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Conclusion: Although net neutrality is neither credible nor a legitimate concept in the Australian telecommunications market, it carries commercial leverage. The new network architecture of NBN and the associated changes to the telecoms market regulation make it irrelevant. The ‘user pays’ principle of Quality of Service (QoS) should finally eliminate net neutrality.

Despite all the impending changes, the commercial and political leverage of net neutrality is too powerful to lose and will continue to stalk the telecoms market. For telecommunications providers and regulators the struggle will move to another plane. For end-users, individuals and organisations, it will require vigilance to ensure that the network is really open to everything and not armed with gatekeepers blocking access.

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Conclusion: One of the most challenging tasks for a CIO is to implement cultural change, or transformation, so it energises people and cements the business relationship with clients and suppliers. Instant success is unlikely. This is because implementing cultural change takes time as relationships have to be nurtured, trust engendered and staff empowered.

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Conclusion: All organisations are multilingual, and most, more so than may seem apparent on the surface. A systematic effort to minimise the likelihood and impact of communication problems can lead to significant cost savings, productivity improvements, and improvement of staff morale. Data quality, the quality of system integration, and the quality of product or system specifications often turn out to be the Achilles’ heel. It is a mistake to assume that the biggest potential for misunderstandings is confined to the communication between business units and the internal IT department. Whilst some IT departments could certainly benefit from learning to speak the language used by the rest of the business, the same conclusion applies to all other business units.

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Conclusion: The dimming of IT kudos can be exemplified in a number of ways including: IT not being invited to the table when strategic business decisions are made, then being assigned project work post factum; having IT solutions predetermined by those outside IT, then having to implement them; having phalanxes of IT people brought into the organisation from one of the major systems integration firms to deliver a major project, then subsequently having to support it. Almost without exception the behaviour and performance of the CIO and the IT organisation are the root cause of these events.

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Conclusion: As discussed in “Backup is not Archive!1 all IT organisations should evaluate the deployment of an archival platform to reduce storage costs and improve unstructured data management. Our 2008 survey found archiving in ANZ organisations to be immature and with many risks. A follow-up survey in 2011, and on-going client discussion, shows this situation has improved as evidenced by higher implementation success rates and customer satisfaction scores.

We found the products most commonly used in production were Symantec Enterprise Vault and Commvault Simpana. These products were very well rated by the organisations that used them while EMC on the other hand continues to struggle.

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Conclusion: The Australian Institute of Management recognises that leadership and management will need to continue to evolve to keep up with technological innovation and globalisation. Whilst organisations are usually aware of the need to keep up with technological changes, they often struggle with the practical implications for management and impact on organisational structure. On the one hand operational management can increasingly be automated, and on the other hand the ability to build and lead high performance teams is gaining in importance. Having appropriate people in executive team leadership positions is critical.

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Conclusion: The intense focus on social media and related technologies and how it will influence organisations has increased in the last year. Nor will it dim. The catalyst for the change has emanated from four companies and their products which have significantly altered behaviour and interaction with technology – in particular with devices.

Business and IT executives wishing to understand the forces of consumerisation and social media (Social IT) and its impact within organisations need to look at the compound effect brought about by network connections between those four companies and how people connect with them.

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Conclusion: A competency centre for Business Intelligence (BI) must have an active mandate and involvement from the senior executive to sustain optimised delivery of the organisational BI strategy. This leadership is a key factor in the ability to successfully deliver the initial benefits of the competency centre within a three month development period, establishing long term benefits.

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Conclusion: Organisations that are still running Windows XP fleets are debating holding off a desktop refresh (to Windows 7) until Windows 8 becomes available. There are three key considerations to this discussion: product functionality, management, and licensing. In each of these three categories, IBRS concludes that there is no compelling reason to wait for Windows 8.

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Conclusion: The challenge of servicing customers well through various channels and over many devices has added considerable complexity to operations. The blindness of monitoring how well the IT operation is working has been removed and now data flows in huge amounts. The principal goal is to provide high quality customer experience and not simply rely on dashboards to churn out machine data reports.

The skills of analysis and insight should be more keenly applied to the data in order to reveal and clarify the value of the data. How the reams of data can be used for an organisation to deliver a high customer experience remains the main task. Organisations that believe that solely monitoring data to support transactions will likely miss the significance of what the data can yield and strengthen their customer contacts.

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In the News

New cyber security rules reset $8b cloud marketplace - Financial Review - 26 July 2020

Philip Nesci, IBRS adviser and former CIO, has warned that agencies will need to get their information management sorted out to capitalise on the new rules. ‘‘Agencies need to identify their...
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Australia can build a culture of employee-led innovation - DropEverything - 24 July 2020

IBRS advisor Dr. Joseph Sweeney discusses why it falls to individuals to look at improving their work in a post-COVID world. Dr. Sweeney comments on the need to build a culture of innovation that...
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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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