Leadership & People

Positive change starts from the top. Great leadership drives teams to succeed, defines a positive culture and inspires the leaders of tomorrow. 

Much is written about what makes a good leader, and no one recipe or formula exists. The challenges facing our current and upcoming leaders vary wildly.

How teams thrive while dealing with internal politics, external ideas and failure are complex challenges every leader must learn to manage. You don’t have to do it alone.

IBRS is comprised of many ex-CIOs with a wealth of knowledge that can provide mentoring and advice to current and aspiring leaders. Our career development, networking and thought leadership resources help leaders solve problems and create workplace cultures geared towards success and satisfaction.

Conclusion: In an effort to reduce transaction costs governments have moved face-to-face payment-based transactions to online services. However, it is not always clear if savings are maximised and customers are totally satisfied.

If governments look to redesign services, some payment-based transactions no longer need to exist and many can be automated to the point they require no intervention from government or customer.

Most jurisdictions have failed to reduce payment-based transactions because their service delivery bodies are KPIed on the number of transactions they process.

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Conclusion: Organisations globally and across Australia increasingly understand the importance of providing products and services with a great user experience. Global companies and brands such as Google, the iPhone, the iPad, and the Kindle from Amazon have proven that user experience is an important differentiator even when something is not first to market. User experience (UX) is often confused with User Interface (UI) and organisations wanting to improve the customer experience of the products and services need to understand the difference. Organisations may increase their capabilities or engage an experienced partner to assist them to improve their user experience (UX) and it is important to understand the UX and UI roles and then apply them both in the appropriate manner so that they are not producing the wrong thing in a beautiful wrapper.

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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.

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Conclusion: Productivity is one of management’s major objectives. This is generally understood but not always executed. As an enabler of organisational functions and productivity, IT needs a precise understanding of the concept in order to fulfil organisational productivity.

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Conclusion: Failure to understand the nuances present in clinical environments can lead to experienced ICT professionals making fundamental errors. These errors can impact patient safety.

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"Why Health ICT is failing Patients" IBRS, 2014-10-31 18:11:44

Conclusion: Virtual teams continue to be an accepted organisation mode as a means of grouping specialist and project resources together to achieve high quality outcomes. Recent research1 identifies that more than 40% or Fortune 500 companies currently utilise virtual teaming. Smaller organisations have found that technology tools provide the mechanisms to collaborative cost effectively. A key activity of virtual teams is collaborating on research, projects and reports. Understanding the purpose of the collaborative authoring activity, the personality preferences of the authors and the relationship of the authors can enable organisations to increase the quality of the output with less effort and in less elapsed time.

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Conclusion: Over the years, many ICT professionals have moved from roles in commerce to roles in Health without recognising the unique challenges presented by clinical environments. The result is an underperforming, expensive and misaligned ICT service that soaks up hundreds of millions of dollars annually for minimal patient benefit.

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"Why Health ICT is failing Patients (Part 2)" IBRS, 2014-12-03 16:44:03

Conclusion: With increasing pressure to digitise extra services to clients, now is the time to review the effectiveness of the partnership between IT and business units. Unless it is strong the capacity to deliver the extra services will be at risk.

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Conclusion: Organisations are increasingly leveraging the services, skills and capabilities of third party organisations to deliver high quality IT services to their organisations. At the same time, there is industry recognition that contract management skills within organisations are often under par. Well managed relationships can result in significant returns for the organisation in terms of ROI and reduced management costs. Well planned arrangements with performance measurements represent sound management practices. Going beyond the basics to mature relationships and trust dividends is even better.

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Conclusion: Whilst surveys highlight a surplus of ICT professionals and managers, job recruiters are not convinced. They claim the many vacancies on their books for skilled ICT professionals indicate there is a shortfall. Ironically both claims are true and together demand a different management response.

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Conclusion: When it comes to balancing the demands of stakeholders, CIOs are often left with Hobson’s choice1 – give in to demands from their enterprise customers. The alternative (saying no) risks the CIO being labelled a ‘Blocker’.

Elite CIOs deal with individual stakeholder demands within an ecosystem of five distinct stakeholder forces, and in doing so drive extraordinary enterprise benefits. Less effective CIOs remain bogged down in a tactical debate focusing on one demand at a time – never really satisfying anyone.

