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  • Make use of APRA CPS 234

    Conclusion: Australian financial organisations have been bombarding their suppliers and partners with requests to complete security assessments. If servicing or dealing with financial organisations is part of the operational model for the organisation, this has probably already happened or is about to happen.

    Those financial bodies are being driven by an Australian

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  • Online web presence: Considerations resulting from the COVID-19 experience

    Conclusion: As a result of COVID-19, has the criticality of web presence for your business changed? Is your organisation now exposed to threats and risks that previously were a lower order concern? Are there advantages to be gained in the realignment of the organisation’s web strategy?

    IBRS recommends organisations assess the vision statement for its web presence.

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  • Post-COVID-19 business process management considerations

    Conclusion: Many processes are relatively poorly designed and are not subject to effective governance. The reasons for this are many and varied: some relate to complexity, where there is a perceived risk associated with their criticality and whereby change could harm the business if they are altered; others are just not managed at all.

    If your organisation does not

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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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  • Post-COVID-19: Four new BCP considerations

    Conclusion: The phrase ‘People, Process and Technology’ describes the three key elements of a successful business. Business is the why, People the who, Process the what, and Technology the how. No single element of the trilogy can be seen as more important than the others. However, in the post-COVID-19 world, successful businesses will see

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  • Modern telephony: Considerations

    Conclusion: Organisations that are nearing the end of life for their current voice platforms or have a compelling event to hinge the replacement of their voice service, need to review their use of voice before replacing the technology. IBRS recommends organisations look to leverage voice as an application to operationalise the processes within the organisation, and improve

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  • Marketing KPIs that drive your digital strategy

    Conclusion: A common pitfall experienced by service-orientated organisations is the disconnect between its digital efforts and its marketing program. In good practice, marketing efforts should underpin your digital strategy. This can be achieved by unifying marketing’s focus on customer and staff engagement, communications and promotion with the leveraging of digital channels

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  • Cloud strategy considerations

    Conclusion: A Cloud strategy can take many forms. Whether you select a private Cloud, hybrid Cloud (on-premise with Cloud elements), native Cloud or a multiCloud implementation will impact the framework of your strategy. The success of your strategy will be driven by the motivation your organisation has to elect the move.

    If your only motivation is the perceived cost

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  • Digital strategy: Considerations

    Conclusion: A digital strategy and the need for organisations to undertake numerous projects to achieve digital transformation have become the new norm. Digital strategies often require organisations to complete major transformation projects to deliver the outcomes required of the strategy. However, a digital strategy is not just about technology, it is a holistic strategy

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  • The cost of technical debt and cultural change inaction

    Conclusion: Digital strategies often require organisations to complete major transformation projects to deliver the outcomes required of the strategy. A digital strategy is not just about technology, it is a holistic strategy that involves change across people, process and technology. The acceptance of technical debt and inaction around cultural change can have a severe

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    "What does it mean if an IT vendor is a ‘leader’?" IBRS, 2020-01-07 21:32:29

  • Improve the customer experience within a digitally transformed world

    Conclusion: In this day and age, customers expect to be able to complete a transaction across multiple touch points and for each touch point to be aware of where they are in the transaction process, and complete the transaction in real time. That is, not having to wait for batch processing or human interaction to be completed before they see a result. To achieve a great

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    "Contact centre trends update in 2019/2020" IBRS, 2019-11-02 01:33:22

  • A fresh look at identity management

    Conclusion: Identity has historically been a thorny problem with concerns over identity theft and the need for verification. Now that biometrics are becoming so accessible to register and verify customers and clients, the business rules used to define the purpose of any identity and access management system should be reassessed in the broader context of business integrity.

