MGMT20143 - DSITIA Company Management Report: Business Analysis

This report provides a comprehensive analysis of the DSITIA (Department of Science, Information, Technology, Innovation and Arts) Company, a government-funded entity providing ICT infrastructure and services in Queensland. The report deconstructs DSITIA's business model using Osterwalder & Pigneur's nine building blocks, examining its customer segments, key partners, value proposition, key activities, channels, revenue streams, cost structure, key resources, and customer relations. It identifies critical success factors, such as state funding and online presence, and downside risks, including legacy systems and technological challenges. The report concludes with recommendations for improvement, including engaging shared services, integrating with technology stakeholders, and delegating research responsibilities to enhance efficiency and mitigate risks.

Running head: DSITIA COMPANY MANAGEMENT REPORT 1
The DSITIA Company Management Report
Student’s name
Institution affiliation

DSITIA COMPANY MANAGEMENT REPORT 2
The DSITIA Company Management Report
Executive summary
The DSITIA is a department operated under the national government and derives funding by
providing infrastructure related to information, communication and technology as well as
services that involve information brokerage. The firm also engages in procurement, workforce
advisory, payroll processing, financial processing, mail support and offering technology
solutions related to human and financial resource management. The company can increase
revenue if it considers the following recommendations;
 The DSITIA needs to engage the services of the shared services departments to have it
spread some of the downside risks associated with operations such as inflation and
technological risks, by sharing key responsibilities
 It should develop a much more integrated network with key stakeholders from
technology, digital and innovation companies so that it gets some of this information first
hand instead of conducting expensive studies which reduces the risks related risks such as
legal systems and maintenance of technological equipment.
 It would delegate some of the research responsibilities to the sub-departments which fall
under the ministry of science and technology as it is to cut relevant costs as they help in
acquiring new software and their maintenance and reduction of related risks.

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Contents
he DS A Company Management ReportT ITI .................................................................................................2
ntroductionI ...............................................................................................................................................4
usiness modelB ........................................................................................................................................5
uilding blocksB .........................................................................................................................................5
Customer segments.................................................................................................................................6
ey partnersK ........................................................................................................................................6
Value proposition..................................................................................................................................6
ey activitiesK ............................................................................................................................................6
Channels of service..............................................................................................................................6
Revenue streams.................................................................................................................................7
Cost structure......................................................................................................................................7
ey resourcesK ......................................................................................................................................8
Customer relations................................................................................................................................8
nterrelationshipsI ......................................................................................................................................8
Critical success factors...............................................................................................................................9
Down side risks........................................................................................................................................9
usiness model changesB ........................................................................................................................10
Conclusion.................................................................................................................................................10
References.................................................................................................................................................12
Appendices............................................................................................................................................14
Appendi business model canvasx 1: ..................................................................................................14
Appendi revenue and cost break downx 2: (2016-2017)...................................................................15

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.................................................................................................................................................................. 15
Introduction
The DSITIA (department of science, information and technology, innovation and arts) is
a department operated under the national government and derives funding by providing
infrastructure related to information, communication and technology as well as services that

DSITIA COMPANY MANAGEMENT REPORT 5
involve information brokerage (Vohs, & Baumeister, 2016). The firm also engages in
procurement, workforce advisory, payroll processing, financial processing, mail support and
offering technology solutions related to human and financial resource management. The
company has employed approximately more than 2,570 employees and services get administered
from the head office located in Brisbane, Queensland (Parliament.qld.gov.au.2018). The DSITIA
works towards the development and coordination of ICT and science policy across the
government of Queensland. This department operates to offer an innovation approach that is
whole-of-state enabling knowledge economy to support and invest in research as well as
innovation that meets the future challenges of the state.
Business model
The department is committed to build strong relationships with major stakeholders in ICT
and innovation industry while improving delivery of government service by using technology in
communications and information services and others that are shared. It helps the businesses in
Queensland as well as consumers to benefit from emerging and current digital services,
endeavors and technologies to come up with a strong and diverse cultural and arts sector in the
country while managing the intellectual property assets and policy of the state
(Annualreport.dsiti.qld.gov.au. 2017).
Building blocks
The report applies the nine models of business by Osterwalder & Pigneur that they
designed in 2010 to explain the department’s strategies of doing business.

