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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.
Conclusion: Current approaches to knowledge management are being disrupted by a wave of new working practices that replace the paper-based metaphor that pre-dates the computer revolution, with a digital-only metaphor. While this change has been brewing for over a decade, it should not be confused with simple “digitisation” of paper processes. It is a fundamental shift in thinking about knowledge as a digital asset, which is detailed in “Workforce Transformation Part 1: Disrupting the very idea of paper is an important first step”.
1. We want to help you and your team gain an understanding of where technology and the workforce is heading, including
2. We are genuinely interested in what Australian organisations are doing in this space
3. We want to give back to those who have participated in our research
4. We want to highlight the capability of IBRS and how we can offer practical advice
We hope that you take up this offer. IBRS would welcome the opportunity to guide and advise you in this complicated and evolving topic.
Conclusion: IBRS recently conducted interviews with development partners that promote the use of Agile project development. During the interviews, IBRS noted that the spectrum of Agile services available in Australia has evolved in the market over the last three years. Understanding this emerging spectrum of services is vital, since it is important to align an organisation’s Agile maturity and appetite: is Agile viewed as a project delivery methodology, or is it an important organisational capability? Only then should potential Agile partners be considered.
Conclusion: On 3rd April 2018, Microsoft announced the availability of its Azure Cloud running within Canberra Data Centres (CDC) facilities, and officially rated for protected workloads.
Superficially, this appears to boost Microsoft’s ability to “check off” security concerns for government and other clients that have specific compliance demands.
While removing compliance barriers to Cloud adoption is certainly welcome, there are more compelling factors for considering the new Azure facilities. These include: closing the gap between legacy solutions, hyper-scale, (selected) SaaS environments, and legacy solutions; reducing the distinction between public and private Cloud services; blending customer ecosystems for critical national infrastructure.
The timing of this new infrastructure coincides with The Security of Critical Infrastructure Bill introduced to the Lower House in December last year, and passed by the Senate late last week.
Conclusion: Current approaches to knowledge management are being disrupted by a wave of new working practices that replace the paper-based metaphor which pre-dates the computer revolution, with a digital-only metaphor. While this change has been brewing for over a decade, it should not be confused with simple “digitisation” of paper processes. It is a fundamental shift in thinking about knowledge as a digital asset.
This disruption is already seeing tensions for organisations embracing new collaborative workplace productivity suites, such as G Suite and Office 365. Likewise, vendors of enterprise content management (ECM) solutions are struggling to find relevance, or are fundamentally rethinking their future offerings.
Understanding the differences between the current paper-metaphor approach to knowledge management and the (still evolving) digital-only metaphor is a vital set to a workable knowledge management for the future, and for planning future investments in ECM solutions – which will not be anything like the ones of the past.
Conclusion: While there was significant media attention on artificial intelligence and blockchain in 2017, the primary concerns of Australia’s CIOs remain focused on the more pressing issues of migration to the Cloud, and its impact on IT operations and staffing. Where discussions of artificial intelligence play a role is in automation processes and workforce transformation.
Conclusion: IBRS has observed that many organisations’ eforms initiatives face five common challenges. To help ensure the best long-term outcomes for an eforms initiative, each of the five challenges must be considered, and remediation strategies put in place.
"How to succeed with eforms Part 1: Understand the need" IBRS, 2018-01-03 05:42:10
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