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COVID-19 has presented a number of challenges for business and the underlying Information and Communication Technology (ICT) in particular. These challenges have presented both as crisis and opportunity but all have been compelling events. To paraphrase Winston Churchill, ‘never let a good crisis go to waste’. In each case, this will only be possible when the lessons learned are properly investigated and documented, allowing evidence-based decisions to ensure organisations improve the way business is done.
The COVID-19 pandemic has resulted in many changes to the way business is done, how employees contribute, and how customers interact. Taking the time to evaluate performance, document the lessons learned, and to improve your business decision processes is invaluable. Applying the technical and business lessons learned from the period of this pandemic will add value for many years to come. It will allow your organisation to reinforce successes, avoid possible errors, and potentially improve its position in the marketplace.
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Conclusion: Employees who feel their voices are heard are 4.6 times more likely to feel empowered to perform their best work, and 96 % of employees believe showing empathy is an important way to advance employee retention1. Many organisations understand the importance of employee engagement, yet many organisations also do not develop and deliver successful staff engagement plans or activities2.
Many published strategies centre on the aspirational and critical elements of vision, leadership and growth3. This paper focuses on three practical steps that organisations can implement easily, to help tangibly begin the journey to turn employee engagement results into informed, believable and actionable plans.
Conclusion: Design thinking is increasingly being utilised by organisations in Australia and globally to create new products and services. Based on the current level of adoption by leading organisations and those investigating design thinking it could be considered the next best practice concept. However, like other best practices, it is the art of applying the technique that reaps benefits, rather than just following the process.
In other words it is the nuances that need to be considered closely and not just the elements that can be seen and touched. Understanding the elements of design thinking and, most importantly, applying the right people using the right approach with the right expectations will ensure that the results match the promise. Empathising with users, customers or consumers is the first step in the process and is critical to the success of all the effort that follows.
Conclusion: The analysis of various and complex data sets could provide a catalyst for team collaboration. One of the challenges organisations will face in combining teams is setting out the conditions in which they will work together. Looking past obvious differences in background, or so-called professional culture, will be necessary to organise roles with the talents available.
Initially devise pilots to assess teams and roles and the value of the output. The development of data projects should produce quick benefits in terms of output and team cohesion. Understanding of the analytical insights should be shared widely in order for the benefits to reach as many within an organisation and bring change where it is needed.
Conclusion: Organisations building new products and services need new tools and skills to reinvent old business offerings or build completely new business products and services. To be successful, organisations and key decision makers need to be continually assessing the environment for tools and techniques that can be introduced to assist in providing creative thinking and service design activities. Rather than focus on volumes of detailed assessments and documentation the new approach for tools and techniques is creative and visual. Combined with a culture that supports innovation and change, these tools assist organisations to confirm their service and value direction or to identify and build new value for their customers and their organisation. Having staff who have the right skills and the right aptitude to be creative will be critical even if an organisation partners with a specialist business.
Conclusion: The standard method to assess the future is through the type and function of technologies. The starting point is the way new technologies modify processes and thereby rebalance requirements and outputs. An alternative approach is to examine how executive management will adapt to technological innovation because management maintains longstanding principles and objectives which are noteworthy in the implementation of technologies.
Conclusion: To improve the digital maturity of an organisation the CIO must encourage a team effort from business and technical areas within their organisation as well as strategic partners in the IT industry. Laggard IT vendors should be dropped in favour of digital leaders. The CIO will also need to convince their organisation to make early investments in long term capabilities that are critical to the adoption of new digital initiatives.
Conclusion: A high dependence on a small range of technologies can reveal and extend weaknesses in marketing strategies. Coupled with the development of mobile applications to enhance their brands, marketers have moved to one-to-one communications which entails relatively increasing marginal costs because the efficiencies of scale are discounted. The focus on metrics and CRM in order to gain a comprehensive view of customers should aim to improve marketing activity efficiency, which also includes investments.
Conclusion: Some organisations succeed at innovation better than others. To do so requires insight and an ability to understand how an organisation can function differently.
Innovation requires fresh thinking and different approaches. It demands attention on the value chain and business process in order to develop alternatives that will solve old issues.
Conclusion: Organisations across Australia are talking about innovation. Having a structured approach for idea management within organisations is critical as is receiving executive support and appropriate funding for new ideas. However, thinking differently about problems and opportunities will be a key competency in the drive for innovation. One approach such as design thinking is being utilised to great effect in other countries. There are some local occurrences but Australia is lagging and needs to take action to catch up.
Conclusion: Consumer-oriented software and online services are raising user expectations. To determine the aspects of user experience design, and the trade-offs that are appropriate in a particular business context, requires extensive collaboration across multiple disciplines. The cross-disciplinary nature of the work must be considered when evaluating external providers of user experience design services. References and case studies should be consulted to confirm cross disciplinary capabilities and the level of expertise in all relevant disciplines.
Conclusion: Many technical, and systems related, documents are hard to read and authors run the risk only a fraction of their target audience read them. Those that do read them have difficulty reading them with understanding. The problems with hard to read technical documents are likely to exacerbate as an older age group remain in the workforce and they represent a challenge for workers whose primary language is not English.If we are to have an efficient and productive workforce, we must ensure that those who need to can both read our documentation and understand it.
Conclusion: Some of the lessons from corporate management literature can be applied to the successful running of an IT shop. This article contains insights gained from studies of some of the world’s most admired companies and provides new ways to think about planning for the future through the application of the ‘three horizons’ technique.
Conclusion: According to Roy Morgan Research, nearly six million people use a search engine each month and the competition to serve them is becoming more intense. With the July launch of its search engine, Sensis, the advertising arm of Telstra, is marketing its services more aggressively. Over the last few years it has defined a niche for itself in the SME sector of Australian business and aims to capitalise on that relationship for the future.
Despite Google's apparent pre-eminence and Overture's strong ties with major online publishers, Sensis purports to offer a range of products that the two do not have. Competition will be greater now as Overture is directly pitching at the SME sector but with its variety of online properties, Sensis claims to have a suite of services that are appropriate to any type of organisation.
Organisations will benefit from the additional competition in the search and services market and ought to examine the product portfolios of each company to see how they can deliver results through their channels more efficiently.
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