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Customer segments
These include the various consumers and business all over Queensland, who depend on
the studies and information provided by the department. These include agencies that are also in
need of information from the government.
Key partners
The department works hand in hand with other agencies of research to provide
information to the people of Queensland with much support coming from the government. These
include the chief information officer in the Queensland government and the chief scientist of
Queensland (Eyre, Kelly, Neldner, Wilson, Ferguson, Laidlaw, & Franks, 2015).
Value proposition
a. The department works towards the protection of the state’s intellectual policy and assets
b. To provide businesses and consumers with useful technology innovation and information
to apply in their operations
c. To grow the knowledge economy in Queensland
Key activities
The department’s key activities include;
 Coordinating and developing policies in ICT and science across the country
 Invest and support research development towards solutions of challenges in the country
 Helping the government in managing its intellectual policy and assets
 Provide businesses and consumers with information related to technology and innovation
through research (Lockington, Albert, Fisher, Gibbes, Maxwell, & Grinham, 2017)
Channels of service
The department operates through various channels of providing information that relies
mostly on the social media to keep it working. These channels include the advance Queensland,

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the Queensland science, the digital Queensland, Queensland state archives and open data
Queensland websites (Annualreport.dsiti.qld.gov.au. 2017). All the websites form the
departmental network through Facebook, twitter, YouTube, LinkedIn and others.
Revenue streams
The department operations are fully supported by the state government of Queensland and
the department does not have to produce items for sell to earn income. The following table
provides an example of one of its budget.
Cost structure
The cost structure of the department is as per the table below

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Key resources
The DSITIA works by relying entirely on the resources supplied by the government in
the country (Eyre, Kelly, Neldner, Wilson, Ferguson, Laidlaw, & Franks, 2015). The funding
and budget allocations every year come from the government funding and this aspect leaves the
department with enough resources to run its operations.
Customer relations
DSITIA company has various relations that include various stakeholders from
technological and ICT companies. The company partners with these stakeholders to provide
digital information to consumers and business (Korbel, Chariton, Stephenson, Greenfield, &
Hose, 2017).
Interrelationships
The DSITIA supports scientific research for innovation by investing in major projects
through the collaboration with both national and international partners. The department also
works in fellowships towards the attraction of high quality research people to Queensland. The
company has also been relating well with various stakeholders from the different companies
related to technology and information innovation (Annualreport.dsiti.qld.gov.au. 2017). The
network of stakeholders from different technology firms helps it manage its research operations.
Besides the company being funded by the government, it also gets revenue through the sale of
information and research services to clients. The company makes money by providing
information to agencies that rely on information for development and growth (Reynolds,
Creemers, Nesselrodt, Shaffer, Stringfield, & Teddlie, 2014). From this the department has made
itself a growth in cost structure and different revenue streams. It has also developed partners in
the form of other technology and innovation firms.

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Critical success factors
The success of the DSITIA comes from different factors of success that help in making
the company move forward and remain strong. These include factors such as state funding and
support. All the resources and budget comes from the state and this enables the company to be
well funded to run all its operations smoothly without the lack of operational capital. The other
factor includes the network that the department has established for itself through online websites
and social media platforms (Mantyka‐Pringle, Martin, Moffatt, Linke, & Rhodes, 2014). These
include the advance Queensland, the Queensland science, the digital Queensland, Queensland
state archives and open data Queensland websites. They enable the company to disseminate
information and communicate with the relevant stakeholders within short periods of time. The
network includes the customers and the various businesses that rely entirely on the department’s
information and research. The company also gets collaboration from other sub-departments
under it that also serve to gather information from their areas of operation (Eyre, Kelly, Neldner,
Wilson, Ferguson, Laidlaw, & Franks, 2015). This means that the department can gather
technological information from these sectors. There are also shared services that help the
department share responsibilities meant to acquire same results. The DSITIA enjoys the
interaction with stakeholders from other digital and technology companies who also give
information concerning science and technological developments from their side. Thus, collecting
and sharing information by the DSITIA Company becomes easy.
Down side risks
There are various risks related to the operations of the DSITIA which threaten its survival
in the market. These include risks such as those related to legacy systems which are not covered
by the mainstream support of vendors. The other downside risk involved includes technological
risks that come with procurement and maintenance of company systems of operation (Morshed,

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Dutta, & Aryal, 2013. These include such problems as consistent maintaining and upgrading of a
wide range of software and system versions that help manage human resource, financial and
payroll systems of management. In most cases, these risks are associated with the Queensland
shared services. The other risks may come in the form of financial risks such as inflation that
affect interest rates on the loans the company may give or take related to its operations (Boud, &
Feletti, 2013).
Business model changes
The DSITIA Company has been using a mix of business models to run its operations
including the value for money business model, cost efficiencies and service delivery models. The
company can improve on its operations and cut on cost of operation to continue playing its role
in giving information related to science and technology to the people of Queensland. This can be
done through sharing of responsibilities to the other sub-sectors under its control. The move
would pass much of responsibilities related to research to other department by contracting them
so that cost of doing studies is passed over to them (Annualreport.dsiti.qld.gov.au. 2017). The
department would cut costs but have the same services offered. The company would also
increase the level of networking that would leave it with many people who can help it collect
data on specific areas without the need to go looking for new sources (Reynolds, Creemers,
Nesselrodt, Shaffer, Stringfield, & Teddlie, 2014). These include the many stakeholders from
such companies related to technology and innovation as those in the ICT sector.
Conclusion
The DSITIA has been successfully carrying out the responsibilities related to studies on
behalf of the government and ensuring that the information obtained is disseminated to different
consumers and business interested in such information. Much of this content involves that related

