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  • Conclusion: The three largest service providers in Australia for mobile phone services, Telstra, Optus and Vodafone, have all committed to providing 5G networks. 2019 has seen the introduction of 5G networks and devices; however, the coverage is still limited. Initial coverage by the service providers will focus on areas with the highest population density, providing coverage

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  • Conclusion: Enterprise architecture (EA) framework standards, such as the Zachman Framework or The Open Group Architecture Framework (TOGAF), are often promoted by advocates as complete solutions for organisations seeking to maximise business alignment and mitigate risk during major transformations through the use of an agreed set of structured planning

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  • Conclusion: New digital services introduce new challenges and opportunities to traditional performance measurement. Start with simple, repeatable metrics and recognise the imperfections in the initial stages of implementation. It is more important to capture data consistently and identify trends than it is to achieve precision. As the new services bed down and the

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  • Conclusion: Medium and large sized enterprises are complex, socio-technical systems that comprise many interdependent resources – including people, information and technology – that must interact with each other and their environment in support of a common mission1. These complex entities undergo varying levels of

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  • Conclusion: There are two broad groups of digital strategies – bold and defensive. Companies that choose bolder strategies tend to be more successful. However, there are good reasons why certain enterprises should consider choosing more conservative defensive digital strategies as there are still benefits to be gained from this approach. Strategy selection depends on a

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  • Conclusion: Innovation is a growing key competency for organisations in the public sector and seemingly an imperative for the commercial and not-for-profit sectors to grow or maintain market share and relevance in a continuously dynamic marketplace. Although innovation is included in nearly all current strategic plans, both business and technology, organisations still

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  • 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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  • Conclusion: While the current artificial intelligence (AI) initiatives are data-driven, there are instances whereby the current data is insufficient to predict the future. For example, answering the following questions might be challenging if the available data is only of a historical nature irrelevant for forecasting purposes:

    • Q1: What will be the effect on
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  • Conclusion: Increasingly, leaders in the field of AI adoption are calling out the limitations of the current machine learning techniques as they relate to knowledge representation and predictive analysis.

    Organisations seeking to adopt machine learning as part of their AI-enabled transformation programs should ensure they fully understand these limitations to avoid

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  • Conclusion: Organisations either recognised early that digital transformation was essential to meet the competitive demands of their respective markets or accepted that general community expectations had increased where digital transformation of traditional business operations, processes and services was no longer expected and demanded. Digital transformation became the next

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  • Conclusion: Organisations undertake strategic planning activities on a regular basis, whether it be every three years or a rolling review every 12 months, to establish goals for the following three years. However, a review of many strategic plans and more specifically the resulting programs of work are often developed from the perspective of the project rather than the

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  • Conclusion: Innovation is top of mind for many CEOs across Australia. In fact, more than 86% recognise that they need to invest more in R&D and innovation as part of the company strategy. However, there is a significant gap between the aspirations of organisations and the reality of innovation within these companies and entities. Knowing what behaviours should be

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  • Conclusion: In seeking to achieve their vision, goals and objectives, organisations constantly evaluate internal and external factors in order to take action. Although tuned to the unique needs of each enterprise, there have been identifiable waves of factors and responding actions that have occurred since 2000 in the form of business and digital

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  • Conclusion: Organisations everywhere are thinking about, planning or undertaking digital transformation activities. While good progress is being made, there is still a tendency to view digital transformation as a technology project or series of technology projects which will provide some value but will not result in an organisation being digital.

  • Conclusion: Current approaches to knowledge management are being disrupted by a wave of new working practices that replace the paper-based metaphor that pre-dates the computer revolution, with a digital-only metaphor. While this change has been brewing for over a decade, it should not be confused with simple “digitisation” of paper processes. It is a fundamental shift in

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  • 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.

