Peter Bickerton

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Peter Bickerton is an IBRS advisor covering strategy, program and project governance, developing and critiquing business cases and reviews. Peter is an experienced program board executive in enterprise ICT transformations across business development and national infrastructure replacements.  Peter is an executive mentor and coach improving workplace environments and maximising productivity and improving key stakeholder relationships. Peter has held senior executive positions including CIO and Deputy CEO in both operational and service delivery roles in the Federal Government as well as twenty years of experience in law enforcement both overseas and in Australia.

Conclusion: Leaders play an integral role in setting the team or office culture which, if positive, improves the effectiveness and performance of that team. Be patient as it takes time to turn around a suffering team, even if they are recruited to transform and instil positive cultural change.


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Conclusion: Too often the CIO or program/project executive will focus on the more tangible aspects of developing a new ICT system, bunch of processes, environments and the like only to have the new initiative fail as a result of risk averse and increasingly change weary and cynical employees1. Successful leaders need to spend increasing time and effort on getting all stakeholders on-side at all levels to implement and make sustainable positive change.


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Conclusion: It is easier to assess the applicant against technical skills and experience than assessing against soft skills. The time to assess soft skills is at the interview. Ask behavioural questions and recruit the more Emotionally Intelligent candidate. This applies to every recruitment position no matter how technically important the skills are.


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 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: Contact centres in Australia have been undergoing many strategic changes embracing digital transformation for well over a decade. So what awaits in 2017? As new technologies mature, it is time to seriously ramp up and explore the emerging trends and then embrace the next generation of technology enablers to better serve business aspirations.


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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: Staff remember how leaders behave and react during a crisis, rather than when the business is operating successfully. Astute leaders do not just deal with restoration and getting the business back on deck; they also support their staff during and after the crisis and can even create the potential for the organisation to be in a better state than before the crisis occurred.


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 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: Too often in organisations, executives focus on the more mechanical elements of Project and Business Management but ignore the need to develop the skills of their staff and encourage them to succeed.

Team members’ salary is rarely in itself a motivator to get things done.1 Many motivational positive factors, when combined, get the results needed to get the most out of each team with minimal staff losses along the way.


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