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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: Organisations that have made a move to Google in an effort to reduce their reliance on the incumbent Microsoft Office Suite have found that migrating from Microsoft involves far more than just human change management. Technological linkages with the Office desktop client(s) hold back organisations’ transfer to the Cloud. Before implementing Cloud-based productivity tools, an organisation should examine just how ‘sticky’ Microsoft Office is within their organisation, and should plan on how to become ‘unstuck’.


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Conclusion: Determining the optimum licensing mix involves not only an understanding of Software Assurance, but also consultation with the organisation’s business strategy groups, as well as a firm understanding of potential structural changes, such as mergers, de-mergers, acquisitions, and growth strategies. Getting the wrong mix can result in overspend, or worse, an inability to adopt business strategies such as mobility, activity based working, or bring-your-own-device.


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Related Articles:

"Understanding and Optimising Microsoft Software Assurance: Part 1 – The Basics" IBRS, 2014-10-01 20:28:23

Software Asset Management tools vendors have been spreading the FUD (fear, uncertainty, doubt) as thick and as fast as they can. It’s not that they’re wrong in their claims of the risks. It’s just that mitigating these risks is not a matter of technology. SAM is a matter of process. It’s a matter of maturity. And here lies a problem with how software asset management is currently being positioned in Australia.


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Conclusion: Microsoft’s Software Assurance should not be viewed as a monolithic software maintenance and ‘upgrade path’ for existing solutions. Instead, it should be viewed as a collection of additional licences that extend product usage rights, and grant features for enterprise scale deployments. Knowing which Software Assurance licences to procure, and which to reject, can result in significant savings.


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Related Articles:

"Understanding and Optimising Software Assurance: Part 2" IBRS, 2014-10-31 17:57:54

Conclusion: Vendor offerings for end-to-end solutions for ‘self-service desktops’ are both limited and immature. Furthermore, organisations are likely to have many of the individual components that comprise a self-service desktop solution. For the next 4-6 years end-user computing cycle, organisations should look to construct self-service portals from existing point solutions, rather than looking for a pre-integrated stack.


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Conclusion: The architecture for a Software Asset Management solution must take into account an organisation’s structure, ability to digest and utilise the information that such solutions provide, using existing tools and processes. Furthermore, the architecture should not be considered a final end-state, but rather an evolving set of technologies and processes which will incrementally deliver benefits over time.


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Related Articles:

"Software Asset Management Maturity Part 1: A pragmatic model" IBRS, 2014-05-30 00:00:00

"Software Asset Management Maturity Part 2: A Process for bootstrapping maturity" IBRS, 2014-06-29 00:00:00

"Software Asset Management maturity Part 4: Approaches for selecting a solution" IBRS, 2017-07-03 23:42:13

Conclusion: Organisations looking to adopt Software Asset Management (SAM) tools for the first time often discover that they lack the structure and maturity to realise the full benefits of these tools. Addressing the deep cultural issues that are at the heart SAM maturity may not be rushed, leapfrogged or outsourced. Instead, a steady process of organisational development is needed. 


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Related Articles:

"Software Asset Management Maturity Part 1: A pragmatic model" IBRS, 2014-05-30 00:00:00

"Software Asset Management Maturity Part 3: Aligning Architecture" IBRS, 2014-07-29 11:24:24

"Software Asset Management maturity Part 4: Approaches for selecting a solution" IBRS, 2017-07-03 23:42:13

Conclusion: Most Software Asset Management (SAM) Maturity models are theoretical and do not provide an organisation with a pragmatic way to consider SAM in the context of their organisational objectives. IBRS proposes an alternative that provides organisations with a basis to plan gradual, incremental improvements in both technology and, more importantly, organisational culture.


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Related Articles:

"Software Asset Management Maturity Part 2: A Process for bootstrapping maturity" IBRS, 2014-06-29 00:00:00

"Software Asset Management Maturity Part 3: Aligning Architecture" IBRS, 2014-07-29 11:24:24

"Software Asset Management maturity Part 4: Approaches for selecting a solution" IBRS, 2017-07-03 23:42:13

Conclusions: Based on cost modelling, organisations looking to provide a ‘Windows virtual desktop’ experience should consider centralised, Windows Server OS based computing as opposed to Windows Desktop OS based computing. In addition to lower costs for hardware and simpler management and deployment, Windows Server OS based computing has a licensing model that can be just 25% of the cost of Windows Desktop OS based computing. Furthermore, Windows Server OS based computing licensing provides for greater freedom of where and on what devices the end-user desktop experience may be deployed.


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Conclusion: Organisations that need to run legacy applications under Windows XP will no longer have access to economically sustainable options. In short, there is no way to maintain an XP environment without Software Assurance, and thus there is no practical way for an organisation to continue to run legacy applications without investing in Software Assurance or Enterprise Agreements for the desktop. Organisations should factor in the significant licensing costs when considering the business case for continued support of ‘XP only’ to legacy applications.


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In the News

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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Google cloud boss looks to AI as it fights Amazon, Microsoft duopoly - Australian Financial Review - 2 March 2020

IBRS analyst Joe Sweeney has been tracking the three major Cloud vendors capabilities in AI and said Google is right to believe it has an edge over AWS and Microsoft when it comes to corpus (the...
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What should be in Australia’s next cyber security strategy? - Computer Weekly - 10 Feb 2020

Peter Sandilands, an advisor at analyst firm IBRS, called the discussion paper “a pre-judged survey” that is mostly looking for answers. He also questioned if the resulting recommendations would be...
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