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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IBRSiQ is a database of Client inquiries and is designed to get you talking to our advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.


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The government’s new tax incentives making it easier to depreciate software will help big businesses invest in their own software development but will do “bugger all” for Australian software companies and small and medium businesses, and may even create perverse incentives for large companies to invest in the wrong type of software, industry experts say.

IBRS advisor Joseph Sweeney, who works with numerous large organisations on their technology strategies said the policy was a positive step in recognising the need to increase development of a local digital services economy, but would do little to raise productivity in the small- and medium-sized business market, which accounts for half of Australia’s workforce. Dr Sweeney is midway through conducting a study into national productivity gains from Cloud services, and said the early data showed that introducing Software-as-a-Service solutions to small and mid-sized organisations was the quickest way to get tangible productivity gains.as
 
“By only allowing for offset in assets like CapEx in IT infrastructure and software, this policy has the potential to skew the market back towards on-premises solutions. It will certainly make the ‘total cost of operation’ calculations for moving to the Cloud less attractive,” Dr Sweeney said.
 

Conclusion

The growing maturity of data handling and analytics is driving interest in data catalogues. Over the past two years, most of the major vendors in the data analytics field have either introduced or are rapidly evolving their products to include data cataloguing.

Data catalogues help data users identify and manage their data for processing and analytics. Leading data cataloguing tools leverage machine learning (ML) and other search techniques to expose and link data sets in a manner that improves access and consumability.

However, a data catalogue is only beneficial when the organisation already has a sufficient level of maturity in how it manages data and analytics. Data literacy (the skills and core concepts that support data analytics) must also be established in the organisation’s user base to leverage full benefits from the proposed data catalogue.

Organisations considering data catalogues must have a clear picture of how to use this new architecture, and be realistic in how ready they are to leverage the technology. Furthermore, different organisations have unique and dynamic data attributes, so there is no one-type-fits-all data catalogue in the marketplace.


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Conclusion

Low-code solutions expand the entry-level for application development by enabling non-developers (a.k.a. citizen developers) and developers alike to create applications visually. Low-code platform solutions allow citizen developers to develop applications using WYSIWYG tools to create functional prototypes of applications that digitise special – often narrowly defined – business processes. This can be highly disruptive without clear policies (see ‘Non-techies Are Taking Over Your Developers’ Jobs – Dealing with the Fallout’). In addition, to avoid the Microsoft access problem of creating fragmented applications and processes, the ICT group needs to be involved in the selection of a low-code platform that provides not only eforms and workflow capabilities, but also governance features to avoid the chaos that can ensue from unfettered development.

Low-code platforms can be viewed as offering a spectrum of capabilities, as detailed in ‘How to Succeed with Eforms Part 1: Understand the Need'. To provide a smooth transition along the spectrum of development capabilities, organisations may either:

  • introduce a second developer-focused low-code platform, since many citizen-developer-focused solutions have insufficient capabilities for developers.
  • adopt a single, low-code platform that provides both the simplicity needed for citizen developers and the power needed for developers.

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Conclusion

Virtual desktop infrastructure (VDI) is suitable for addressing a range of business challenges. As VDI has evolved over the past decade, understanding of use-cases for where is best applied has also matured. In this paper, we explore the use-cases where VDI has been most successful.


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Conclusion:

While some bots may be benign, many are engaged in unscrupulous behaviour, such as stealing valuable commercial data or attempting to obtain access illegitimately. At best, bots are a drain on an organisation's resources, increase demands on infrastructure and causing the expenditure of resources, pushing up costs. In the worst case, they represent a significant cyber threat.

IBRS interviewed experts in the field of bot defence: Craig Templeton, CISO and GM Tech Platforms with REA Group and Sam Crowther, developer of the Kasada bot defence platform.


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Conclusion:

Allowing employees to use personal devices for work purposes comes with a unique security challenge. How can the organisation keep track of so many endpoints and make sure that each one is secure? Organisations need to examine their mobile device management (MDM) capabilities in order to protect the organisation from security breaches as a result of insecure mobile devices.


