Will Digital Driver licenses make driving without a mobile an offence?

Given my job of watching, advising and progressing digital transformation, a technology savvy wife, and three digital native to the core children aged 10-13 it is no surprise that the impacts, both foreseen and unforeseen, of digital are a regular discussion point at the dinner table in our house, (a device free dinner table, I might add).


Tonight the discussion centered on the impact of the digitization of driver licenses, and other related identification forms. New South Wales, and Australia for that matter, has been way to slow at a commercial and government level for digital, but it is changing in an accelerated fashion due to increasingly strong leadership particularly from new Australian Prime Minister Malcolm Turnbull.


On Nov. 24th, 2015, after months of speculation and discussion the NSW government announced that digital licensing for fishing and responsible service of alcohol will commence in 2016, with driver licenses to follow in 2018.


Clearly the technology is so close, yet so far away from reality.


The deep and complicated levels of security, intergovernmental legislation and cooperation that will be required to ensure the program works in a secure fashion are still far from consideration, let alone being settled. Will all Australian states accept digital licensing? Will it be accepted as a valid form of identification overseas, for example when renting a car or checking into a hotel?


One of the great discussion points that arose today from the Sydney Morning Herald was the possibility that drivers could be fined for not having their mobile charged. https://t.co/6gjZsRdy6Q – whilst Service NSW informed the SMH that drivers would not be charged for failure to produce a driver license with a flat mobile, it is clear that if the digital license is the default then a flat or lost phone will be a critical potential issue. Driving without a mobile could well be an offence in some jurisdictions let alone make any transaction virtually impossible as physical money dies a slow death.


It is also worth noting the issue of digital equity at this point. There can be no mandate to go digital to reflect that whilst the majority of Australian residents are able to enjoy premium personal technology, not everyone is. For government the digital solution cannot be the only solution.


Hopefully this type of transformational, but predictable outcome of digital integration can convince Apple in particular to improve the battery life of the iPhone by 2018.


Each day there is examples of the benefits of digital transformation for local and global communities. These are typically of significant benefit, but just as a flat mobile will challenge the ability to present identification to authorities, the downsides of digital need to be explored through trial deployments and clear thinking of the unknown outcomes as well as the known outcomes.


If you require further information, please contact Phil Hassey, Founder capioIT. capioIT is an advisory firm focused on helping organisations to understand emerging technology as the world becomes Digital. Phil may be contacted easily in the digital and real world.





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AWS announces Korea as its sixth Asian region. Boosts the accelerating cloud maturity of Asia

Amazon Web Services (AWS) recently announced Korea as the sixth geographic region announced in Asia for the IaaS juggernaut. Korea joins established locations in Australia, China, Japan and Singapore as well as recent announcements of a forthcoming region in India, and a second Chinese region. Which new location will come online first is unknown at this point.
Clearly the focus of the investment in Korea is to take advantage of the local demand from an increasingly cloud hungry Korean market, but to also leverage the massive demand for gaming based applications that have long been a staple of the Korean technology sector.

More broadly than Korea, the fact is now that AWS has more announced locations in Asia than any other location. This fact is an exceptional one for the region and reflects several factors.

  • Demand for cloud across models, eg IaaS, SaaS, PaaS et al is real and growing in Asian markets.
  • This demand varies by the type of organisations and geography. In mature markets, the growth for cloud is across legacy firms, and startups.
  • Public sector in mature Asia markets such as Australia, Singapore and Japan is increasingly implementing cloud based solutions. The spectre of privacy has largely been overcome by the performance of vendors such as AWS and Microsoft in the market.
  • In emerging or less mature Asia markets such as Indonesia, Thailand etc, the growth in cloud is particularly strong in the start up and greenfield organization markets. More traditional companies, and governments have been slower to uptake cloud. As the impact of the local startup sector starts to increase, it is anticipated that the organisations will follow the shift towards cloud made by so many of their peers.
  • Geographic location issues are receding. The increased investment in Asian cloud locations by the likes of AWS are removing geographic location as an issue for an increasingly significant proportion of the Asian economy. Regulatory authorities are slowly becoming more flexible and aware of the need to work with cloud providers to ensure that they can balance requirements with the functionality of the cloud.

Korea is a unique market, and will provide AWS with a number of new challenges. It is perhaps the most individual market in Asia. The role of the Korean Chaebols, such as Samsung have a fundamental impact on the market. Yes, it is a significant opportunity, but it is a very difficult market to crack because of the unique local characteristics.

