Conclusion: It is difficult to plan when innovation will occur. It is particularly difficult for established organisations to be innovative – they have been successful through sound business practices and an ability to execute, not innovate. Nearly all organisations, both public and private, understand and accept that innovation and the ability to change is critical to success and ongoing viability. However, the very structure of organisations could be killing ideas and management processes can slow change down to a glacial pace. Budget cuts and efficiency measures have largely been focused at the operational level which means that there are less resources to do the same or more work, and then there is the added pressure of being innovative. Real change is effected when the change is applied throughout the organisation, starting at the executive level.

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Sue Johnston

About The Advisor

Sue Johnston

Sue Johnston was an IBRS advisor between 2012 - 2021 who focused on strategy and governance of private and public enterprise ICT. She is an accomplished and innovative strategist with more than 25 years’ IT and business experience across the public and private sectors. Sue has held a number of senior executive positions with IT vendors and major management consulting companies and provides coaching to IT teams looking to change the conversation with their customers, their executive and each other. As a CIO, she has led the ICT function through significant transformation for organisations such as Department of the Premier and Cabinet, Auscript Australasia and TriCare Limited. Sue has also run a successful software development company and transitioned the company through an acquisition process. Sue chaired Innovation Committee in State Government which was responsible for generating, developing and funding innovative ideas and improving the skills and capabilities of public sector staff in pitching ideas and successfully executing innovation projects.