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Conclusion: Many organisations have implemented collaboration and in particular video-conferencing facilities to support critical business operations in response to managing the COVID-19 pandemic. While remote workers have embraced these platforms with enthusiasm, organisations have had little opportunity to govern the use of these platforms due to the need to roll them out quickly. As end-users push forward with sharing confidential data and video across many teams, issues of data access rights, data confidentiality and employee confusion will emerge. Unless organisations put in place appropriate governance on their collaboration platform, the full benefits of the platform will not be realised.

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Conclusion: When it comes to embracing collaboration, organisations should recognise that it is difficult to manage diverse personalities, perceptions and beliefs. In addition, every individual is going to have their preference on what makes a ‘good collaboration system’.

As a result, it is vital that project leads carefully consider the role staff play in a successful Microsoft Teams deployment and prepare staff for the changes ahead.

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Conclusion: Since the rise of personal computing in the 1970s, organisations have focused on acquiring digital tools and, since the late 1990s, on promoting digital skills. While we are now in the midst of the fourth industrial revolution, where digital skills are essential, the so-called soft skills of employees also need to be constantly updated and upgraded.

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Conclusion: Organisations should tap into their management team (department heads, managers and team leaders) to keep their working-from-home employees committed to the organisation. These organisational leaders have the most direct relationships and therefore are the most qualified to invite engagement from employees and other stakeholders. However, new models for engaging and measuring employees are needed that reflect the shift to virtual teams and virtual management: there is a shift from managing by activity to managing by trust.

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Conclusion: Being Cloud-based, Microsoft’s Office 365 includes features that would traditionally be considered backup. According to the Microsoft Office Trust Center, Microsoft establishes itself as a data processor with a primary focus on data privacy and management. It is not responsible for compliance or backup, but reliability and availability. As a result, Microsoft may not be able to provide security and protection to data in a way that meets an organisation’s compliance requirements.

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Conclusion: Many organisations are interested in next-generation office space designs that leverage technology to promote collaboration and workforce transformation. Leaders in this field incorporate a human-centric approach. However, environmental factors in designing next-generation workspaces are also considered. Workplaces are the intersection between people and place, and both must be considered to enhance productivity.

In 2019, IBRS conducted an extensive study into transformative workplace designs and interviewed Australian organisations that have been successful when implementing next-generation workspaces. IBRS identified common traits for success. This paper details the environmental (built space) aspects of designing a next-generation workplace.

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Conclusion: To support the changing workforce, businesses should look at adapting transformative workplace designs to maximise productivity and collaborative efforts. Early adopters of modern workplace designs have tried a variety of approaches in an effort to provide tangible improvements to staff productivity. Unfortunately, in many cases, the high hopes for innovative office designs resulted in the opposite – workplaces that confused, frustrated and distracted staff. IBRS conducted an extensive study into transformative workplace designs and interviewed Australian organisations that have been successful when implementing next-generation workplaces. IBRS identified common traits for success. In this paper, we detail the human aspects of designing a next-generation workplace.

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Conclusion: Under its 365 umbrella, Microsoft offers a portfolio of plans with different packages of products and services. These Enterprise plans vary in terms of Features, Analytics, Security Development Options, Device Management and Security. However, some of the packages are suitable only for certain types of needs and employee roles. It is crucial to narrow down which tools the organisation should consider licensing through an in-depth analysis of the interplay between the organisation’s target achievements for a certain period of time and the employees’ performance and expected output. Matching different 365 plans to different employees may not only save money, but can also make for a more effective and efficient workforce.

However, mixing plans also comes with future compliance risks. There are several features of higher-level 365 licences than cannot be easily limited to just those staff licensed to use them. In the future, it is possible that Microsoft and its partners could use these features to argue for an uplift in overall licensing due to difficult-to-prove compliance obligations.

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Conclusion: Microsoft is pushing its enterprise clients from Premier Support to Unified Support. Unified Support bundles many new and existing support services into a single program. As a result, the adoption of Unified Support is, for many clients, significantly increasing their support costs. The problem is that there can be a vast difference between support that the client has been consuming for the last decade or more, compared to what Microsoft gives them with Unified Support.

The challenge for organisations is how to decide if Unified Support is appropriate for them. If Unified Support is appropriate, how will the organisation ensure it draws new value from the program to justify the expense? If not, what are the alternatives for obtaining support services?

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Conclusion: On 16 May 2019, IBRS conducted a peer roundtable on issues related to data, analytics and business value. The focus of the roundtable was to allow senior IT executives to explore how different organisations are leveraging data to achieve tangible business benefits.

IBRS conducted the Domo-sponsored event, under the Chatham House rule. Participants included senior IT executives from a broad range of Australian organisations both in the public and private sector.

This paper provides a summary of the key learnings from the event.

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Related Articles:

"Data: An Asset and a Liability" IBRS, 2016-12-03 02:41:05

"Machine learning will displace “extract, transform and load” in business intelligence and data integration" IBRS, 2018-02-01 10:03:37

"Prepare to manage the “evolution” of AI-based solutions with “DataOps”" IBRS, 2018-03-31 06:43:42

"Reframing Business Intelligence as Critical Business Imperatives" IBRS, 2015-10-03 00:03:12

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