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Conclusion: In an age-diverse workforce, it is important that IT managers and professionals understand the different expectations and management styles of stakeholders and accommodate them to gain their support for IT-related initiatives being proposed.
Without understanding the management styles and expectations of age-diverse stakeholders, a level of disconnect may occur and business relationships could slip from being of mutual benefit to transactional and ineffective.
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Conclusion: Public policy over the past decade has been considered by many as reactive with resulting implementations ineffective. In 2012, the Institute of Public Administration Australia (IPAA) published a report that reviewed the policy development approach of the Australian Government and determined that approaches could at best be considered ‘Policy on the Run’. It was the opinion of IPAA that this approach was ineffective and that a business case approach would be more effective. UCD provides evidence to support the business case approach and put the community at the centre of policy development.
Conclusion: Progressing digital transformation strategies requires a much more holistic view of service delivery and extends beyond existing business process review and business systems improvement. Designing services that support digital transformation objectives need to look at the end to end service including customer experience. Traditional business analysis activities that captured the requirements of the business process owner and are used to implement business systems will not be adequate.
Conclusion – Restructure roles and responsibilities of staff only when there are compelling reasons and apply the guiding principles, as set out below, when designing the new structure.
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