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    Related Articles:

    "2FA is a no-brainer" IBRS, 2018-11-02 11:06:25

    "Identity management projects need business engagement" IBRS, 2012-04-21 00:00:00

    "Sourcing Monthly August 2019 – September 2019" IBRS, 2019-10-02 01:31:47

  • Digital transformation challenges

    Conclusion: Digital transformation is the number one information communication technology (ICT) challenge for information technology (IT) leaders across Australia and New Zealand. Organisations are faced with various hurdles whenever they try to implement digital transformation initiatives. The major concerns for these organisations are how to get to the other side of

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  • Soft skills that make a CIO more effective

    Conclusion: Analysts in general are correct to identify the challenges in the industry to develop appropriate skills, meet the demands of digitisation and to counter the security threats. When it is distilled down it is all about the business. The CIO is supporting business outcomes which will need specific technology solutions, which will, in turn, drive ICT strategy. The

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  • ICT availability: From disaster recovery to business resumption

    Conclusion: The ICT Disaster Recovery Plan (DRP) is, more often than not, focused on technology providing for redundancy of infrastructure and systems, including data back-up and data recovery. Whilst these components are important and necessary, we often oversimplify the need for business resumption of the ICT business, which in turn will impact ICT availability. The need to

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  • ICT health check: Win-win for ICT and business

    Conclusion: ICT health checks enable organisations to better understand risks and prioritise activities to both maintain and improve the performance and reliability of ICT in support of business outcomes.

    ICT health checks can be conducted as a light touch in the first instance, with detailed in-depth health checks being conducted as follow-up activities in specific

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  • Strategic vendor management in government

    Conclusion: The development of a strategic relationship between suppliers and public government agencies needs to be approached differently to that in the private commercial world. Government bodies are bound by procurement rules which require government agencies to regularly market-test provision of services, where value for money is the primary consideration. Government

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  • Effective communication is a combat multiplier for business

    Conclusion: Successful businesses need their people to be productive and to perform well. Effective communication may assist i.e.suring they do. Effective communication is about thought leadership, defining a purpose, informing tasking and priorities and, most importantly, listening. Opportunities that impact productivity and the fiscal performance of

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  • Telecommunications capability: Not the way we have always done it

    Conclusion: Telecommunications services and the supporting infrastructure have historically been complex, costly and difficult to change. The modern technology landscape now allows for greater flexibility in the design of networks, and the telecommunications services of voice, video and data they deliver.

    The use of software defined networking (SDN), Cloud-based

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  • Business Relationship Manager’s new focus

    Conclusion: The current Business Relationship Managers mostly act as a service desk to manage the implementation of business stakeholders’ service requests. While this is an important business relationship function, the current incumbents are not engaging with business stakeholders’ strategic discussions that require the selection and implementation of new technology that can

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  • CIOs must support innovation, but they do not own it

    Conclusion: Globally, organisations are dealing with the challenges of “digital transformations” and the need to “innovate”. Chief information officers (CIOs) need to support their organisations in these initiatives, but the ownership in defining what is required rests with the business managers, and the key executives such as the chief marketing officers, chief supply chain

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  • PROTECTED Cloud: Cyber considerations

    Conclusion: The Agency Head/CEO is responsible to accredit the ICT system for use at the PROTECTED level. The accreditation process is specific to the services being delivered for the organisation. The Australian Signals Directorate (ASD) certification process is a generic process that assesses the Cloud Service Provider’s (CSP) level of security only.

    The Agency

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    "Running IT-as-a-Service Part 38: Successful hybrid Cloud requires multi-provider governance framework" IBRS, 2018-02-01 10:08:33

    "Running IT-as-a-Service Part 49: The case for hybrid Cloud migration" IBRS, 2019-02-03 01:26:59

    "Should elements of your IT environments and data holdings be classified PROTECTED? Why and what to consider" IBRS, 2019-01-06 22:27:44

    "The value proposition for PROTECTED Cloud" IBRS, 2019-02-03 01:32:06

  • What is the right digital strategy?

    Conclusion: There are two broad groups of digital strategies – bold and defensive. Companies that choose bolder strategies tend to be more successful. However, there are good reasons why certain enterprises should consider choosing more conservative defensive digital strategies as there are still benefits to be gained from this approach. Strategy selection depends on a

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  • ICT monitoring strategy: First principles

    Conclusion: What to monitor and how you respond to the data is often poorly documented and not fully understood until after a failure occurs. In this world of “no surprises”, effective monitoring is a key success factor. If an organisation’s ICT monitoring strategy is to be successful it must be structured around the organisation’s business outcomes. The monitoring strategy

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  • Deriving ICT strategy from organisations’ guiding principles

    Conclusion: Some ICT strategies are technology-centric while others are business-centric. The technology-centric strategies are usually developed without business stakeholders’ involvement resulting in limited business buy-in. Business-centric strategies are based on business strategies but have a short life-span. This is because market forces require business strategies to

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  • The value proposition for PROTECTED Cloud

    Conclusion: Cloud offerings are now commercially available, allowing CIOs to engage the technology offerings with a high degree of trust that the service is secure and responsive at reduced cost to in-house solutions.

