Workplace Innovation - IBRS Intelligent Business Research Services Pty Ltd (IBRS) is an Australian company that provides research and advice specific to IT and Business Managers in Australian and New Zealand organisations. Our experienced team of Analysts and Advisors have worked at the highest level within the Research and IT Industries or have themselves been CIOs. https://ibrs.com.au/workplace-innovation 2017-11-23T05:38:23+11:00 IBRS nbowman@ibrs.com.au Considering Chromebooks Part 1: Show me the money! 2017-11-02T15:26:19+11:00 2017-11-02T15:26:19+11:00 https://ibrs.com.au/workplace-innovation/8599-considering-chromebooks-part-1-show-me-the-money Joseph Sweeney jsweeney@ibrs.com.au <p><strong>Conclusion: </strong>Chromebooks continue to be viewed mostly as a low-cost alternative to Windows devices. While it is true a Google G&nbsp;Suite/Chromebook only workspace is a considerably lower cost compared to a Microsoft workspace, a careful examination of Chromebooks in a mixed device workplace&nbsp;– which is the norm&nbsp;– reveals that some of the purported savings are overstated.</p> <p>More significantly, the over-focus on the cost of devices hides the more nuanced reasons for considering Chromebooks and the role they can play in an organisation’s move towards workforce transformation.</p> <p>In the first of two management advisory papers, IBRS examines the extent to which Chromebooks deliver cost savings.</p> <p><strong>Conclusion: </strong>Chromebooks continue to be viewed mostly as a low-cost alternative to Windows devices. While it is true a Google G&nbsp;Suite/Chromebook only workspace is a considerably lower cost compared to a Microsoft workspace, a careful examination of Chromebooks in a mixed device workplace&nbsp;– which is the norm&nbsp;– reveals that some of the purported savings are overstated.</p> <p>More significantly, the over-focus on the cost of devices hides the more nuanced reasons for considering Chromebooks and the role they can play in an organisation’s move towards workforce transformation.</p> <p>In the first of two management advisory papers, IBRS examines the extent to which Chromebooks deliver cost savings.</p> Business and IT Transformation and Employee Disruption 2017-08-02T12:46:22+10:00 2017-08-02T12:46:22+10:00 https://ibrs.com.au/workplace-innovation/8544-business-and-it-transformation-and-employee-disruption Alan Hansell ahansell@ibrs.com.au <p><strong>Conclusion: </strong>Unless management develops work-place change management strategies and staff are trained to implement the transformation program, employees are likely to become disengaged and could fail to adapt to the changes envisaged. To minimise the risk of failure, the strategy to implement the program must be well planned and stakeholders consulted.</p> <p><strong>Conclusion: </strong>Unless management develops work-place change management strategies and staff are trained to implement the transformation program, employees are likely to become disengaged and could fail to adapt to the changes envisaged. To minimise the risk of failure, the strategy to implement the program must be well planned and stakeholders consulted.</p> Deciding between Google G Suite and Microsoft Office 365 2017-08-02T12:23:18+10:00 2017-08-02T12:23:18+10:00 https://ibrs.com.au/workplace-innovation/8538-deciding-between-google-g-suite-and-microsoft-office-365 Joseph Sweeney jsweeney@ibrs.com.au <p><strong>Conclusion: </strong>The decision to adopt Microsoft Office 365 or Google G Suite rarely comes down to cost. The decision is more often based on the speed at which an organisation wishes to change from “the old way of doing things” to the “new way”. More succinctly, it is a statement about how quickly the organisation wishes to transform its workforce to be mobile and deeply collaborative. The decision is therefore largely based on aspirational goals for the business, and a vision of how work will be accomplished in the future. However, it is important not to let such grand visions override practical considerations and the vendor hype&nbsp;– and almost religious fervour&nbsp;– surrounding both Google and Microsoft’s productivity suites.</p> <p><strong>Conclusion: </strong>The decision to adopt Microsoft Office 365 or Google G Suite rarely comes down to cost. The decision is more often based on the speed at which an organisation wishes to change from “the old way of doing things” to the “new way”. More succinctly, it is a statement about how quickly the organisation wishes to transform its workforce to be mobile and deeply collaborative. The decision is therefore largely based on aspirational goals for the business, and a vision of how work will be accomplished in the future. However, it is important not to let such grand visions override practical considerations and the vendor hype&nbsp;– and almost religious fervour&nbsp;– surrounding both Google and Microsoft’s productivity suites.