Business Transformation

Conclusion: Don’t be the last organisation to assess the trajectory of email and other electronic communication strategies and solutions. As awareness of CO2 emission sources grows, communities and governments will be considering both large and small changes to achieve a net zero emissions target by 2050. New challenges will be presented to measure large industry specific Greenhouse CO2 emissions and smaller seemingly innocuous sources such as email.

Moving forward, upcoming generations will challenge the use of email as the primary communications channel and opt for more flexible, integrated communications channels. The tools will focus on aiding collaborations within and outside the organisation, and streamlining email overload. Much of this has already started, with vendor integration seeing emails as one element of a multi-functional approach to electronic communications. Digital marketing, customer relationship management, singularity workflows, workforce management, and project management Software-as-a-Service (SaaS) developers are all embedding emails, chat, social media, Agile Kanban boards, and emerging communication methods within their products to engage future generations in the way they experienced prior to joining the workforce.

Conclusion: One of the immediate effects of the COVID-19 pandemic was the closure of offices and the move to remote working conditions. Some businesses were able to immediately execute this as part of their business continuity plan (BCP). Now that the crisis has become the business-as-usual state, challenges have also begun to appear and BCPs need revising to adapt to this new situation.

The employer’s ability to provide the right set of tools goes back to technology and infrastructure investments made prior to the crisis. With a huge percentage of the population online, not just businesses but also schools, government agencies, and communities, there may be a need to update systems and invest in more infrastructure. However, it will not be as easy as purchasing products. It requires understanding workforce behaviour, emerging needs, and trends. As with any change, it will be crucial to maintain organisational culture and connection.

The Latest

18 August 2021: While natural language processing AIs are becoming increasingly accurate in how they respond to questions, their ability to explain how they arrived at their answers has been limited. As The Doctor reveals, confronting a rogue AI in the Green Death, ‘Why?’ remains, perhaps, the hardest question for machine intelligence. IBM’s AI Horizons Network is developing a method to enable AIs to explain their reasoning with a common sense data set.1 

Why it’s Important.

Today, virtual service agents, both customer facing and internal IT held-desks, are effective and very efficient FAQs. They can identify a context from natural language and then provide answers to questions, as well as provide follow up answers based on the original context. However, they cannot provide details as to how they arrived at any given answer, which generally leads to a request for human manual intervention.

Specialists who develop conversation virtual service agents, work around these limitations by programmatically refining the answers AIs have available (i.e. curating the FAQ) to include reasons. E.g. “Your transaction has been declined because of XYZ.” 

IBMs work to allow AIs to report back on their reasons, may not only minimise the programming effort needed to develop virtual agents, but allow them to report decision-making in ways that organisations have not considered. 

While AI development will remain a niche activity for most Australian organisations, AI will increasingly find its way into enterprise SaaS products. Natural language AIs coupled with machine learning over knowledge assets held in core enterprise systems will see a rapid increase in the use of virtual agents, both for internal and external services. 

Who’s impacted

  • AI specialists
  • Service automation / customer experience teams
  • ICT strategy leads

What’s Next?

The rapid improvements in AI quality, coupled with their integration into most enterprise SaaS products, will make them ubiquitous for customer service delivery within the next 2-5 years.

Organisations need to start exploring the AI service agent capabilities already available in their SaaS products, and develop plans for how to leverage such capabilities. The goal should not be to deliver an ‘all-singing and dancing’ virtual agent experience, but rather to incrementally introduce capabilities over time, learning how clients and staff wish to interact, and continually leveraging advances in technology as they become available. 

Related IBRS Advisory

  1. Chatbots Part 1: Start creating capabilities with a super-low-cost experiment
  2. Preparing for the shift from digital to AI-enabled transformation
  3. BMC Adds AI to IT Operations
  4. Trends for 2021-2026: No new normal and preparing for the fourth-wave of ICT
  5. Software Agents Maturity Model
  6. Artificial intelligence Part 2: Deriving business principles



1. COMMONSENSEQA: A Question Answering Challenge Targeting Commonsense Knowledge, 2019 Association for Computational Linguistics

The Latest

28 March 2021: MaxContact, vendor of a Cloud-based call-centre solution, announced it is supporting integration of Teams clients. Similar vendors of call centre solutions have announced or are planning similar integration with Teams and/or Zoom. In effect, the most common video communications clients are becoming alternatives to voice calls, complete with all the management and metrics required by call centres. 

Why it’s Important

The pandemic has forced working from home, which has in turn positioned video calling as a common way to communicate. There is an expectation that video calling, be it on mobile devices, desktop computers or built into televisions, will become increasingly normalised in the coming decade. Clearly call centres will need to cater for clients who wish to place calls into the call centre using video calls.

But there is a difference between voice calls and video that few people are considering (beyond the obvious media).  That is, timing of video calls is generally negotiated via another media: instant messaging, calendaring, or meeting invites. In contrast, the timing for voice calls are far less mediated, especially when engaging with call centres for service, support or sales activities.

For reactive support and services, video calls between a call centre and a client will most likely be a negotiated engagement, either instigated via an email or web-based chat agent. Cold-calling and outward bound video calls is unlikely to be effective.

The above has significant implications for client service and support processes and call centre operations.

