David is an IBRS advisor specialising in corporate board advisory, business performance improvement, digital and customer experience strategy and operationalisation, program and project governance and agile capability development. David has expertise and a strong track record of successfully bridging the gap between digital, business and technology strategy and operations. He brings 20 years’ experience in leading transformative digital, ICT and business improvement programs across the financial services, government and not-for-profit sectors. As a trusted change agent and advisor, David has partnered with executives, corporate and program boards to deliver high impact, well informed business and customers outcomes across service delivery, business systems, digital and ICT operations. As a transformative senior executive, David has led major reform programs at a whole of government level, repositioning Queensland as a national digital leader. He was responsible for the revitalisation of the Queensland Registry of Births, Deaths and Marriages and the digital transformation in the Department of Justice. Most recently, David has spearheaded digital and business innovation within the superannuation industry as the General Manager, Digital Transformation and Analytics.
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 to conduct these activities.
- Governance & Planning
02 April 2020
Conclusion: As Australia’s use of consultancy services continues to grow, so too does the need for businesses to obtain value from these engagements quickly and effectively. Key to obtaining this value is the organisation’s ability to easily and rapidly provide consultants and contractors with the specific context of your business, your customers and your unique challenges.
By providing the organisational context quickly, you can mitigate time, scope and budget creep, improve the quality of outputs developed by consultants and ensure that consequent plans are actionable and genuinely valuable for your business.
However, the ability to provide the needed organisational context quickly and effectively to consultants remains a common organisational challenge, and therefore a pitfall for successful vendor engagement. This paper covers how you can overcome this pitfall.
- Sourcing & Staffing
08 March 2020
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 will have this articulated in a channel management strategy with defined channel migration/shift/uptake targets.
If that channel migration target is not at the centre of the key performance indicator (KPI) design before it gets rolled out to front line staff, organisations run the risk of creating internal tension between their departments which in turn slows down the rate of transformation.
Well thought out and designed KPIs are a critical success factor in the time it takes for an organisation to see a return on the investment in service delivery transformation.
- Operations & Service Delivery
05 December 2019