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: 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.
- Sourcing & Staffing
05 October 2018
- IBRS iQ
25 September 2018
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.
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.
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.
- IBRS iQ
30 August 2018
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.
- Sourcing & Staffing
02 August 2018
Conclusion: During January to March 2018, IBRS conducted a detailed market scan of eForms vendors and their products in the Australian market. The market scan was structured around common selection criteria and comparisons developed. The following snapshot summarises the results of the study, and may be used to assist with the development of eForm and workflow solution shortlists.
This snapshot includes eForms solutions that are in use within Australian organisations
05 July 2018
- IBRS iQ
14 June 2018