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Sue Johnston

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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: 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: Governments across Australia have been engaged in Shared Services initiatives for almost a decade. Decisions taken over the last two years to abandon, de-scope or rethink Shared Services by these same Governments demonstrate that the traditional model has not worked and a different perspective is needed. Perhaps knowledge/wisdom can be drawn, not from other government shared services initiatives, but from a completely different business model such as franchising? In franchising it is about having a great product with repeatable and standardised business process, great customer service and a growth strategy.


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Changes at the top of your organisation can happen for a whole multitude of reasons – acquisition or merger, change of government, CEO retirement or even a new board. These changes often require CIOs to build a new relationship even when they’ve been with the organisation for a number of years.


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Conclusion: Whether it be market pressures, skills shortages, budget shortfalls or a combination of these factors, it is important for organisations to imbed a culture of innovation into their businesses; not only to address the many issues facing them today, but also for the inevitable challenges that will arise in the future. There are no hard and fast rules for an innovative organisation. CIOs may be concerned that embarking on innovation activities may be costly, time consuming or a distraction from the more immediate operational needs of the organisation. Conversely, CIOs may be looking for ways to increase morale and build closer relationships with business areas within their organisation.


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Conclusion: We appear to have reached a period in business management where ICT Governance is part of overall Corporate Governance. Across most organisations, policies and procedures have been implemented to support how ICT decisions are made, who makes them and who is accountable. Yet, there are still too many ICT project failures, a continuing inability to control costs, lack of resource management, and business dissatisfaction with the performance of ICT. In many cases organisations have implemented these measures to ensure compliance, or tick the boxes, and are not achieving the real benefit of Governance – Competitive Advantage. Organisations that move from a compliance-only approach to a Competitive Advantage approach can increase performance and improve the value of ICT investment within their organisation including public sector agencies.


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Conclusion: Research shows that flexible workplaces result in improved productivity, increased revenue, lower staff attrition and higher staff morale. Numerous surveys indicate that the majority of employers and business managers support flexible workplace arrangements. But is this widespread recognition translated into actively marketing and promoting flexible workplace arrangements to prospective employees? The answer appears to be a resounding NO. In addition, are there specific areas that are experiencing high demand and short supply that benefit from offering flexible workplace arrangements? There are a number of professions that are well suited to flexible workplace arrangements including in demand roles such as business analysts. IT Leaders can utilise flexible workplace arrangements as an incentive when recruiting in demand roles as it can increase the candidate pool.


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