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Conclusion: In seeking to achieve their vision, goals and objectives, organisations constantly evaluate internal and external factors in order to take action. Although tuned to the unique needs of each enterprise, there have been identifiable waves of factors and responding actions that have occurred since 2000 in the form of business and digital transformation.

Business transformation addressed the changing nature of markets in a connected and globalised world by focusing on delivering cost savings through new models of operation, while the subsequent wave of digital transformation sought to employ technology and exploit pervasive connectivity to increase the efficiency of internal processes and customer-facing interactions.

IBRS has identified a new wave we call “artificial intelligence-enabled (AI-enabled) transformation”, which is focused on optimising business operations through the use of emerging technologies that leverage “self-learning” algorithms to make predictions, respond to real-world objects and events, and possess user interfaces that mimic how humans communicate.

However, in order to successfully exploit this new wave of transformation, organisations must first understand what exactly AI is and how AI-enabled transformation differs from the waves that have come before it.

Conclusion: The forthcoming General Data Protection Regulation (GDPR) legislation is being introduced by the European Union (EU), which has ramifications to organisations worldwide.

Key aspects of GDPR relate specifically to what data exactly an organisation should be able to legally keep and for how long. The underlying principle is that less is best in terms of data collected and kept. For the data to have been legally collected, an individual has to have explicitly given their consent to the organisation to collect, keep and process their personal data.

Related Articles:

"Understanding GDPR requirements Part 4: Data portability" IBRS, 2018-06-01 04:21:44

"Understanding GDPR requirements: Part 2" IBRS, 2018-03-31 07:03:46

"Understanding General Data Protection Regulation requirements Part 1" IBRS, 2018-03-06 06:57:37

Conclusion: Project management in organisations is commonplace. Organisations then seek to establish a Project Management Office (PMO) as a more permanent centre for project coordination. PMOs may start in the technology division and expand or may be established outside the ICT area. Knowing what the various models and structures are is important. Knowing how to assess the maturity and environment within the organisation and selecting the appropriate approach with empathy and common sense is critical to success.

Conclusion: The General Data Protection Regulation (GDPR) legislation being introduced by the European Union (EU) in May has ramifications to organisations worldwide.

Australian organisations that have already invested in ensuring that they comply with the Australian Privacy Act 1988, and have a robust privacy management framework in place, may find that they already comply with aspects of the EU’s GDPR. However, GDPR does have more stringent requirements including requirements that are not within the Australian requirements, so effort and investment will be required by organisations that need to comply with GDPR.

When considering an organisation’s position and defensibility in terms of whether they complied or not, organisations will need to develop an understanding of the specific requirements, and how exactly they have implemented “technical and organisational measures to show that they have considered and integrated data protection into their processing activities”1.

Related Articles:

"Understanding GDPR requirements Part 4: Data portability" IBRS, 2018-06-01 04:21:44

"Understanding GDPR requirements – Part 3" IBRS, 2018-05-04 18:57:12

"Understanding General Data Protection Regulation requirements Part 1" IBRS, 2018-03-06 06:57:37

Conclusion: Driving cultural change and managing the impact of change across an organisation when implementing a new business application is a key challenge for the leadership, including the CIO. By adopting change management practices, a business can increase its projects’ rate of success and user adoption of the new technology and business processes from 16 % up to 96 %1.

With the implementation of business applications or tools such as a new ERP finance system, HCM/HRIS payroll system or a new CRM system, the business users’ roles and day-to-day business processes can be significantly changed. Assessing and addressing the change impact with the employees during the planning phase and during the project implementation will increase the user adoption rates.

Conclusion: Organisations everywhere are implementing Agile as a dynamic approach to speed up the creation of value and improve development of new and improved services and products. Adopting a best practice such as Agile is more than learning a new process and skill and then applying it in a project environment. Implementing Agile in an established organisation means that there are often a number of other frameworks, best practices and procedures that will need to co-exist with Agile. It is critical to consider these elements and adjust them to ensure that Agile is effective in delivering the value and benefits expected and is not another “best practice” fad.

Conclusion: Business leaders should convert recent global interest in AI applications, safety and effectiveness into AI governance guidelines in the exercise of their triple bottom line responsibilities (for profit, social responsibility and sustainability) as outlined in IBRS research note, “The emerging need for IT governance in artificial intelligence”1.

AI includes a very broad range of technologies being applied in virtually all industries. This means that the use of AI in both IT and operational technologies2 (OT) requires C-level attention and supervision.

Conclusion: Project management in organisations is commonplace. Reviews are often undertaken at the end of the project to gain learnings for future projects. Project reviews completed during the life of a project need to ensure that they are inclusive of appropriate stakeholder groups and assessment is targeted at the appropriate focus areas. Active and inclusive review and assurance activities need to be well understood and supported within the organisation so that it is not viewed as an exam that needs to be prepared for and passed. Applying reviews and assurance as a process checkpoint only is ineffective and will not ensure quality project delivery.

Conclusion: The forthcoming General Data Protection Regulation (GDPR) is new legislation being introduced by the European Union, which does have ramifications for organisations worldwide.

Being new, there is still a lot to be learned about what exactly some of the specific requirements will mean in practice and how they will impact organisations in being able to show that they have understood and completely complied with the regulation.

When considering an organisation’s position and defensibility in terms of did they comply or not, organisations will need to develop an understanding on the specific requirements, and how exactly they have implemented “technical and organisational measures to show that they have considered and integrated data protection into their processing activities”1.

Related Articles:

"Understanding GDPR requirements Part 4: Data portability" IBRS, 2018-06-01 04:21:44

"Understanding GDPR requirements – Part 3" IBRS, 2018-05-04 18:57:12

"Understanding GDPR requirements: Part 2" IBRS, 2018-03-31 07:03:46

Conclusion: Consolidating information systems after a MoG change or a company acquisition is not only risky but also likely to be expensive. The problem is compounded when the benefits expected from the merger are out of reach or, in the case of a company acquisition, the buyer has paid too much, and the stakeholders are demanding accountability.

To maximise the probability of a successful merger from a business systems perspective, do not take claims made of the ICT systems’ integrity at face value. Verify them and develop plans to integrate the systems where feasible, while minimising risks and retaining skilled IT and business professionals.

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