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: With both the NSW and commonwealth parliaments passing respective Modern Slavery Acts in 20181, there are now real implications and consequences for business leaders and their suppliers who ignore the risks of slavery within their supply chains.

Unlike the California Transparency in Supply Chains Act 2010 which applies to tangible goods offered for sale, Australian firms will need to disclose their efforts to eradicate slavery and human trafficking from their supply chain of both goods and services. This means at least 2,100 public and private firms2 have until 1 July 2019 to ask explicitly of suppliers, whether local or foreign, off-premise Cloud or on-premise device manufacturer: What are you and your organisation doing with respect to modern slavery risks?

For many organisations in Australia this will mean more than just adding new evaluation criteria to be applied to current and potential suppliers. Rather it requires providing an accurate attestation on the issue of modern slavery which will require lifting the hood on all manner of “as-a-Service” offerings. Thereby exposing aspects of service delivery that the majority of firms previously thought they no longer needed to concern themselves with, having “transferred” risks, such as those found in supply chains, to their vendor partners.

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Conclusion: Organisations are structured into business units or divisions to undertake day-to-day business activities. Technology projects are often initiated and executed with a combination of specialist technology partners, contracted specialist staff to augment staff levels and contributions from permanent staff in either a full-time or-part time capacity. Project planning and delivery approaches may take a traditional waterfall or a modern agile method. However, resource management and the effective utilisation of resources continues to be a significant problem for many organisations with critical capacity management approaches severely lacking. The implications are poor performance in terms of meeting project timeframes, significant de-scoping of project, or sprint deliverables or constant friction with business units to access resources to complete project activities. Effective resource capacity management provides an opportunity to understand the true available capacity, how to calculate the utilisation and how to plan and accommodate changes to the capacity requirements.

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Conclusion: Finding superior talent has always been a challenge, even more so now. Traditional attraction and retention strategies still have value in most situations. However, there are novel ways to think about attracting talent in a digital world, including rethinking the need to attract talent at all by rethinking the business problem.

In many cases, technical skills can be taught on the job. What is harder to teach – and is therefore highly sought after – is the triple-crown of critical thinking, creativity in problem solving and curiosity. Consider putting those three characteristics at the top of the talent wish list and adapt existing recruitment practices to identify, attract and retain the right talent.

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Conclusion: The current Business Relationship Managers mostly act as a service desk to manage the implementation of business stakeholders’ service requests. While this is an important business relationship function, the current incumbents are not engaging with business stakeholders’ strategic discussions that require the selection and implementation of new technology that can improve the business presence and performance in the market. As a result, Business Relationship Managers are not earning a “trusted advisor” status. The Business Relationship Manager’s job focus and skills should expand to promote the value of IT services that contribute to business value creation, measurement and communication. This should allow the IT organisation to become the service provider of choice.

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IBRSiQ 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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IBRSiQ 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: Cognitive bias has the potential to reduce decision-making effectiveness. Although bias can often streamline the process of coming to a decision, the quality of such decisions may suffer. In emerging technology areas such as process and decision automation, as well as in mainstream activities such as procurement and recruiting, unconscious biases can have a significant negative impact on individuals and on business outcomes.

Recognising the most common biases and the tendency for people to exercise these biases will increase the likelihood that sound, defensible decisions will be made. Critical thinking, empathy and actively seeking diversity are all strategies that can be used to manage these risks.

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IBRSiQ 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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IBRSiQ 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: “C-suite” leaders including CIOs and IT managers must continually adapt and change their mindset to be digitally savvy in order to keep pace and influence the digital revolution at the workplace12. Failure to do so will increase risks to implement initiatives whilst harming their own careers and those under their care.

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 IBRSiQ 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: Keeping the executive informed on how the ICT function is performing while advising it how to take advantage of changes in business technology is an ongoing challenge for every CIO or ICT manager.

Astute CIOs know that to get traction with the executive (or equivalent) they must deliver services required by stakeholders while contributing to strategy debates on how to use new technologies to meet the challenges of the future. Getting traction starts with presenting the right ICT-related information to the executive at the right time.