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to science and technology. The company has played the role of taking care of the government
policies and intellectual property assets. It has also applied value for money and efficient service
delivery models to do research towards getting solutions to the various future challenges of the
state. Much of the funding comes from the state and this enables the company to support enough
of its operations most of which involve research.
Recommendations
The following are the recommendations that the company needs to look into so that it can have
its operations improved significantly. These include;
 The DSITIA needs to engage the services of the shared services departments to have it
spread some of the downside risks associated with operations such as inflation and
technological risks, by sharing key responsibilities
 It should develop a much more integrated network with key stakeholders from
technology, digital and innovation companies so that it gets some of this information first
hand instead of conducting expensive studies which reduces the risks related risks such as
legal systems and maintenance of technological equipment.
 It would delegate some of the research responsibilities to the sub-departments which fall
under the ministry of science and technology as it is to cut relevant costs as they help in
acquiring new software and their maintenance and related risks.

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References
Annualreport.dsiti.qld.gov.au. (2017). 2016—17 DSITI Annual Report | DSITI | Queensland
Government. [online] Available at: http://annualreport.dsiti.qld.gov.au/
Boud, D., & Feletti, G. (2013). The challenge of problem-based learning. Routledge.
Eyre, T. J., Kelly, A. L., Neldner, V. J., Wilson, B. A., Ferguson, D. J., Laidlaw, M. J., & Franks,
A. J. (2015). BioCondition: A Condition Assessment Framework for Terrestrial
Biodiversity in Queensland. Assessment Manual. Version 2.2. Queensland Herbarium,
Department of Science. Information Technology, Innovation and Arts, Brisbane.
Eyre, T. J., Kelly, A. L., Neldner, V. J., Wilson, B. A., Ferguson, D. J., Laidlaw, M. J., & Franks,
A. J. (2015). BioCondition: A Condition Assessment Framework for Terrestrial
Biodiversity in Queensland. Assessment Manual. Version 2.2. Queensland Herbarium,
Department of Science. Information Technology, Innovation and Arts, Brisbane.

DSITIA COMPANY MANAGEMENT REPORT 13
Korbel, K., Chariton, A., Stephenson, S., Greenfield, P., & Hose, G. C. (2017). Wells provide a
distorted view of life in the aquifer: implications for sampling, monitoring and
assessment of groundwater ecosystems. Scientific reports, 7, 40702.
Lockington, J. R., Albert, S., Fisher, P. L., Gibbes, B. R., Maxwell, P. S., & Grinham, A. R.
(2017). Dramatic increase in mud distribution across a large sub-tropical embayment,
Moreton Bay, Australia. Marine pollution bulletin, 116(1-2), 491-497.
Mantyka‐Pringle, C. S., Martin, T. G., Moffatt, D. B., Linke, S., & Rhodes, J. R. (2014).
Understanding and predicting the combined effects of climate change and land‐use
change on freshwater macroinvertebrates and fish. Journal of Applied Ecology, 51(3),
572-581.
Morshed, A., Dutta, R., & Aryal, J. (2013, April). Recommending environmental knowledge as
linked open data cloud using semantic machine learning. In Data Engineering Workshops
(ICDEW), 2013 IEEE 29th International Conference on (pp. 27-28). IEEE.
Osterwalder, A., Pigneur, Y., Oliveira, M. A. Y., & Ferreira, J. J. P. (2011). Business Model
Generation: A handbook for visionaries, game changers and challengers. African journal
of business management, 5(7), 22-30.
Parliament.qld.gov.au.(2018).[online].Available at:
http://www.parliament.qld.gov.au/documents/tableOffice/TabledPapers/
2013/5413T3558.pdf
Reynolds, D., Creemers, B., Nesselrodt, P. S., Shaffer, E. C., Stringfield, S., & Teddlie, C.
(Eds.). (2014). Advances in school effectiveness research and practice. Elsevier.
Vohs, K. D., & Baumeister, R. F. (Eds.). (2016). Handbook of self-regulation: Research, theory,
and applications. Guilford Publications.

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Appendices
Appendix 1: business model canvas

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Appendix 2: revenue and cost break down (2016-2017)