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  • Scenario planning: A proven method for navigating uncertain times

    Conclusion: Scenario planning is a formal approach for developing and exploring possible future situations or marketplace environments. It allows organisations to be more flexible and agile by considering the possibilities for change. It helps organisations – and for the focus of this paper, the ICT teams – identify the environmental uncertainties and allows ICT to

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  • Mergers and acquisitions: Opportunities for IT

    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

  • 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.

  • 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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  • Running IT-as-a-Service Part 37: The business efficiency improvement option

    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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  • Is your organisation addressing the three dimensions of IT planning?

    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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  • 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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  • Local Government needs Smart Cities

    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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  • 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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  • Three reasons why CRM is a top priority

    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.

  • Is your organisation out of balance?

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

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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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  • IBRS Compass: Delivering Digital Business Transformation

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

  • Living the Chief Digital Officer role

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

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

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  • Why have a Chief Digital Officer?

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

    A

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  • Improving Digital Maturity requires a proactive team effort

    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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  • Activity Based Working Master Advisory Presentation

    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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  • Running IT as a Service Part 2: Business-centric IT Strategy

    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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  • An IT security strategy that delivers business value

    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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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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