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Digital Transformation

  • Running IT-as-a-Service Part 58: Digital transformation requires effective IT value creation and management

    Conclusion: Digital transformation is more than another software development stream to replace legacy systems by mobile applications. Digital transformation includes building a new IT capability that can improve the business bottom line. It requires increasing business performance, reducing the cost of doing business and mitigating business risks in a cost-effective manner.

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  • Are your KPIs slowing down your service transformation?

    Conclusion: Shifting end users to a digital service delivery channel is more cost-effective for most scenarios and most organisations. The return on investment is through a reduced volume of low-value interactions and an increase in the volume of high-value interactions within high-cost traditional channels. This is a strategic tactic for many organisations and mature ones

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  • Digital transformation lessons

    Conclusion: Digital transformation is a journey that will require an organisation to undergo metamorphosis. Unlike projects, it does not always have a short-term or long-term timeline. However, organisations can tread with discernment by harnessing clarity of purpose and an adept understanding of its culture and the values of its people.

    There are different types of

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  • Improve the customer experience within a digitally transformed world

    Conclusion: In this day and age, customers expect to be able to complete a transaction across multiple touch points and for each touch point to be aware of where they are in the transaction process, and complete the transaction in real time. That is, not having to wait for batch processing or human interaction to be completed before they see a result. To achieve a great

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    "Contact centre trends update in 2019/2020" IBRS, 2019-11-02 01:33:22

  • Digital transformation challenges

    Conclusion: Digital transformation is the number one information communication technology (ICT) challenge for information technology (IT) leaders across Australia and New Zealand. Organisations are faced with various hurdles whenever they try to implement digital transformation initiatives. The major concerns for these organisations are how to get to the other side of

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  • Running IT-as-a-Service Part 54: Release and change management facelift

    Conclusion: While release and change management processes have been contributing to good service availability during the last 20 years, the increased service architecture complexity caused by adopting multiple Cloud and digital services has demonstrated that release and change management methods used to date are inadequate for the new world. As a result, end users have been

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  • 5G potential to deliver economic upsides

    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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  • Enterprise architecture frameworks Part 2: Creating a complete and contemporary solution

    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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  • Digital performance metrics: Where to start

    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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  • The case for EA remains strong in the face of continual waves of transformation

    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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  • What is the right digital strategy?

    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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  • How not to innovate

    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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  • 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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  • Artificial intelligence Part 2: Deriving business principles

    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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    "Acknowledging the limits of machine learning during AI-enabled transformation" IBRS, 2019-01-06 22:29:52

    "Analytics artificial intelligence maturity model" IBRS, 2018-12-03 09:44:43

    "Machine learning will displace “extract, transform and load” in business intelligence and data integration" IBRS, 2018-02-01 10:03:37

  • Acknowledging the limits of machine learning during AI-enabled transformation

    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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    "Machine learning will displace “extract, transform and load” in business intelligence and data integration" IBRS, 2018-02-01 10:03:37

    "Prepare to manage the “evolution” of AI-based solutions with “DataOps”" IBRS, 2018-03-31 06:43:42

    "Preparing for the shift from digital to AI-enabled transformation" IBRS, 2018-06-01 04:10:21

  • Digital transformation: Top 4 lessons

    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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    "Agile: The other considerations" IBRS, 2018-03-31 06:46:04

    "Digital transformation will fail without capable leaders" IBRS, 2018-09-04 13:40:06

    "Digital transformation: More than a technology project" IBRS, 2018-06-01 04:04:24

  • Importance of a balanced ICT investment portfolio

    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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    "Benefits management: Keeping it real" IBRS, 2018-07-05 03:02:17

    "Is your organisation addressing the three dimensions of IT planning?" IBRS, 2017-11-02 04:14:17

    "Project review: Active assurance" IBRS, 2018-03-06 07:02:37

    "Tips for improving and monitoring ICT project governance" IBRS, 2018-07-05 03:12:50

  • Innovation: Taking action in 2018

    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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    "Digital transformation: More than a technology project" IBRS, 2018-06-01 04:04:24

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

    "Running IT-as-a-Service Part 39: Keeping digital transformation alive" IBRS, 2018-03-06 06:50:51

  • Preparing for the shift from digital to AI-enabled transformation

    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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  • Digital transformation: More than a technology project

    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.

