Joseph Sweeney

Joseph Sweeney

Dr. Joseph Sweeney is an IBRS advisor specialising in the areas of workforce transformation and the future of work, including; workplace strategies, end-user computing, collaboration, workflow and low code development, data-driven strategies, policy, and organisational cultural change. He is the author of IBRS’s Digital Workspaces methodology. Dr Sweeney has a particular focus on Microsoft, Google, AWS, VMWare, and Citrix. He often assists organisations in rationalising their licensing spend while increasing workforce engagement. He is also deeply engaged in the education sector. Joseph was awarded the University of Newcastle Medal in 2007 for his studies in Education, and his doctorate, granted in 2015, was based on research into Australia’s educational ICT policies for student device deployments.

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Four technology forces will shape the business strategy in 2016, writes IBRS' Dr Joe Sweeney

In the view of IBRS, four technology forces will shape business strategy in 2016:

  • Mobility, the Post PC Era, and Future Workplace Innovation
  • As-a-Service
  • Security Leadership
  • Data Driven Business

 

Conclusion: As the concept of digital disruption and digital transformation takes hold, it is vital that IT is not only aligned with, but synonymous with business. Both business executives and IT groups find themselves in a constant race against competitors who have embraced new technologies and new business models. Unfortunately, this situation results in a mad dash between one hot new technology and another in an effort to meet evolving business priorities. In any race, having a skilled navigator and an accurate map is vital. IBRS’s Business Priorities Atlas (see Figure 1) presents the highest-level view of Australian business priorities and the likely technological landmarks along the way towards meeting the organisation’s desired destinations. The Atlas may be used to stimulate discussion between senior IT and non-IT executives as to what, where, and when to invest.


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This Compass expands upon the initial discussion presented in the IBRS Master Advisory Presentation, “Digital Workspaces: Enabling the Future Workplace.”1It outlines IBRS Workspaces Strategy Framework that can guide the development of your end user computing strategy that embraces evolving work practices, such as mobility, activity based working, and self-service.


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Conclusion: The fragmented uptake of real-time co-authoring will disrupt current business practices and impact a number of core information technology solutions as it changes how some types of knowledge are created and how people organise to accomplish some types of work. It is imperative the CIO/CDO engage business strategists, those involved with workplace innovation, and human resources executives to discuss the opportunities and impact of real-time co-authoring, and develop policies and cultural change plans to minimise the risks and disruptions, while also taking advantage of the opportunities.


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Related Articles:

"Get ready for Real-Time Co-Authoring: Part 1" IBRS, 2015-11-02 02:59:07

Workspaces: At the next desktop upgrade an organisation has two options: It can incrementally improve the desktop, using 20-year-old assumptions, or create a new end user computing platform based on modern technology trends. In this IBRS master advisory presentation (MAP), IBRS outlines the high-level issues surrounding the future of the Digital Workspace from both a business and technology viewpoint.

This MAP is designed to guide and stimulate discussion between business and technology groups, and point the way for more detailed activity. It also provides links to further reading to support these follow-up activities.


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Conclusion: In this note, IBRS defines real-time co-authoring, and outlines the factors hindering its adoption. Real-time co-authoring has been available for almost a decade via products such as Google Apps, and in the past few years, web-based Microsoft Office 365. However, the uptake of this capability has been lacklustre due to immature collaboration environments and, more significantly, deeply held preconceptions about the nature of documents and work.

The introduction of real-time co-authoring in the Microsoft Office 2016 (Word) desktop client removes some barriers to the end user adoption of real-time co-authoring. However, it does not directly address the cultural aspects that hinder adoption. Even so, organisations should expect the use of real-time co-authoring to rise, but in a fragmented, infectious manner.


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Related Articles:

"Real-Time Co-Authoring Part 2" IBRS, 2015-12-02 20:08:00

Conclusion: The days of viewing BI as a single solution are over. Organisations should view Business Intelligence as four distinct, but interlocking services that each addresses a different critical business imperative: reporting; self-direct data exploration; operational decision support; and data science. Each of these imperatives addresses different stakeholders and will have its own architect.


