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Joseph Sweeney

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Dr. Joseph Sweeney is an IBRS advisor specialising in the areas of workforce transformation and end user computing, including: workplace strategies, enterprise solutions, collaboration, policy, organisational cultural change, and software deployment and licensing.  He is the author of IBRS’s Digital Workspaces methodology. Dr Sweeney has a particular focus on Microsoft products, and often assists organisations in rationalising their Microsoft licensing spend and helping to identify budget for end user computing innovation. He is an accomplished technology strategist and pioneer of Asia’s internet industry. He was a cofounder and Vice President, of Asia Online, where he headed up product development  and assisted the start-up grow into one of Asia’s leading Internet and on-line services. He is also deeply engaged in the education sector. He was awarded the University of Newcastle Medal in 2007 for his studies in Education, and his doctorate, granted in 2015, was based on research into Australia’s educational ICT policies for student device deployments.

Conclusion: Microsoft’s portfolio of business intelligence (BI) products now places the vendor in a market-leading position. Over the next three to five years, IBRS expects Microsoft to continue to strengthen its market position in BI, largely through its ability to expose a large number of users to self-service data visualisation and storytelling via some of Power BI’s features being included in Office 365.

Exploring Microsoft’s strategy for Power BI provides several important issues for consideration.


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Conclusion: Since CRM modernisation will impact many major functional areas of the organisation, developing a communication plan to ensure the strategy is developed and executed in a consistent and well-supported manner will involve many different roles and responsibilities. Gone are the days when the CRM was primarily the domain of sales and the IT departments.


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Related Articles:

"CRM modernisation Part 1: Strategy, planning & selection" IBRS, 2018-09-04 05:20:15

"CRM modernisation Part 2A: Creating a public sector stakeholder experience strategy" IBRS, 2018-09-04 06:46:34

"CRM modernisation Part 2B: Creating a customer experience strategy" IBRS, 2018-09-04 06:47:58

Conclusion: The availability of modern, Cloud-based, omnichannel-focused stakeholder and customer relationship management (CRM) solutions is disrupting customer expectations. It is not just that new CRM solutions have additional features and modules when compared to more traditional CRM solutions with a history predating social media. The modern CRM paradigm is focused on automation and mass personalisation of customer experiences rather than stakeholder and sales management.

A CRM modernisation effort must, therefore, be based upon a firm understanding of the organisation’s most valuable customer experiences. One way to achieve this understanding is to develop a customer experience strategy.

Note: sister note on this topic for public sector organisations is available.


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Related Articles:

"CRM modernisation Part 1: Strategy, planning & selection" IBRS, 2018-09-04 05:20:15

"CRM modernisation Part 2A: Creating a public sector stakeholder experience strategy" IBRS, 2018-09-04 06:46:34

"CRM modernisation Part 3: Roles & responsibilities" IBRS, 2018-10-04 13:09:21

"Design thinking – do not rush the empathy" IBRS, 2016-05-05 03:03:00

"User Centred Design or Design Thinking" IBRS, 2017-07-03 23:24:11

Conclusion: The availability of modern, Cloud-based, omnichannel-focused stakeholder and customer relationship management (CRM) solutions is disrupting expectations of how public sector organisations should interact with their stakeholders, be it citizens and constituents, the business community, research or other agencies.

It is not just that new CRM solutions have additional features and modules when compared to more traditional CRM solution with histories that predate social media. Rather, the emerging modern CRM paradigm is focused on automation and mass personalisation of stakeholder communication rather than sales management.

A public sector’s CRM modernisation effort must, therefore, be based upon a firm understanding of the organisation’s most valuable stakeholder experiences. One way to achieve this understanding is to develop a stakeholder experience strategy.

Note: A sister note on this topic for private sector organisations is available.


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Related Articles:

"CRM modernisation Part 1: Strategy, planning & selection" IBRS, 2018-09-04 05:20:15

"CRM modernisation Part 2B: Creating a customer experience strategy" IBRS, 2018-09-04 06:47:58

"CRM modernisation Part 3: Roles & responsibilities" IBRS, 2018-10-04 13:09:21

"Design thinking – do not rush the empathy" IBRS, 2016-05-05 03:03:00

"User Centred Design or Design Thinking" IBRS, 2017-07-03 23:24:11

Conclusion: The potential, and corresponding increased expectations of, modern CRM is causing many organisations to re-evaluate their existing CRM solution (or multiple solutions) with a CRM migration.

The decision to migrate to a new CRM solution should not be taken lightly. Given that the management of contacts (e. g. customers, stakeholders, citizens, etc.) is central to every organisation, changing how an organisation communicates with and serves these contacts must be viewed as a strategic initiative.

Therefore, it is vital that each organisation create a strategy, and subsequent plan, for its modern CRM journey. In this paper, IBRS outlines the typical journey for an organisation creating a strategy, planning for, and finally selecting a next-generation CRM solution.


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Related Articles:

"CRM modernisation Part 2A: Creating a public sector stakeholder experience strategy" IBRS, 2018-09-04 06:46:34

"CRM modernisation Part 2B: Creating a customer experience strategy" IBRS, 2018-09-04 06:47:58

"CRM modernisation Part 3: Roles & responsibilities" IBRS, 2018-10-04 13:09:21

"DIY or ready-made? Choose your AI adoption path carefully" IBRS, 2018-07-05 03:00:08

"User Centred Design or Design Thinking" IBRS, 2017-07-03 23:24:11

 IBRS iQ is a database of Client inquiries and is designed to get you talking to our Advisors about these topics in the context of your organisation in order to provide tailored advice for your needs.

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Conclusion: Interest in eforms solutions is being driven by two drivers:

  • First, the promise of enabling “citizen developers” within the organisation to take ownership of the creation of forms and automate simple processes.
  • Second, the promise of greater workforce efficiency by digitising manual activities.

These two drivers sit at opposite ends of a spectrum of eforms capabilities. The following framework provides a starting point for organisations to capture and refine their eforms requirements and structure information gathering prior to going to market for a solution.


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Related Articles:

"How to succeed with eforms Part 1: Understand the need" IBRS, 2018-01-03 05:42:10

"How to succeed with eforms Part 2: The five most common eforms challenges" IBRS, 2018-02-01 10:06:14

"SNAPSHOT: eForms & workflow products" IBRS, 2018-07-05 02:45:24

"Selecting Mobile Application development tooling" IBRS, 2015-09-02 01:43:47

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