Techbest – Top Tech Reviews In Australia
The best in Australian gadgets and technology
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Belkin SOUNDFORM Freedom True Wireless Headphones with Qi Wireless Charging case, White, Universal, AUC002
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The Australian federal government is making decisive moves to lessen its dependency on consultants and contractors by transitioning $49 million worth of technological services back in-house. This action is part of a larger campaign to reclaim “core activities” that have been outsourced over time, spearheaded by Finance Minister Katy Gallagher.
The Australian Public Service (APS) has faced criticism for its substantial dependence on outside contractors, particularly in the IT and digital domains. In response, Gallagher has launched the Strategic Commissioning Framework, which aims to reduce this reliance and bolster the internal capacities of federal departments.
Recent figures indicate that $527 million worth of core services will be reintegrated into 104 agencies throughout the 2024-25 timeframe. Of this total, ICT and digital services will represent 22%, with Defence handling its own considerable reductions.
The Defence Department has been a significant participant in Australia’s outsourcing trend, especially regarding technology services. However, it has already begun to lessen its contractor reliance, notably reducing its staff-to-contractor ratio from 80:20 to 60:40, as noted by Defence CIO Chris Crozier. This change is part of a wider transformation of the department’s tech operations, marking an important advance in building internal capabilities.
Financially, Defence has taken on the largest cut in outsourcing, with a $308 million reduction. However, specifics about which particular tech services will be reintroduced in-house remain undisclosed.
Another crucial participant in this initiative is the Australian Taxation Office (ATO), which has pledged to decrease its IT outsourcing expenses by $31.9 million in 2024-25. The ATO has historically relied heavily on external contractors for IT, service provision, and data analytics but is now moving toward a more autonomous approach.
While the government’s plan to reclaim outsourced services may appear simple, agencies have reported facing difficulties when bringing certain tech services in-house. The Strategic Commissioning Framework report revealed that 67 departments and agencies recognised ICT and digital services as “core systems,” with 55 still outsourcing at least part of these services.
Many agencies highlighted issues with attracting and keeping the skilled personnel needed to oversee these intricate systems, especially considering the competitive tech landscape. Moreover, transitioning from a contractor-centric system to in-house services necessitates not only technical skill but also considerable organizational adjustments.
Since her appointment in 2022, Katy Gallagher has been firm in her commitment to reducing Australia’s reliance on consultants and contractors. Her vision is to reform the APS, enhancing its ability to provide critical services directly to Australians without needing outside assistance.
“When entering government, we outlined an ambitious agenda to reform the APS, and to enhance capabilities, ensuring the APS can deliver the services Australians expect,” Gallagher asserted.
The Australian government’s choice to bring back $49 million in technology services in-house forms part of a broader strategy aimed at reducing dependence on external contractors and consultants. This initiative, driven by Finance Minister Katy Gallagher, seeks to reclaim $527 million of “core activities” across 104 agencies during the fiscal year 2024-25. With ICT and digital services representing 22% of this reclaimed workload, the transition signifies a pivotal move towards fortifying the internal capabilities of the Australian Public Service (APS). Notably, both the Defence Department and the ATO are central figures in this transition, implementing significant cuts to their outsourcing expenses. However, challenges remain, especially in terms of attracting and retaining tech expertise.
The government seeks to diminish reliance on external contractors and consultants, mainly in ICT and digital services, with the goal of fortifying federal agencies’ internal capabilities, enabling them to provide essential services directly to Australians.
The Strategic Commissioning Framework is a policy set forth by Finance Minister Katy Gallagher geared towards phasing out contractor and consultant usage within the Australian Public Service (APS). It aims to reclaim core work that has been outsourced, particularly in the ICT and digital fields.
The Defence Department has been among the largest users of external contractors, particularly in tech services. Nonetheless, it has cut its staff-to-contractor ratio from 80:20 to 60:40 and is also making cuts of $308 million in outsourced services, although the specific services being brought back in-house have not been made clear.
The Australian Taxation Office (ATO) is targeting a reduction of $31.9 million in IT outsourcing costs for service delivery and data analytics in the fiscal year 2024-25.
