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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: In August 2020, IBRS ran a roundtable on the issue of Microsoft Support service, and specifically options for obtaining services in the most effective manner. 

The replacement of Microsoft's traditional Premier Support programs for its Unified Support program is well underway. For many organisations, the new program is a strong fit, offering a wide range of services and unlimited reactive support inquiries for a fee that is directly proportional to their Microsoft software and platform investment. 

However, for others, the program is not an ideal or cost-effective fit. During the roundtable, 16 peers shared their stories of how they have approached Microsoft support in the new era and a set of practical recommendations was developed. 


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Conclusion: For the last two decades, the market for ruggedised computing has been led by emergency, policing and military needs. The advent of lower-cost wireless networking, 4G and now 5G has prompted a sharp rise in field workers using devices and mobile-ready solutions to streamline operations. Unfortunately, legacy thinking about the type of devices to be used has prevailed: either staff get consumer devices (iOS or Android) or military-spec ruggedised devices.

There is an opportunity to rethink this polarised view of devices. Rather than seeing devices as either consumer or rugged, it is better to view devices on a spectrum of needs, including ruggedness, based on the work contexts in which they will be used.


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Conclusion: The Digital Ready Workforce Maturity Model serves as a tool to help organisations measure the digital readiness of their workforce. It provides the baseline for organisations. This insight then informs strategic planning, policies and capability development priorities for organisations to guide and subsequently monitor maturity and capability.


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Conclusion: IBRS has identified five areas of governance overlooked in the rush to deploy Teams. Organisations now need to ‘back-fill’ these areas to ensure the organisation meets its compliance obligations and reaps the full benefits of the digital collaboration environment.


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Conclusion: When it comes to embracing collaboration, organisations should recognise that it is difficult to manage diverse personalities, perceptions and beliefs. In addition, every individual is going to have their preference on what makes a ‘good collaboration system’.

As a result, it is vital that project leads carefully consider the role staff play in a successful Microsoft Teams deployment and prepare staff for the changes ahead.


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IBRSiQ 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: Microsoft Teams is a collaborative hub for teamwork with links to a wide range of information sources and communication capabilities. While a latecomer to the collaboration software solution market, Teams benefits from being included in Microsoft’s 365 platform, which means many organisations have ready access to collaboration capabilities without the licensing costs of dedicated third-party solutions.

Teams is a relatively new and rapidly evolving solution; therefore, deployment challenges are present. Organisations must prioritise a structured approach to planning, governance development and security. Planning is important to empower users so that the organisation can break down information and communication silos. The sooner the organisation prepares concrete plans, the smoother the transition will be. This paper outlines better practices for such planning.

Organisations that rushed the deployment of Teams to support working from home as part of the pandemic response should revisit their Teams deployments against the better practices discussed in this advisory paper, and ‘back-fill’ any missing activities to ensure that Teams maintains long-term benefits for the organisation.


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Conclusion: Scenario planning is a formal approach for developing and exploring possible future situations or marketplace environments. It allows organisations to be more flexible and agile by considering the possibilities for change. It helps organisations – and for the focus of this paper, the ICT teams – identify the environmental uncertainties and allows ICT to prepare proactively instead of reactively.

ICT executives should leverage scenario planning activities to help with post-pandemic planning, preparing advice for the board with the organisation’s readiness to react to possible changes in the market, and also as a morale and team-building activity.


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Conclusion: With working from home mandated for a large portion of Australian workers as part of the national pandemic response, ICT groups are tasked with rapidly scaling up existing remote working programs and implementing entirely new ways of working for staff.

On the 16th April 2020, IBRS moderated a virtual roundtable where senior ICT executives discussed their organisation's experience in rapidly migrating to working from home and explored the lessons they had learned along the way. This paper details the insights gained and makes recommendations.


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Conclusion: One of the misconceptions in business intelligence (BI) is that the goal is to capture and report upon all available data. This misses an essential business maxim: data is only useful when it is applied deliberately and with a clear goal in mind.

Too often, an organisation’s focus on BI quickly moves from aspirational principles of ‘being a data-driven business’ to discussions of technology architecture and data governance. However, it is dangerous to focus on simply hoarding data in the hope it will be useful in the future. What extracts value from data are steps taken after collection. And to define those steps, an organisation must first define the purpose to which the data will be applied.

IBRS has identified four increasingly sophisticated business models for how data can be applied: business reporting, data visualisation, key performance dashboard and predictive decision support.


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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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