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  • Conclusion: Technology leaders in organisations brought together through a merger or acquisition (M&A) play an extremely important role and can significantly impact the potential economic benefits and success of the M&A. IT needs to align with the business units to understand how the business units are going to align or change through the M&A. IT must then develop

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    Related Articles:

    "Dealing with conflict in an IT environment" IBRS, 2018-09-04 13:35:55

    "Mergers, Acquisitions and Divestitures: What does it mean to your business?" IBRS, 2017-01-01 10:35:33

    "Running IT as a Service Part 4: Transforming from Service Level Agreements to Service Value Agreements" IBRS, 2015-01-29 18:59:44

    "Running IT-as-a-Service Part 46: Mergers and acquisitions impact on service contracts" IBRS, 2018-09-04 13:46:42

  • 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: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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  • Conclusion:One strategy to implement IT-as-a-Service models is to focus on business efficiency improvement. This requires shifting focus from addressing IT internal issues (e. g. operating system upgrade) to improving business operations. It requires building IT skills and capabilities to leverage the emerging IT trends, technologies and services in the areas of artificial

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  • Conclusion:Despite repeated audits pointing to failures by IT to deliver expected outcomes, organisations continue to publish IT plans that do not adequately address the fundamental dimensions of IT planning, being the IT Business Plan, IT Strategies and IT Program of Work.

    These elements are often developed as a single composite document, but this approach fails to

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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: Investment attraction is the main business driver of local government Smart City projects and planning, followed by automation and internal productivity improvement.

    Trophy Smart City projects based on entirely new cities are rare, but new towns, city centres, technology parks, recreation precincts and showcase suburbs are common and benefit from the same

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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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  • There is expected to be moderate growth between 2017 and 2025 which will have an impact on business operations.

    Conclusion: The business climate over 2017-2025 will present new conditions that are more challenging. Based on various forecasts, the eight-year period will see moderate growth and that will have a direct impact on business operations.

  • Conclusion: Most organisations have an unbalanced ICT investment portfolio where back-office systems (including ICT operations) consume more than their

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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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  • 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: 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: To improve the digital maturity of an organisation the CIO must encourage a team effort from business and technical areas within their organisation as well as strategic partners in the IT industry. Laggard IT vendors should be dropped in favour of digital leaders. The CIO will also need to convince their organisation to make early investments in long

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  • In the search for a competitive edge more organisations are looking to activity-based working (ABW). It is not a quick or low-cost option. Some of the apparent benefits and merits may also lack demonstrable certainty. However, the workplace is changing rapidly for some types of information workers. IT should understand ABW, its potential and pitfalls, and be prepared to engage the rest of the

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  • Conclusion: Business-centric IT strategies are critical to run IT-as-a-Service1 because they attempt to integrate IT with business strategies. The rationale is to support business operations by implementing new technologies that reduce business risks, create business opportunities and achieve high levels of customer

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  • Conclusion: IT security strategies are an invaluable resource as a means of coordinating security efforts and in improving funding approval for security projects – because they can be shown to be following a coherent consistent strategy. The process to create them is an overlooked source of value for the information that it uncovers.

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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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