Back to AWS, the next steps for it are going to be interesting to watch. By the end of next year it will have live capabilities in the six most important and largest cloud markets in the region. The AWS model is of course one that values depth of location rather than breadth, so the investment in Asia is even more remarkable, as it clearly will not have the depth in some Asian markets that it enjoys in the U.S based facilities.

Indonesia, Malaysia, Thailand and New Zealand are examples of markets that now come into play for a region, not just an edge location. Most of these markets are far from ready for AWS to arrive from a regulatory (e.g Indonesia) or demand (New Zealand) perspective. They do offer long term options, and it would not surprise to see AWS look to offer smaller scaled facilities, (with clear compromises needed on cost, functionality and scope) for clients to ensure that it is able to offer local coverage to as broad a number of economic markets as possible.

Finally on AWS, the recent re:Invent customer event showed that the revenue growth has not abated, (80% CAGR is extraordinary), the functionality (over 500 new offerings in 2015) has not abated and with Hewlett Packard shuttering it’s public cloud offering, the AWS impact on the competition and clients is also not showing any respite.

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Will Salesforce, AWS and Oracle product expansion dent the glow of Tableau and friends?

Analytics provider Tableau has had a remarkable couple of years. Qlik, TIbco Spotfire and other peers have also experienced success as the growth and democratization of analytics increases. They have helped to bring Analytics into a larger, more user friendly environment, and to help shift the long awaited by capioIT shift to a more democtratised functionality of analytics, data discovery and visualization.

Perhaps then it was no surprise that at the Salesforce, AWS and Oracle customer events this year, Tableau and Qlik were singled out for attention with new product announcements and no doubt aggressively directly push into their space. At Dreamforce, re:Invent and Oracle Open World, new products were highlighted, democratization of analytics was a key theme and the importance of analytics realized.

The good news for the smaller visualisation vendors is that the larger vendors will not fully realize their own product capabilities at least through 2016. Tableau et al enjoy strong customer advocacy, comparative nimbleness, innovation agendas, and a partnership with the three larger vendors, but the pressure will be immense. Acquistion opportunities will also come under the radar more visually, especially for Qlik which is the most acquisitively accessible. Perhaps they can use their own tools to identify potential suitors.

Not surprisingly Tableau, Qlik and Tibco have continued to have a positive spin and outlook on the situation. One would expect nothing less. The good news from a capioIT perspective is a deeply held view that competition drives innovation. This can only benefit customers of all providers of analytics, data discovery and visualization.

If you require further information, please contact Phil Hassey, Founder capioIT. capioIT is an advisory firm focused on helping organisations to understand emerging technology as the world becomes Digital. Phil may be contacted by the following methods,




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Westfield may have a “Smarter Way to Park”, but the risk to individual privacy and security is not smart.

Losing a ticket in a shopping centre parking lot can be a frustrating and very costly experience. Similarly the ability to exit and have automatic payment is a benefit to the time poor and impatient shopper. Therefore the rollout by major retail property managers such as Westfield of ticketless parking is considered a blessing by many.

That is the good news. The potential downside of the capability is of immediate and considerable concern with a significant risk to Westfield and Scentre, let alone  customers. Whilst ticketless parking has been around for a few years, the next step of SMS parking time notification from Westfield Bondi Junction amongst other centres is a concern.

One can register their car, and be sent a text when they arrive to inform them as to the time that the vehicle has arrived, and as a consequence, how much time they will have to park in the centre. So far so good.

The issue is this registration process. Anyone, yes, anyone can register a car license plate to then receive an SMS as to when that vehicle enters the parking station. It is naïve to think that only honest car owners will use this technology. To test that anyone can register a car I have registered my own family cars alongside random cars.

There is no checkpoint to confirm that I am entitled to be connected with the cars. The legal fine print – http://www.westfield.com.au/parking/terms-conditions does nothing to address this issue.

There is nothing to stop a stalker, disgruntled former partner, or any one of a number of nefarious characters from knowing when a vehicle, and by definition, individual has entered a parking station. This can open up the opportunity for considerable individual risk for parkers for example in troubled domestic environments, stalkers to know with more geographic certainty where their prey is and many other negative potential outcomes.

At the same time, the fact that anyone can be informed as to when a car enters a shopping centre knows that an individual is not at their home. If for example, a potential criminal obtains the car registration details of a house they are looking to burgle, knowing when the occupants car has entered the shopping centre car park gives them strong insight into how long they may have to commit any offence.

The other issue is the internal process at Westfield. Where was the red flag that there could be a potential problem. Surely someone in a management role had to be aware of the risk, no matter how small.

The growth and ubiquitous impact of technology and digital innovation is an unstoppable force, and the consequences for society are overwhelmingly positive.