</p> IBRS MAP: Finding Smart City Maturity 2017-05-31T11:42:39+10:00 2017-05-31T11:42:39+10:00 https://ibrs.com.au/workplace-innovation/8491-ibrs-map-finding-smart-city-maturity Geoff Johnson gjohnson@ibrs.com.au <p>Only municipalities working through a broad Digital Transformation&nbsp;strategy can truly expect to be in strategic control&nbsp;of Smart City initiatives as part of that framework. 'Smart’ initiatives are a critical element in fulfilling Digital&nbsp;Transformation for cities.&nbsp;</p> <p>For many civic organisations, the Mayor, Councillors, City&nbsp;Planners and Administrative Staff react to Smart City opportunities&nbsp;as if they sit outside their traditional local government&nbsp;role. However, the first principles of Digital Transformation&nbsp;require that a logical baseline of current capabilities&nbsp;should be established so that any initiatives are grounded&nbsp;in an understanding of the city’s ability to effectively evaluate&nbsp;them and deliver reliable solutions.&nbsp;</p> <p>Only municipalities working through a broad Digital Transformation&nbsp;strategy can truly expect to be in strategic control&nbsp;of Smart City initiatives as part of that framework. 'Smart’ initiatives are a critical element in fulfilling Digital&nbsp;Transformation for cities.&nbsp;</p> <p>For many civic organisations, the Mayor, Councillors, City&nbsp;Planners and Administrative Staff react to Smart City opportunities&nbsp;as if they sit outside their traditional local government&nbsp;role. However, the first principles of Digital Transformation&nbsp;require that a logical baseline of current capabilities&nbsp;should be established so that any initiatives are grounded&nbsp;in an understanding of the city’s ability to effectively evaluate&nbsp;them and deliver reliable solutions.&nbsp;</p> Towards the Workforce of the Future Master Advisory Presentation 2017-04-30T15:43:11+10:00 2017-04-30T15:43:11+10:00 https://ibrs.com.au/workplace-innovation/8470-download-towards-the-workforce-of-the-future-master-advisory-presentation Joseph Sweeney jsweeney@ibrs.com.au <p>The workforce is changing. The rise of digital innovation,&nbsp;disruption of businesses practices, and indeed entire&nbsp;industries, and the influx of digital natives into the&nbsp;workforce has fundamentally shifted expectations about&nbsp;how, where and when work gets done, and the role of&nbsp;the IT group.</p> <p>Towards the workforce of the future provides you&nbsp;with an understanding of why and how the workforce is&nbsp;changing, provides a methodology for how to go about&nbsp;planning and implementing, and outlines resources&nbsp;needed and the potential impact on the IT group.</p> <p>For a deeper understanding of how workforce change impacts the IT group download your copy now.&nbsp;&nbsp;</p> <p>The workforce is changing. The rise of digital innovation,&nbsp;disruption of businesses practices, and indeed entire&nbsp;industries, and the influx of digital natives into the&nbsp;workforce has fundamentally shifted expectations about&nbsp;how, where and when work gets done, and the role of&nbsp;the IT group.</p> <p>Towards the workforce of the future provides you&nbsp;with an understanding of why and how the workforce is&nbsp;changing, provides a methodology for how to go about&nbsp;planning and implementing, and outlines resources&nbsp;needed and the potential impact on the IT group.</p> <p>For a deeper understanding of how workforce change impacts the IT group download your copy now.&nbsp;&nbsp;</p> IBRS MAP Delivering Digital Business Transformation 2017-01-16T20:06:20+11:00 2017-01-16T20:06:20+11:00 https://ibrs.com.au/workplace-innovation/8408-ibrs-map-delivering-digital-business-transformation Geoff Johnson gjohnson@ibrs.com.au <p>Digital transformation of a business is defined as making fundamental and revolutionary changes to achieve new business goals using ICT.</p> <p>Although digital disruption is now a given in every industry vertical, each business is impacted in its own distinctive ways.&nbsp;</p> <p>Digital transformation of a business is defined as making fundamental and revolutionary changes to achieve new business goals using ICT.</p> <p>Although digital disruption is now a given in every industry vertical, each business is impacted in its own distinctive ways.&nbsp;</p> SNAPSHOT: Motives for Innovation 2016-12-03T09:51:53+11:00 2016-12-03T09:51:53+11:00 https://ibrs.com.au/workplace-innovation/8372-snapshot-motives-for-innovation Guy Cranswick gcranswick@ibrs.com.au <p>While the objectives of improved profit and productivity are straightforward, innovation is more complex than just the implementation of technology. Innovation touches people, processes and how organisations maintain their purpose in future</p> <p>While the objectives of improved profit and productivity are straightforward, innovation is more complex than just the implementation of technology. Innovation touches people, processes and how organisations maintain their purpose in future</p> SNAPSHOT: Workforce Transformation beyond Mobility and Digital Workspaces 2016-11-02T08:56:09+11:00 2016-11-02T08:56:09+11:00 https://ibrs.com.au/workplace-innovation/8359-snapshot-workforce-transformation-beyond-mobility-and-digital-workspaces Joseph Sweeney jsweeney@ibrs.com.au <p>Workforce transformation embraces far more than just mobility: it embraces not only where work gets done, but how, when and by whom. Much has been written about the fact that many jobs will cease to exist, while many others will transform beyond all recognition. And the impact these workforce changes will have on hiring practices and the structure of business is significant.