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"Can IBRS provide a Checklist for reporting to the Board on Cyber Security?" IBRS, 2017-06-29 01:41:08

"Digital transformation: Top 4 lessons" IBRS, 2018-10-04 13:03:00

"Mind the Gap in the IT and Business Partnership" IBRS, 2014-10-01 20:39:56

Conclusion: The 2018 CIO survey1 revealed that the CIO’s influence is stalling, with fewer CIOs on executive boards. However, improving business processing is still the #1 operational priority. To address this priority, CIOs and IT managers should use everyday tools such as calendars to better collaborate with their staff by exploiting and promoting the features of the tools at their fingertips.

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"Mind mapping at work Part 2: Business thinking and outcomes" IBRS, 2018-08-01 09:56:26

"Real-Time Co-Authoring Part 2" IBRS, 2015-12-02 20:08:00

Conclusion: Just as one size car does not suit everyone, so one IT management reporting structure will not meet the needs of all firms or agencies. While there is no blueprint for developing an IT management structure, there are guiding principles and workplace change management practices to help get the restructure right the first time.

Due to fluctuating IT investment cycles and business transaction volumes changes, IT management reporting structures are rarely static. Consequently, management must be prepared to change IT management reporting structures quickly in response to business changes or when they are not meeting the purpose for which they were designed.

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Related Articles:

"A Digital Transformation Maturity Self-Assessment Checklist" IBRS, 2015-06-30 22:34:46

"Getting traction at the executive meeting" IBRS, 2012-09-23 00:00:00

"Taking care of business - the CIO and the Board" IBRS, 2011-12-27 00:00:00

Conclusion: Whilst many organisations in Australia cite the lack of available IT skills to be a threat to their future growth or ability to complete digital transformation initiatives, Australia has a large often untapped pool of potential employees in candidates on the autism spectrum.

It is estimated that around 60 to 80 per cent of employable adults with autism spectrum disorder (ASD) struggle to find full time or steady employment, and those that do find employment are often underemployed, that is, employed in roles below their educational or professional level1. Recently tech companies have recognised this opportunity, and programs underway in Australia are successfully identifying, recruiting and supporting individuals on the autism spectrum with the potential to excel particularly in testing, data science and cyber security roles. All are high growth areas for employment.

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Related Articles:

"Future-proofing your ICT team: Predictions and mitigation" IBRS, 2018-02-01 10:12:40

"Get serious and make IT staff upskilling a reality" IBRS, 2018-07-05 03:08:00

"Key skills to develop" IBRS, 2018-05-04 18:53:57

Conclusion: The differences in roles and responsibilities between an IT professional and line manager are many and need to be understood quickly by the new managers and their peers. Not only will the understanding help both parties make the appointment work but it will also reinforce the selection panel’s appointment decision.

A new line manager must remember that the behaviour and strategies adopted in the IT professional role are unlikely to guarantee success in the new role. This is because the new role is typically a multi-dimensional one in which there are more stakeholders, outcomes are elusive and feedback is minimal.

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Related Articles:

"Helping technical team leaders succeed" IBRS, 2018-02-01 10:09:58

"Inspirational leadership core qualities and behaviours" IBRS, 2017-11-02 04:18:41

"Leadership is critical to innovation" IBRS, 2017-12-02 06:06:05

Conclusion: The role of being a supportive follower is overlooked as compared against the literature of being a leader. Everyone is a follower, yet by a factor of over 1,000 to 11, information is overwhelmingly written about how to be a better leader rather than about being a follower. As a leader, there are many benefits in identifying traits of what is required in a follower. There is also a strong overlap in the behaviours of being an effective leader as there is in being an effective follower. Both roles are just as important as each other and yield significant benefits to the organisation and individuals when realised.

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Related Articles:

"How to select the best candidate using behavioural interview questions and techniques" IBRS, 2018-03-31 06:59:01

"Inspirational leadership core qualities and behaviours" IBRS, 2017-11-02 04:18:41

"Traits of a successful Chief Technology Officer (CTO)" IBRS, 2017-07-03 23:28:58

Conclusion: Organisations planning to transform their business operations using IT must develop a shared vision of how to use IT to enable the transformation. Failure to provide a vision will frustrate attempts to implement the transform agenda, demotivate employees and, if false starts occur, could adversely impact business relationships with suppliers and clients.

