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Guy Cranswick

info@ibrs.com.au

Guy Cranswick was an IBRS advisor between 2002 - 2017 who covered Google (Apps and Search), broadband/NBN, Web 2.0 technology, government and channel strategy, including areas of business productivity. Guy had worked in the UK and France as Strategy Manager for Initiative Media and director of European operations for Modem Media (Poppe Tyson), the first online marketing and development company. In Australia, Guy was Senior Analyst at both Jupiter Communications and GartnerG2 covering online technologies and strategy in Asia-Pacific. He has published analytical articles in business and technology media, including the AFR, and was the winner of the Australian Institute of Management 2003 essay prize on the topic of corporate communications.

Conclusion: Proficiency in financial analysis and concepts is critical for management. Assessment of an organisation’s skills establishes the requirements necessary to raise abilities. The financial maturity model can assist with the process of setting those requirements.


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Conclusion: moving to an activity based working (ABW) environment is a complex multifactor project. Organisations can take stock of their readiness to approach activity based working by using the maturity model. The model will assist in developing the planning criteria required for any ABW strategy.


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Conclusion: the key factor in the selection of a CRM vendor should be the duration in which the product will be in service. The time in service period could be up to a seven year horizon and therefore durability is a critical condition in order to make a selection. This recommendation counts equally for vendor abilities as it does for an organisation’s requirements.


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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: 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: Big Data and the promise of unlocking greater revenues and better productivity is perceived as the next technology wave. No barrier exists for any business of any size accessing Big Data solutions.


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Conclusion: Productivity is one of management’s major objectives. This is generally understood but not always executed. As an enabler of organisational functions and productivity, IT needs a precise understanding of the concept in order to fulfil organisational productivity.


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Conclusion: Financial models provide insights and support better understanding. Using the right model depends on a thorough knowledge of its output and what it means. A powerful and valid model must have currency outside IT.


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Conclusion: There are several established models which have been used to evaluate technology investments. Some models are applied to assess the value of technology in use within an organisation.

Organisations can select a model for a particular need; however it is fundamental that the assumptions and the factors that construct the model are realistic and clearly understood. Furthermore, the models should be comprehended by other departments within an organisation, such as finance. A model that is only applied within, and solely has merit for IT is generally not an altogether useful tool. The outputs and the inferences drawn from these outputs may not convince other parties if the tool is not compatible to cross-department interpretation.


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Conclusion: The IBRS technology investment model only assesses costs. It shows costs in net present value terms and can also compare those costs with a typical total cost of ownership calculation. It does not measure so-called benefits or other intangible features of a product. Its principal aim is to reveal what an investment will cost over its duration and to do that as thoroughly as all the data available will allow. In addition the model can be customised and work with different data sets.


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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

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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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