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Right now, a lot of change is happening in the market for local government solutions. ERP software vendor boardrooms are flat out determining strategies to shift customers from their on-premise software to their cloud hosted platforms in order to secure their customer base for the
In a whitepaper I wrote 18 months ago, I forecast that Australian local authorities would soon confront substantial pressure when modernising or replacing their existing ERP solutions. This strain would come from several directions, primarily from the escalating necessity for digital transformation to meet public
Half of security pros say their public clouds were breached during the pandemic
Leaders that learn to adopt a particularly open and curious mindset whilst adhering to a systematic process for cracking even the most inscrutable problems. Naturally, when conditions of uncertainty are at their peak or most dire they’re at their brilliant best.
The biggest difference today for everyone in every organisation is when we look back to 5 or 6 years ago, is that we have all had to subconsciously embrace cyber threats without knowing it.
As managers and leaders we are often trained in and talk about change and its management. We learn the methods for change and then we observe and experience change constantly. From the perspective of our organisations, change is often the difference between where we are now to where we want to be at some future point.
This article looks at payroll solutions across Local Governments. We were going to include Human Resource Software, but we found most councils were using the software their payroll provider creates, and many don’t use any HR software except for basic requirements.
fter years of increasing cyberattacks of all kinds, the rise of ransomware has changed the threat landscape for Australian businesses.
Clear to me during research for this article, is that many Councils are still determining asset management strategies that best suits their needs. Councils have no shortage of software options to choose from once they determine their actual software needs.
To ensure effective decision-making and efficient use of public money, engineers (who build and maintain assets) and accountants (who manage the finances) must work with the same asset data. When this is not the case, a council’s decisions may be compromised, and it is at risk of wasting public money.
The Document Management Solution of a council is often the key repository for all council knowledge. It is probably the most widely used system across a council and holds a council’s intellectual property.
Culture is like the wind. It is invisible, yet its effect can be seen and felt. When it is blowing in your direction, it makes for smooth sailing, but everything is more problematic when it is blowing against you.
Most transformations are undertaken without any formal way to capture and manage the associated risks, according to McKinsey (2021).
Clear to me during research for this article, is that many Councils are still determining asset management strategies that best suits their needs. Councils have no shortage of software options to choose from once they determine their actual software needs.
Organisational resilience refers to a business’s ability to adapt and evolve as the global market grows, responding to short-term shocks – be they natural disasters or significant changes in market dynamics – and shaping itself to respond to long-term challenges.
Right now, a lot of change is happening in the market for local government solutions. ERP software vendor boardrooms are flat out figuring out strategy on how to shift customers from their on-premises software to their cloud hosted platforms in order to secure their customer base for the next 5 to 10 years.
According to Garner, by 2024, over 40% of public-sector knowledge workers will permanently work from home, contributing up to 20% to capital cities’ economic decline.
Right now, a lot of change is happening in the market for local government solutions. ERP software vendor boardrooms are flat out figuring out strategy on how to shift customers from their on-premises software to their cloud hosted platforms in order to secure their customer base for the next 5 to 10 years.
Over the last five years, on average, councils spent approximately $7.7 billion on goods and services each year.
Right now, a lot of change is happening in the market for local government solutions. ERP software vendor boardrooms are flat out figuring out strategy on how to shift customers from their on-premises software to their cloud hosted platforms in order to secure their customer base for the next 5 to 10 years.
What will you do if your biggest vendors said, “our prices are increasing this year by 20%” or if these vendors were in USD and our Aussie dollar dropped by 20%. Do you have an extra 40% in your OPEX budget?
In FY2020, one QLD regional council was subject to a ransomware attack. A ransomware attack is a form of a cyber-attack where the attacker gains access to information systems and demands a ransom to return the information.
Strategy execution has always been the essential complement of strategy formulation for any local government or regional authority. An increasing speed of technology-enabled change has meant the importance of strategy implementation has increased exponentially for all of us.
The rise of remote working is also blurring the lines between work, home life and caring responsibilities. This has a notable, and understandable, impact on our levels of concentration and ability to make optimal decisions.
