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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.

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.


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Conclusion: Team collaboration solutions can be categorised by the types of work they focus upon. These are: project (time), people (social) and product (document). When choosing a team collaboration tool consider what the organisation’s teams most commonly collaborate on –projects, personal interactions, documents and ensure this work focus is a primary selection criterion.


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Conclusion: Migrating to Office 365 requires a significantly different set of skills from on-premises office suite upgrades. Traditional skills will need to be reassessed and new skills will be needed internally. Also, some specialist skills are only required during the migration so may best be acquired from experienced external providers. Understanding which skills need to be developed, added or outsourced is essential for a successful and economical Office 365 (O365) migration.


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Related Articles:

"The Journey to Office 365" IBRS, 2015-05-01 14:58:56

"The journey of Office 365: A guiding framework Part 3: Post-implementation" IBRS, 2016-05-05 00:21:00

"The journey to Office 365: A guiding framework Part 1" IBRS, 2016-03-01 04:23:10

"The journey to Office 365: A guiding framework Part 2 migration" IBRS, 2016-04-01 04:43:19

Conclusion: Office 365, like Google Apps, holds the potential to impact workplace practices through new collaboration capabilities such as real-time co-authorship. However, this potential may only be realised if activities for the Office 365 environment go beyond the traditional post-implementation review plan. Instead, organisations wishing to see genuine changes must create a post-implementation review plan which must assess the extent to which business benefits have been delivered over the long-term.


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Related Articles:

"The Journey to Office 365" IBRS, 2015-05-01 14:58:56

"The journey to Office 365: A guiding framework Part 1" IBRS, 2016-03-01 04:23:10

"The journey to Office 365: A guiding framework Part 2 migration" IBRS, 2016-04-01 04:43:19

"The journey to Office 365: Part 4 – Skills" IBRS, 2016-06-02 00:26:00

Conclusion: Deployment of Office 365 as a pure Cloud solution has lagged the sales of Office 365 licences. This is partly due to lack of formal migration strategies, confusion over the licensing and user options1, although non-technical issues play a bigger role. To assist in the move to Office 365, IBRS has identified a framework that will assist organisations in their journey.


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Related Articles:

"The Journey to Office 365" IBRS, 2015-05-01 14:58:56

"The journey of Office 365: A guiding framework Part 3: Post-implementation" IBRS, 2016-05-05 00:21:00

"The journey to Office 365: A guiding framework Part 1" IBRS, 2016-03-01 04:23:10

"The journey to Office 365: Part 4 – Skills" IBRS, 2016-06-02 00:26:00

Conclusion: Deployment of Office 365 as a pure Cloud solution has lagged the sales of Office 365 licences. This is largely due to IT groups’ unfamiliarity with the Office 365 environment: unlike Office Professional, Office 365 can be run across new devices, provides real-time collaboration1 and offers new tools based on analytics. Simply replacing Office Professional with Office 365 will not deliver new value to the organisation: it will simply move the organisation from a CapEx to an OpEx model. Organisations should view Office 365 as a set of services that support the broader digital workspaces strategy. Organisations first identify the business benefits being sought and create a future state vision for end-user computing. Investments in Office 365 may then be used to support the digital workspace strategy, and a deployment plan developed.

To assist in deployment planning, IBRS has developed a framework that will assist organisations in their journey to Office 365.


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Related Articles:

"The Journey to Office 365" IBRS, 2015-05-01 14:58:56

"The journey of Office 365: A guiding framework Part 3: Post-implementation" IBRS, 2016-05-05 00:21:00

"The journey to Office 365: A guiding framework Part 2 migration" IBRS, 2016-04-01 04:43:19

"The journey to Office 365: Part 4 – Skills" IBRS, 2016-06-02 00:26:00

Conclusion: As the concept of digital disruption and digital transformation takes hold, it is vital that IT is not only aligned with, but synonymous with business. Both business executives and IT groups find themselves in a constant race against competitors who have embraced new technologies and new business models. Unfortunately, this situation results in a mad dash between one hot new technology and another in an effort to meet evolving business priorities. In any race, having a skilled navigator and an accurate map is vital. IBRS’s Business Priorities Atlas (see Figure 1) presents the highest-level view of Australian business priorities and the likely technological landmarks along the way towards meeting the organisation’s desired destinations. The Atlas may be used to stimulate discussion between senior IT and non-IT executives as to what, where, and when to invest.


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This Compass expands upon the initial discussion presented in the IBRS Master Advisory Presentation, “Digital Workspaces: Enabling the Future Workplace.”1It outlines IBRS Workspaces Strategy Framework that can guide the development of your end user computing strategy that embraces evolving work practices, such as mobility, activity based working, and self-service.


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Conclusion: The fragmented uptake of real-time co-authoring will disrupt current business practices and impact a number of core information technology solutions as it changes how some types of knowledge are created and how people organise to accomplish some types of work. It is imperative the CIO/CDO engage business strategists, those involved with workplace innovation, and human resources executives to discuss the opportunities and impact of real-time co-authoring, and develop policies and cultural change plans to minimise the risks and disruptions, while also taking advantage of the opportunities.


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Related Articles:

"Get ready for Real-Time Co-Authoring: Part 1" IBRS, 2015-11-02 02:59:07

Workspaces: At the next desktop upgrade an organisation has two options: It can incrementally improve the desktop, using 20-year-old assumptions, or create a new end user computing platform based on modern technology trends. In this IBRS master advisory presentation (MAP), IBRS outlines the high-level issues surrounding the future of the Digital Workspace from both a business and technology viewpoint.

This MAP is designed to guide and stimulate discussion between business and technology groups, and point the way for more detailed activity. It also provides links to further reading to support these follow-up activities.


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TechSci Research estimates the Australian managed security services (MSS) market will grow at a CAGR of more than 15 percent from 2018-23 as a result of the increased uptake of cloud computing and...
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Kids, Education and The Future of Work with Dr Joseph Sweeney - Potential Psychology - 25 July 2018

What is the future of work and how do we prepare our kids for it? Are schools and universities setting kids up for future success? Does technology in the classroom improve outcomes for kids? Should...
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