Agencies are experiencing difficulties in sourcing and retaining the talent required to manage complex ICT and digital systems. The transition from a contractor-centric model to internal services also demands significant organizational transformations.
Overall, the government intends to reintroduce $527 million worth of core services by 2024-25. This includes $49 million in tech services, with ICT and digital services making up 22% of the reclaimed workload, apart from Defence.
This initiative is part of a comprehensive strategy to reform the APS by curtailing its reliance on external contractors and consultants. By fostering internal capabilities, the government aims to develop a more effective and self-sufficient public service that can better serve the needs of Australians.
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ZTE Buds 2 Wireless Earbuds, TWS, Bluetooth 5.3, 25 Hours Battery, HD Microphone, Touch Control, Voice Assistant, IPX4 Water Resistance, USB-C Charging, White
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Country Road Group, which encompasses well-known Australian fashion labels such as Country Road, Mimco, Trenery, Witchery, and Politix, has significantly transformed its approach to managing store planning tasks. The group has adopted a digital transformation strategy by leveraging the workflow management tool monday.com to improve the organization of its store and concession planning activities.
Previously dependent on spreadsheets and conventional meetings to oversee these projects, the group experienced several inefficiencies, especially concerning communication between designers, planners, and various stakeholders. Swithin Oliver, the Store Planning Manager for Country Road Group, remarked that considerable time was lost on revisions and digging through emails to monitor project progress.
The department responsible for store planning at Country Road Group coordinates an array of initiatives, from launching new stores to refurbishments and relocations. These initiatives span across their five retail brands and involve multiple stakeholders, including designers and project managers.
A significant recent focus has been on reinstating branded concession areas within department stores, especially Myer. In 2022, all Country Road Group’s brands returned to Myer stores, resulting in a heightened workload to oversee the introduction of these branded spaces.
Oliver noted, “Think of Country Road as a brand with various departments—home, kids, women’s, and men’s. Therefore, placing Country Road within a single Myer location equates to four distinct projects. Now, multiply that across all our brands, and we’re managing up to nine different projects in just one store.”
In response to the escalating complexity of its store planning tasks, Country Road Group integrated monday.com as a centralized project management solution. Rather than handling individual boards for each task, the platform enables the team to merge numerous projects into one comprehensive overview. For instance, each Myer department store operates as a single dashboard, encompassing all pertinent projects for that site.
Oliver conveyed that this methodology has been revolutionary, enabling the organization to visually represent over 150 concession spaces across Myer stores using fewer than 50 boards. This offers a comprehensive snapshot of every project’s status, ensuring that critical deadlines and milestones are communicated efficiently.
One of the most notable advantages of transitioning to monday.com has been the introduction of automation. The platform can autonomously create project timelines, allocate resources, and modify these aspects in response to real-time updates. This shift has notably minimized manual labor and enhanced overall project management efficacy.
While some project statuses are still manually entered on the main board, Country Road Group aims to automate this process. Ultimately, the information will flow automatically from daily operational boards to the primary pipeline board, further simplifying workflows.
By utilizing monday.com, Country Road Group has also fostered greater collaboration and transparency within the company. Previously, project statuses were circulated using spreadsheets among internal stakeholders. Now, there is a plan to share direct links to the monday.com platform, facilitating stakeholder access to live project data, eliminating dependence on outdated spreadsheets.
Oliver remarked, “We currently possess a single source of truth for all our projects. This enables us to analyze our performance post-project completion, recognizing what we did well and pinpointing areas for enhancement.”
Since integrating monday.com, Oliver has estimated a 25% enhancement in the efficiency of managing store planning initiatives. This improvement not only saves time but also allows the team to concentrate on strategic endeavors rather than administrative duties.
Country Road Group intends to continue refining its usage of the platform, including further automation of project reporting and expanding interactive views that provide insights into resource distribution and workload across its fashion brands.
Country Road Group, representing five iconic Australian fashion brands, has embraced digital transformation through the implementation of monday.com for its store planning projects. By moving away from spreadsheets and manual processes, the company has boosted efficiency by 25% and improved project coordination. With more than 150 concession spaces established in Myer stores, the platform facilitates superior resource management, real-time updates, and interdepartmental collaboration. Automation has decreased manual tasks, and future initiatives include more automation and improved project transparency.
