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Governance & Planning

Conclusion: Carried out using reliable cost and performance metrics, a benchmarking exercise can yield significant benefits. Conversely, when costs are unclear and few performance measures are available, IT managers may struggle to justify their budget and enhance service delivery.

Related Articles:

"Benchmarking - A Waste of Time or a Taste of Wine" IBRS, 2003-07-28 00:00:00

"Identifying and comparing IT costs - Why it is a must" IBRS, 2010-08-30 00:00:00

Conclusion: Just as one size car does not suit everyone, so one IT management reporting structure will not meet the needs of all firms or agencies. While there is no blueprint for developing an IT management structure, there are guiding principles and workplace change management practices to help get the restructure right the first time.

Due to fluctuating IT investment cycles and business transaction volumes changes, IT management reporting structures are rarely static. Consequently, management must be prepared to change IT management reporting structures quickly in response to business changes or when they are not meeting the purpose for which they were designed.

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"A Digital Transformation Maturity Self-Assessment Checklist" IBRS, 2015-06-30 22:34:46

"Getting traction at the executive meeting" IBRS, 2012-09-23 00:00:00

"Taking care of business - the CIO and the Board" IBRS, 2011-12-27 00:00:00

Conclusion: Organisations either recognised early that digital transformation was essential to meet the competitive demands of their respective markets or accepted that general community expectations had increased where digital transformation of traditional business operations, processes and services was no longer expected and demanded. Digital transformation became the next big thing in organisations and initiatives were launched in earnest everywhere. While there are always success stories, many more have been less than successful and their stories have some very common themes. To make digital transformation work for the long term it is critical to avoid these mistakes.

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"Agile: The other considerations" IBRS, 2018-03-31 06:46:04

"Digital transformation will fail without capable leaders" IBRS, 2018-09-04 13:40:06

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

Conclusion: The differences in roles and responsibilities between an IT professional and line manager are many and need to be understood quickly by the new managers and their peers. Not only will the understanding help both parties make the appointment work but it will also reinforce the selection panel’s appointment decision.

A new line manager must remember that the behaviour and strategies adopted in the IT professional role are unlikely to guarantee success in the new role. This is because the new role is typically a multi-dimensional one in which there are more stakeholders, outcomes are elusive and feedback is minimal.

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"Helping technical team leaders succeed" IBRS, 2018-02-01 10:09:58

"Inspirational leadership core qualities and behaviours" IBRS, 2017-11-02 04:18:41

"Leadership is critical to innovation" IBRS, 2017-12-02 06:06:05

Conclusion: Organisations undertake strategic planning activities on a regular basis, whether it be every three years or a rolling review every 12 months, to establish goals for the following three years. However, a review of many strategic plans and more specifically the resulting programs of work are often developed from the perspective of the project rather than the business benefits being sought. Understanding each investment and plotting that investment within an investment matrix will provide executives with a perspective about the balance of their ICT investment portfolio. Strategic investment goals such as planning an allocation for innovation will support execution of plans and achieving strategic goals.

Related Articles:

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

"Is your organisation addressing the three dimensions of IT planning?" IBRS, 2017-11-02 04:14:17

"Project review: Active assurance" IBRS, 2018-03-06 07:02:37

"Tips for improving and monitoring ICT project governance" IBRS, 2018-07-05 03:12:50

Conclusion: Organisations planning to transform their business operations using IT must develop a shared vision of how to use IT to enable the transformation. Failure to provide a vision will frustrate attempts to implement the transform agenda, demotivate employees and, if false starts occur, could adversely impact business relationships with suppliers and clients.

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"Digital Strategy Part 1: What are the traits of digital leaders?" IBRS, 2018-02-01 10:26:23

"IT management leadership role in risk management" IBRS, 2018-05-04 18:43:08

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

"Know how to sell ideas and support the digital strategy" IBRS, 2018-08-01 09:46:03

Conclusion: Strategic thinking, planning and problem solving often involve bringing together a team of knowledgeable contributors who need to analyse, debate, discuss and decide on key issues around the topic they are trying to address. Mind mapping can be a powerful technique for helping to stimulate the ideas, plan actions, and even communicate the output of the thinking.

Related Articles:

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

"Mind Mapping Practitioners Course" IBRS, 2018-03-04 05:45:02

"Mind mapping at work Part 1: Core business skills" IBRS, 2018-07-05 03:15:19

"Mind mapping software: Going beyond pen and paper" IBRS, 2017-11-02 04:20:45

Conclusion: Organisations are complex and diverse and do not change direction or a business process just because a manager or the Executive think it is a good idea. To sell the idea, managers and staff need insights into the politics, or influence patterns, in the organisation and can align it with a corporate direction, such as the digital (transformation) strategy.

Related Articles:

"Digital Strategy Part 1: What are the traits of digital leaders?" IBRS, 2018-02-01 10:26:23

"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

"Preparing for the shift from digital to AI-enabled transformation" IBRS, 2018-06-01 04:10:21

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 demonstrating and having a plan will improve the alignment betwee.g.als and achievements. Most CIOs are being asked to drive innovation for the business, yet innovation is still more rhetoric than substance.

Related Articles:

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

"Know how to sell ideas and support the digital strategy" IBRS, 2018-08-01 09:46:03

"Running IT-as-a-Service Part 39: Keeping digital transformation alive" IBRS, 2018-03-06 06:50:51

Conclusion: Keeping business continuity plans (BCP) succinct, up to date and easy to read will reap rewards when they are required during a business disruption.

Related Articles:

"Astute Leadership needed in a crisis" IBRS, 2017-01-01 10:35:45

"Investing in Business Resilience Planning - the CIOs hardest sell" IBRS, 2012-08-31 00:00:00

"Running IT-as-a-Service Part 40: Aligning business continuity and IT disaster recovery plans" IBRS, 2018-03-31 06:56:00

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