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Related Articles:

"Digital Strategy Part 1: What are the traits of digital leaders?" IBRS, 2018-02-01 10:26:23

"Innovation: Taking action in 2018" IBRS, 2018-08-01 09:14:16

"IT management leadership role in risk management" IBRS, 2018-05-04 18:43:08

"Know how to sell ideas and support the digital strategy" IBRS, 2018-08-01 09:46:03

Conclusion: Being able to deal with workplace conflict quickly and effectively reaps many rewards. There are different strategies that can be used to deal with the differing types of conflict in the workplace. Being mindful that personality classifications are fluid states of being, i. e. there is no such thing as a pure introvert or extrovert1, in a recent survey2, slightly over 50 % of IT professionals classified themselves as introverts, another 20 % as extroverts and a quarter as “ambiverts” (neither one nor the other). So there is also a requirement to be mindful of what strategies work well (or not) with the differing personality traits of all involved at the time.

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Related Articles:

"Benefits of a great working relationship with the CIO" IBRS, 2018-06-01 04:12:19

"Future-proofing your ICT team: Predictions and mitigation" IBRS, 2018-02-01 10:12:40

"Virtual Teams need new skills and behaviours" IBRS, 2017-03-04 16:53:02

 
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: Strategic thinking, planning and problem solving often involve bringing together a team of knowledgeable contributors who need to analyse, debate, discuss and decide on key issues around the topic they are trying to address. Mind mapping can be a powerful technique for helping to stimulate the ideas, plan actions, and even communicate the output of the thinking.

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Related Articles:

"Digital transformation: More than a technology project" IBRS, 2018-06-01 04:04:24

"Mind mapping at work Part 1: Core business skills" IBRS, 2018-07-05 03:15:19

"Mind Mapping Practitioners Course" IBRS, 2018-03-04 05:45:02

"Mind mapping software: Going beyond pen and paper" IBRS, 2017-11-02 04:20:45

Conclusion: Organisations are complex and diverse and do not change direction or a business process just because a manager or the Executive think it is a good idea. To sell the idea, managers and staff need insights into the politics, or influence patterns, in the organisation and can align it with a corporate direction, such as the digital (transformation) strategy.

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Related Articles:

"Digital Strategy Part 1: What are the traits of digital leaders?" IBRS, 2018-02-01 10:26:23

"Digital transformation: More than a technology project" IBRS, 2018-06-01 04:04:24

"Innovation: Taking action in 2018" IBRS, 2018-08-01 09:14:16

"Preparing for the shift from digital to AI-enabled transformation" IBRS, 2018-06-01 04:10:21

Conclusion: Innovation is top of mind for many CEOs across Australia. In fact, more than 86% recognise that they need to invest more in R&D and innovation as part of the company strategy. However, there is a significant gap between the aspirations of organisations and the reality of innovation within these companies and entities. Knowing what behaviours should be demonstrating and having a plan will improve the alignment betwee.g.als and achievements. Most CIOs are being asked to drive innovation for the business, yet innovation is still more rhetoric than substance.

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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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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: Mind mapping is a tool that facilitates “whole-brain” thinking. It is a technique that can be applied to all forms of the thought process, particularly to memory, creativity and learning. Within an organisation, the use of mind mapping as a visual and graphic thinking tool can help improve business processes and practices, solve problems, improve decision making, rethink strategies, set goals or simply improve the day-to-day efficiency of working within the organisation.

By encouraging and training individuals and teams within organisations to utilise mind mapping, organisations can benefit by improving thinking processes and developing daily habits that improve productivity and outcomes.

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Related Articles:

"Mind mapping as a tool for collaboration" IBRS, 2017-10-02 22:48:29

"Mind Mapping Practitioners Course" IBRS, 2018-03-04 05:45:02

"Mind mapping software: Going beyond pen and paper" IBRS, 2017-11-02 04:20:45

Conclusion: The program to upskill IT professionals and managers must be intentional and the results measurable. Unless the program is actively supported by participating line managers and affected staff, it may not meet the vision set in the IT strategic or business operational plan. The IT upskilling program’s initiatives should be presented by the CIO, to the executive or its talent management committee so the results can be applied elsewhere in the organisation.

