involvement is now promoted and accepted, but only up to a point.
Expectations getting higher - fees, government policy, NUS campaigns all encouraging students to expect more engagement in the business.
Engagement includes provision of feedback by students which leads to improvements in the learning experience.
How do we make progress?
We need to provide all types of students with a voice and listen to them.
Develop a shard ethos of shared action planning and partnership with students.
A good student experience is defined by the students themselves, and students should contribute to decision making about their learning experience in its broadest sense.
Student involvement is increasingly high priority, leads to innovation, and makes sound business sense.
Student engagement strategy will be different in different institutions. But, we all need a strategy and it has to be appropriate to university's mission. What are the boundaries? They have to be pushed out further than just quality assurance. May be some no-go areas, but has to be tested.
Need to guard against view that there is a universal student. Also, we mustn't view our students only as consumers, they aren't only consumers. Higher education is both transactional and transformational. We need a trusting relationship with them, can be hard if Student Union is campaigning, but if you have a foundation of trust you can talk it through.
Don't assume that a good relationship with students at a senior level permeates at all levels.
What would be the impact of increased student engagement on a sustainable IT service?
Financial
Would student involvement put more pressure on the resource base?
Environmental
Are environmental issues likely to be a high prototype for students?
Human
Does this make us more dependent on having the right people and culture?
Is our mix of skills right to embrace this approach.
Very good talk, and lots of stuff to think about and discuss next time I meet our student officers.
- Posted using BlogPress from my iPad
Wednesday, 14 March 2012
University showcases
Next session is a series of University showcases, where various Universities share some best practice.
First is one "Enhancing the Student Experience", from London South Bank University. They need to attract and retain students, and especially in the new funding regime the student experience is vital. The ICT dept are moving faster, empowering staff, they have control over budgets, faster problem solving, leading to more effective delivery and improved morale in staff.
They implemented student shadowing, spent time with the students, watched what they did, went to classes with them. Rally good for ICT staff to get out there with them. Big cultural change, especially for ICT staff who previously had no contact with students. Really got a feel for what it was like to be a student. This sounds like a good idea to me.
First big project was student enrolment, all now done on-line, before they arrive, takes minutes and used throughout year. Interesting that when they had queues for enrolment they erected circus tents with games in to keep them amused while queuing!
Did a lot of work on progression analysis, a business intelligence application. Retention of students is an issue for them, 40% of students take resits. This tool allows them to see where students are failing, lots of drilling down. Can see why they are failing. Also work on SPOC student points of contact. All buildings have turnstiles, have to touch in and out, and they also measure blackboard log ins. Get alerts if student not turning up regularly.
Lot of work on student portal. Started from scratch 8 months ago and went live in September and adding more services. Has all student info in, very personal. Timetables, coursework tracker, reading lists etc. Have tried to do personal timetables but very difficult because of groups. Where have I heard that before?
Mobile app developed with Ombiel, sounds very like ours, very popular.
They use strategic outsourcing. If they can't do it quickly in house, they outsource it. New opportunities include partnerships with companies such as Pearson and social media providers. Showed example of a course page all based on software based outside the University including slideshare, blogger etc. More and more of this is going to happen. How are IT departments going to deal with it? Very good presentation.
Next session is the University of Leicester about a collaborative development for on line information security awareness training. They had a new is security policy so needed some training to help implement it. Looked around, nothing relevant. No resource to develop in house. So, looked at collaboration. Got interest from York, Leeds, Cranfield and IC. All could find money, but no staff resource. Used company called EPIC as a partner. Needed something that was high quality, delivered though VLE, customisable for different institutions. First they did a proof of concept to see if it could be done, and it if one be viable across the sector. The universities provide the training design and format and EPIC provided the technical design and development expertise.
It was successful, and they now have a product that a general member of staff can complete in 45 minutes and an additional module for research staff of 15 mins. Delivered though Moodle and Blackboard and to iPads, it also tracks completion. It is customisable and has a wider application in the sector and is being marketed via Epic. We saw a demo of it, and it looks good. Given the ICO's interest in data security training, this is maybe something we should look at?
- Posted using BlogPress from my iPad
First is one "Enhancing the Student Experience", from London South Bank University. They need to attract and retain students, and especially in the new funding regime the student experience is vital. The ICT dept are moving faster, empowering staff, they have control over budgets, faster problem solving, leading to more effective delivery and improved morale in staff.
They implemented student shadowing, spent time with the students, watched what they did, went to classes with them. Rally good for ICT staff to get out there with them. Big cultural change, especially for ICT staff who previously had no contact with students. Really got a feel for what it was like to be a student. This sounds like a good idea to me.
First big project was student enrolment, all now done on-line, before they arrive, takes minutes and used throughout year. Interesting that when they had queues for enrolment they erected circus tents with games in to keep them amused while queuing!
