Change Management / Features

Gone are the days when government CIOs could expect to exercise total control over how their agencies invested in ICT.

Culture change is hard, that’s why few organisations take it on. There’s a reliance on new people coming in to an organisation to drive change in a way that hasn’t been seen before and yet all too often those people will come up against brick walls.

Why some IT chiefs still fail to plan properly for a disaster despite acknowledging the frequency and high risks associated with events such as bushfires, storms and floods.

The days of large IT transformation projects are over. In their place will be a new kind of IT transformation: smaller in scale, near-constant and more responsive to business needs — but with vast potential to revolutionise how IT is used by enterprises.

In the business world, describing your boss as “ape-like” is not typically considered a compliment. But it turns out there is a lot we can learn from chimpanzees about effective leadership. Applying human instincts to the corporate jungle can help IT leaders bring out the best from their team or manage technology change for end-users. Chimpanzees share 98 per cent of our DNA, making them more closely related to humans than gorillas. So it is little wonder that we have a lot in common.

Within any organisation, however — below the its culture and style of management — there are similarities between not-for-profit and commercial organisations.

It's always a challenge for IT departments to anticipate how corporate technical demands will evolve, especially when IT budgets have been as tight as a drum for two years.