Who’s impacted

  • CIO
  • Development team leads
  • Business analysts

What’s Next?

The adoption of video calls by the masses is here to stay. Video calling is not a fad, but it will take time to mature. 

Having video support and services available as part of the call centre mix is likely to be an advantage, but only if its use makes sense in the context of the tasks and clients involved.  

Organisations should begin brainstorming the potential usage of video calls for serving. However, adding video calling to the call centre is less of a priority than consolidating a multi-channel strategy and, over time, an omnichannel strategy.  

Related IBRS Advisory

  1. Better Practice Special Report: Microsoft Teams Governance
  2. Evolve your multichannels before you try to omnichannel
  3. VENDORiQ: CommsChoice becomes Australia's first vendor of Contact Centre for Microsoft Teams Direct Routing


Fear of missing out (FOMO) drives information and communication technology (ICT) leaders to look at new ICT applications with the promise of greater benefits. Many organisations then fail to maximise the value of their existing applications and Power BI is no exception. Hidden under a Microsoft enterprise agreement, organisations and staff are often unaware of Power BIs full capabilities.

Excel still remains a default position for most data analytics. The main reason is familiarity and flexibility to construct, but it has limited access to data warehouses making it less efficient as a business intelligence (BI) tool. Complex problems require multiple spreadsheets to capture and analyse data from multiple sources. Changes are often tedious and time-consuming.

To generate meaningful business insights, ICT leaders need to initiate the use cases and upskill staff with BI tools such as Power BI which are capable of agility and real-time value add.


Traditional Enterprise Architectures (EAs) were introduced to tighten IT control over the type of technology to be used and ensure IT developers comply with IT standards. While this control driver was essential to ensure cost-effective solutions, it was introduced at the expense of efficiency. Without reducing the essential controls, modern EAs should shift the current focus to continuous service improvement. This will permit a flexible mode of work (e.g. anywhere, anytime, any device) and enable businesses to transform, grow and survive in the digital world.

Australian businesses expecting the hassles of the COVID-19 pandemic to vanish in 2021 are in for a rude shock, according to business analyst firm IBRS, which as also released a new report on the future of the IT space. The firm's 'Future of Work' expert, and IBRS advisor, Dr. Joseph Sweeney said improvements in IT departments were required because customer organisations will remain threatened by sporadic coronavirus incidents for some time yet.

The IBRS report, titled Trends for 2021-2026: No new normal and preparing for the fourth-wave of ICT, outlines misconceptions businesses have regarding the timeline of the pandemic and that a new, fourth-wave of ICT architecture is emerging in response to the challenges that will linger after the vaccine rollout.

Full story.


Thinking that the pandemic will soon be past and some form of new normal will emerge, be it working from home or office work, or a hybrid mix - is a misconception. Even with a vaccine, the pandemic will continue in isolated, difficult to predict pockets, and cause sporadic rapid changes to work practices for the foreseeable future. Organisations will need to be able to quickly flip-flop work environments rapidly, and work processes - and thus technologies - must evolve to meet the challenges of the 'age of uncertainty'. A fourth-wave of ICT architecture is emerging, with a focus on information over architecture, low-code everything and powered by algorithms.

Find attached at the bottom of the article a free downloadable PDF copy of the trends for 2021-2026 executive presentation deck.


Australian organisations in both public and private sectors enthusiastically identify and implement best practices from around the world. After considerable time and effort has been allocated to implementing these processes and the associated tools the results are all too often less than satisfactory. There are many best practices, frameworks and tools to assist in the optimisation of IT but there are two key problems areas that if overcome, can make a significant difference in the benefits that organisations will derive from best practice implementation.

Conclusion: Agility to respond to change has become essential. Compared with previous years, CIOs are expected to produce results over longer periods of time, now expectations have become much higher. Stakeholders are expecting results as soon as possible. With the trend geared towards an increase in technology dependence, the pressure of delivering results has therefore increased for CIOs and IT leaders.

Part of this new set of expectations is improved efficiency and productivity, which in most cases requires a thorough evaluation of business processes to garner potential inefficiencies. One of the primary tools organisations have at their disposal is the enterprise resource planning (ERP) systems. Eventually, it all boils down to whether or not the migration to S/4 HANA can be justified in terms of value-add-services. Implementation effort and run costs are only a part of the business case, not the whole.

Conclusion: The COVID-19 pandemic crisis is sweeping across the globe and is being felt by every individual and every organisation. By its very nature, the COVID-19 crisis is global in scope, indefinite in its duration and unknown in its long-term impact. Given the reliance of organisations on their ICT services, particularly at this point in time, CIOs have a unique opportunity to make a significant contribution, showcase their leadership capability and enhance the long-term brand of their ICT teams. All too often under the pressure of a crisis, CIOs will focus on tasks as opposed to the softer elements of leadership. The opportunities this crisis presents should not be wasted. Your leadership is on show.


Hyperscale Cloud migrations involve complexities such as separate domains, multiple operating systems, support security, and enterprise agility, among others. Organisations, therefore, need to conduct an enterprise readiness assessment prior to initiating any project. Two of the best practices in Cloud readiness include hyperscale Cloud migration evaluation and hyperscale Cloud migration planning. These two practices combine to deliver a Cloud migration practical project management framework.