    CEOs have an obligation to ensure their organisation’s IT systems are cost-effective and meet the security accreditation defined by government

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  • Present the right information at the right time to the executive

    Conclusion: Keeping the executive informed on how the ICT function is performing while advising it how to take advantage of changes in business technology is an ongoing challenge for every CIO or ICT manager.

    Astute CIOs know that to get traction with the executive (or equivalent) they must deliver services required by stakeholders while contributing to strategy

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    "Can IBRS provide a Checklist for reporting to the Board on Cyber Security?" IBRS, 2017-06-29 01:41:08

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

    "Mind the Gap in the IT and Business Partnership" IBRS, 2014-10-01 20:39:56

  • Should elements of your IT environments and data holdings be classified PROTECTED? Why and what to consider

    Conclusion: CIOs should consider the environments for their PROTECTED information, both when building new capability and/or when renewing older infrastructure and services. The need to have cost-effective infrastructure services (in-house or IaaS), accredited security of services and responsiveness for clients using the service are three key deliverables for any

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    "Canberra-based Azure is about much more than security" IBRS, 2018-04-14 13:43:57

    "On-Premises Cloud: Real flexibility or just a finance plan?" IBRS, 2017-05-06 06:37:20

    "Running IT-as-a-Service Part 33: How to transition to hybrid Cloud" IBRS, 2017-08-02 02:32:44

  • Is technical debt applying the brakes on digital strategy?

    Conclusion: Every dollar spent in supporting legacy systems or BAU (business as usual) represents a dollar that cannot be allocated to digital transformation initiatives. Conversely, organisations without legacy systems (digital natives) can be quicker to market with innovative solutions supporting the digital strategy, as there is no residual debt to

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

    "Innovation: Taking action in 2018" IBRS, 2018-08-01 09:14:16

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

  • Running IT-as-a-Service Part 48: IT value creation accelerated approach – phase 2

    Conclusion: IT organisations wishing to create value should initiate selling processes to define business needs, establish SLAs for mission-critical systems and provide IT solutions to key business issues. This will result in boosting IT staff confidence and managing business lines’ expectations more effectively.

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    "Importance of a balanced ICT investment portfolio" IBRS, 2018-09-04 13:42:25

    "Running IT-as-a-Service Part 47: IT value creation accelerated approach – phase 1" IBRS, 2018-10-04 13:01:03

  • 2FA is a no-brainer

    Conclusion: Passwords are the weakest link (some might say second to humans) in the enterprise security chain. With compromised credentials (a username and password) being the leading cause of data breach1, passwords and even the stronger passphrases are no longer sufficient to protect users or businesses from unauthorised

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    "Applying The Five Knows of Cyber Security (Video)" IBRS, 2016-08-15 02:39:16

    "Securing IT for Executives travelling to high risk countries" IBRS, 2015-04-01 00:30:00

    "Train your staff in esafety" IBRS, 2018-02-01 10:17:28

  • Sourcing Monthly August 2018 – September 2018

    Conclusion: This month, discussions regarding enterprise agreements combining products and services to provide highly tailored solutions have been prominent. In particular, market transformation with smaller vendors offering new products, different enterprise consumption models, collaboration and new capabilities have driven growth in this area. A greater demand for flexible

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  • CRM modernisation Part 3: Roles & responsibilities

    Conclusion: Since CRM modernisation will impact many major functional areas of the organisation, developing a communication plan to ensure the strategy is developed and executed in a consistent and well-supported manner will involve many different roles and responsibilities. Gone are the days when the CRM was primarily the domain of sales and the IT departments.

