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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: An ideal time to re-evaluate web analytic solutions (WAS) is when reconsidering web content management (WCM) solutions. However, the purchase of a WAS must be viewed as a separate investment with its own unique requirements.


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Conclusion: Microsoft’s launch of Silverlight is premature. Yet even in its infancy and lack of integration with Microsoft’s product sets, Silverlight is an impressive technology.

Development teams with .Net skills that are looking to port existing rich client applications to thin clients, or deploy mobile front-ends to existing applications, should begin experimenting with Silverlight with an eye to deployment in mid 2008, once Microsoft has delivered standard UI components for Silverlight.


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The recent hullabaloo generated from Paul Graham’s essay “Microsoft is Dead” is a great indicator of the turbulent times we live in. In his article, Graham prophesied that Microsoft’s relevance to the IT industry would wane due to four factors: the rise Google, the advent of broadband, Web 2.0 applications, and the resurrection of Apple’s fortunes.


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Conclusion: Web analytics should not be viewed as a tool forsimply logging online activity, but rather as part of an iterativecycle of constant quality improvement.


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Conclusion: When selecting Software as a Service (SaaS) solutions, IT managers should demand evidenced from SaaS providers as the levels of service that can be expected using a formal framework. Including IBRS’s SaaSability questionnaire in requests for information will help to ensure that all parties understand their roles and responsibilities.


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Conclusion: As many mid to large organisations are re-evaluating their online presence, designed pre-2001, web content management (WCM) has emerged as a growing concern. To address the concern, IT managers must evaluate three critical non-technical issues before looking at WCM solutions or risk substantial overspend on solutions that may hinder organisational online efficiency and agility.


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Conclusion: Legal firms acting on behalf of copyright holders of images are sending out thousands of copyright infringement notices globally, seeking hefty fees from companies whose web sites contain copyrighted images. CIOs need to understand some of the legal nuances and be directly involved in planning and implementing measures to minimise the financial risks of web content. 


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Conclusion: One of the hottest IT issues at the moment is Software as a Service (SaaS.) However, SaaS is not yet a well-defined, nor well-understood approach. Like most IT buzzwords, vendors are rushing to stake their claim. Having a framework to evaluate the different approaches taken by vendors is essential for planning future IT architectures.


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Conclusion: With recent vendor movements in the Web Content Management (WCM) space and related Enterprise Information Management (EIM) space, there is a great deal of focus on how organisations organise and distribute content online.

Much of the hype surrounding vendor announcements and lucrative tenders for web development obscure a far more important trend: the movement of content from being a product in itself to being seen as the result of a series of organisational processes. This is similar to (although not as far-ranging) as Business Process Modelling (BPM) and many of the approaches used in BPM can be applied to process-oriented web content planning.


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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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