Success as a CIO will be defined by how well an agreed balance by these five stake-holder forces will be achieved.

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Conclusion: Organisations that fail to recognise the difference between information and knowledge are at risk of haemorrhaging knowledge at a rate that at the very least has a measurable impact on the quality of service delivered by the organisation. In the worst case, a loss of knowledge poses an existential threat to a product line or to the entire organisation. Whilst tools can play an important role in facilitating knowledge preservation, it is information sharing between individuals and teams that fuels the creation of knowledge.

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For several months business analysts and government ministers have been telling the public that Australia has to lift its productivity. The urgent call to action has come about because the golden years of mining are stuttering. To fill the gap left by mining, at the same time as the creeping shadow of ageing ‘boomers’ lengthens, productivity has to rise.

Companies and individuals are aware of this. Recommendations to improve productivity come in various forms. With technology, it’s in almost every piece of kit offered, from gadgets that squeeze that extra bit of output per hour to a full migration or new stack. In the human resources area it may come as advice to give more time to the work-life balance. Even adding green plants to the workplace has been another means to lift productivity.

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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.

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I have observed that many organisations operate with limited knowledge of the costs, structures and competitive initiatives planned by their competitors or of comparable agencies in other jurisdictions.

Rarely does management know which system solutions have been acquired, deals concluded with suppliers such as software licence pricing, or whether their online competitors are operating profitably or not.

In the private sector lack of understanding of the competitive landscape breeds management paranoia and in the public sector fear of being disbanded if the services are not critical to government or costs are high. When fear is pervasive management is internally focussed and preoccupied with survival. To counter the fear management seek quantitative and qualitative data.

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Conclusion: Equitably allocating IT resources to competing proposals can be simplified by conducting a business systems portfolio assessment in advance with stakeholders. Without the assessment, management will find it hard to reach consensus on where to best allocate their IT investment and skilled resources.

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Over the last 2 years, there has been an explosion of all things cloud. Infrastructure in the cloud, cloud services and of course cloud providers.

Many organisations are moving to the cloud, planning to move to the cloud or at least thinking about ways that they can leverage what the new wave of services can give them. Combine this with a very competitive commercial world where winning a portion of the available ICT spend is becoming harder and harder and you can see why no ICT company wants to be seen with yesterday’s present.

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Conclusion: CIOs have a pivotal role in ensuring business and IT transformation and major change initiatives succeed. As they are both disruptive to business and IT operations and typically involve retraining staff while implementing new information systems, CIOs must be innovative and exercise a strategic leadership role. If they do not, project failure is almost inevitable.

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Conclusion: There has been considerable research and media coverage on the role of the CIO and its relevance in the new digital era. Cloud services are making big inroads and traditional responsibilities are changing. This could signal the end of the role of CIO in organisations or, at the very least, dramatically change the scope of responsibility and divide the function. Over the next 3-5 years many CIO roles will be restructured into two roles and this is already occurring internationally and Australia wide. Organisations are making this change because they need to position for change and growth and they do not feel that the CIO can lead that change. In many instances the CIO either leaves the organisation or is allocated to run internal operations and a new digital chief is appointed for the more externally facing growth positions. Savvy CIOs will position themselves to lead this alignment activity, divest responsibility for low growth value activities and remain relevant into the future.

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Conclusion: CIOs must create a flexible workplace combined with astute people management practices to achieve service related productivity improvements and reduce IT costs. Creating the workplace and expecting that the benefits will accrue without astute team management is naïve. It is analogous to giving a new programmer complex specifications and, without supervision, expecting, error free code when first tested.

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Conclusion: Cloud computing offers many opportunities for organisations. There are shifts in the market which are producing an increase in third party cloud brokers who are offering to undertake an agent role between organisations and the many cloud service providers that are appearing in the market.

However, the reality is that for the next few years most organisations will adopt a hybrid model which requires the ICT organisation to manage the adoption of cloud services with legacy services. The transition period offers an opportunity for CIOs to position themselves as the broker of ICT services for their organisation, but will often require a shift in attitude and focus.

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Conclusion: IT managers, who aspire to become CIOs, must not only work hard but actively support business projects in order to succeed. Having a track record of successfully completing projects and winning the respect of peers will go a long way towards convincing senior management of fitness for the CIO role.