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Conclusion: Organisations typically discuss the selection of enterprise mobility development in terms of web-based applications versus native applications, which quickly leads to debates regarding cross-platform tools versus standardising on one platform, such as iOS or Windows10. This is entirely the wrong way to think about enterprise mobile application development, resulting in unsustainable portfolios of fragmented and increasingly difficult to maintain applications. Instead, organisations should first identify the generalised use cases (i.e. common patterns of work) and seek to select mobile solution architectures (as opposed development tools) that meet each use case.


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Enterprise Mobility is opening up new approaches to performing business activities. Early adopters of mobility technologies report significant improvements in process quality, as well as dramatically reduced latency for work activities. However, to achieve the expected results of mobility, organisations need to balance tactical mobility projects against longer term architectural approaches. For this reason, it is vital to have an enterprise mobility strategy in place, which can both prioritise mobility initiatives as well as link such initiatives back to business objectives.

In this IBRS Master Advisory Presentation (MAP), IBRS outlines the high-level issues, surrounding enterprise mobility from both business and technology viewpoints. This MAP is designed to guide and stimulate discussions between business and technology groups and point the way for more detailed activity. It also provides links to further reading to support these follow-up activities.

The MAP is provided as a set of presentation slides, and also as a script and executive briefing document.


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Conclusion: Microsoft’s consumer-led strategy for Windows 10 will create ‘pester power’ for the new OS within the enterprise. However, simply upgrading to Windows 10 will re-entrench old assumptions, and continue an out-dated SOE model, yet with no additional business value. An alternative approach is to delay the introduction of Window 10 while a new digital workspaces strategy is developed to transform the business environment. A digital workspace strategy will take time to define and execute, so the CIO must prepare activities to avoid the negative impact of pester-power, while engaging the business in a re-envisioning of the work environment.


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Conclusion: The Workspace of the Future is a vision statement on how staff and stakeholders will perform tasks related to their work in the next decade. It includes technological innovation (e. g. mobility, Cloud, data analytics), organisation transformation (e. g. activity-based working) and cultural change (e. g. social, collaboration). To realise this vision, especially given its all-encompassing and potentially transformational impact, requires a strategy that is specifically crafted to fit with an organisation’s long-term objectives. Part of this strategy is a complete rethink of end user computing, by challenging desktop era assumptions.

However, challenging assumptions is difficult. To gain clarity, IBRS recommends mapping assumptions to principles and business impacts. By conducting an assumption mapping exercise, organisations may begin to not only communicate the need for change within both IT and business groups but, also, uncover potential for fundamental business transformation.


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Conclusion: organisations planning to move to Microsoft Cloud-based Office 365 should first examine and segment their workforce to identify the most appropriate mix of Office 365 editions (which Microsoft calls SKUs) for staff, and then examine Microsoft’s various licensing options. Organisations with existing enterprise agreements need to be particularly careful with the latter, not so much to avoid compliance issues, but rather to minimise spend.


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Related Articles:

"The journey of Office 365: A guiding framework Part 3: Post-implementation" IBRS, 2016-05-05 00:21:00

"The journey to Office 365: A guiding framework Part 1" IBRS, 2016-03-01 04:23:10

"The journey to Office 365: A guiding framework Part 2 migration" IBRS, 2016-04-01 04:43:19

"The journey to Office 365: Part 4 – Skills" IBRS, 2016-06-02 00:26:00

Conclusion: email and basic collaboration services have reached a point where Cloud-based solutions deliver features, quality of service and reliability at price points that cannot be met by the vast majority of in-house IT groups. The question is not should an organisation move its email and basic collaborations services to the Cloud, or even when an organisation should move to the Cloud, but what additional collaboration services will move to the Cloud at the same time.


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Conclusion: when approaching significant software licensing decisions, consider re-evaluating the organisation’s licensing service provider (LSP) to bring contestability to value-added services and costs not directly related to the software licences. Determining appropriate selection criteria for an LSP is based partly on an organisation’s software asset management maturity, and investments in software asset management capabilities, and a range of vendor management issues.


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