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Karen Scott Davie

Karen Scott Davie  was an IBRS associate between 2017 -2018 who specialised in consulting services in the areas of ERP, CRM, asset management, disaster recovery planning and payroll. Karen had over 20 years experience in delivering digital innovation and finance transformation across Health, NFP government and private corporations. With a combination of consulting and employee experience as a CFO, CIO and director, Karen is valued for her business and finance expertise from CFO and Big 4 consulting roles (Deloitte, Accenture 8 yrs) coupled with her depth of IT experience as a CIO, CIO Executive Board and Program Manager across complex programs she brings a great deal of knowledge to an organisation seeking to be more streamlined, innovative and effective. Karen has also managed large scale BAU operational units whilst balancing the impact of change across all levels of business stakeholders both internal and external customers.

Conclusion: With business demands driving CIOs to be more innovative and apply digital innovation, Agile project management methodology is being adopted to manage customer-centric projects to create minimal viable products quickly. Agile methodology is used across technology teams in government, healthcare, education and the private sector. The benefits of Agile versus traditional waterfall project methodology such as PRINCE2 include stronger engagement with the business and product owners, better business outcomes, reducing the time to deliver a minimum product and cost savings.

This research paper looks at Harvard Business Review’s comparison of when to adopt Agile project management or when it may be more suitable to apply a PRINCE21. With the prevalence of Agile projects, 50 % of IT staff interviewed across NSW are seeking to upskill and become accredited in Agile project management techniques. This paper includes reference sites on where to gain further insights on Agile project methodology and accreditation.


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Related Articles:

"Agile: The other considerations" IBRS, 2018-03-31 06:46:04

"SNAPSHOT: Agile services spectrum" IBRS, 2018-05-04 19:10:01

"When the Stars are Aligned use Agile" IBRS, 2016-04-22 23:15:40

Conclusion: The enterprise application marketplace has seen some changes in the past two years, with new entries, consolidation and acquisition, particularly in the mid-market of ERP finance systems. IBRS recently investigated a cross-section of ERP finance systems from top tier to the smaller players including, but not limited to: SAP, Oracle, Workday (Finance), Technology One Microsoft Dynamics 365 for Operations (Microsoft Dynamics AX), Sage X3, NetSuite, Microsoft Navision, Sage 300, Great Plains, MYOB, Xero and SaaSu.

This research paper includes a comparison of current functionality available across three popular mid to upper market ERP finance systems, namely Sage X3, Microsoft Dynamics 365 for Finance and Operations (previously A) and Oracle’s revamped NetSuite. They have been reviewed given their strength in the finance and operations functionality.


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Conclusion: IT teams across government and industry are facing resource challenges including hiring the right resources with the right skills to add value to the team and support the organisation’s future needs.


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Conclusion: Driving cultural change and managing the impact of change across an organisation when implementing a new business application is a key challenge for the leadership, including the CIO. By adopting change management practices, a business can increase its projects’ rate of success and user adoption of the new technology and business processes from 16 % up to 96 %1.

With the implementation of business applications or tools such as a new ERP finance system, HCM/HRIS payroll system or a new CRM system, the business users’ roles and day-to-day business processes can be significantly changed. Assessing and addressing the change impact with the employees during the planning phase and during the project implementation will increase the user adoption rates.


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Conclusion: CEOs need their CIOs to be out on the cutting edge to decide which technology to incorporate so that the organisation can adapt and transform in a rapidly changing landscape. As the digital leader, the CIO needs to emphasise the culture shift, be an influencer and guide the change across the IT team and broader enterprise. Organisations that elect CIOs as their digital champions experience higher performance compared with organisations where CIOs play a more passive role in digital transformation.


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Conclusion: A customer relationship management (CRM) software tool is both a database for contact interaction and a productivity tool used to analyse customer data, win new business and track employee sales performance. The competition is fierce for a higher share of the CRM software market. Major benefits of the growing demand in CRM are the improvements in functionality including mobile applications, enhanced reporting and analytics, and better integration tools.


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Conclusion: The ERP finance system is one of an organisation’s critical IT applications that can benefit or constrict operations. It is the backbone system that underpins how an organisation interacts with customers and suppliers, and manages day-to-day transactions and business operations. It is the CEO and CFO’s key business tool used to make business decisions. If an organisation can streamline its backend processes efficiently and automate transactions to speed up interactions with customers direct from online bookings to the capturing of payments swiftly, it sends a positive message to customers. This builds customer retention, a good reputation and long-term revenue by potentially increasing the lifetime value of customers and their referrals.


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