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Culture

  • Designing next-gen workplaces: The human considerations

    Conclusion: To support the changing workforce, businesses should look at adaptingtransformative workplace designs to maximise productivity and collaborative efforts. Early adopters of modern workplace designs have tried a variety of approaches in an effort to provide tangible improvements to staff productivity. Unfortunately, in many cases, the high hopes for

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  • Leader transition: Beyond the three envelopes

    Conclusion: The apocryphal ‘three envelopes’ story about the executive starting a new role is a cynical view of leadership transition. However, at its core, there are some uncomfortable truths about how people respond to crises early in their leadership. Digging deeper, there are lessons to be learned from these scenarios, suggesting more productive ways to deal with these

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  • Digital transformation: The challenges of scaling

    Conclusion: Digital transformation is top of the agenda for most companies in 2019. Many organisations have initiated digital transformation programs and are seeing success with small-scale pilots. However, these activities do not easily scale across the enterprise or ecosystem, limiting an organisation’s capacity to fully realise the benefits of their digital transformation

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  • Digital transformation: It’s the people

    Conclusion: Digital transformation is happening everywhere. It is being included in organisational strategic plans for government service improvements and in commercial organisations to address market challenges and industry disruptors. Digital transformation efforts include a core group of domains including strategy, innovation, experience, automation and trust and these

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    Related Articles:

    "Digital transformation: Top 4 lessons" IBRS, 2018-10-04 13:03:00

    "Digital: Use it to garner support for your next initiative, but avoid the risks!" IBRS, 2016-08-03 08:01:14

    "Know how to sell ideas and support the digital strategy" IBRS, 2018-08-01 09:46:03

    "Who should lead digital transformation?" IBRS, 2018-11-02 11:39:29

  • Key skills to develop

    Conclusion: IT teams across government and industry are facing resource challenges including hiring the right resources with the right skills to add value to the team and support the organisation’s future needs.

  • Change management: What “not to do” when leading change

    Conclusion: Driving cultural change and managing the impact of change across an organisation when implementing a new business application is a key challenge for the leadership, including the CIO. By adopting change management practices, a business can increase its projects’ rate of success and user adoption of the new technology and business processes from 16 % up to 96 %...

  • Business and IT Transformation and Employee Disruption

    Conclusion:Unless management develops work-place change management strategies and staff are trained to implement the transformation program, employees are likely to become disengaged and could fail to adapt to the changes envisaged. To minimise the risk of failure, the strategy to implement the program must be well planned and stakeholders consulted.

  • Entrepreneurship for the digital transformation age

    Conclusion: Australian Organisations are actively developing and refining digital transformation strategies in recognition of the changing business and government operational environment. Innovation is generously mentioned in most strategies and there has been an increase in the number of Chief Digital Officer roles being offered and filled to assist

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  • Security awareness campaigns – Engagement is the magic sauce

    Conclusion: Awareness of risks and threats, by itself, is not enough to protect an organisation. Security awareness campaigns are a sustained attempt at behaviour modification. But behaviour modification works best when an individual is not resisting the change. This means that the first step for any security awareness campaign must be to assess employee

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  • Innovation - The new core competency

    Conclusion: Whether it be market pressures, skills shortages, budget shortfalls or a combination of these factors, it is important for organisations to imbed a culture of innovation into their businesses; not only to address the many issues facing them today, but also for the

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In the News

Outdated work from home policies bog down Aussie businesses - Computer Reseller News - 6 April 2020

IBRS analyst Dr. Joseph Sweeney provides best practice-advice on working from home in the current pandemic situation. Dr. Joseph Sweeney discusses current working from home policies which are...
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Centrelink crashes under demand for crisis payments - Australian Financial Review - 23 march 2020

IBRS workforce transformation advisor Joseph Sweeney said many government departments had to navigate difficult IT environments that were only part-way through their digital transformations, with...
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Inside EY's security work at ANZ - Australian Financial Review - 3 March 2020

"There is more security work to go round than there are resources. So I don't think the market is that crowded. It's important to remember that security is not something you buy and then it's done;...
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Google cloud boss looks to AI as it fights Amazon, Microsoft duopoly - Australian Financial Review - 2 March 2020

IBRS analyst Joe Sweeney has been tracking the three major Cloud vendors capabilities in AI and said Google is right to believe it has an edge over AWS and Microsoft when it comes to corpus (the...
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What should be in Australia’s next cyber security strategy? - Computer Weekly - 10 Feb 2020

Peter Sandilands, an advisor at analyst firm IBRS, called the discussion paper “a pre-judged survey” that is mostly looking for answers. He also questioned if the resulting recommendations would be...
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