Main
Log in

Service Delivery

  • Are your KPIs slowing down your service transformation?

    Conclusion: Shifting end users to a digital service delivery channel is more cost-effective for most scenarios and most organisations. The return on investment is through a reduced volume of low-value interactions and an increase in the volume of high-value interactions within high-cost traditional channels. This is a strategic tactic for many organisations and mature ones

    ...
  • Contact centre trends update in 2019/2020

    Conclusion: Since the earlier IBRS contact centre trend report was released at the beginning of 20171, it is time to reflect on those trends and reassess what improvements have been made. Fortunately, there have been new trends that emerged to assist ICT managers in strategic planning for the necessary tools and management aspects in

    ...
  • Laying the business foundation for IT: Selecting an IT service management partner

    Conclusion: Today’s business activities are heavily reliant on constantly commoditising IT functions. Faced with this reality, few organisations would now deny that improving the delivery of critical IT services has a key role in helping to optimise overall business operations. The responsibility for realising the success of this optimisation lies squarely with the CIO and

    ...
  • Running IT-as-a-Service Part 54: Release and change management facelift

    Conclusion: While release and change management processes have been contributing to good service availability during the last 20 years, the increased service architecture complexity caused by adopting multiple Cloud and digital services has demonstrated that release and change management methods used to date are inadequate for the new world. As a result, end users have been

    ...
  • Improving the workplace

    Conclusion: Leaders play an integral role in setting the team or office culture which, if positive, improves the effectiveness and performance of that team. Be patient as it takes time to turn around a suffering team, even if they are recruited to transform and instil positive cultural change.

  • Change resistance – the cancer to implementing transformational change

    Conclusion: Too often the CIO or program/project executive will focus on the more tangible aspects of developing a new ICT system, bunch of processes, environments and the like only to have the new initiative fail as a result of risk averse and increasingly change weary and cynical employees1. Successful leaders need to spend increasing

    ...
  • The importance of recruiting for soft skills

    Conclusion: It is easier to assess the applicant against technical skills and experience than assessing against soft skills. The time to assess soft skills is at the interview. Ask behavioural questions and recruit the more Emotionally Intelligent candidate. This applies to every recruitment position no matter how technically important the skills are.

  • Contact Centre trends in 2017

    Conclusion: Contact centres in Australia have been undergoing many strategic changes embracing digital transformation for well over a decade. So what awaits in 2017? As new technologies mature, it is time to seriously ramp up and explore the emerging trends and then embrace the next generation of technology enablers to better serve business aspirations.

  • Running IT-as-a-Service Part 19: The emergence of Cloud service brokers

    Conclusion: While the increased adoption of public IaaS1 can reduce cost and simplify technology procurement challenges, IaaS does not meet all IT organisations’ sourcing requirements such as legacy applications maintenance and IT service management. Hence, IT organisations are left with no alternative but to use

    ...
  • Running IT-as-a-Service Part 18: Creating service differentiation

    Conclusion: Forward thinking IT organisations wishing to create a service differentiation should analyse their value activities to construct a “uniqueness capability”. The outcome should convince business lines that IT services can generate business value at a

    ...
  • Running IT-as-a-Service Part 17: Realising cost advantage

    Conclusion: Cost advantage can be achieved by firstly, estimating the existing services costs. Secondly, use cost effective external services. Thirdly, integrate services. Fourthly, retain cost advantage. This can be achieved by removing duplicated activities

    ...
  • Running IT-as-a-Service Part 16: Constructing IT value chain

    Conclusion: Many IT organisations are perceived by their business units as high cost/low quality service providers. Much of this perception is due to the IT group’s inability to successfully articulate service value, demonstrate cost competitiveness, and

    ...
  • Procurement and ICT: Am I my brother’s keeper?

    Conclusion: The role and responsibilities of procurement and corporate services organisations is increasing relative to those of ICT groups as ICT becomes increasingly bought ‘as-a-service’ rather than installed as capital-intensive

    ...
  • Ideas management: A critical part of innovation

    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

    ...

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...
Read More...

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...
Read More...

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;...
Read More...

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...
Read More...

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...
Read More...

Subscribe to IBRS Updates

Invalid Input
Invalid Input
Please enter a valid email address
Please enter your mobile phone number
Invalid Input

Get in-context advice from our experts about your most pressing issues or areas of interest

Make an Inquiry

Sitemap