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Governance & Planning

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 activities commonly focus on the compliance aspects of the function and miss opportunities to use them more proactively and to develop significantly better partnerships with business areas.

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Conclusion: softening business conditions in Australia demand that IT operations executives find current cost (cash) savings, optimise the cost of existing operations and/or make valuable new contributions to the enterprise by leveraging networking technologies and practices throughout IT.

IBRS has identified ten practical ways to cut enterprise networking costs while preparing to execute a business’s digital strategy.

Expect to obtain a mix of cost savings, cost optimisation and revenue contributions from networking. Aim to create business insights into making savings from using communications creatively rather than just connecting data, processes, devices and people.

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Conclusion: ITIL Change Management is insufficient for CRM Governance – an organisational change is needed. As with all complex management jobs, governance for CRM projects should be divided into sets and subsets. By dividing the tasks it is easier to view each set or phase. By combining them into larger groups and modules it is feasible to gain an overview of how the parts fit together.

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Conclusion: when approaching significant software licensing decisions, consider re-evaluating the organisation’s licensing service provider (LSP) to bring contestability to value-added services and costs not directly related to the software licences. Determining appropriate selection criteria for an LSP is based partly on an organisation’s software asset management maturity, and investments in software asset management capabilities, and a range of vendor management issues.

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Conclusion: innovation is top of mind for many CEOs across Australia. In fact, more than 86 % recognise that they need to invest more in R&D and innovation as part of the company strategy. However, there is a significant gap between the aspirations of organisations and the reality of innovation within these companies and entities. Knowing what behaviours should be demonstrated and having a plan will improve the alignment between goals and achievements. Most CIOs are being asked to drive innovation for the business, yet innovation is still more rhetoric than substance.

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Conclusion: with the increased adoption of SaaS for business systems (e. g. ERP), new SaaS providers continue to appear in the market. While those providers are offering easy-to-use products and low start-up costs compared to running in-house business systems services, there is a risk that some service providers might cease to do business. As a result, SaaS clients will be at risk recovering services on time and without data loss. To address this issue, several escrow services have been evolving. IT organisations wishing to migrate critical services to public SaaS should explore escrow1 services. Unfortunately, escrow service costs have to-date been fully absorbed by the buyer. In this light, IT organisations should incorporate the escrow services cost into the SaaS migration business case.

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Conclusion: To meet the demand for more online services, IT and business management must identify and filter the opportunities and vigorously pursue those with high client visibility, ensure adherence to legislation and reduce the cost of doing business.

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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 issues.

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Conclusion: Project Health Checks and Gateway Reviews are an excellent way of assessing the progress of a significant project, identifying issues and taking a corrective action approach that is in the best interests of the organisation. One of the obvious and highest risk periods for projects to go off the rails is the period between when a contract has been signed with a supplier and go-live day. Organisations can ensure that they have all the other elements for a successful project in place such as aligning with the strategic goals of the organisation, a rigorous options assessment resulting in a robust business case, a good governance framework and solid project team, and still have major challenges. There are some softer signs to watch, so that if is action is taken quickly, project failure can be averted.

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Conclusion: Cloud migration should not be a quick and dirty job just to upload the current business systems with their inefficiencies, only to get rid of the in-house hardware ownership. It should be considered as an opportunity to clean IT and business inefficiencies at the same time. IT organisations wishing to migrate to public Cloud require a new methodology to avoid incurring unforeseen consumption cost and to address business processes overheads. Strategies are needed to measure code inefficiencies and develop a remedy roadmap whilst building the case for public Cloud. Only efficient code should be released to public Cloud unless there are other benefits which make the overall migration cost-effective. This will ensure IaaS usage remains within IT budget.

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In the News

New cyber security rules reset $8b cloud marketplace - Financial Review - 26 July 2020

Philip Nesci, IBRS adviser and former CIO, has warned that agencies will need to get their information management sorted out to capitalise on the new rules. ‘‘Agencies need to identify their...
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Australia can build a culture of employee-led innovation - DropEverything - 24 July 2020

IBRS advisor Dr. Joseph Sweeney discusses why it falls to individuals to look at improving their work in a post-COVID world. Dr. Sweeney comments on the need to build a culture of innovation that...
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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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