A few of us were having a brainstorm session recently regarding the ICA client, mobility and device support, inevitably the discussion led to the topic of competing priorities, limited resources, and business cases. Al Granville ( sometimes affectionately referred to as the ” suit ” in the blogosphere ) is the Product Manager for the ICA client and has the enviable position of driving what features and functions get included ( and which ones don’t ). Nowadays you can’t talk about mobility without the topic of support for the iPhone and where that fits versus all the other priorities. If you also want Citrix iPhone support please place your vote and tell us your use case here. Typically this analysis means doing a market analysis, talking to customers and developing a business case comparing all the alternatives and determining the ROI. During this discussion however, Al made the profound statement that maybe in this situation the business case simply needs to say … it’s the iPhone.. Stupid !
This brings up a really interesting point that IT also seems to be dealing with lately, that is what is the value of new and “cool ” and do you spend resources to enable these technologies. It could be the iPhone or it could be Web 2.0 collaboration tools or desktop video conferencing, whatever. Sometimes it’s straight forward to put an ROI and business case together, however quantifying the value of “cool” is subjective at best. Apple as the best example has done a superb job proving that elegant design, user experience, and “cool ” is a profitable business model. This certainly has proven to be the case in the consumer world, but it’s also evident that this is impacting the business IT world as well, at least from the perspective of user expectations. I am interested to know if this phenomena is also impacting IT’s decision process for implementing new projects.
How does your organization deal with all the new and cool user requests ?