</p> <p>Workforce transformation embraces far more than just mobility: it embraces not only where work gets done, but how, when and by whom. Much has been written about the fact that many jobs will cease to exist, while many others will transform beyond all recognition. And the impact these workforce changes will have on hiring practices and the structure of business is significant.</p> Innovation Investment: What the competition is doing 2016-10-04T13:30:25+11:00 2016-10-04T13:30:25+11:00 https://ibrs.com.au/workplace-innovation/8341-innovation-investment-what-the-competition-is-doing Guy Cranswick gcranswick@ibrs.com.au <p><strong>Conclusion:</strong> The Australian Bureau of Statistics’ annual innovation survey gives financial evidence to the rhetoric on innovation. The data presents strategic directions which could produce wider changes too, such as full casualisation in employment, coupled with technology investment by large businesses and structural underutilisation and deskilling, although more trend data is required to qualify such a view in future.</p> <p>Senior technology executives ought to take note of this economy-wide picture of investment strategies in order to understand their own initiatives in a wider context. It may help with policy setting, with business cases, and provide a better view of planning evolution over the next two years.</p> <p><strong>Conclusion:</strong> The Australian Bureau of Statistics’ annual innovation survey gives financial evidence to the rhetoric on innovation. The data presents strategic directions which could produce wider changes too, such as full casualisation in employment, coupled with technology investment by large businesses and structural underutilisation and deskilling, although more trend data is required to qualify such a view in future.</p> <p>Senior technology executives ought to take note of this economy-wide picture of investment strategies in order to understand their own initiatives in a wider context. It may help with policy setting, with business cases, and provide a better view of planning evolution over the next two years.</p> Keeping Digital initiatives on target 2016-10-04T13:30:09+11:00 2016-10-04T13:30:09+11:00 https://ibrs.com.au/workplace-innovation/8337-keeping-digital-initiatives-on-target Joseph Sweeney jsweeney@ibrs.com.au <p><strong>Conclusion:</strong> Even though stakeholders may support ‘Digital’ initiatives&nbsp;– due in no small part to the all-encompassing nature of the term ‘Digital’ in today’s market&nbsp;– many of these initiatives will fail to deliver on the original intent. This is because the term ‘Digital’ enables stakeholders to reinterpret the intent of an initiative in a number of different ways. This can cause stakeholders&nbsp;– both within ICT groups and within the organisation more broadly&nbsp;– to take actions that deviate from the original intent, or that resist attempts to change. Even when organisations have put in place governance and processes to reconfirm stakeholders’ understanding of the initiative’s intentions, reinterpretations and misaligned actions can still occur.</p> <p>By understanding the types of ‘mutation’ that stem from the use of ‘Digital’, and by appreciating the limitations of traditional methods of checking stakeholder alignment, policy and program leads can minimise the risk of projects being implemented in unexpected ways.</p> <p><strong>Conclusion:</strong> Even though stakeholders may support ‘Digital’ initiatives&nbsp;– due in no small part to the all-encompassing nature of the term ‘Digital’ in today’s market&nbsp;– many of these initiatives will fail to deliver on the original intent. This is because the term ‘Digital’ enables stakeholders to reinterpret the intent of an initiative in a number of different ways. This can cause stakeholders&nbsp;– both within ICT groups and within the organisation more broadly&nbsp;– to take actions that deviate from the original intent, or that resist attempts to change. Even when organisations have put in place governance and processes to reconfirm stakeholders’ understanding of the initiative’s intentions, reinterpretations and misaligned actions can still occur.</p> <p>By understanding the types of ‘mutation’ that stem from the use of ‘Digital’, and by appreciating the limitations of traditional methods of checking stakeholder alignment, policy and program leads can minimise the risk of projects being implemented in unexpected ways.</p>