Did a lot of work on progression analysis, a business intelligence application. Retention of students is an issue for them, 40% of students take resits. This tool allows them to see where students are failing, lots of drilling down. Can see why they are failing. Also work on SPOC student points of contact. All buildings have turnstiles, have to touch in and out, and they also measure blackboard log ins. Get alerts if student not turning up regularly.
Lot of work on student portal. Started from scratch 8 months ago and went live in September and adding more services. Has all student info in, very personal. Timetables, coursework tracker, reading lists etc. Have tried to do personal timetables but very difficult because of groups. Where have I heard that before?
Mobile app developed with Ombiel, sounds very like ours, very popular.
They use strategic outsourcing. If they can't do it quickly in house, they outsource it. New opportunities include partnerships with companies such as Pearson and social media providers. Showed example of a course page all based on software based outside the University including slideshare, blogger etc. More and more of this is going to happen. How are IT departments going to deal with it? Very good presentation.
Next session is the University of Leicester about a collaborative development for on line information security awareness training. They had a new is security policy so needed some training to help implement it. Looked around, nothing relevant. No resource to develop in house. So, looked at collaboration. Got interest from York, Leeds, Cranfield and IC. All could find money, but no staff resource. Used company called EPIC as a partner. Needed something that was high quality, delivered though VLE, customisable for different institutions. First they did a proof of concept to see if it could be done, and it if one be viable across the sector. The universities provide the training design and format and EPIC provided the technical design and development expertise.
It was successful, and they now have a product that a general member of staff can complete in 45 minutes and an additional module for research staff of 15 mins. Delivered though Moodle and Blackboard and to iPads, it also tracks completion. It is customisable and has a wider application in the sector and is being marketed via Epic. We saw a demo of it, and it looks good. Given the ICO's interest in data security training, this is maybe something we should look at?
- Posted using BlogPress from my iPad
From Technology to Information
At the UCISA Management Conference at the moment at Celtic Manor. Very nice venue in Newport, built by Sir Terry Matthews, billionaire, and founder of MiTel. Hopefully will blog a number of sessions, but they will probably be in note form.
Conference starts with everyone standing for a minute's silence for Amber Miro, a good friend and colleague and member of the Executive Committee who very sadly died last week. She will be missed very much.
The opening session was from Gwyn Thomas, Chief Information Officer for Wales, working for the Welsh Assembly. His title was from Technology to Information. He's working on a strategy of critical mass, not consensus. Its important to first build the social architecture on which the technology architecture will rest.
Main drivers for his public sector ICT initiative are politics of devolution, (collaboration and cooperation) and the economy, a time of austerity. In technology terms, we're in a time of rapid change and consumerisation and consumer expectations are rising. IT can be seen as either enabling, or a cost and a burden.
Obviously, as we're in Wales he then used the Welsh Rugby team as a metaphor for what they're trying to do|
Coming together of team spirit:
Needs a strong policy and direction from government. Digital Wales is the overarching policy bringing everything together.
Getting organised:
Are National ICT strategies eg Informing Healthcare and Public ICT strategy. Technical strategies are critical to getting themselves organised collectively. Policies are written collectively and are used to engage with people. They hold events at which the audience can moan, criticise them etc, but they have to improve the policy.
Leadership:
They have the CIO Council for Wales at which all public sector groups are represented eg Local Authorities, Universities, Healthcare. The Group owns the policy and strategy but not the implementation. CIO delivery group does that. This separation works.
Then they have the Public Sector Design Authority who are the National Technical experts.
Facing up to adversity
Trouble with adversity is there's a lot of it about:
Improvements in public services are critical on ICT
But level of investment in public sector has gone down.
No collective understanding of spend.
Many hundreds of local systems.
Difficult to share information across sectors.
Some good people, but low critical mass of critical skills.
Some national infrastructure.
Some local pockets of excellence and innovation.
Gathering pace:
Different principles have been agreed for national, regional and local implementations:
In common by design. Eg broadband network
In common by agreement Eg data centre rationalisation
Locally by agreement. Eg new ideas
Early success is Public sector broadband aggregation.
Now looking at global solutions and implementations and engaging with private sector. They've had a number of half day design sessions with likes of Apple, Google, BT, CISCO, Microsoft etc. Some things learned from them:
Joining up of the public sector in the way Wales are trying to do it seems to be unique.
Private sector sees investment in ICT as a way to cut costs.
Theres not much capital around so the tend is to move to , pay as you go charges, revenue based funding.
Pace of technological change is going to get even faster
That have some of the answers, but not all
Desktops are dead
Mobile devices are exploding
We are moving away from the institution to person based services.
Some issues around pace of change, and difficulties of doing anything nationally:
In less time than it's taken Wales to get 70k people on a common national email system, Google reached 100,000,000 on Gmail.