    Related Articles:

    "CRM modernisation Part 1: Strategy, planning & selection" IBRS, 2018-09-04 05:20:15

    "CRM modernisation Part 2A: Creating a public sector stakeholder experience strategy" IBRS, 2018-09-04 06:46:34

    "CRM modernisation Part 2B: Creating a customer experience strategy" IBRS, 2018-09-04 06:47:58

  • Running IT-as-a-Service Part 47: IT value creation accelerated approach – phase 1

    Conclusion: IT organisations wishing to create value are challenged by long implementation time-scales and inability to change the business perception of IT capability. To address these challenges, IT organisations should adopt an accelerated approach by deploying key processes within a six-month period, to demonstrate service quality and commitment to meet business needs in

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    "Benefits management: Keeping it real" IBRS, 2018-07-05 03:02:17

    "Importance of a balanced ICT investment portfolio" IBRS, 2018-09-04 13:42:25

    "SNAPSHOT: Agile services spectrum" IBRS, 2018-05-04 19:10:01

  • When it comes to security, when is enough... enough?

    Conclusion: The question of “how much security is enough” often stems from attempts to define ballpark security budgets, meet compliance obligations and scope out security team size and make-up. But how much security is enough depends on a number of factors that an organisation must consider before seeking the endorsement of the security strategy and agreeing on an acceptable

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    "Is security really an IT problem?" IBRS, 2018-08-01 08:53:13

    "Sometimes good security does not mention security" IBRS, 2016-05-05 00:04:00

    "Top 10 considerations when running an incident response drill" IBRS, 2018-09-04 13:29:16

  • CRM modernisation Part 2B: Creating a customer experience strategy

    Conclusion: The availability of modern, Cloud-based, omnichannel-focused stakeholder and customer relationship management (CRM) solutions is disrupting customer expectations. It is not just that new CRM solutions have additional features and modules when compared to more traditional CRM solutions with a history predating social media. The modern CRM paradigm is focused on

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    "CRM modernisation Part 1: Strategy, planning & selection" IBRS, 2018-09-04 05:20:15

    "CRM modernisation Part 2A: Creating a public sector stakeholder experience strategy" IBRS, 2018-09-04 06:46:34

    "CRM modernisation Part 3: Roles & responsibilities" IBRS, 2018-10-04 13:09:21

    "Design thinking – do not rush the empathy" IBRS, 2016-05-05 03:03:00

    "User Centred Design or Design Thinking" IBRS, 2017-07-03 23:24:11

  • CRM modernisation Part 2A: Creating a public sector stakeholder experience strategy

    Conclusion: The availability of modern, Cloud-based, omnichannel-focused stakeholder and customer relationship management (CRM) solutions is disrupting expectations of how public sector organisations should interact with their stakeholders, be it citizens and constituents, the business community, research or other agencies.

    It is not just that new CRM solutions have

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    "CRM modernisation Part 1: Strategy, planning & selection" IBRS, 2018-09-04 05:20:15

    "CRM modernisation Part 2B: Creating a customer experience strategy" IBRS, 2018-09-04 06:47:58

    "CRM modernisation Part 3: Roles & responsibilities" IBRS, 2018-10-04 13:09:21

    "Design thinking – do not rush the empathy" IBRS, 2016-05-05 03:03:00

    "User Centred Design or Design Thinking" IBRS, 2017-07-03 23:24:11

  • CRM modernisation Part 1: Strategy, planning & selection

    Conclusion: The potential, and corresponding increased expectations of, modern CRM is causing many organisations to re-evaluate their existing CRM solution (or multiple solutions) with a CRM migration.

    The decision to migrate to a new CRM solution should not be taken lightly. Given that the management of contacts (e. g. customers, stakeholders, citizens, etc.) is

    ...
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    "CRM modernisation Part 2A: Creating a public sector stakeholder experience strategy" IBRS, 2018-09-04 06:46:34

    "CRM modernisation Part 2B: Creating a customer experience strategy" IBRS, 2018-09-04 06:47:58

    "CRM modernisation Part 3: Roles & responsibilities" IBRS, 2018-10-04 13:09:21

    "DIY or ready-made? Choose your AI adoption path carefully" IBRS, 2018-07-05 03:00:08

    "User Centred Design or Design Thinking" IBRS, 2017-07-03 23:24:11

  • Digital transformation: More than a technology project

    Conclusion: Organisations everywhere are thinking about, planning or undertaking digital transformation activities. While good progress is being made, there is still a tendency to view digital transformation as a technology project or series of technology projects which will provide some value but will not result in an organisation being digital.

