Main
Log in

Sue Johnston

This email address is being protected from spambots. You need JavaScript enabled to view it.

Sue Johnston is an IBRS advisor who focuses 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.

Conclusion: Digital transformation is the number one information communication technology (ICT) challenge for information technology (IT) leaders across Australia and New Zealand. Organisations are faced with various hurdles whenever they try to implement digital transformation initiatives. The major concerns for these organisations are how to get to the other side of disruption efficiently and effectively and how to best deal with the cultural and technological challenges of digital transformation. Challenges are not focused on technology or adoption approaches as these are available and matured. Traditional challenges of organisation change, culture and budget seem to not have been overcome, even after more than three decades.

Based on Infosys Digital Radar 2019, in terms of the digital maturity ranking in the Asia Pacific per country, Australia is within the top 5 out of 10 countries and New Zealand is in the top 7 out of 10 countries. Organisations are encountering obstacles in adapting successfully in the digital era.


Register to read more...


Conclusion: Agile approaches are being applied to a wide range of projects and activities within organisations including infrastructure upgrade projects of known tools and devices and across existing customer bases. Focusing on the technology elements and progressing quickly to build and test can uncover blind spots due to a high degree of familiarity and assumptions. Areas such as stakeholder engagement, vendor management, integration and the need for discovery and design can be glossed over as it is assumed that most of the details are known. The result is a discovery and gaps are discovered at the end of the test phase, just prior to release or even after release to production.


Register to read more...


Conclusion: Organisations everywhere have been embracing agile as a project delivery approach, agile for creativity and product development and even agile and lean for new business models. Seeking to fast-track their way to value often means embracing the minimum viable product (MVP) method. MVP is often bandied about but rarely is this method being utilised as intended. The reasons are many and varied and understanding what MVP really is and how to leverage the method effectively can provide significant value for teams and organisations alike.


Register to read more...


Conclusion: Organisations understand that implementing projects is part of the natural workflow. Delivering projects that meet organisational expectations is expected and demanded. Project management offices (PMOs) have been established to support project management activities and provide some key elements such as project management methodologies, documentation, project manager recruitment and organisational reporting.

While many organisations have implemented a PMO, there are nearly as many organisations that continue to struggle with some key elements such as resourcing, benefits and prioritisation, and the PMO has an opportunity to provide real value to the organisation in addressing these areas.


Register to read more...


Conclusion: Many strategic planning activities that are meant to set the future direction for the organisation fail to meet that objective. Current success, a high level of incumbent expertise or even passion can prevent an organisation from considering red flags or other indicators that will impact on future success. At worst, it can result in significant failure; at best, it limits the activities of the organisation to do more of the same with a tactical work plan. Overcoming this myopia is critical to ensuring that strategic planning i.e.fective and provides a useful compass for the organisation.


Register to read more...


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.


Register to read more...


Conclusion: Innovation is a growing key competency for organisations in the public sector and seemingly an imperative for the commercial and not-for-profit sectors to grow or maintain market share and relevance in a continuously dynamic marketplace. Although innovation is included in nearly all current strategic plans, both business and technology, organisations still struggle to actually adopt innovation in practice. Only by recognising how not to innovate can organisations ensure that change to their actions and behaviours supports innovation and does not kill it.


Register to read more...


Conclusion: Agility has been introduced into organisations as part of their approach to increase the cadence, or velocity, of design, development and implementation cycles for project delivery. Increased levels of activity and visibility are also integral to many social media solutions and their approach to online presence. However, strategic planning processes evolve slowly and for many organisations this critical business and technology planning activity is lagging behind and no longer supports the business objectives in the digital era.


Register to read more...


Conclusion: Developing a digital strategy or embarking on a digital transformation program is now a common business narrative. For some organisations it is a process of recasting existing IT strategy and continuing in more or less the same manner. For others it involves initiating a technology project as a way to learn new processes and update platforms and skills. Understanding the business readiness of the organisation is a critical element for any change but is key to digital transformation.


Register to read more...


Related Articles:

"Digital transformation – get strategy and people right first" IBRS, 2016-08-03 08:01:16

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

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

Conclusion: Digital transformation is happening everywhere. It is being included in organisational strategic plans for government service improvements and in commercial organisations to address market challenges and industry disruptors. Digital transformation efforts include a core group of domains including strategy, innovation, experience, automation and trust and these must be addressed in any digital transformation approach. However, a core element of digital transformation is people and the hardest part of digital transformation is the cultural piece.1 Understanding the people elements of digital transformation and appropriately addressing them can mean the difference between success and failure for organisations.


Register to read more...


Related Articles:

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

"Digital: Use it to garner support for your next initiative, but avoid the risks!" IBRS, 2016-08-03 08:01:14

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

"Who should lead digital transformation?" IBRS, 2018-11-02 11:39:29

In the News

How Do You Choose The Best Application Environment For Your Business? - WHICH-50 - 8th October 2019

According to a new IBRS study, spend on enterprise solutions is set to increase in 2019-2020. Both IT and line of business buyers need to consider how they manage procurement of these new solutions...
Read More...

The pros and cons of shadow IT In today’s business world - WHICH-50 - 23 July 2019

Shadow IT sounds like a covert — quite possibly dark — force. And to some people it may well be. But the truth is both far simpler and more complex. According to Cisco, Shadow IT is the use of...
Read More...

Busting The Three Big Cloud Myths - WHICH-50 - 11 June 2019

Organisations that are resisting the shift to cloud computing are often basing their decisions on common misconceptions around security, price and integration. That’s a key finding in a recent...
Read More...

ANZ business users calling the shots in ICT decisions

Conducted by Australia’s Intelligent Business Research Services (IBRS) and commissioned by TechnologyOne, the survey of 261 business leaders in ANZ has shown that business functions are having more...
Read More...

Managed security: a big gamble for Aussie IT providers - CRN - 02 August 2018

TechSci Research estimates the Australian managed security services (MSS) market will grow at a CAGR of more than 15 percent from 2018-23 as a result of the increased uptake of cloud computing and...
Read More...

Subscribe to IBRS Updates

Invalid Input
Invalid Input
Please enter a valid email address
Please enter your mobile phone number
Invalid Input

Get in-context advice from our experts about your most pressing issues or areas of interest

Make an Inquiry

Sitemap