Unfortunately it is a very complicated issue, and the example of Westfield Parking highlights the impacts of unintended consequences. In order to fix this, it is anticipated that Westfield will have to change the registration process to ensure that only rightful owners can register their vehicles and that potentially criminal and disruptive elements are unable to. This is a method of ensuring the full benefits of digital technology and management of unintended consequences.

Furthermore, digital innovation is valuable, but difficult to get right. Skills within the organisation need to change. Pan-industry experience is critical. Good digital implementation needs a team that is able to consider an increasingly broad range of implications, known unknowns, and unknown unknowns. 

If you require further information, please contact Phil Hassey, Founder capioIT. capioIT is an advisory firm focused on helping organisations to understand emerging technology as the world becomes Digital. Phil may be contacted by the following methods,





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CSC acquires UXC – Boosts Capabilities in Australia

On October 6th US IT services firm CSC announced that it was entering a five week due diligence period to acquire Australian listed IT Services firm UXC. The acquisition price is US$300M, or A$420M. UXC has revenues of just under A$700M, and approximately 3,000 employees.

This transaction will almost double CSC’s revenue in Australia and place it close to Accenture from a revenue point of view in Australia. UXC is, or was, the largest independent Australian owned IT services provider. Whilst UXC has capabilities in other geographies, it is very reliant upon Australia for revenue.

The CSC UXC deal is not a shock. There have been rumors of UXC as a potential acquisition target by global vendors for many years. Most of the legacy vendors have taken a good long look at it over the past few years but clearly could not get the price and integration alignment. Now CSC is clearly confident it has.

As are result, the surprise is that the deal took so long. Unless there is another bid or some other major market disruption, it is reasonable to expect that UXC shareholders will accept the bid.

At a corporate level CSC is trying to rebuild its identity post their split in the US with its US Public Sector group. The shift towards cloud and the as a service economy has placed significant pressure on the CSC business globally and in Australia. It has divesting non-strategic elements of the business, (eg in 2012, the Australian recruitment business Paxus) , so the acquisition to acquire the UXC strengths is not a surprise as the realignment slowly continues.

The decline over the past two years of the Australian dollar would have changed the economics of acquiring UXC for a US based organization, particularly if there are capabilities that can be leveraged globally. CSC gains capability improvement in several areas. UXC has a strong Oracle, SAP and Microsoft offering. It has strengths in government, particularly at the state level that will be attractive to CSC. Due to UXC having separate brands operating in a federation model, the brands of the business have high visibility in the market, adding to their attraction.

The acquisition also show that whilst the Australian market does not have the growth numbers from a percentage value of other Asian markets, it does have several attractive elements for that make local investments well worth the time. The level of skill demand in the market is at a premium, as is engagement relationships that independent vendors have with a range of customers. Furthermore the size of the Australian market is large enough that even smaller growth numbers can provide significant increases in market opportunity from a dollar perspective in comparison with smaller AP markets.

CSC and UXC will have to focus on what could be an interesting integration process. CSC is a well established conservative organization. UXC operated as a federated company. The various subsidiaries that have been acquired over the years kept their own identities and in some cases were effectively encouraged to compete against each other. Whilst UXC was moving to operate in a more integrated model, the independent approach will be compromised with the ingestion to CSC.

Now the focus will be if the likes of HP and Fujitsu show an interest in some of the remaining Australian firms. Whilst there is not a plethora of available firms to acquire, if these firms are to maintain or enhance their market position, inorganic growth in Australia or globally may prove to be essential.

Focus Point

If the CSC transaction with UXC is completed, then it will reshape a significant part of the Australian IT Services marketplace. CSC will get strength in key market areas such as SAP and Microsoft and will be integrating a strong set of both customers and skills from the employee base of UXC. This is proof that even mature markets such as Australia have strong opportunities for growth in scale if vendors are able to be aggressive in the market.

As with every acquisition, most of which are a major struggle is to get the integration of culture and capabilities correct and do this at speed. If CSC/UXC can do this it will be great for employees, clients and partners. If not, it will join the overly long list of troubled acquisitions.

If you require further information, please contact Phil Hassey, Founder capioIT. capioIT is an advisory firm focused on helping organisations to understand emerging technology as the world becomes Digital. Phil may be contacted by email below,


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Dreamforce 2015 Winners and Losers

Dreamforce is over for another year. This year there were 170,000 attendees, 400 partners and 1,600 sessions. In any measure the event is a big deal and the Launchpad for Salesforce through the next year.

The winners for the event loomed large this year, as they tend to do.

