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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: It is widely recognised that public sector organisations do not have the same market drivers as private enterprise to be able to innovate in the same way. Drivers such as competitive forces and profit incentives stimulate and support breakthrough innovation. However, by understanding the elements that are active when breakthrough innovation occurs and reframing it

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  • 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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  • Conclusion: Governments across Australia have been engaged in shared services initiatives for almost a decade. Unfortunately, while the benefits are clear in theory, in practice all large scale shared services initiatives in the Australian public sector have been problematic. While a number of state shared service programs have been significantly scaled back or completely

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