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Conclusion: It is widely accepted that ICT plays an ever-increasing role in almost all aspects of personal and business activities. As an industry, ICT has made many significant contributions over the past few decades. However, despite an instrumental role in business ICT continues to suffer from negative perceptions in terms of its professionalism and conduct and many business customers are frustrated by the limited avenues available to demand standards of service, professional conduct, complaints management, and dispute resolution.

There are various industry bodies supporting the ICT industry at both an individual and organisational level. There is a perception that the industry self-regulates in a limited way as there is currently no significant formal independent oversight of the industry. Without an appropriate regulatory framework for the ICT industry there is no independent complaints management mechanism and little recourse for misconduct which impacts on customer confidence and the ability of the industry to collectively improve professionalism and standards.

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Related Articles:

"ICT: Not yet a profession Part 1" IBRS, 2013-09-27 00:00:00

Conclusion: CIOs who align their forward work program with their IT workforce competency assessments so they can assign the right people to the right roles have a higher probability of successful services delivery than those who rely on intuition alone to make the assignment.

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Conclusion: ICT plays an integral role in almost all areas of society. Over the past two decades there have been spectacular failures with the implementation of ICT business improvements. These failures have cost organisations millions of dollars in direct costs and revenue, damaged brands and even contributed to a number of company failures .ICT as an area of expertise has been evolving over the past few decades but has not yet reached the level of a profession. There continues to be a lack of structure and clarity to the many roles undertaken in ICT, no professional accreditation that is widely valued and demanded and no formal mechanism to enforce accountability.

This is largely due to the diversity of roles categorised under the umbrella of ICT, the limited membership of professional bodies, lack of business expectation that an ICT worker will belong to a professional body and the lack of enforceable accountability as a consequence of the low membership.

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"ICT not yet a profession Part 2 - Regulatory oversight" IBRS, 2013-10-27 00:00:00

Conclusion: The war for talented IT professionals and managers is ongoing. To attract and keep talented people, senior IT and HR managers must continually ask whether their job-hiring and staff retention strategies are working. If the strategies do not create a flexible working environment with access to new technologies to meet the aspirations of talented people they risk losing their organisation’s competitive advantage.

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Conclusion: The concept of innovation has been gaining wider acceptance in the past few years, particularly in line with the explosion of the Internet and social media. However, many organisations are still following the model that new ideas will be generated by the clever people within the organisation or will come from those external partners that are already known to the organisation. This outdated model does not provide the opportunity for organisations to identify great ideas that could provide significant benefit to their organisation. There is growing adoption of a broader based innovation method known as ‘Open Innovation’ that offers considerable benefit to organisations that embrace it.

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Conclusion: Senior IT managers will in future look back on 2013 as the year their priorities changed from applying new technologies to enhancing client services in order to enable the organisation to achieve its business objectives. Put simply business management, which was paying the piper, decided it was time to change the tune.

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Conclusion: Assuming surveys indicating global IT spending is declining hold true in Australian and New Zealand, CIOs are in for a tough time in the next budget cycle. To arrest the decline CIOs have to go on the front foot and highlight the business benefits IT has helped secure and explain why each one is at risk if the IT budget is reduced.

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I was surprised when a CIO that had engaged an external services provider told me the firm was not delivering the project management services it had contracted to provide. I had earlier conducted due diligence on the provider and been impressed with its track record. The CIO stated the provider had not assigned an activist project manager and problems were not identified in advance and solved. The client subsequently terminated the contract.

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With financial and economic commentators warning of difficulttimes ahead, CIOs must be prepared and have arguments at their fingertips to justify continued IT investment in corridor conversations or at the Executive (or Board) when all operating budgets arelikely to be under the microscope.

It might be argued that business managers should present the casefor increased IT investment in their business systems, that is as owners or sponsors. However the reality is an increasing numberof information systems cross organisational boundaries and the CIO is often the only manager able to grasp the ramifications of and need for enterprise-wide investment in IT.

