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Digital Disruption

  • Workforce Transformation Whiteboard Session

    Workforce Transformation: Complimentary Whiteboard Session
     
    One of the key themes at IBRS is the workforce of the future and workforce transformation. Organisations are grappling with how they transform their workforce and what role technologys play in the next iteration of the future workplace.
     
    Over the past 24 months, Dr Joe
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  • Running IT-as-a-Service Part 29: Integrating as-a-Service and Digital Transformation under an Innovation Program

    Conclusion: IT-as-a-Service is an initiative launched by IT organisations to fix an IT problem, whilst digital transformation is another initiative launched by business lines to fix a business problem. However, fixing both problems remains an enterprise’s critical issue. Hence, organisations wishing to remove the duplication between the two programs should unify both programs

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  • Running IT-as-a-Service Part 28: IT-as-a-Service Procurement Maturity Model

    Conclusion: IT organisations wishing to select quality services at competitive prices should rate themselves against an IT procurement maturity model to leverage economies of scale. This will enable IT organisations to reduce cost while meeting business needs in a timely and cost-effective manner.

  • Delivering Digital Business Transformation Master Advisory Presentation

    Digital transformation of a business is defined as making fundamental and revolutionary changes to achieve new business goals using ICT.

    Although digital disruption is now a given in every industry vertical, each business is impacted in its own distinctive ways. 

  • Running IT-as-a-Service Part 24: Total Cost of Ownership is dead – Long live the Total Cost of Service

    Conclusion: The Total Cost of Ownership (TCO) was created two decades ago to provide visibility of the total cost of IT assets. It was targeted at IT organisations running an in-house mode of operations. While TCO can provide a good understanding of the internal IT asset cost, it could not estimate the cost per service because the IT budget was never based on service

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  • Running IT-as-a-Service Part 23: Digital world contact centres “ain’t” that digital

    Conclusion: The drive for digital disruption has forced many organisations to implement contact centres’ online chat facilities (or equivalent). The rationale is to instantly connect customers with service experts and to resolve inquiries at the first contact whenever possible. While customers enjoy the ability to initiate a chat anytime and from any device, the ability of

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  • Running IT-as-a-Service Part 22: IT-as-a-Service readiness assessment

    Conclusion: IT organisations driving their business transformation should mature their as-a-Service capability to deliver IT services at commercial standards in a timely and cost-effective manner. This should lead to effective delivery through the integration of business and IT processes.

  • Running IT-as-a-Service Part 21: The Digital World demands new Disaster Recovery Plans

    Conclusion: Traditional disaster recovery plans do not mitigate risks against frequent software and hardware malfunction, nor do they integrate with business continuity plans. As a result, a production service may become unavailable for up to two days in certain cases (e. g. recovery from a database outage or data corruption). In the digital world, the business impact of such

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  • Running IT-as-a-Service Part 20: Business transformation requires mature internal consulting function

    Conclusion: IT organisations driving their business transformation should mature their internal consulting function to connect with business units’ service quality expectations. This should lead to consistent delivery, facilitate knowledge sharing and realise

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  • Running IT-as-a-Service Part 16: Constructing IT value chain

    Conclusion: Many IT organisations are perceived by their business units as high cost/low quality service providers. Much of this perception is due to the IT group’s inability to successfully articulate service value, demonstrate cost competitiveness, and

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  • Running IT-as-a-Service Part 15: Traditional enterprise architecture is irrelevant to digital transformation

    Conclusion: While technology is becoming increasingly critical to business transformation, IT organisations are becoming less important to business stakeholders. This is because enterprise architecture practice’s main focus remains on back-office systems and

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  • IBRS Compass: Delivering Digital Business Transformation

    This Compass is a companion document to IBRS’ Master Advisory Presentation (MAP) “Delivering Digital Business Transformation” which outlines business and management issues and provides guidance on delivering an effective digital business transformation.

  • Living the Chief Digital Officer role

    Conclusion: Business leaders who have concluded that a Chief Digital Officer is required to provide a critical focus on their digital transformation plans, will find that defining the role in detail will remain an ongoing challenge because it is intensely context-sensitive.

    Consequently, the first iteration of a Chief Digital Officer’s (CDO) role

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  • Why have a Chief Digital Officer?

    Conclusion: Many business leaders around the world have concluded that although information and communications technologies (ICT) are mature, their own business has yet to systematically address digital transformation as an opportunity and a Digital Officer is required to provide that focus. ‘Business-as-Usual’ is an increasingly rejected approach.

    A

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  • A Digital Transformation Maturity Self-Assessment Checklist

    Conclusion: Businesses with an interest in becoming ‘digitally transformed’ need to take stock of their current status and preparedness. Systematic as well as creative approaches can be taken to discover ways to radically upgrade the business’ operations as shown in a self-assessment.

    Use this checklist showing five stages of maturity in preparing for a

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  • Preparing for Digital Transformation

    Conclusion: Digital disruption is now a given in every industry vertical, although each is impacted in its own distinctive ways.

    The drivers for connecting everything and transforming business are the desires for improving corporate agility and personal productivity. The use of utility information and communications technologies (ICT) such as Cloud and

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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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