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Related Articles:

"Demystifying IT workforce planning" IBRS, 2017-11-02 03:50:29

"Future-proofing your ICT team: Predictions and mitigation" IBRS, 2018-02-01 10:12:40

"Helping technical team leaders succeed" IBRS, 2018-02-01 10:09:58

"Recruiting today for tomorrow’s workforce" IBRS, 2018-01-03 05:52:33

Conclusion: Maintaining a good relationship with the CIO provides many benefits to their direct reports. It is more than just being given the opportunity to shine and leading exciting and new innovative initiatives, it is also essential to the well-being of the direct report and keeping them motivated. According to Gallup1, the number one reason why people leave jobs is to escape their manager, so strive to keep the relationship as positive as possible and maintain that trusted engagement with the CIO.

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Conclusion: IT teams across government and industry are facing resource challenges including hiring the right resources with the right skills to add value to the team and support the organisation’s future needs.

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Conclusion: Successful business analysts adapt their working practices to ensure they aid in delivering the best solutions to fit business needs in their pivotal role working with IT teams. This is crucial in small delivery teams and in working with the newer Agile methods of delivery.

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Conclusion: Selecting the most suitable candidate is a critical responsibility. Take the time upfront to prepare for hiring the person required. Choosing the right person will reap rewards in many ways, such as improving the workplace, increasing revenue and a host of other goals.

Conversely, the pain and effort in employing the wrong person can have disastrous consequences in terms of loss of productivity and loss of reputation to the business, and it creates many issues for the team or individual who made that recruitment error.

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Conclusion: Driving cultural change and managing the impact of change across an organisation when implementing a new business application is a key challenge for the leadership, including the CIO. By adopting change management practices, a business can increase its projects’ rate of success and user adoption of the new technology and business processes from 16 % up to 96 %1.

With the implementation of business applications or tools such as a new ERP finance system, HCM/HRIS payroll system or a new CRM system, the business users’ roles and day-to-day business processes can be significantly changed. Assessing and addressing the change impact with the employees during the planning phase and during the project implementation will increase the user adoption rates.

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Many organisations are wanting to drive innovation, encourage creative thinking skills and boost productivity. Mind
Mapping is a proven technique that helps individuals and teams improve their creative thinking skills.
 
This course will help you understand Mind Mapping Skills and how to apply them for work purposes. 

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Conclusion: Growth in ICT remains strong in the foreseeable future in a very competitive market. Successful CIOs and ICT leaders responsible for staffing and sourcing need to adopt multiple strategies to successfully recruit, retain and plan for the resource challenges of tomorrow.

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Conclusion: One of the least understood contributors in implementing IT projects successfully is the leadership provided by competent TTLs (Technical Team Leads). Their ability to steer projects in the right direction, maximise the contribution of team members and cement the relationship with sponsors, is pivotal.

IT professionals, with potential to act as TTLs, must manage their careers by seizing leadership training and mentoring opportunities so they have a head-start when assigned to a TTL role.

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Conclusion: Business and IT professionals struggle with how to frame their message so it engages the reader and has immediate impact. To get the reader’s attention, it is important to pose a business problem, or an unacceptable situation that is pre-occupying the reader, and provide a solution on the same page.

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Conclusion: Most change management processes focus on the traditional approach of identifying problems then analysing the causes of the problems, followed by the identification of possible solutions then arriving at the solution and implementing the same. APIQ focuses on what the organisation does well, then explores and identifies how those strengths and values can be further improved. The results can be dramatic in terms of improving quality of services and products produced, employee satisfaction/engagement and it is also sustainable.

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Conclusion: Organisations are under pressure – pressure to keep limited budgets in check and pressure to deliver more in short time frames. Full time headcount is down and a significant amount of the work undertaken by organisations is project based. This has driven many recruitment practices including the engagement of skilled professionals to deliver on those projects. Induction processes are limited as this is seen as an overhead when it is critical to focus on the desired outcomes. As a result, organisations are limiting their resource pool and the benefit that experience in other sectors can bring. In addition, there is limited focus on what longer-term contribution or skills transfer can be provided for the broader workforce as they transform towards a digital workforce. Unless recruitment and resource management practices change, staff and skills shortages will continue to dominate the CIO risk list.

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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: The initial gathering of momentum for change is difficult enough to generate, but letting that momentum lapse will make it even more challenging next time to generate the passion and endeavour to improve the modus operandi for the long haul.

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