  • Conclusion: Current approaches to knowledge management are being disrupted by a wave of new working practices that replace the paper-based metaphor which pre-dates the computer revolution, with a digital-only metaphor. While this change has been brewing for over a decade, it should not be confused with simple “digitisation” of paper processes. It is a fundamental shift in

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  • 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 %...

  • Conclusion: Organisations everywhere are implementing Agile as a dynamic approach to speed up the creation of value and improve development of new and improved services and products. Adopting a best practice such as Agile is more than learning a new process and skill and then applying it in a project environment. Implementing Agile in an established organisation means that

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  • Conclusion: The development of AI-based solutions is heavily dependent on various types of data input in the form of either:

    • Large data sets used to conduct experiments to develop models and algorithms for predictive analytics, optimisation and decision recommendations; or
    • Enriched and tagged corpuses of images, audio, video and unstructured text used
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  • Conclusion: Although online digital platforms are in ready supply, organisations remain unable to avoid the receipt of critical information in the form of paper documents or scanned images. Whether from government, suppliers or clients, organisations are faced with written correspondence, typed material, completed forms or signed documents that must be consumed. For a variety

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  • Conclusion: Many IT organisations have adopted business transformation1 strategies to help their businesses increase revenue. However, while digital transformation has succeeded in making the communication with the enterprise more convenient (e. g. mobile applications), it has been difficult to substantiate digital transformation

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  • Conclusion: While there was significant media attention on artificial intelligence and blockchain in 2017, the primary concerns of Australia’s CIOs remain focused on the more pressing issues of migration to the Cloud, and its impact on IT operations and staffing. Where discussions of artificial intelligence play a role is in automation processes and workforce

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  • Conclusion:CEOs need their CIOs to be out on the cutting edge to decide which technology to incorporate so that the organisation can adapt and transform in a rapidly changing landscape. As the digital leader, the CIO needs to emphasise the culture shift, be an influencer and guide the change across the IT team and broader enterprise. Organisations that elect CIOs as their

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  • In December 2017, IBRS joined eight globally recognised thought leaders to discuss the Future of Work as part of Adobe's Think Tank series.

    IBRS advisor, Dr Joseph Sweeney, not only presented a view of how technology is impacting the workforce during the live panel discussion but also moderated the pre-event brainstorm session and assisted with pre-event briefings.

    The

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  • Conclusion:Australian Government digital transformation programs tend to adopt the model implemented by the UK Government and use this to develop priorities and implement programs. This will provide line-of-sight improvements and may help to identify some breakthrough options. Additional priorities will ensure that there is appropriate leadership to lead cultural and

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  • Conclusion:Employ a bottom-up technology-based approach and a top-down business approach when developing the business and IT transformation program. Additionally, the program must take a pragmatic approach to reflect workplace changes that are feasible to meet the expectations of clients, staff, suppliers and the community.

    Unless the program is continually revised

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  • Conclusion:All organisations have technology partners. Some will have long standing partners and some technology partners will play the role of innovation lead or be responsible for introducing new technologies to their customers. However, relying on these traditional technology partners may prevent organisations from achieving digital transformation goals and may even be

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  • Conclusion:When undertaking business-oriented transformation programs, such as the current wave of digital transformation, it is important for Enterprise Architects to develop an EA for IT in parallel – not as a separate or independent IT transformation effort.

    Establishing the EA for IT requires that the IT organisation itself becomes the “enterprise” in

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  • Conclusion:Although automation is actively being introduced through digital transformation projects, it may still be a minor part of the technological mix for a few years. The main reason for the potentially slower progress with automation is the relatively mixed economic background. In some specific instances, it is an obvious option but otherwise its benefits will be

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  • Conclusion:In organisations across Australia, there is a push for digital and business transformation. Many of these same organisations utilise business analysis in a traditional way which results in the standard capture of requirements and the conversion of requirements into system specifications without really challenging business processes. In addition, there is often a

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  • Conclusion:Automation will overturn the old model of technology in some industries and workplaces. How automation could modify work practice is being explored but it is the ramifications which are obscure. If automation becomes widespread, as credible forecasts claim, it will have multiple consequences which require understanding and response.

