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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IBRS iQ 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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Conclusion: There are four broad approaches to consider when procuring Software Asset Management. The approach should be based upon an organisation’s SAM maturity1, and its appetite to grow this maturity2.


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Related Articles:

"Software Asset Management Maturity Part 1: A pragmatic model" IBRS, 2014-05-30 00:00:00

"Software Asset Management Maturity Part 2: A Process for bootstrapping maturity" IBRS, 2014-06-29 00:00:00

"Software Asset Management Maturity Part 3: Aligning Architecture" IBRS, 2014-07-29 11:24:24

Two years ago, mobile device management (MDM) was the buzz. Mobile security was an essential part of a mobility strategy, and every enterprise needed one. Today, not so much.

"About 18 months ago at least, businesses across the whole market realised that the issue wasn't around mobility. Mobility was subsumed by this idea of 'any device, anywhere'," according to Joseph Sweeney, an advisor with IBRS who specialises in end user computing, including mobility, future workplace strategies, and enterprise solutions.

"We're now starting to treat the desktop and the tablets and all these other devices as one and the same thing. Most of the strategies I'm working with do not distinguish between mobile device and desktop," Sweeney told ZDNet.

"What's changed is that instead of trying to say that here's a bunch of untrusted devices, and here's a bunch of trusted devices, people are realising that everything is an untrusted device, including the stuff in the office."

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As outlined in “Human Capital Management Solutions: Why your ICT Group needs to get involved with HR right now” (IBRS, 2017) vendors are increasingly offering capabilities right along the spectrum of human capital management (HCM), starting with recruitment, through learning and performance management, to succession planning. This infographic provides a snapshot of vendors key strengths within the HCM. This Infographic is a useful starting point for conversations with HR professionals as to the HCM areas that may be worth considering in the short, mid and longer term, and links this discussion to product selection.


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Conclusion: Learning Management Solutions, Talent Management Solutions and Performance Management Solutions are increasingly offered as Cloud-based SaaS services and are merging into a single product category: Human Capital Management. For Australian organisations, this is both a blessing and a curse. In the long term, it will lessen the need to integrate previously disparate solutions. In the short term, it means that selecting a solution to meet a specific need – say creating and delivering eLearning resources to the workforce – must factor potential future needs of the workforce and the broader issues of Human Capital Management. ICT groups need to proactively provide guidance and governance to HR around the selection of solutions for all areas of Human Capital Management.


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The workforce is changing. The rise of digital innovation, disruption of businesses practices, and indeed entire industries, and the influx of digital natives into the workforce has fundamentally shifted expectations about how, where and when work gets done, and the role of the IT group.

Towards the workforce of the future provides you with an understanding of why and how the workforce is changing, provides a methodology for how to go about planning and implementing, and outlines resources needed and the potential impact on the IT group.

For a deeper understanding of how workforce change impacts the IT group download your copy now.  


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Conclusion: For the first time, Google has articulated a comprehensive go-to-market strategy for enterprise Cloud services. While the company has the technology and scale needed, it is only now outlining why organisations may wish to consider the Google Cloud Platform. Google will create a direct data centre presence in Australia in 2017 and is rapidly building a global services partner ecosystem. Google’s strengths (and weaknesses) compared to its two competitors, AWS and Azure, are well-reflected in its enterprise strategy. Google’s most significant announcements were not related to products, but rather its plans to address enterprise clients and develop a robust partner ecosystem. Australian organisations planning new Cloud initiatives for late 2017 or early 2018 may consider Google a viable option for enterprise Cloud infrastructure, though it will take another 12 months for Google’s local partner network to mature.


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IBRS iQ 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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Conclusion: Personas are a popular tool for organisations developing end-user computing strategies. Unfortunately, when used inappropriately, they can severely limit workplace innovation. However, the process of developing personas can be a very powerful tool for engaging with end users and uncovering opportunities to identify different work contexts within the organisation. Personas may also be used to simplify and communicate the business case for changes in how staff will leverage new end-user computing technologies in new ways.


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The following are examples of Persona Templates.

 


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Conclusion: IBRS’s Business Priorities Atlas presents the highest-level view of Australian business priorities and the likely technological landmarks for 2017. While the Atlas is largely unchanged from 2016, there is a far greater focus on delivering IT “as a service” and security. The move from the desktop-era work environment to a more flexible “digital workspace” is well underway. Use the Atlas to stimulate discussion between senior IT and non-IT executives as to what, where and when to invest in 2017 through to 2018.


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Conclusion: Serverless programming is a new paradigm for developing and running Cloud-native solutions. It holds the promise of creating far more scalable solutions that ‘stitch together’ other Cloud services, making it the much-needed ‘programmatic underpinning’ for the Cloud. It is as significant a shift in software development as object orientation was from procedural programming in the 1980s.

However, serverless programming is immature, and its use cases not well understood. The timing for development teams to engage with serverless programming is largely dependent upon an organisation’s appetite for adopting bleeding-edge, Cloud-based services. The more services being adopted, the sooner the team should begin to learn this new programming paradigm. Even when used, care should be taken to limit the scope of deployment of serverless programs.


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Conclusion: On 1st October, Microsoft introduced a number of changes to its licensing regime, changed the names of several products, added two new packages under the new Secure Productive Enterprise (SPE) portfolio and introduced new licensing rights1.

The new licensing packages are aimed at taking organisations on a journey off Cap-Ex (persistent) licensing for devices, toward Op-Ex (subscription) licensing for users.

Understanding the new Secure Productive Enterprise licensing packages is essential for organisations embarking on a move to digital workspaces, and those renegotiating Enterprise Agreements (EAs) within the next nine months.


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Workforce transformation embraces far more than just mobility: it embraces not only where work gets done, but how, when and by whom. Much has been written about the fact that many jobs will cease to exist, while many others will transform beyond all recognition. And the impact these workforce changes will have on hiring practices and the structure of business is significant.


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