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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Conclusion: Microsoft’s portfolio of business intelligence (BI) products now places the vendor in a market-leading position. Over the next three to five years, IBRS expects Microsoft to continue to strengthen its market position in BI, largely through its ability to expose a large number of users to self-service data visualisation and storytelling via some of Power BI’s features being included in Office 365.
Exploring Microsoft’s strategy for Power BI provides several important issues for consideration.
- Strategy & Transformation
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03 November 2018
- Related Articles:
"Digital and AI-based transformation requires an evolution in business intelligence architectures" IBRS, 2018-05-04 19:06:41
"Return on Investment in Data and Analytics" IBRS, 2015-10-03 00:12:43
- IT Operational Excellence
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24 October 2018
- IT Operational Excellence
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15 October 2018
Conclusion: Since CRM modernisation will impact many major functional areas of the organisation, developing a communication plan to ensure the strategy is developed and executed in a consistent and well-supported manner will involve many different roles and responsibilities. Gone are the days when the CRM was primarily the domain of sales and the IT departments.
- Strategy & Transformation
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05 October 2018
- Related Articles:
"CRM modernisation Part 1: Strategy, planning & selection" IBRS, 2018-09-04 05:20:15
"CRM modernisation Part 2A: Creating a public sector stakeholder experience strategy" IBRS, 2018-09-04 06:46:34
"CRM modernisation Part 2B: Creating a customer experience strategy" IBRS, 2018-09-04 06:47:58
- IT Operational Excellence
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25 September 2018
Conclusion: The availability of modern, Cloud-based, omnichannel-focused stakeholder and customer relationship management (CRM) solutions is disrupting customer expectations. It is not just that new CRM solutions have additional features and modules when compared to more traditional CRM solutions with a history predating social media. The modern CRM paradigm is focused on automation and mass personalisation of customer experiences rather than stakeholder and sales management.
A CRM modernisation effort must, therefore, be based upon a firm understanding of the organisation’s most valuable customer experiences. One way to achieve this understanding is to develop a customer experience strategy.
Note: sister note on this topic for public sector organisations is available.
- Strategy & Transformation
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05 September 2018
- Related Articles:
"CRM modernisation Part 1: Strategy, planning & selection" IBRS, 2018-09-04 05:20:15
"CRM modernisation Part 2A: Creating a public sector stakeholder experience strategy" IBRS, 2018-09-04 06:46:34
"CRM modernisation Part 3: Roles & responsibilities" IBRS, 2018-10-04 13:09:21
"Design thinking – do not rush the empathy" IBRS, 2016-05-05 03:03:00
"User Centred Design or Design Thinking" IBRS, 2017-07-03 23:24:11
Conclusion: The availability of modern, Cloud-based, omnichannel-focused stakeholder and customer relationship management (CRM) solutions is disrupting expectations of how public sector organisations should interact with their stakeholders, be it citizens and constituents, the business community, research or other agencies.
It is not just that new CRM solutions have additional features and modules when compared to more traditional CRM solution with histories that predate social media. Rather, the emerging modern CRM paradigm is focused on automation and mass personalisation of stakeholder communication rather than sales management.
A public sector’s CRM modernisation effort must, therefore, be based upon a firm understanding of the organisation’s most valuable stakeholder experiences. One way to achieve this understanding is to develop a stakeholder experience strategy.
Note: A sister note on this topic for private sector organisations is available.
- Strategy & Transformation
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05 September 2018
- Related Articles:
"CRM modernisation Part 1: Strategy, planning & selection" IBRS, 2018-09-04 05:20:15
"CRM modernisation Part 2B: Creating a customer experience strategy" IBRS, 2018-09-04 06:47:58
"CRM modernisation Part 3: Roles & responsibilities" IBRS, 2018-10-04 13:09:21
"Design thinking – do not rush the empathy" IBRS, 2016-05-05 03:03:00
"User Centred Design or Design Thinking" IBRS, 2017-07-03 23:24:11
Conclusion: The potential, and corresponding increased expectations of, modern CRM is causing many organisations to re-evaluate their existing CRM solution (or multiple solutions) with a CRM migration.
The decision to migrate to a new CRM solution should not be taken lightly. Given that the management of contacts (e. g. customers, stakeholders, citizens, etc.) is central to every organisation, changing how an organisation communicates with and serves these contacts must be viewed as a strategic initiative.
Therefore, it is vital that each organisation create a strategy, and subsequent plan, for its modern CRM journey. In this paper, IBRS outlines the typical journey for an organisation creating a strategy, planning for, and finally selecting a next-generation CRM solution.
- Strategy & Transformation
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05 September 2018
- IT Operational Excellence
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30 August 2018
Conclusion: Interest in eforms solutions is being driven by two drivers:
- First, the promise of enabling “citizen developers” within the organisation to take ownership of the creation of forms and automate simple processes.
- Second, the promise of greater workforce efficiency by digitising manual activities.
These two drivers sit at opposite ends of a spectrum of eforms capabilities. The following framework provides a starting point for organisations to capture and refine their eforms requirements and structure information gathering prior to going to market for a solution.
- Strategy & Transformation
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02 August 2018
- Related Articles:
"How to succeed with eforms Part 1: Understand the need" IBRS, 2018-01-03 05:42:10
"How to succeed with eforms Part 2: The five most common eforms challenges" IBRS, 2018-02-01 10:06:14
"Selecting Mobile Application development tooling" IBRS, 2015-09-02 01:43:47
"SNAPSHOT: eForms & workflow products" IBRS, 2018-07-05 02:45:24
- What is the future of work and how do we prepare our kids for it?
- Are schools and universities setting kids up for future success?
- Does technology in the classroom improve outcomes for kids?
- Should every school student be learning to code?
- And what are the skills that kids will need in tomorrow's world?
These are just some of the questions I ask Dr Joe Sweeney, technologist, researcher, writer and expert in workforce transformation in this episode of the Potential Psychology podcast.
Joe and I discuss schools, education, technology, tools, parenting and the future of work. We talk about why LEGO is important for the digital world, the role of books in future happiness and success and why the most important thing we can do for our kids is teaching them to think.
Join me as we explore the future - and the past - with Dr Joe Sweeney.
- Strategy & Transformation
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26 July 2018
Conclusion: During January to March 2018, IBRS conducted a detailed market scan of eForms vendors and their products in the Australian market. The market scan was structured around common selection criteria and comparisons developed. The following snapshot summarises the results of the study, and may be used to assist with the development of eForm and workflow solution shortlists.
This snapshot includes eForms solutions that are in use within Australian organisations
- Strategy & Transformation
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05 July 2018
- Related Articles:
"How to succeed with eforms Part 1: Understand the need" IBRS, 2018-01-03 05:42:10
"How to succeed with eforms Part 2: The five most common eforms challenges" IBRS, 2018-02-01 10:06:14
- IT Operational Excellence
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27 June 2018
- Strategy & Transformation
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14 June 2018
