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  • Conclusion: Organisations everywhere have been embracing agile as a project delivery approach, agile for creativity and product development and even agile and lean for new business models. Seeking to fast-track their way to value often means embracing the minimum viable product (MVP) method. MVP is often bandied about but rarely is this method being utilised as intended. The

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  • Conclusion: Organisations understand that implementing projects is part of the natural workflow. Delivering projects that meet organisational expectations is expected and demanded. Project management offices (PMOs) have been established to support project management activities and provide some key elements such as project management methodologies, documentation, project

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  • Conclusion: Many strategic planning activities that are meant to set the future direction for the organisation fail to meet that objective. Current success, a high level of incumbent expertise or even passion can prevent an organisation from considering red flags or other indicators that will impact on future success. At worst, it can result in significant failure; at best,

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  • Conclusion: Organisations are structured into business units or divisions to undertake day-to-day business activities. Technology projects are often initiated and executed with a combination of specialist technology partners, contracted specialist staff to augment staff levels and contributions from permanent staff in either a full-time or-part time capacity. Project planning

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  • Conclusion: Over the past decade, the role of the Chief Information Security Officer (CISO) has risen to be one of great importance in many large and mid-sized organisations. While this remains the case, protecting information assets is more likely to be successful through ensuring all threats are managed under the same set of policies and principles. Managing threats to

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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: “C-suite” leaders including CIOs and IT managers must continually adapt and change their mindset to be digitally savvy in order to keep pace and influence the digital revolution at the workplace12. Failure to do so will increase risks to implement initiatives whilst harming their

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  • Conclusion: Agility has been introduced into organisations as part of their approach to increase the cadence, or velocity, of design, development and implementation cycles for project delivery. Increased levels of activity and visibility are also integral to many social media solutions and their approach to online presence. However, strategic planning processes evolve slowly

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  • Conclusion: Developing a digital strategy or embarking on a digital transformation program is now a common business narrative. For some organisations it is a process of recasting existing IT strategy and continuing in more or less the same manner. For others it involves initiating a technology project as a way to learn new processes and update platforms and skills.

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    Related Articles:

    "Digital transformation – get strategy and people right first" IBRS, 2016-08-03 08:01:16

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

    "Digital transformation: Top 4 lessons" IBRS, 2018-10-04 13:03:00

  • Conclusion: Digital transformation is happening everywhere. It is being included in organisational strategic plans for government service improvements and in commercial organisations to address market challenges and industry disruptors. Digital transformation efforts include a core group of domains including strategy, innovation, experience, automation and trust and these

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    Related Articles:

    "Digital transformation: Top 4 lessons" IBRS, 2018-10-04 13:03:00

    "Digital: Use it to garner support for your next initiative, but avoid the risks!" IBRS, 2016-08-03 08:01:14

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

    "Who should lead digital transformation?" IBRS, 2018-11-02 11:39:29

  • Conclusion: Project management principles and frameworks are now implemented in the majority of organisations, including public, commercial and the not-for-profit sectors across Australia. While project delivery metrics indicate an improvement in successful project execution there is still a concerning level of project failure (approximately 35 %). Project failure is

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    Related Articles:

    "Bite the bullet – stop failing projects sooner not later" IBRS, 2016-09-02 05:06:18

    "PMO – Models and structures" IBRS, 2018-05-04 18:33:08

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

  • 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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    Related Articles:

    "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

  • Conclusion: There has been a lot of talk about incident response since the new data breach laws came into effect in Australia and Europe. But the laws alone should not be the driving force to having a response plan in place. Having a plan in place means more than talking about a plan, planning a plan and signing off on a plan. Being prepared puts you way ahead of the curve

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    Related Articles:

    "Cyber insurance – it’s not the cybers you’re insuring" IBRS, 2017-09-02 01:58:42

    "Learning from the misfortune of others – the Equifax breach" IBRS, 2017-10-02 23:02:39

    "Maersk and NotPetya – a case study on business impact and cyber risk management" IBRS, 2018-03-06 07:14:54

    "Use the NIST cyber­security framework to drive for visibility" IBRS, 2018-06-01 04:19:32

  • Conclusion: If the broader business is to commit to investing in security, both emotionally and financially, they will need to buy into their responsibility. Security is likely to be seen as an IT problem because historically the minimum level of protection came through network and operating system security staff embedded deep in IT. Technical controls are not sufficient to

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  • Conclusion: Managers need to pay attention to ensure effective project governance, or risk joining the already long list of ICT project failures in Australia, aided by weak or ineffective project governance.

    Related Articles:

    "Bite the bullet – stop failing projects sooner not later" IBRS, 2016-09-02 05:06:18

    "Make the process for allocating IT resources transparent" IBRS, 2018-06-01 04:17:01

    "PMO – Models and structures" IBRS, 2018-05-04 18:33:08

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

  • Conclusion: Maintaining a good relationship with the CIO provides many benefits to their direct reports. It is more than just being given the opportunity to shine and leading exciting and new innovative initiatives, it is also essential to the well-being of the direct report and keeping them motivated. According to Gallup1, the

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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: Successful business analysts adapt their working practices to ensure they aid in delivering the best solutions to fit business needs in their pivotal role working with IT teams. This is crucial in small delivery teams and in working with the newer Agile methods of delivery.

  • Conclusion: Selecting the most suitable candidate is a critical responsibility. Take the time upfront to prepare for hiring the person required. Choosing the right person will reap rewards in many ways, such as improving the workplace, increasing revenue and a host of other goals.

    Conversely, the pain and effort in employing the wrong person can have disastrous

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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:Most organisations today understand that business change requires the effective management of stakeholders. Whether they be internal or external, the inclusion of their opinions, needs and concerns is critical to the success of the initiative. However, too many projects and change programs still struggle to be completed successfully or to achieve desired outcomes.

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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:The ability to inspire as a leader is becoming more recognised as a core management and leadership skill. What does not change overnight are the most innermost core values of how an inspirational leader behaves. Through their leadership they inspire others to perform and succeed, making a positive difference not just internally within the organisation, but also

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  • Conclusion:Effective risk management, whether it is for a change initiative or for ongoing business operations, will ameliorate harm or at the very least reduce the impact of harm. Leaders must understand risk management, and plan and engage with risks and mitigate the risks as appropriate on an ongoing basis.

  • 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:Effective ICT project managers are essential to the successful running of any ICT-led change initiative. They provide a necessary level of trust and confidence to the CIO and are a key resource for any effective CIO running a large mix of ongoing and change initiatives.

  • Conclusion:The traditional Waterfall method of development delivery is now being increasingly challenged by Agile. The original decision to use Agile primarily based on speed of delivery of the coding and design functions was and still is just one factor. Other factors and characteristics still mean an informed decision must be made to maximise the chances of the project

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  • Conclusion:CTOs need to balance natural technical strengths with traditional leadership skills such as strategic thinking and empathy with others to be initially recruited and then remain as successful CTOs.

  • Conclusion: It is not enough to just work hard and deliver results, although these are essential qualities to get noticed. To obtain that elusive CIO job and then keep it requires more ongoing effort and vigilance negotiating, monitoring and engaging at executive levels.

  • Conclusion: Cyber security can be perceived by outsiders as an occult domain. Psychologically, people can respond in many ways to something they do not understand with responses ranging from denial to fear. Consequently, a frequent challenge to better security

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  • Conclusion: The new digital business model for IT is based on selecting, composing, and leveraging a dynamic range of Cloud based external services. Under the new IT paradigm people will work the way they want, when and where they want and with all the tools with which they are familiar; collaborate using a wide range of low-cost commodity services; and use their

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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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  • 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

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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.

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