  • Maersk and NotPetya – a case study on business impact and cyber risk management

    Conclusion: The foreseeability of cyber incidents is widely accepted, but many organisations still have not done the work to identify their own exposures and ascertain what they would do in a crisis. The openness of shipping giant Maersk in talking about the impact of the NotPetya malware on the organisation should be viewed through the lens of “what would that look like if

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  • 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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  • Use a succinct “strategy on a page” for immediate impact

    Conclusion:Business and IT professionals struggle with how to frame their message so it engages the reader and has immediate impact. To get the reader’s attention, it is important to pose a business problem, or an unacceptable situation that is pre-occupying the reader, and provide a solution on the same page.

  • Complexity is costly, risky and unavoidable

    Conclusion:Managing large IT environments and provisioning IT services within an organisation is complex and complexity will always exist. However, not all complexity is “bad”. “Good” complexity is the complexity required to simplify, to reduce costs, create value, improve security and improve overall operations and results.

    Focus needs to always be maintained on

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  • Leadership is critical to innovation

    Conclusion:It is difficult to plan when innovation will occur. It is particularly difficult for established organisations to be innovative – they have been successful through sound business practices and an ability to execute, not innovate. Nearly all organisations, both public and private, understand and accept that innovation and the ability to change is critical to

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  • Running IT-as-a-Service Part 34: The in-house option

    Conclusion:One strategy to implement IT-as-a-Service models is to build an in-house capability whereby the IT organisation is accountable for the full service delivery according to commercial practices. This requires the IT organisation to play the role of an internal service broker, expected to acquire external services and coordinate internal and external services delivery

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  • The role of IT in contributing to Aspirational Goals

    Conclusion:Executives trying to put ambitious and commendable goals in place may not appreciate the clarification that they may see as downgrading their original goal. When IT is asked to provide systems to support ambitious goals, the executive team needs to make sure the costs are understood and any ramifications that may result in significant changes or investment in IT

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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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  • On-Premises Cloud: Real flexibility or just a finance plan?

    Conclusion: Paying for Infrastructure as a Service (IaaS) which is kept on-premises, but paid for on an Opex model rather than as a Capex outlay, is often positioned as ‘Cloud-like’. There can be use cases and specific workloads where this model makes sense and does give some advantages to the organisation.

    However, on-premises management of an organisation’s own

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  • Marketing Technology and Strategies 2017

    Conclusion: Technologies which improve the efficiency of the marketing value chain will grow in importance because they can enhance productivity. The technologies are more developed and easier to access. In the mixed conditions of the current business environment squeezing more value is a basic imperative.

    The constant themes of marketing, resource allocations and

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  • Marketing Automation and Data Analytics

    Conclusion: Automation is understood to facilitate repetitive but essentially simple tasks. In conjunction with general purpose machine intelligence, virtual personal assistants and technologies leveraging artificial intelligence, automation will expand into more operational roles.

    As the technologies improve, the potential applications will expand and play a larger

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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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  • 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.

  • ERP on premises or SaaS – expedient or strategic decision?

    Conclusion: The options for processing ERP (Enterprise Resource Planning) range from on premises to managed services to public Cloud to SaaS (Software as a Service). The attributes of all the solutions, including the risks, costs and benefits, can appear overwhelming and may persuade risk averse senior management to make an expedient decision and keep the status

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  • Digital transformation – get strategy and people right first

    Conclusion: Just as every marketable motor vehicle needs skilful designers and a proficient driver to reach its destination, an organisation needs visionary leaders and skilled staff to digitally transform its business model.

    Technology, whilst important, represents just one wheel of the motor vehicle. Overstating technology’s value is simplistic. Vendors who promote

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  • Why CEOs and Boards need business savvy CIOs

    Conclusion: In a rapidly changing business environment driven by demand for enhanced client services and immediate access to business data, CIOs who can deliver what is needed will thrive. Conversely CIOs unable to meet the CEO’s and Board’s transformation objectives and leverage service providers could quickly find themselves redundant.

  • Use the PMO to facilitate business and IT transformation

    Conclusion: To facilitate business and IT transformation PMOs must be given a role that puts them at the forefront of advising management where best to invest scarce resources in business and IT-related projects whilst ensuring business systems are successfully implemented.

