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Workforce Transformation

  • The future of work: Soft skills surpass digital skills

    Conclusion: Since the rise of personal computing in the 1970s, organisations have focused on acquiring digital tools and, since the late 1990s, on promoting digital skills. While we are now in the midst of the fourth industrial revolution, where digital skills are essential, the so-called soft skillsof employees also need to be constantly updated and upgraded.

  • 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

  • Engaging employees during COVID-19

    Conclusion: Organisations should tap into their management team (department heads, managers and team leaders) to keep their working-from-home employees committed to the organisation. These organisational leaders have the most direct relationships and therefore are the most qualified to invite engagement from employees and other stakeholders. However, new models for engaging

  • Designing next-gen workspaces: Environmental considerations

    Conclusion: Many organisations are interested in next-generation office space designs that leverage technology to promote collaboration and workforce transformation. Leaders in this field incorporate a human-centric approach. However, environmental factors in designing next-generation workspaces are also considered. Workplaces are the intersection between people and place,

  • Designing next-gen workplaces: The human considerations

    Conclusion: To support the changing workforce, businesses should look at adaptingtransformative workplace designs to maximise productivity and collaborative efforts. Early adopters of modern workplace designs have tried a variety of approaches in an effort to provide tangible improvements to staff productivity. Unfortunately, in many cases, the high hopes for

  • The top business technology priorities for 2018

    Conclusion: While there was significant media attention on artificial intelligence and blockchain in 2017, the primary concerns of Australia’s CIOs remain focused on the more pressing issues of migration to the Cloud, and its impact on IT operations and staffing. Where discussions of artificial intelligence play a role is in automation processes and workforce

  • How to succeed with eforms Part 2: The five most common eforms challenges

    Conclusion:IBRS has observed that many organisations’ eforms initiatives face five common challenges. To help ensure the best long-term outcomes for an eforms initiative, each of the five challenges must be considered, and remediation strategies put in place.

    Related Articles:

    "How to succeed with eforms Part 1: Understand the need" IBRS, 2018-01-03 05:42:10

    "How to succeed with eforms Part 4: Selection framework" IBRS, 2018-08-01 08:58:41

    "SNAPSHOT: eForms & workflow products" IBRS, 2018-07-05 02:45:24

  • The Future of Work (Adobe Think Tank Video)

    In December 2017, IBRS joined eight globally recognised thought leaders to discuss the Future of Work as part of Adobe's Think Tank series.

    IBRS advisor, Dr Joseph Sweeney, not only presented a view of how technology is impacting the workforce during the live panel discussion but also moderated the pre-event brainstorm session and assisted with pre-event briefings.


  • Is AWS “Connect” the path to exquisitely automated customer service?

    Conclusion:The future of customer service will rely heavily on automating assistance with targeted empathy1.

    Expect virtual digital assistants to heavily reduce the need for contact centre services and become the preferred choice as a CX channel.

    Amazon’s $100 million investment...

  • SNAPSHOT: What is deep collaboration?

    A decade ago, IBRS made the case that there were many different “modes” of collaboration and stressed the importance of choosing the appropriate mode for specific work activities. A framework provided clarity in matching the different collaborative modes to work. The framework included five aspects: power, process

  • SNAPSHOT: A Robotic Process Automation Infographic

    Conclusion: Abbreviated trialling of RPA platforms is shaping up as a relatively low risk, low cost approach to exploring the use of robotics to aid business process rather than lengthy technical evaluations.

    However, business process re-engineering experience shows that just automating existing business processes without addressing inherent inefficiencies and adding

  • Virtual Teams need new skills and behaviours

    Conclusion: Virtual Teams have become common in most organisations, and technology and globalisation have been the major enablers. Leaders and team participants have found themselves as participants by default and without choice.

    For many, little training or education has been provided to help individuals recognise that their future work environment is going to

  • Exploring robotic process automation

    Conclusion: Abbreviated trialling of RPA platforms is shaping up as a relatively low risk, low cost approach to exploring the use of robotics to aid business process rather than lengthy technical evaluations.

    However, business process re-engineering experience shows that just automating existing business processes without addressing inherent inefficiencies and adding

  • Artificial Intelligence Digital Assistants are rescuing Customer Service

    Conclusion: As the nature of work is becoming less routine and linear, the most effective collaboration solutions are supporting the ways that teams and individuals want to work.

    At the same time, customer service techniques are changing to appeal to individuals in the ways that they like to be treated.

    Developments in business work flow and customer service

  • SNAPSHOT: Workforce Transformation beyond Mobility and Digital Workspaces

    Workforce transformation embraces far more than just mobility: it embraces not only where work gets done, but how, when and by whom. Much has been written about the fact that many jobs will cease to exist, while many others will transform beyond all recognition. And the impact these workforce changes will have on hiring practices and the structure of business is significant.

  • Enterprise Mobility: Enabling the Future Workplace Master Advisory Presentation

    Enterprise Mobility is opening up new approaches to performing business activities. Early adopters of mobility technologies report significant improvements in process quality, as well as dramatically reduced latency for work activities. However, to achieve the expected results of mobility, organisations need to balance tactical mobility projects against longer term architectural approaches.

  • Service resilience - A defining factor of the user experience

    Conclusion: The digitisation of services that used to be delivered manually puts the spotlight on user experience as human interactions are replaced with human to software interactions. Organisations that are intending to transition to digital service delivery must consider all the implications from a customer’s perspective. The larger the number 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...

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...

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;...

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...

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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