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Governance & Planning

Due to the availability of desk top software solutions for budgeting and forecasts and widespread use of Business Intelligence software to analyse and report results, it is not surprising that the need to improve data quality in reporting emerged as the most frequently cited technology concern of respondents in a recent survey of financial executives1.

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Conclusion: A common concern of many senior IT managers is their uncertainty regarding the capabilities of their people and the effectiveness of their service delivery processes. This uncertainty usually manifests itself when developing forward work plans, e.g. after the Budget or Planning cycle when the gap between capabilities needed and available becomes evident.

To reduce the uncertainty when doing work plans, one option is to self-assess existing competencies and practices using a framework, suggested below, and identify the capability gap.

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Conclusion: Most major IT procurement activity is oriented around acquiring software or services, the impacts of which are likely to have profound, organisation-wide consequences. As such, the cost of making mistakes, or indeed making poor choices, can be extremely high. Some of the consequences may include one or more of the following: 

  • Business benefits not being realised;

  • Budgets being exceeded;

  • Project execution times being extended; and

  • Organisational reputation being damaged.

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Conclusion: Fundamental to any consideration of mobile banking will have to be a balance between risk and convenience; and that applies equally to both bank and customer. Even with the choice of secure technology the viability of mobile banking as a service will reside in its adoption, or not, by customers.

Worldwide the expansion of mobile banking is varied and the key factor in its sustainability is not technology but most probably customer acceptance. Any bank considering such real transactional services should conduct research into its likely acceptance with its customers thoroughly and use the responses to decide if mobile banking is likely to be a good deal for both parties.

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To enhance the relationship between the clients and the IT Department it is important that IT’s contribution is marketed successfully internally. Encouraging and implementing a service mentality within the IT department, constantly delivering a high level of service and support, and ensuring the transparency of IT through constant, good quality communication to IT users are important factors in marketing IT internally.

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As technology plays and increasingly important role in marketing, especially with the rise of online marketing and its influence on real-world marketing programs, a myriad of jargon has evolved from both the technical and marketing camps of the business. Unfortunately, not all of this jargon is readily understood by both camps and misunderstandings are common. This document provides definitions of essential marketing terms for technologists and fundamental technology terms for marketers.

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Conclusion: Unless CIOs are able to provide business with a balanced and accurate picture of IT performance, it is likely that IT will be treated as ‘just another supplier’ in the minds of senior business executives. Moving IT up the value chain to become trusted and strategic business partners requires more than concerted efforts in delivering projects and keeping the IT lights on. It requires effective marketing and good communication. One of the ways of improving IT credibility is to develop an effective IT scorecard that highlights precisely how IT’s performance supports and indeed, adds value to the business. Further, providing scorecarding data to IT management and staff is likely to provide an incentive for them to lift IT performance levels.

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In 2003, the UK Office of Government Commerce (OGC) established and coordinated “Proof of Concept” trials of Open Source Software (OSS) in a range of public bodies in conjunction with IBM and Sun Microsystems. The OGC report that summarised the key findings from the trials also included information obtained from other public sector activity in OSS planning and deployment in the UK and elsewhere in Europe.

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When choosing a telecommunications supplier a prospective customer is currently almost spoiled for choice with a number of suppliers positioning themselves to offer whole of business or best of breed solutions. Where a telecommunications contract is due for renewal, there are real benefits, in going to the market to look for the optimum solution. Even if the outcome is not to transition all or some of the services from the incumbent supplier there could be significant further benefits to be gained by going through the process of calling for proposals. Key users of telecommunications services within a client organisation should be heavily involved in the selection of the Telecommunications Supplier Transitioning costs and the benefits, or otherwise, of a one provider solution are important considerations when choosing to change from an existing supplier.

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Conclusion: A recent study1 has found Australian IT managers have the highest need, compared to their peers, to develop their influencing capability overall. The result is not surprising. Previous studies2 have found, as a generalisation, IT managers and professionals are task oriented and have low social skills relative to their peers. Unfortunately, these attributes stymie efforts to influence others and sell their ideas.

All is not lost however. IT managers and professionals can acquire the insights and skills needed to exercise an influence and persuade others, providing they are willing to make changes to their management style.

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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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