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There is more innovation going on behind the scenes in Australian organisations than they are being given credit for. IBRS advisor, Dr Joseph Sweeney, who specialises in the areas of workforce transformation and the future of work stated, Australian organisations have led the world in the uptake of virtualisation which now has Australia leading in terms of Cloud adoption. 'World-leading Australian innovation was emerging in how Cloud-based services could be used to make internal operations more efficient, which was less glamorous than some of the consumer-facing apps being developed by emerging fintech companies, but equally worthwhile." said Dr Sweeney. 

“One area of innovation IBRS has identified over the last year is a rapid update of low-code platforms to allow less-technical staff to be involved in digitising business processes,” he said. Citizen developers aren't just limiting themselves to e-forms but are using a full range of low code tools and vendors are reporting sales growth of over 30%.

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Conclusion:

Too often, information communications technology (ICT) and business analytics groups focus on business intelligence and analytics architectures and do not explore the organisational behaviours that are required to take full advantage of such solutions. There is a growing recognition that data literacy (a subset of digital workforce maturity1) is just as important, if not more important, than the solutions being deployed. This is especially true for organisations embracing self-service analytics2.

The trend is to give self-service analytics platforms to management that are making critical business decisions. However, this trend also requires managers to be trained in not just the tools and platforms, but in understanding how to ask meaningful questions, select appropriate data (avoiding bias and cherry-picking), and how to apply the principles of scientific thinking to analysis.


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Future of Work expert and IBRS advisor Dr Joseph Sweeney has made seven recommendations towards good Microsoft Team governance after surveying and speaking to 80 CIOs across Australian organisations. 

Microsoft Teams usage grew to more than 44 million global daily active users during COVID-19 and has still continued to grow. Dr Sweeney's findings discovered a number of concerning issues for organisations with Teams implementation and the risks associated with them. Businesses rushed to deploy Teams in a way that left them at risk of exposing critical data and damaging productivity.

Dr Sweeney emphasised Microsoft hasn't created an insecure environment with Teams. "Out of all the vendors Microsoft actually has a really good security Story" said Dr Sweeney. "The problem is, a lot of organisations in the rush to get people working from home turned Teams on, and they've deployed (it) without full consideration of all of these new risks."

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Related Articles

Microsoft teams governance: Emerging better practices

Better Practice Special Report: Microsoft Teams Governance

With the rush to deploy Teams to enable remote work in 2020, the majority of organisations have not yet fully considered the highly disruptive nature of deep collaboration. Governance has been largely overlooked in the effort to ‘just get people working’. IBRS outlines the seven critical areas of governance that must be immediately addressed for Teams to be sustainable and to mitigate the new risks (and benefits!) of deep collaboration. Find attached a PDF of the webinar to download for free. Or to view the webinar, click on the video below.

 

Observations: In theory, Virtual Desktop Infrastructure (VDI) technology enables organisations to be nimble, providing flexible, remote working and (for some use cases) more cost-effective deployment of digital workspaces. Recent events and technology advances have tested this theory and spawned several major changes. The rush to cater for remote working has increased adoption to Cloud-based VDI for ‘burst workloads’, at least in the short term. The need to quickly address scalability issues for organisations that had previously invested in VDI has favoured increased sales of hyperconverged solutions.

Longer term, organisations are looking to leverage VDI to enable compute and data-intensive tasks while keeping information ‘inside the data centre’. Some organisations – especially in financial services – are looking to expand previous VDI experiments to transform workplaces and service delivery models.


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Conclusion: Regardless of its digital strategy, many organisations have not been positioned to properly leverage the digital and data assets that are available to them. A Chief Data Officer (CDO) role can improve this situation by advancing an organisation’s data portfolio, curating and making appropriate data visible and actionable.

The CDO position is appropriate for all larger organisations, and small-to-large organisations focused on data-driven decision-making and innovation. These organisations benefit from a point person overseeing data management, data quality, and data strategy. CDOs are also responsible for developing a culture that supports data analytics and business intelligence, and the process of drawing valuable insights from data. In summary, they are responsible for improving data literacy within the organisation.


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Conclusion: Machine learning operations (MLOps) adapts principles, practices and measures from developer operations (DevOps), but significantly transforms some aspects to address the different skill sets and quality control challenges and deployment nuances of machine learning (ML) and data engineering.

Implementing MLOps has several benefits, from easing collaboration among project team members to reducing bias in the resulting artificial intelligence (AI) models.


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