Conclusion: ICT leaders are increasingly expected to combine traditional technical skills with leadership competency in an agile and flexible environment. This often presents a challenge: how can leaders connect with teams and individuals, from across disciplines, rapidly, and in a positive performance manner that achieves organisational and employee outcomes.

This paper covers how the principles of situational leadership can be leveraged by ICT leaders, to influence the approach applied to their management of individuals and mixed teams, to drive cohesion, collaboration, and delivery, and avoid dysfunction.

Conclusion: Don’t leave Cloud skills benchmarking to chance. Determine where the skills’ gaps exist and create a skills’ development program that is not limited to in-house IT resources, but extends to any outsourced Cloud specialists. Vendors with specialised Software-as-a-Service (SaaS) and Platform-as-a-Service (PaaS) products find themselves having to maintain a rigorous training regime to keep up with the investment demand of Cloud communities they have created and support.

Organisations should take advantage of the investment by Cloud providers to increase skills through the variety of online resources now available. The difference now is that organisations no longer need to invest directly in their own learning management systems (LMS) as Cloud providers see their LMS investments providing traction and portability for users entering or existing within Infrastructure-as-a-Service (IaaS), SaaS and PaaS product suites.

Regardless of its digital strategy, many organisations have not been positioned to properly leverage the digital and data assets that are available to them. A Chief Data Officer (CDO) role can improve this situation by advancing an organisation’s data portfolio, curating and making appropriate data visible and actionable.

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  • 4 pivotal points of the CDO agenda
  • A sample framework on how to understand the ownership of a data domain
  • Next steps for your organisation


Major increases in demand for ICT and business professional employment in the year 2020 have been reported, despite the economic downturn. These increases are important to note as they signal a post-pandemic increase in ICT investment in the year 2021 and in future years to support enhanced business systems and demand (user) computing.

To complicate matters a survey of Australian CIOs indicated that it will be more challenging to find qualified technology employees in 2021 compared to pre-pandemic market conditions. Unless recruitment programs are well thought out, the inability to recruit the right people will stifle plans to take advantage of ICT growth opportunities in 2021.


At 21.7 per cent, staff attrition within the Australian Information Technology (IT) sector is unsustainably high. Staff recognition can be defined as the action or process of recognising employees for the work completed through words and gratitude1. Over the past five years, globally, organisations have increased their focus and investment on employee reward and recognition.

However, despite this increased focus, research shows that recognition is not occurring as often as it should be, as only 61 per cent of employees feel appreciated in the workplace1. Research also shows that even when recognition is provided for employees, it is not executed well or enacted correctly 1/3 of the time.

Organisational development and human resource studies demonstrate that reward and recognition programs commonly do not resonate or hit the mark for employees, if they are: not authentic and sincere2, only provided in a single context, or are based on award criteria that is overly complex or unattainable3.

This paper covers how leaders and organisations can recognise and then subsequently avoid these three common pitfalls, to maximise the investment into employee reward and recognition programs and efforts.

Conclusion: Regardless of its digital strategy, many organisations have not been positioned to properly leverage the digital and data assets that are available to them. A Chief Data Officer (CDO) role can improve this situation by advancing an organisation’s data portfolio, curating and making appropriate data visible and actionable.

The CDO position is appropriate for all larger organisations, and small-to-large organisations focused on data-driven decision-making and innovation. These organisations benefit from a point person overseeing data management, data quality, and data strategy. CDOs are also responsible for developing a culture that supports data analytics and business intelligence, and the process of drawing valuable insights from data. In summary, they are responsible for improving data literacy within the organisation.

Conclusion: Most organisations have vast pools of data (a. k.a. information assets) lying underutilised, as many IT and business professionals are unsure where it is stored and are unaware of its value. To turn the situation around organisations must strive for data mastery1, which is the ability to embed the data into products and services to increase efficiency, revenue growth and customer engagement.


If you lack confidence in the direction of your Cloud migration team (CMT), you are not alone. Chances are the Cloud migration was led by one or two enthusiastic champions from enterprise architecture, infrastructure or apps development who were comfortable being high-risk takers to advance their careers. Too often, these efforts result in partial results and sporadic application, which leaves many senior executives questioning the value of these untamed Cloud engagements.

What is needed now is a structured approach to Cloud skills development and team selection, that culminates in a CMT that effectively manages business needs and the underlying IT-as-a-Service (ITaaS) to deliver those business needs. Holding complimentary skills across the team will ensure a more robust analysis of the business needs, and a selection and rightsizing of solutions that continues to flex to meet changes in business and customer requirements. A post-migration Cloud framework should also apply, and contain a continuous improvement register which is examined and updated as the Cloud evolves, and governance programs that identify opportunities to maximise any hybrid or multi-Cloud solution.