When they looked for data centre rationalisation, local organisations were building them faster than they could count them nationally.
Their strategy is service transformation through innovation and empowerment; engagement and move to self service; technology as an enabler of change; locally realised benefits.
They are changing their ICT investment portfolio to have more high risk and high potential return projects.
The ICT "invest to save" iceberg. Sometimes quoted that if costs £7 to do a service face to face, it will cost £2 if done through a phone app, and 32p if on the web. But, all that infrastructure underneath, costs.
Typically the public sector spends 3% of its budget on IT. Spending 3% to help the other 97% work more efficicnetly would seem to be good value for money.
Moving to public cloud would reduce public sector costs, but they have an issue with security. General view that everything needs to be "military strength" secure. This needs challenging.
Networks, devices and applications are moving into the cloud and this will continue. The ICT department of the future will be different to now. There will be little infrastructure to manage. There will be specialist application development. Technical governance and design will be important. Collaborative ways of working will be critical.
We are moving from systems to services.
And from ICT to support organisations, to ICT to support people.
- Posted using BlogPress from my iPad
Conference starts with everyone standing for a minute's silence for Amber Miro, a good friend and colleague and member of the Executive Committee who very sadly died last week. She will be missed very much.
The opening session was from Gwyn Thomas, Chief Information Officer for Wales, working for the Welsh Assembly. His title was from Technology to Information. He's working on a strategy of critical mass, not consensus. Its important to first build the social architecture on which the technology architecture will rest.
Main drivers for his public sector ICT initiative are politics of devolution, (collaboration and cooperation) and the economy, a time of austerity. In technology terms, we're in a time of rapid change and consumerisation and consumer expectations are rising. IT can be seen as either enabling, or a cost and a burden.
Obviously, as we're in Wales he then used the Welsh Rugby team as a metaphor for what they're trying to do|
Coming together of team spirit:
Needs a strong policy and direction from government. Digital Wales is the overarching policy bringing everything together.
Getting organised:
Are National ICT strategies eg Informing Healthcare and Public ICT strategy. Technical strategies are critical to getting themselves organised collectively. Policies are written collectively and are used to engage with people. They hold events at which the audience can moan, criticise them etc, but they have to improve the policy.
Leadership:
They have the CIO Council for Wales at which all public sector groups are represented eg Local Authorities, Universities, Healthcare. The Group owns the policy and strategy but not the implementation. CIO delivery group does that. This separation works.
Then they have the Public Sector Design Authority who are the National Technical experts.
Facing up to adversity
Trouble with adversity is there's a lot of it about:
Improvements in public services are critical on ICT
But level of investment in public sector has gone down.
No collective understanding of spend.
Many hundreds of local systems.
Difficult to share information across sectors.
Some good people, but low critical mass of critical skills.
Some national infrastructure.
Some local pockets of excellence and innovation.
Gathering pace:
Different principles have been agreed for national, regional and local implementations:
In common by design. Eg broadband network
In common by agreement Eg data centre rationalisation
Locally by agreement. Eg new ideas
Early success is Public sector broadband aggregation.
Now looking at global solutions and implementations and engaging with private sector. They've had a number of half day design sessions with likes of Apple, Google, BT, CISCO, Microsoft etc. Some things learned from them:
Joining up of the public sector in the way Wales are trying to do it seems to be unique.
Private sector sees investment in ICT as a way to cut costs.
Theres not much capital around so the tend is to move to , pay as you go charges, revenue based funding.
Pace of technological change is going to get even faster
That have some of the answers, but not all
Desktops are dead
Mobile devices are exploding
We are moving away from the institution to person based services.
Some issues around pace of change, and difficulties of doing anything nationally:
In less time than it's taken Wales to get 70k people on a common national email system, Google reached 100,000,000 on Gmail.
When they looked for data centre rationalisation, local organisations were building them faster than they could count them nationally.
Their strategy is service transformation through innovation and empowerment; engagement and move to self service; technology as an enabler of change; locally realised benefits.
They are changing their ICT investment portfolio to have more high risk and high potential return projects.
The ICT "invest to save" iceberg. Sometimes quoted that if costs £7 to do a service face to face, it will cost £2 if done through a phone app, and 32p if on the web. But, all that infrastructure underneath, costs.
Typically the public sector spends 3% of its budget on IT. Spending 3% to help the other 97% work more efficicnetly would seem to be good value for money.
Moving to public cloud would reduce public sector costs, but they have an issue with security. General view that everything needs to be "military strength" secure. This needs challenging.
Networks, devices and applications are moving into the cloud and this will continue. The ICT department of the future will be different to now. There will be little infrastructure to manage. There will be specialist application development. Technical governance and design will be important. Collaborative ways of working will be critical.
We are moving from systems to services.
And from ICT to support organisations, to ICT to support people.
- Posted using BlogPress from my iPad
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