    To be successful PMO staff need:

    • People management skills to
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  • Learning Lessons From Others – Keeping a broad view

    Conclusion: Organisations often look to their competitors for new ideas and innovations and to provide a comparison to their own operations and business direction. Public sector organisations tend to look at other public sector

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  • Do Not Ignore Failing Core Business Systems, Fix Them

    Conclusion: CIOs continually wrestle with how to replace or modify failing core systems and having to convince management to invest in modernising them. They also know that ignoring a bad situation will probably cost the organisation more to fix the longer they postpone the replacement decision.

  • New Tools for Old Problems

    Conclusion: Organisations building new products and services need new tools and skills to reinvent old business offerings or build

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  • Digital Transformation and Strategic Planning: Time for a little business model design

    Conclusion: Many organisations looking to transform or innovate their existing business find it difficult to think about it in a completely new way as the past is always present. One way to approach the common strategic planning activity is take the perspective used by start-ups and build a business model for the future which

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  • The Top Business Technology Priorities for 2016

    Conclusion: As the concept of digital disruption and digital transformation takes hold, it is vital that IT is not only aligned with, but synonymous with business. Both business executives and IT groups find themselves in a constant race against competitors who have embraced new technologies and new business models. Unfortunately, this

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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: Beyond the Desktop: Creating a Digital Workspace Strategy for Business Transformation

    This Compass expands upon the initial discussion presented in the IBRS Master Advisory Presentation, “Digital Workspaces: Enabling the Future Workplace.”1It outlines IBRS Workspaces Strategy Framework that can guide the development of your end user computing strategy that embraces evolving work practices, such as mobility, activity based

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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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  • Return on Investment in Data and Analytics

    Conclusion: The return on investment in big data and associated analytics projects has been generally positive. It is more likely that returns over the longer term will grow too, provided strategic aims are established. The promise of big data hinges on information analysis, and therefore organisations must be clear as to use and application of the insight.

  • Know IT’s Context before starting on a Transformation Program

    Conclusion: In order to develop an IT transformation program it is important to understand today’s operational and workplace context and use the insights gained to shape the way change can be achieved with a minimum of risk.

  • Lessons from security analytics projects

    Conclusion: Big data and analytics projects can learn important lessons from the domain of information security analytics platforms. Two critical factors to consider when planning deployment of an analytics platform are: the need for a clear business objective and; the depth and duration of organisational commitment required. Without a clear understanding of the

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  • Proactive ICT Governance – A win for everyone

    Conclusion: all organisations implement some form of ICT governance to determine how IT will operate: they manage demand, reduce waste and overheads, identify and deliver demand, and address risks.

    The scope of ICT Governance is broad and the maturity and capability within organisations to manage ICT Governance differs significantly. ICT Governance

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  • Focus on innovation to lift productivity

    Conclusion: Some organisations succeed at innovation better than others. To do so requires insight and an ability to understand how an organisation can function differently.

    Innovation requires fresh thinking and different approaches. It demands attention on the value chain and business process in order to develop alternatives that will solve old

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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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  • Why A Radical Change in Managing IT is Needed

    Conclusion: Whilst senior management recognise continued investment in IT is critical for business success there is increasing evidence of dissatisfaction with IT management’s performance. It is critical IT managers identify reasons for the dissatisfaction and take remedial action. If not, credible survey data indicates they will be replaced.

  • Replace or reinvigorate today's ERP Solution now

    Conclusion:Organisations that do not upgrade their major assets to reflect new technologies and practices quickly fall by the wayside. Similarly, organisations that do not critically review the effectiveness of their ERP solution, and either replace it or reinvigorate it, are failing their stakeholders.

  • CIO's Role in Business and IT Transformation and Change Initiatives

    Conclusion:CIOs have a pivotal role in ensuring business and IT transformation and major change initiatives succeed. As they are both disruptive to business and IT operations and typically involve retraining staff while implementing new information systems, CIOs must be innovative and exercise a strategic leadership role.

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  • Software Asset Management: First Steps

    Conclusion: Software Asset Management (SAM) is not simply a set of technologies: it is a set of ongoing organisational practices and processes. Prior to embarking on SAM, organisations need to ensure that the foundations for a successful program are in place: identification and education of

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  • Potential Transactions with Bitcoin

    Conclusion: Although small businesses and certain entrepreneurs are using Bitcoin, there is a business case for many other organisations to use the currency in limited conditions. It is one more transaction option that can assist commerce.

  • 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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