Acquisitions like Workday-Paradox risk fragmenting HCM with new data silos, demanding unified AI governance and local compliance scrutiny.
Agentic AI demands immediate, top-level governance to manage universal risks, preserve accountability, and protect leaders from personal liability exposure.
Autonomous agentic AI presents a universal risk/value challenge; leaders must urgently establish robust, new-era governance frameworks to meet their personal duty of care.
Workday’s Paradox acquisition expands its talent acquisition suite with conversational AI, but integration risks like bias and security must be managed proactively.
Communities of practice (CoPs) have been mentioned in a previous advisory, Digital Innovation – Develop Your Innovation Agenda, to highlight their use in a governance setting. This advisory delves deeper into the role of CoPs and how to maximise the benefits of what can be a key strategic enabler for your organisation.
CIOs must strategically manage contractor reduction, balancing cost and workforce stability needs against maintaining essential digital service delivery capacity and capability.
CIO roles evolve, facing ambiguity but expanding into CXO positions. Diversified C-suite roles, including CTO, CDO, and CISO, address specialised technological needs.
This pack explores three core tactics that ICT leaders can adopt, to gather high value data from end users, to drive actionable insights to elevate ICT service delivery.
Explore the limitations of conventional ROI and TCO models in the current technological landscape
Many organisations in Australia, and indeed globally, are in the midst of serious business and digital transformation as a way to remain competitive, innovate, become more efficient, increase productivity, and harness the power of the latest developments in a new age of artificial intelligence (AI).