  • Conclusion:Many municipalities and civic enterprises contemplating Smart City initiatives are simply not capable of implementing them because they lack the leadership, partnering skills, corporate experience, skills, sophistication and organisation required to address these global urban planning and ICT developments locally1.

    The

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  • Conclusion:User Centred Design (UCD) and Design Thinking are terms that are often used interchangeably. However, each approach is better suited to different scenarios and understanding the strengths and focus of each approach enables organisations to build capability and processes that leverage the opportunities presented by each to maximise service innovation and new

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  • Only municipalities working through a broad Digital Transformation strategy can truly expect to be in strategic control of Smart City initiatives as part of that framework. 'Smart’ initiatives are a critical element in fulfilling Digital Transformation for cities. 

    For many civic organisations, the Mayor, Councillors, City Planners and Administrative Staff

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  • Conclusion: Public policy over the past decade has been considered by many as reactive with resulting implementations ineffective. In 2012, the Institute of Public Administration Australia (IPAA) published a report that reviewed the policy development approach of the Australian Government and determined that approaches could at best be considered ‘Policy on the Run’. It was

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  • 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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  • Conclusion: Opposition to workplace change stemming from the organisation’s digital strategy agenda1 is inevitable. Astute IT managers expect it and identify initiatives to minimise opposition.

    Digital strategy (or transformation) initiatives typically generate both overt and covert workplace resistance. Its sources may vary from

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  • Conclusion: Australian governments at all levels are in the process of rethinking, reimagining and redesigning systems, process and services to improve government service delivery to an ever more demanding community. A number of government jurisdictions have or are adopting a user-centric approach to the design and delivery of a new generation of government

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  • Conclusion: IBRS’s Business Priorities Atlas presents the highest-level view of Australian business priorities and the likely technological landmarks for 2017. While the Atlas is largely unchanged from 2016, there is a far greater focus on delivering IT “as a service” and security. The move from the desktop-era work environment to a more flexible “digital workspace” is well

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  • 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. 

  • Conclusion: Even though stakeholders may support ‘Digital’ initiatives – due in no small part to the all-encompassing nature of the term ‘Digital’ in today’s market – many of these initiatives will fail to deliver on the original intent. This is because the term ‘Digital’ enables stakeholders to reinterpret the intent of an initiative in a number of different ways.

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  • Conclusions: Many enterprises are simply not capable of implementing the ICT programs and projects that they attempt because they lack the sophistication, skills and organisation to address these developments adequately.

    The ‘fix’ is at governance level. Businesses must assess their native capability to contemplate, manage and complete the IT solutions planned to

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  • Conclusion: While activity based working can deliver a better ambient environment and cut some fixed costs, it is the less easily measured outcomes that are the objective. These objectives tend to come under the heading of collaboration.

    Public sector organisations need to see beyond the initial phase of ABW and look to the longer term in order to achieve the promise

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  • Conclusion: Business investment has all but disappeared in the last five years1. Therefore it is understandable that the appeal for more investment in the drive to digital transformation will unlock innovation and a new route to productivity. However, it is not that simple, as a review of the data

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  • Conclusion: User-centricity, positive customer experiences (CX) and active customer engagement are the necessary central drivers of any business’ digital transformation.

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  • Conclusion: To facilitate business and IT transformation PMOs must be given a role that puts them at the forefront of advising management where best to invest scarce resources in business and IT-related projects whilst ensuring business systems are successfully implemented.

