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: For the first time, Google has articulated a comprehensive go-to-market strategy for enterprise Cloud services. While the company has the technology and scale needed, it is only now outlining why organisations may wish to consider the Google Cloud Platform. Google will create a direct data centre presence in Australia in 2017 and is rapidly building a global services partner ecosystem. Google’s strengths (and weaknesses) compared to its two competitors, AWS and Azure, are well-reflected in its enterprise strategy. Google’s most significant announcements were not related to products, but rather its plans to address enterprise clients and develop a robust partner ecosystem. Australian organisations planning new Cloud initiatives for late 2017 or early 2018 may consider Google a viable option for enterprise Cloud infrastructure, though it will take another 12 months for Google’s local partner network to mature.
04 April 2017
IBRS iQ 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.
- IBRS iQ
26 March 2017
Conclusion: Personas are a popular tool for organisations developing end-user computing strategies. Unfortunately, when used inappropriately, they can severely limit workplace innovation. However, the process of developing personas can be a very powerful tool for engaging with end users and uncovering opportunities to identify different work contexts within the organisation. Personas may also be used to simplify and communicate the business case for changes in how staff will leverage new end-user computing technologies in new ways.
- Operations & Service Delivery
05 March 2017
Conclusion: IBRS’s Business Priorities Atlas presents the highest-level view of Australian business priorities and the likely technological landmarks for 2017. While the Atlas is largely unchanged from 2016, there is a far greater focus on delivering IT “as a service” and security. The move from the desktop-era work environment to a more flexible “digital workspace” is well underway. Use the Atlas to stimulate discussion between senior IT and non-IT executives as to what, where and when to invest in 2017 through to 2018.
- Governance & Planning
04 February 2017
Conclusion: Serverless programming is a new paradigm for developing and running Cloud-native solutions. It holds the promise of creating far more scalable solutions that ‘stitch together’ other Cloud services, making it the much-needed ‘programmatic underpinning’ for the Cloud. It is as significant a shift in software development as object orientation was from procedural programming in the 1980s.
However, serverless programming is immature, and its use cases not well understood. The timing for development teams to engage with serverless programming is largely dependent upon an organisation’s appetite for adopting bleeding-edge, Cloud-based services. The more services being adopted, the sooner the team should begin to learn this new programming paradigm. Even when used, care should be taken to limit the scope of deployment of serverless programs.
- Operations & Service Delivery
02 January 2017
Conclusion: On 1st October, Microsoft introduced a number of changes to its licensing regime, changed the names of several products, added two new packages under the new Secure Productive Enterprise (SPE) portfolio and introduced new licensing rights1.
The new licensing packages are aimed at taking organisations on a journey off Cap-Ex (persistent) licensing for devices, toward Op-Ex (subscription) licensing for users.
Understanding the new Secure Productive Enterprise licensing packages is essential for organisations embarking on a move to digital workspaces, and those renegotiating Enterprise Agreements (EAs) within the next nine months.
04 December 2016
Workforce transformation embraces far more than just mobility: it embraces not only where work gets done, but how, when and by whom. Much has been written about the fact that many jobs will cease to exist, while many others will transform beyond all recognition. And the impact these workforce changes will have on hiring practices and the structure of business is significant.
- Workplace Innovation
02 November 2016
Conclusion: Even though stakeholders may support ‘Digital’ initiatives – due in no small part to the all-encompassing nature of the term ‘Digital’ in today’s market – many of these initiatives will fail to deliver on the original intent. This is because the term ‘Digital’ enables stakeholders to reinterpret the intent of an initiative in a number of different ways. This can cause stakeholders – both within ICT groups and within the organisation more broadly – to take actions that deviate from the original intent, or that resist attempts to change. Even when organisations have put in place governance and processes to reconfirm stakeholders’ understanding of the initiative’s intentions, reinterpretations and misaligned actions can still occur.
By understanding the types of ‘mutation’ that stem from the use of ‘Digital’, and by appreciating the limitations of traditional methods of checking stakeholder alignment, policy and program leads can minimise the risk of projects being implemented in unexpected ways.
- Workplace Innovation
04 October 2016