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Alan Hansell

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Alan Hansell is an IBRS advisor who focuses on IT and business management. Alan is able to critique and comment on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.

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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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: IT management teams that spend little time planning to grow and retain talented people will find it hard and expensive to keep pace with technology advances and business model changes. Conversely, IT management that makes every effort to retain staff are likely to be employers that attract the best people. They will do this by helping them enhance their skills and recognise their achievements.


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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: To be effective a cyber security program that controls access to hardware, software and data needs to be comprehensive and include all stakeholders. The challenge for IT and line management is to shape the message to the audience in terms they understand so they take their responsibilities seriously.


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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: Deciding to stop investing in a business system is a decision no manager likes to make as it could have an adverse impact on staff, suppliers, clients, stakeholders and the Board. Before making the decision, management must assess all options and conclude they have no alternative but to act now and stop wasting scarce resources.


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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.


Register to read more...


Conclusion: Just as every marketable motor vehicle needs skilful designers and a proficient driver to reach its destination, an organisation needs visionary leaders and skilled staff to digitally transform its business model.

Technology, whilst important, represents just one wheel of the motor vehicle. Overstating technology’s value is simplistic. Vendors who promote technology, and their solution, as the cornerstone of the digital transformation strategy do themselves a disservice.


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Conclusion: In a rapidly changing business environment driven by demand for enhanced client services and immediate access to business data, CIOs who can deliver what is needed will thrive. Conversely CIOs unable to meet the CEO’s and Board’s transformation objectives and leverage service providers could quickly find themselves redundant.


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