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  • Conclusion: The current Business Relationship Managers mostly act as a service desk to manage the implementation of business stakeholders’ service requests. While this is an important business relationship function, the current incumbents are not engaging with business stakeholders’ strategic discussions that require the selection and implementation of new technology that can

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  • Conclusion: Globally, organisations are dealing with the challenges of “digital transformations” and the need to “innovate”. Chief information officers (CIOs) need to support their organisations in these initiatives, but the ownership in defining what is required rests with the business managers, and the key executives such as the chief marketing officers, chief supply chain

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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: Some ICT strategies are technology-centric while others are business-centric. The technology-centric strategies are usually developed without business stakeholders’ involvement resulting in limited business buy-in. Business-centric strategies are based on business strategies but have a short life-span. This is because market forces require business strategies to

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  • Conclusion: Strategic thinking, planning and problem solving often involve bringing together a team of knowledgeable contributors who need to analyse, debate, discuss and decide on key issues around the topic they are trying to address. Mind mapping can be a powerful technique for helping to stimulate the ideas, plan actions, and even communicate the output of the

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    Related Articles:

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

    "Mind Mapping Practitioners Course" IBRS, 2018-03-04 05:45:02

    "Mind mapping at work Part 1: Core business skills" IBRS, 2018-07-05 03:15:19

    "Mind mapping software: Going beyond pen and paper" IBRS, 2017-11-02 04:20:45

  • 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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    Related Articles:

    "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

  • Conclusion: Mind mapping is a tool that facilitates “whole-brain” thinking. It is a technique that can be applied to all forms of the thought process, particularly to memory, creativity and learning. Within an organisation, the use of mind mapping as a visual and graphic thinking tool can help improve business processes and practices, solve problems, improve decision making,

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    Related Articles:

    "Mind Mapping Practitioners Course" IBRS, 2018-03-04 05:45:02

    "Mind mapping as a tool for collaboration" IBRS, 2017-10-02 22:48:29

    "Mind mapping software: Going beyond pen and paper" IBRS, 2017-11-02 04:20:45

  • 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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  • Conclusion: Private Cloud1 managed by an as-a-Service contract has become the inevitable replacement of managed services arrangements. The main difference is that an as-a-Service contract is charged on consumption instead of on a fixed price basis and the service levels are tightly linked to end user experience and delivered at a

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  • Conclusion:Organisations are under pressure – pressure to keep limited budgets in check and pressure to deliver more in short time frames. Full time headcount is down and a significant amount of the work undertaken by organisations is project based. This has driven many recruitment practices including the engagement of skilled professionals to deliver on those projects.

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  • Conclusion:It is difficult to plan when innovation will occur. It is particularly difficult for established organisations to be innovative – they have been successful through sound business practices and an ability to execute, not innovate. Nearly all organisations, both public and private, understand and accept that innovation and the ability to change is critical to

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  • Collaboration services must align with business objctives to be effective but what does the buzzword "collaboration" really mean?

    While the hype surrounding collaboration technologies and Web 2.0 services reaches fever pitch within the media, vendors and business managers alike, it will serve organisations well to stop and think carefully about what the buzzword collaboration really

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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: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: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: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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  • Conclusion:IT organisations initiating efficiency improvement programs should automate inter-process interaction, focus on measurement and refine inter-group communication. This will enhance service availability, reduce delivery cost and enrich end user experience.

  • Conclusion: Paying for Infrastructure as a Service (IaaS) which is kept on-premises, but paid for on an Opex model rather than as a Capex outlay, is often positioned as ‘Cloud-like’. There can be use cases and specific workloads where this model makes sense and does give some advantages to the organisation.

    However, on-premises management of an organisation’s own

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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: 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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  • While the objectives of improved profit and productivity are straightforward, innovation is more complex than just the implementation of technology. Innovation touches people, processes and how organisations maintain their purpose in future

  • Conclusion: The New Payments Platform will change transaction processes in a substantial way. For organisations it should deliver greater efficiency and better means of transacting information related to payments. At a higher level it could produce a productivity benefit to the extent that efficiencies are boosted for all transacting parties.

