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Conclusion: This month, there has been a particular focus on business continuity plans amidst COVID-19-driven uncertainties. Businesses are updating and activating, or establishing business continuity plans to minimise operational disruptions. Broad-based business continuity programs to ensure solid internal operations, avoid supply chain disruptions, support customer liquidity needs and mitigate risks associated with a volatile industry have become critical. Vendors must focus on managing partner and customer relations during market shifts and changes to strategic plans which are expected to be ongoing.

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Conclusion: Creating an environment in which IT and business professionals can adapt to a new and remote (also known as alternate work) environment will test the ingenuity of many senior managers.

To meet the challenge, managers must help their staff avoid being anxious and isolated and enable them to easily access their peers for advice and guidance. Failure to keep contact could lead to a decline in productivity and staff not feeling part of the team. Alternately, not having to travel to work sites and work prescribed hours can be a blessing for others.

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Conclusion: This month, discussions regarding the COVID-19 outbreak and the range of impacts on industry have been prominent. While extreme and unforeseen impacts of seemingly small events have been common for vendors and their customers in the past, this pandemic has triggered a wide range of effects, with potentially long-term implications. In all circumstances, vendors need to have strong, yet highly adaptable foundations to accommodate sudden shifts in the market, and adequately support their customers. The outputs and responses to this pandemic will be unique; however, customers will still require experienced vendors to provide services which support changes to business operations, long-term strategies and external issues, such as fluid supply chains, new government regulations/frameworks and economic uncertainties.

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Conclusion: Organisations will typically have employees of different cultural backgrounds. As teams expand and organisations become more global, managers may find themselves managing whole teams based in countries other than their own. A lot of the time, management will by necessity have to be done remotely.

Managers need to be very aware that management cultural diversity needs to be considered, especially in areas such as communication, decision making, coaching, support and dealing with any issues or conflicts. Trust is a key element of successful manager/employee engagement and is critical when managing remote teams who may have significant management cultural differences.

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Is your Working From Home Policy causing you grief?

Most organisations’ Working From Home policies are created under the assumption that people would be seeking permission to remote work. As a result, they focus on things that are simply not applicable to, or even blockers for, mandated working from home and self-isolation. 

Worse, many policies have clauses that are impossible to enforce during this pandemic, go against government recommendations and potentially open the organisation up for workplace challenges. At the very least, older WHF policies can confuse and worry staff.

To help, IBRS has created a template for a simple, practical WHF policy, written in staff-friendly language. You can quickly customise and download this policy template as a Microsoft Word file.

Click here to create your Working From Home Policy template

 

Conclusion: This month has seen a surge in merger and acquisition transactions, and discussions regarding the increased level of acquisitions in the past year. A growing trend of private equity firms investing in service providers was also flagged. This represents a shift in the market, as vendors become more established, profitable and more attractive to private equity investors. The opportunity to drive greater profitability, and demand for specialised technologies and services, also act as incentives for investment and provide vendors with resources to develop and offer a wide range of targeted, high-quality services to their customers.

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Conclusion: Cyber security is now one of the top priorities in many organisations. With an ever-increasing number of cyber-related incidents, cyber security risk has evolved from a technical risk to being regarded as a strategic enterprise risk. The role of the Chief Information Security Officer (CISO) has traditionally required strong technology skills to protect the organisation from security incidents. With boards and executives now requiring executive-level cyber leadership and accountability, the role of the CISO must evolve beyond the traditional technology domain to also encompass strategy, stewardship and compliance as well as being a trusted business advisor.

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Conclusion: As Australia’s use of consultancy services continues to grow, so too does the need for businesses to obtain value from these engagements quickly and effectively. Key to obtaining this value is the organisation’s ability to easily and rapidly provide consultants and contractors with the specific context of your business, your customers and your unique challenges.

By providing the organisational context quickly, you can mitigate time, scope and budget creep, improve the quality of outputs developed by consultants and ensure that consequent plans are actionable and genuinely valuable for your business.

However, the ability to provide the needed organisational context quickly and effectively to consultants remains a common organisational challenge, and therefore a pitfall for successful vendor engagement. This paper covers how you can overcome this pitfall.

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Conclusion: Choosing to simplify the SAP migration project by removing irrelevant KPIs could increase adoption. This is the common thread for organisations that have successfully undertaken the SAP migration from on-premise to the Cloud.

Choosing an SAP certified practitioner with S/4HANA migration expertise helps reduce migration risk and enables a simpler migration strategy. SAP design for the S/4HANA suite replaces the extensive tables structures of the ECC series with a new digital core, in memory processing and reduces data storage costs.

Project risk can be minimised by considering these during the planning stage:

  1. An experienced SAP S/4HANA project team.
  2. Fully engaged executive sponsors and users.
  3. Early user engagement and user training.
  4. Allow testing to increase user confidence and reduce fear of data loss.
  5. Not underestimating the impact organisational issues will have on the project timeline.

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Conclusion: This month, security issues that concern businesses have been prominent. In particular, high profile security incidents in 2019 have resulted in a greater awareness of challenges faced by vendors and businesses when preparing for and responding to security concerns. One particular vulnerability flagged is that security initiatives and responses have trouble keeping step with new threats, technologies and security frameworks. It is necessary for both vendors and customers to view security as part of a framework that can adapt to change quickly, and accommodate challenges that arise with highly unexpected variables. Security specialists and frameworks can provide a good basis for strategies and response measures, but the capacity to recognise and respond to unforeseen incidents and threats is also critical.

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In the News

Outdated work from home policies bog down Aussie businesses - Computer Reseller News - 6 April 2020

IBRS analyst Dr. Joseph Sweeney provides best practice-advice on working from home in the current pandemic situation. Dr. Joseph Sweeney discusses current working from home policies which are...
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Centrelink crashes under demand for crisis payments - Australian Financial Review - 23 march 2020

IBRS workforce transformation advisor Joseph Sweeney said many government departments had to navigate difficult IT environments that were only part-way through their digital transformations, with...
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Inside EY's security work at ANZ - Australian Financial Review - 3 March 2020

"There is more security work to go round than there are resources. So I don't think the market is that crowded. It's important to remember that security is not something you buy and then it's done;...
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Google cloud boss looks to AI as it fights Amazon, Microsoft duopoly - Australian Financial Review - 2 March 2020

IBRS analyst Joe Sweeney has been tracking the three major Cloud vendors capabilities in AI and said Google is right to believe it has an edge over AWS and Microsoft when it comes to corpus (the...
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What should be in Australia’s next cyber security strategy? - Computer Weekly - 10 Feb 2020

Peter Sandilands, an advisor at analyst firm IBRS, called the discussion paper “a pre-judged survey” that is mostly looking for answers. He also questioned if the resulting recommendations would be...
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