  • Salesforce itself is clearly a winner to garner the attention of the technology community to the extent that Dreamforce is arguably the highest profile tech event and is a creator of cloud energy like no other vendor with the possible exception of AWS
  • The integration of Microsoft and Salesforce, was very significant. Clearly the relationship is very deep between the two vendors. The integration of Salesforce into the Microsoft platform is very clear, the interface is consistent and user friendly. This was the biggest deal for Dreamforce for mine.
  • Microsoft second coming as a device and platform agnostic software provider now.
  • The increasing horizontal depth of SF with IOT and Analytics. Whilst the IOT capability in particular is immature and still a lot of slide-ware, the intent is real, and the history of Salesforce is clear in suggesting that it can execute.
  • Salesforce increased focus on Industry based solutions. This will continue to become a critical agent of the strategy as it matures in the next 12 months.
  • The depth of collaboration of the Salesforce ISV ecosystem that is unmatched in other major software vendors
  • Independent System Integrators providers – The acquisition of Cloud Sherpas by Accenture just changed their dynamic, and increased their value in the eyes of investment bankers

The losers for the event were just as clear

  • The keynotes. They need some reinvigoration, the customer examples, in particular Cisco was cringe worthy from both a script and “acting” perspective. Just get new Cisco CEO, Chuck Robbins up there, not Salesforce execs in tech coats.
  • Large SI’s. capioIT has highlighted the strength of Accenture in the SI space for cloud services. The acquisition of Cloud Sherpas only reinforces this. A lot of the legacy SI’s risk being left behind, and quickly unless they act soon. IBM, Tata Consultancy Services and Infosys are at the front of the queue of vulnerable providers.
  • The Salesforce “No Software” Logo. If Co-founder Mark Benioff is correct and Salesforce becomes the 4th largest software provider next year, then the gimmick, whilst successful has more than run overtime.
  • The Microsoft Dynamics team. I understand co-opetition better than most, but this was not a good moment for Dynamics. Microsoft clearly, and rightfully considers Office to be the primary application to protect, not Dynamics.
  • Stevie Wonder – You are the Dreamforce of my life. Part of my soul died with that line. “Everyone has a price” is more true today, than at any other time in human society

Focus Point

Dreamforce is clearly one of the most important events on the calendar for the integration of technology and business. It captures the attention of millions of professionals. In 2015, the clear winners were Microsoft and Salesforce. Expect these two vendors to get even closer before we hit Dreamforce 2016.

If you require further information, please contact Phil Hassey, Founder capioIT. capioIT is an advisory firm focused on helping organisations to understand emerging technology as the world becomes Digital. Phil may be contacted by email below,

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capioIT turns Five. A Sincere Thank You for the Support.

It is very exciting to let you know that today, September 23rd, capioIT celebrates our fifth birthday. As any other Australians would have been more successful than any of the four Australian Prime Ministers in this time. I founded capioIT recognizing that small business is tough, any statistics will tell you that more than half of businesses do not last five years. We have beaten that, and I am immensely proud to say that.


I am highly satisfied of the way in which my wife (who looks after the finance, admin etc. in an inspiring and dedicated manner) and I have overcome some of the difficulties that all small businesses managed by couples face. We still can sit side by side in our office without too much stress.

When I started capioIT, after five years, I did not think it would operate like it does today. The fact that it is different to that original ideas or visions I have is neither right or wrong.

It is what it is, I am very proud of the work we do for clients. Today alone, I have helped a major government with their Microsoft license renewal strategy as they shift to cloud. This evening I have worked on a cognitive computing project for a client, and will finish the night reviewing a regional CTO strategy for yet another client. We are supporting clients as they look to shift to the digital world and manage that transition with the best possible outcomes for their internal and external stakeholders.

Our research efforts in analytics, digital engagements, business IT, cloud, emerging markets and many other areas are now so important to what we do. The IT and business world is changing, we are flexible enough to be able to change with the market.

Whilst I am unsure what we will look like in five years, I hope that they are as rewarding as the past five, although, sometimes we would hope for less stress and quicker decisions.

Of course I want to thank all the people that have supported capioIT. This is both vendors and buyers of technology, where I have had to successfully juggle both perspectives to help both parties. Clearly without these clients we would not have lasted.

Finally I want to thank the analyst community, from AR professionals, industry watchers and of course my fellow analysts. Without the support, friendship and insight I would not be here today. I love the analysts ecosystems and am constantly amazed that I have had the privilege to be a voice in our market in Asia Pacific, emerging markets and globally.

Thanks again to everyone for their support. I can’t wait to see what the next 5 years will bring.

If you require further information, please contact Phil Hassey, Founder capioIT. capioIT is an advisory firm focused on helping organisations to understand emerging technology as the world becomes Digital. Phil may be contacted by email below,


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