    To be successful PMO staff need:

    • People management skills to
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  • Conclusion: Design thinking is increasingly being utilised by organisations in Australia and globally to create new products and services. Based on the current level of adoption by leading organisations and those investigating design thinking it could

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  • Conclusion: Forward thinking IT organisations wishing to create a service differentiation should analyse their value activities to construct a “uniqueness capability”. The outcome should convince business lines that IT services can generate business value at a

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  • Conclusion: Organisations often look to their competitors for new ideas and innovations and to provide a comparison to their own operations and business direction. Public sector organisations tend to look at other public sector

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  • Conclusion: Cost advantage can be achieved by firstly, estimating the existing services costs. Secondly, use cost effective external services. Thirdly, integrate services. Fourthly, retain cost advantage. This can be achieved by removing duplicated activities

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  • When the leadership of IT and business management work well as a team there are few limits to what they can achieve in delivering services to clients. However for the teamwork to become a reality line management and IT professionals must put aside special interests and focus on implementing initiatives that deliver outcomes that meet the objectives of the organisation.

    Agility is

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  • Conclusion: Deployment of Office 365 as a pure Cloud solution has lagged the sales of Office 365 licences. This is largely due to IT groups’ unfamiliarity with the Office 365 environment: unlike Office Professional, Office 365 can be run across new devices, provides real-time collaboration1 and offers new tools based

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  • 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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  • Conclusion: Organisations building new products and services need new tools and skills to reinvent old business offerings or build

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  • Conclusion: Organisations must understand that cyber risk is not merely a technical issue that can be delegated to IT but is a business issue that comes hand-in-hand from operating in a modern, online, ecosystem. Until

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  • Conclusion: Many organisations looking to transform or innovate their existing business find it difficult to think about it in a completely new way as the past is always present. One way to approach the common strategic planning activity is take the perspective used by start-ups and build a business model for the future which

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  • 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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  • Conclusion:Within the ICT industry new technology is deferred to as the catalyst of innovation. While this is partially true at the current time and over the next 3-5 years, the shifting structure of the wider economy is the more likely agent of transformation, and even perhaps of disruption, which will be seen through the adoption

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  • Conclusion: Open Data initiatives have been supported by all levels of enterprises, especially government, for a number of years. To date the success stories have not matched the hype.

    In many cases local IT departments have been left out of Open Data initiatives.

  • Conclusion: To progress digital transformation strategies there are a number of new competencies (such as problem finding and problem framing) that organisations need to recognise and master or partner with specialists to ensure that investments and efforts are aimed at solving the right problems. CIOs and business executives will need to assess the problem

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  • 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.

  • 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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  • 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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  • 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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  • Conclusion: The days of viewing BI as a single solution are over. Organisations should view Business Intelligence as four distinct, but interlocking services that each addresses a different critical business imperative: reporting; self-direct data exploration; operational decision support; and data science. Each of these imperatives addresses different

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  • Pervasive networking is becoming ubiquitous as fixed and mobile communications’ reach, coverage, reliability, latency and speed improve consistently over time. These critical networking characteristics are unlikely to saturate before 2025. The net outcome of all these factors is that telecommunications and enterprise networking will deliver networked applications that create the foundations

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  • 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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  • Conclusion: There are almost no examples of traditional organisations metamorphosing their physical products (and related business models) into digital products (supported by new business models). On the other hand the list of organisations that have gone out of business as a result of the digital revolution continues to grow. Three characteristics are common to

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  • Conclusion: Based on usage patterns and personalisation MCPs (Smartphones and Tablets) offer an opportunity to build a more intimate relationship with customers. While there is great opportunity there are some technology and cultural challenges that need to be addressed.

  • Conclusion: Nearly all organisations recognise that the world, their industry, and their customers are changing. Evidence of that realisation can be seen in company restructures, strategy and vision documents, and the discourse used by executive management. Change vocabulary such as transformation, innovation, anything Cloud, as-a-service or mobile is widely

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  • 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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  • Conclusion: the Department of Finance has produced a Cloud Policy that is linked to a paper about Cloud implementation that does not mention modern Cloud architecture, which in turn is linked to an architecture paper that does not mention Cloud.

    Agencies looking to adopt Cloud services are advised to look for advice beyond the Australian Government’s

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