    Organisations have a long

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  • Conclusion: The Australian Bureau of Statistics’ annual innovation survey gives financial evidence to the rhetoric on innovation. The data presents strategic directions which could produce wider changes too, such as full casualisation in employment, coupled with technology investment by large businesses and structural underutilisation and deskilling, although more trend data

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  • Conclusion: The Australian Bureau of Statistics’ annual innovation survey quantifies the efforts of businesses in all industries. The status of innovation is quite mixed, between small businesses which tinker at the edges and larger enterprises which are more thorough.

    Innovation is not one thing – it is a variety of actions which can be implemented. Improving

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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: 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: As the concept of digital disruption and digital transformation takes hold, it is vital that IT is not only aligned with, but synonymous with business. Both business executives and IT groups find themselves in a constant race against competitors who have embraced new technologies and new business models. Unfortunately, this

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  • Conclusion: Telstra’s new shared access WiFi service Telstra Air solves the problems of users’ limited access to WiFi away from their own home, office or WiFi Hotspots by sharing some of other users’ WiFi capacity (2Mbps on a land line).

    It uses globally deployed Fon services which also have massive capital expenditure reduction benefits for fixed and

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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

    ...
  • Conclusion: Some organisations succeed at innovation better than others. To do so requires insight and an ability to understand how an organisation can function differently.

    Innovation requires fresh thinking and different approaches. It demands attention on the value chain and business process in order to develop alternatives that will solve old

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  • Conclusion: Organisations across Australia are talking about innovation. Having a structured approach for idea management within organisations is critical as is receiving executive support and appropriate funding for new ideas. However, thinking differently about problems and opportunities will be a key competency in the drive for innovation. One approach such as

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  • Conclusion: Due to recent advances in IT infrastructure, the capital cost of VDI is now comparable to that of a Full Desktop, making it suitable for a wider range of use cases. However, there remain significant project risks due to the large upfront infrastructure costs and the very high technical risks associated with building the VDI infrastructure. IT organisations need to

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  • Conclusion: Innovation is becoming increasingly important in the 21st century organisation, whether it be companies growing or keeping their customers or the public sector, trying to deliver services with ever decreasing budget – innovation will play a key role as established models for business processes become increasingly under strain. A crucial part of

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  • Conclusion: The concept of innovation has been gaining wider acceptance in the past few years, particularly in line with the explosion of the Internet and social media. However, many organisations are still following the model that new ideas will be generated by the clever people within the organisation or will come from those external partners that are already known to the

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  • 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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  • Conclusion: During the GFC many organisations lost their innovation mojo. As economic rationalism reigned, organisational cultures became stale, research and development budgets were cut and fresh ideas stopped flowing.

  • Conclusion: While the hype surrounding collaboration technologies and Web 2.0 services reaches fever pitch within the media, vendors and business managers alike, it will serve organisations well to stop and think carefully about what the buzzword collaboration really means for organisational processes, structures and efficiencies. When collaboration services are misaligned

    ...

In the News

The pros and cons of shadow IT In today’s business world - WHICH-50 - 23 July 2019

Shadow IT sounds like a covert — quite possibly dark — force. And to some people it may well be. But the truth is both far simpler and more complex. According to Cisco, Shadow IT is the use of...
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Busting The Three Big Cloud Myths - WHICH-50 - 11 June 2019

Organisations that are resisting the shift to cloud computing are often basing their decisions on common misconceptions around security, price and integration. That’s a key finding in a recent...
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ANZ business users calling the shots in ICT decisions

Conducted by Australia’s Intelligent Business Research Services (IBRS) and commissioned by TechnologyOne, the survey of 261 business leaders in ANZ has shown that business functions are having more...
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Managed security: a big gamble for Aussie IT providers - CRN - 02 August 2018

TechSci Research estimates the Australian managed security services (MSS) market will grow at a CAGR of more than 15 percent from 2018-23 as a result of the increased uptake of cloud computing and...
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Kids, Education and The Future of Work with Dr Joseph Sweeney - Potential Psychology - 25 July 2018

What is the future of work and how do we prepare our kids for it? Are schools and universities setting kids up for future success? Does technology in the classroom improve outcomes for kids? Should...
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