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Conclusion: There is an increase in the number of women board directors following changes to diversity disclosure guidelines. However, the pipeline of senior executive women remains small and changes in the workforce are needed to improve this trend. Tight labour markets and an ageing workforce provide opportunities for organisations and industries to differentiate themselves and attract and retain women with future board membership potential. Recognition of planned career breaks for family and appropriate support on re-entry to the workforce can significantly increase senior management participation for women.

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Conclusion: Maintaining innovation while gaining clarity and control over IT operations is a fine balancing act, especially in organisations that are seeing rapid growth. IBRS recently conducted a series of interviews with Australian CIOs regarding their approach to this dilemma. This research note outlines the different approaches taken by these CIOs, and the impact of their personal philosophies regarding staff development on the IT Operating Model.

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Conclusion: Wartime is fast approaching. Some would argue it is already happening around us, and CIOs will be in the firing line. Radically different business models, historically poor relationships with business areas and the confluence of transformational technologies mean that many CIOs will not be able to just incrementally improve operations to stay relevant but lead significant change or face being a casualty of war.

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Some standards are undeniably useful, and the benefits of these standards can typically be quantified in terms of improvements in quality and productivity due to increases in the level of automation and interoperability. In contrast, other standards mainly fuel a certification industry that has developed around a standards body, without leading to any measurable benefits, whilst clearly adding to the operating costs of those organisations that choose to adopt such standards.

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Conclusion: CIOs need a politically sensitive antenna to pick up items of interest or performance metrics that need to be included in their Monthly Operational and Strategic Update reports to the Executive or Board. Their antennas must pick up and focus on matters likely to be on the ‘radar screen’ of the Executive such as responses to a competitive initiative or the status of a critical business system's implementation, which may take priority on the agenda over 'business as usual' matters, such as IT service delivery performance.

Additionally, if a major online systems outage has occurred in the month, they will want to know its impact and steps being taken to ensure it does not happen again.

Strategic Update reports, which are usually required on a regular basis, typically focus on major achievements and initiatives planned for the next reporting period. These reports are aimed at keeping the Executive informed on how IT investment is contributing to meeting business objectives.

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Much anguish has been expressed over the Apple-Samsung patent court battle. It’s not that this run of patents wars is new – they’ve been a feature of the technology business for over a century

One of the nastiest feuds was between Thomas Edison and George Westinghouse. Apart from being a brilliant inventor Edison was a consummate litigator. One of the reasons the movie business took root in California was to evade Edison’s patent police. He owned the major patents on movie cameras and pursued anyone who reverse engineered his product. The East coast film producers were obliged to pay large fees to Edison; but on the west coast that was evadable. It is a suitable irony that copyright violation is one of the foundations of American film industry. Edison’s struggle with Westinghouse over alternating current versus direct current power was typically bitter. By 1900 Edison’s legal costs were $2M, equivalent to $52M in today’s money.

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Conclusion: One of the hardest tasks for CIOs and line management, unless there is a Board directive, is to convince the Executive to divert scarce resources from enhancing business-critical systems and update their plans on what they might do if a major systems outage or disaster occurred. Paradoxically, it is an easier sell when a preventable outage has occurred recently and the slow recovery has put the organisation’s reputation and their careers at risk.

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Conclusion: Australian ICT organisations are under constant pressure to deliver a higher level of service to customers and stakeholders, at reduced cost in relation to both capital expenditure and on-going operational costs. In addition, there is an increase of vendors in the market offering outsourced services relating to infrastructure, software solutions, business processes or a combination of all of these. As CIOs and CEOs start to consider how best to structure themselves to meet organisational expectations, there could be a wave of new “Hollow ICT” service models implemented across the country.

With a focus firmly on the benefits of outsourcing, all too often CIOs ignore the real costs, benefits, risks and impacts of implementing a leaner internal organisation which leads to reorganisation of ICT area as a reaction and not part of the forward planning.

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Conclusion: The drop in enrolments in IT related courses at academic and vocational institutions in the last 10 years and estimates of job vacancies in 2012 and 2014 are alarming.1 Whilst online job advertisements have declined in the last year, and pending public sector budget job cuts may free up some IT professionals, these are temporary blips and pale alongside long term vacancy projections.

To avoid being caught short in 2014, when unmet job vacancies will peak, hire the best graduates, improve productivity and retain proficient staff. Doing nothing is not an option.

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