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.
- IBRS iQ
24 October 2018
Demand for chatbots – automated conversational agents that may be deployed across multiple digital channels, including websites, social media feeds, instant messaging, voice assistants etc. – is growing. As outlined in Chatbots Part 1, organisations should take an evolutional approach to develop an understanding of chatbots, and the skills and capabilities needed to harness them.
- Governance & Planning
29 April 2019
Conclusion: Chatbots have become a hot topic among senior executives, especially in HR, customer services, citizen service, marketing and sales groups. Chatbots, powered by the increasingly accurate natural language processing capabilities, hold the potential to radically change the way people interact with an organisation without human intervention.
Separating chatbots into two aspects – clients and engines – provides a basis for very low-cost proof of concepts, while also protecting investments in the most valuable asset of the bot: the training data.
05 April 2019
Conclusion: Media played up the impact of Artificial Intelligence (AI) and Digital Transformation in 2018. However, the potential AI remains underestimated and its limitations misunderstood. In short, AI is reaching peak hype with investments sporadic and confused. In contrast, Digital Transformation remains a primary driver for investment, though it means very different things to different organisations and even different stakeholders within organisations.
Australia’s CIOs remain focused on tactical issues: upgrades of core systems, adoption of hybrid Cloud (as opposed to simply Cloud migration, which was a dominant theme in early 2018) and changing the culture and structure of the ICT group to support “as-a-Service” operational models entity
It is important to note that these tactical priorities of CIOs all have one thing in common: they are aimed at providing a technological infrastructure for the organisation to adopt “Digital Transformation”. In this sense, Digital Transformation is being used as a way to secure agreement and investment in more fluid, responsive and modern tech infrastructure and operations, rather than a specific, measurable business outcome.
In 2019, Digital Transformation is a rallying call, more than a discrete program of work with measurable outcomes. This rallying call will be heard by all stakeholders, but interpreted differently. The challenge for senior ICT executives will be to leverage the short opportunity the Digital Transformation call has to deliver genuine long-term benefits and update infrastructure and operating models to be more flexible and responsive to changing business needs.
05 March 2019
- IBRS iQ
28 January 2019
Conclusion: Increasingly, IT departments are looking for ways to divest their operations of undifferentiated activities – that is, activities that are common among most organisations. One technology that is ubiquitous across every organisation, in every vertical sector, is end-user computing. Theoretically, it should be an easy area of IT to be deployed via a fully managed service. In reality, IBRS has seen more failures in the space than successes.
The reasons why fully managed (aka “as-a-Service”) end-user computing initiatives fail is a result of the initial rationale for the go-to-market strategy and the resulting request for proposal (RFP).
- Sourcing & Staffing
07 January 2019
- IBRS iQ
26 December 2018
Conclusion: As self-service data analytics and visualisation becomes mainstream – due in no small part to Microsoft’s Power BI strategy – traditional data teams within IT groups need to reconsider traditional business intelligence architectures and plan a migration to a new environment. Underpinning the new architecture must be a sharper focus on tools and practices to support data governance, which is not a strength of Microsoft’s portfolio.
03 December 2018