  • SNAPSHOT: From paper to digital thinking

    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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  • 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.

  • Workforce transformation Part 1: Disrupting the very idea of paper is an important first step

    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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  • 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 %...

  • Agile: The other considerations

    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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  • Prepare to manage the “evolution” of AI-based solutions with “DataOps”

    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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  • Proactive optical character recognition of incoming content will accelerate AI-enabled automation

    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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  • Running IT-as-a-Service Part 39: Keeping digital transformation alive

    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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  • The top business technology priorities for 2018

    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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  • Digital Strategy Part 1: What are the traits of digital leaders?

    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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  • The Future of Work (Adobe Think Tank Video)

    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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  • Government digital transformation – The missing priorities

    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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  • Set Realistic Benefits for the Transformation Program

    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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  • Technology Partners & Innovation

    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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  • Delivering IT-as-a-Service requires an Enterprise Architecture for IT

    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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  • Automation is not assured: Prepare for BAU

    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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  • Business Transformation needs Business Analysis with big “A” not little “a”

    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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  • Automation is inevitable: Prepare for all possibilities

    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.

  • IBRS Compass: Finding your Smart City maturity baseline

    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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  • User Centred Design or Design Thinking

    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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  • Master Advisory Presentation: Finding Smart City Maturity

    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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  • User Centred Design – Approach for policy design

    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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  • 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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  • Identify and minimise workplace opposition to the digital strategy

    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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  • Digital Government and User Centred Design

    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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  • The Top Business Technology Priorities for 2017

    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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  • 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. 

  • Keeping Digital initiatives on target

    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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  • IBRS Compass: Finding IT maturity

    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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  • Activity Based Working in the Public Sector

    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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  • IT Investment and Digital Transformation

    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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  • Positive customer experiences must lead digital transformation

    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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  • Use the PMO to facilitate business and IT transformation

    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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  • Design thinking – do not rush the empathy

    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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  • Running IT-as-a-Service Part 18: Creating service differentiation

    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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  • Learning Lessons From Others – Keeping a broad view

    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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  • Running IT-as-a-Service Part 17: Realising cost advantage

    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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  • Business and IT Agility: their roles in Enterprise Transformation Master Advisory Presentation

    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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  • The journey to Office 365: A guiding framework Part 1

    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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    Related Articles:

    "The Journey to Office 365" IBRS, 2015-05-01 14:58:56

    "The journey of Office 365: A guiding framework Part 3: Post-implementation" IBRS, 2016-05-05 00:21:00

    "The journey to Office 365: A guiding framework Part 2 migration" IBRS, 2016-04-01 04:43:19

    "The journey to Office 365: Part 4 – Skills" IBRS, 2016-06-02 00:26:00

  • 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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  • New Tools for Old Problems

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

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  • Cyber Risk Management is a balancing act for business leaders

    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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  • Digital Transformation and Strategic Planning: Time for a little business model design

    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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  • 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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  • Digital Disruption and Dirt: The Australian context

    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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  • IT can bring discipline to Open Data initiatives

    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.

  • Digital Transformation – the problem of the problem

    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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  • 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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  • 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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  • 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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  • Reframing Business Intelligence as Critical Business Imperatives

    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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  • Communications Role in Business Transformation Master Advisory Presentation

    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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  • 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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  • Don’t be a Casualty of the Digital Revolution

    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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  • Mobile Computing is much more than PCs on Steroids

    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.

  • Transformation and the role of Governance

    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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  • 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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  • The Federal Government’s Cloud Policy – Leading bravely into the past

    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

    ...

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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