Peter Bickerton

Peter Bickerton

Peter Bickerton is an IBRS advisor covering strategy, program and project governance, developing and critiquing business cases and reviews. Peter is an experienced program board executive in enterprise ICT transformations across business development and national infrastructure replacements.  Peter is an executive mentor and coach improving workplace environments and maximising productivity and improving key stakeholder relationships. Peter has held senior executive positions including CIO and Deputy CEO in both operational and service delivery roles in the Federal Government as well as twenty years of experience in law enforcement both overseas and in Australia.

Read latest work...

Connect with Peter

Have a specific question Peter Bickerton?

Email

Conclusion: The CIO’s role has changed considerably over the past couple of decades, from “keeping the lights on” and working on cost-saving initiatives (automation) to expanding into embracing new technologies and enablers to transform the organisation. The importance of this has created additional roles like the Chief Digital Officer (CDO) to lead this critical activity.


Read more


Related Articles:

"Digital Strategy Part 1: What are the traits of digital leaders?" IBRS, 2018-02-01 10:26:23

"Innovation - The new core competency" IBRS, 2012-06-29 00:00:00

"Inspirational leadership core qualities and behaviours" IBRS, 2017-11-02 04:18:41

Conclusion: The role of being a supportive follower is overlooked as compared against the literature of being a leader. Everyone is a follower, yet by a factor of over 1,000 to 11, information is overwhelmingly written about how to be a better leader rather than about being a follower. As a leader, there are many benefits in identifying traits of what is required in a follower. There is also a strong overlap in the behaviours of being an effective leader as there is in being an effective follower. Both roles are just as important as each other and yield significant benefits to the organisation and individuals when realised.


Read more


Related Articles:

"How to select the best candidate using behavioural interview questions and techniques" IBRS, 2018-03-31 06:59:01

"Inspirational leadership core qualities and behaviours" IBRS, 2017-11-02 04:18:41

"Traits of a successful Chief Technology Officer (CTO)" IBRS, 2017-07-03 23:28:58

Conclusion: Being able to deal with workplace conflict quickly and effectively reaps many rewards. There are different strategies that can be used to deal with the differing types of conflict in the workplace. Being mindful that personality classifications are fluid states of being, i. e. there is no such thing as a pure introvert or extrovert1, in a recent survey2, slightly over 50 % of IT professionals classified themselves as introverts, another 20 % as extroverts and a quarter as “ambiverts” (neither one nor the other). So there is also a requirement to be mindful of what strategies work well (or not) with the differing personality traits of all involved at the time.


Read more


Related Articles:

"Benefits of a great working relationship with the CIO" IBRS, 2018-06-01 04:12:19

"Future-proofing your ICT team: Predictions and mitigation" IBRS, 2018-02-01 10:12:40

"Virtual Teams need new skills and behaviours" IBRS, 2017-03-04 16:53:02

Conclusion: Keeping business continuity plans (BCP) succinct, up to date and easy to read will reap rewards when they are required during a business disruption.


Read more


Related Articles:

"Astute Leadership needed in a crisis" IBRS, 2017-01-01 10:35:45

"Investing in Business Resilience Planning - the CIOs hardest sell" IBRS, 2012-08-31 00:00:00

"Running IT-as-a-Service Part 40: Aligning business continuity and IT disaster recovery plans" IBRS, 2018-03-31 06:56:00

Conclusion: Managers need to pay attention to ensure effective project governance, or risk joining the already long list of ICT project failures in Australia, aided by weak or ineffective project governance.


Read more


Related Articles:

"Bite the bullet – stop failing projects sooner not later" IBRS, 2016-09-02 05:06:18

"Make the process for allocating IT resources transparent" IBRS, 2018-06-01 04:17:01

"PMO – Models and structures" IBRS, 2018-05-04 18:33:08

"Project review: Active assurance" IBRS, 2018-03-06 07:02:37

Conclusion: Maintaining a good relationship with the CIO provides many benefits to their direct reports. It is more than just being given the opportunity to shine and leading exciting and new innovative initiatives, it is also essential to the well-being of the direct report and keeping them motivated. According to Gallup1, the number one reason why people leave jobs is to escape their manager, so strive to keep the relationship as positive as possible and maintain that trusted engagement with the CIO.


Read more


Conclusion: Successful business analysts adapt their working practices to ensure they aid in delivering the best solutions to fit business needs in their pivotal role working with IT teams. This is crucial in small delivery teams and in working with the newer Agile methods of delivery.


Read more


Conclusion: Selecting the most suitable candidate is a critical responsibility. Take the time upfront to prepare for hiring the person required. Choosing the right person will reap rewards in many ways, such as improving the workplace, increasing revenue and a host of other goals.

Conversely, the pain and effort in employing the wrong person can have disastrous consequences in terms of loss of productivity and loss of reputation to the business, and it creates many issues for the team or individual who made that recruitment error.


Read more


Conclusion: BYOD strategies need to be updated regularly to keep pace with the evolving nature of not just the devices themselves but also the increasing challenges and complexity to stay secure; all this needs to occur while offering increasingly flexible services to a 24/7 mobile workforce operating on-premises and offline. It is valuable to engage key stakeholders within the organisation’s leadership team, employee champions and also industry peers to ensure the BYOD strategies are as relevant and acceptable as initially reported in an earlier IBRS article in 20081 when personal electronic devices (PED) were being introduced into corporate networks.


Read more


Conclusion: Growth in ICT remains strong in the foreseeable future in a very competitive market. Successful CIOs and ICT leaders responsible for staffing and sourcing need to adopt multiple strategies to successfully recruit, retain and plan for the resource challenges of tomorrow.


Read more


Conclusion: Most change management processes focus on the traditional approach of identifying problems then analysing the causes of the problems, followed by the identification of possible solutions then arriving at the solution and implementing the same. APIQ focuses on what the organisation does well, then explores and identifies how those strengths and values can be further improved. The results can be dramatic in terms of improving quality of services and products produced, employee satisfaction/engagement and it is also sustainable.


Read more


Conclusion: The initial gathering of momentum for change is difficult enough to generate, but letting that momentum lapse will make it even more challenging next time to generate the passion and endeavour to improve the modus operandi for the long haul.


Read more


Conclusion: The ability to inspire as a leader is becoming more recognised as a core management and leadership skill. What does not change overnight are the most innermost core values of how an inspirational leader behaves. Through their leadership they inspire others to perform and succeed, making a positive difference not just internally within the organisation, but also with every employee who has been touched by their inspirational abilities.


Read more


Conclusion: Effective risk management, whether it is for a change initiative or for ongoing business operations, will ameliorate harm or at the very least reduce the impact of harm. Leaders must understand risk management, and plan and engage with risks and mitigate the risks as appropriate on an ongoing basis.


Read more