Prior to using monday.com, Country Road Group depended on spreadsheets and emails for managing store planning projects, resulting in inefficiencies such as wasted time on revisions, overlap in task management, and difficulties in tracking project statuses.
The platform enables the integration of multiple projects into a single overarching board, automating timelines, resource allocations, and updates. This streamlines the management of intricate store planning projects, specifically for concession spaces within Myer stores.
The automations within monday.com assist in generating project timelines, distributing resources, and making real-time adjustments based on project progression. This minimizes manual tasks and boosts overall efficiency, contributing to a 25% enhancement in project management.
monday.com serves as a singular source of truth for all stakeholders, enabling internal teams to access real-time project data through shared links, removing the necessity for manual spreadsheet updates, and enhancing collaboration among departments.
The organization plans to further automate the reporting of project statuses and extend the use of interactive views to gain enhanced insights into resource allocation and workloads among its fashion brands.
Following the transition to monday.com, Country Road Group has experienced a 25% increase in project management efficiency, allowing the team to prioritize strategic tasks over manual administration, thus streamlining the overall store planning process.
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OPPO Enco Free2 Wireless Headphones, Up to 30 Hours Runtime, Headphones: 41mAh, Charging Case: 480mAh, 42dB Active Noise Cancelling (ANC), Bluetooth 5.2, Sound Equalizer, USB Type-C, White
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Optus Mobile, a leading telecommunications provider in Australia, is currently facing severe accusations from the Australian Competition and Consumer Commission (ACCC). The allegations pertain to the sale of high-cost devices and services to at-risk customers—those who may lack the financial means, cognitive understanding, or legal knowledge to adequately comprehend or afford these offerings. The ACCC asserts that Optus’ sales approach was motivated by commission-based incentives, resulting in significant consumer detriment.
The ACCC has lodged a lawsuit in the Federal Court, claiming that Optus capitalized on vulnerable clients by selling them overpriced products and services they did not need or could not afford. The regulatory body contends that this conduct was fostered by a commission-based incentive structure for sales associates at Optus. ACCC Chair Gina Cass-Gottlieb stated that such actions represent “very serious conduct” with profound consequences for the affected individuals’ lives.
The ACCC has pinpointed around 429 customers who were allegedly subjected to these sales tactics. Many of these individuals were financially disadvantaged, had mental or cognitive disabilities, or hailed from culturally and linguistically diverse communities. A significant portion of the victims were also First Nations Australians residing in remote or regional areas.
The ACCC asserts that these vulnerable consumers were coerced into purchasing high-cost items—such as pricey smartphones and accessories—without receiving adequate information or even confirming their eligibility for Optus’ service coverage. This resulted in notable financial and emotional distress, with many incurring substantial debts while being pursued by debt collectors.
In a prominent example highlighted by the ACCC, an individual with an intellectual disability—significantly impairing their ability to understand financial and contractual matters—was reportedly sold a premium smartphone, a business plan (under a fictitious Australian Business Number), an NBN internet package, and various accessories. The consumer had no need or desire for the majority of these products. When the representative attempted to return the items, Optus initially resisted canceling the contracts and only complied following the involvement of a financial counsellor.
Furthermore, the ACCC alleges that Optus did not provide adequate restitution to affected consumers after reclaiming some sales commissions from the employees involved. Many of these customers continue to be pursued for outstanding debts, worsening their already fragile financial situation.
The ACCC is aiming for various penalties, including financial compensation for affected customers, the establishment of a compliance framework at Optus, and the recovery of legal expenses. This case emerged from a referral by the Telecommunications Industry Ombudsman (TIO), which plays a pivotal role in resolving conflicts between consumers and telecommunications companies.
After the initiation of the lawsuit, Optus Interim CEO Michael Venter publicly apologized to the affected customers, acknowledging the company’s failure to meet the necessary standards. Venter announced that Optus had already started issuing refunds and relinquishing debts for those impacted.
“We sincerely regret that in these situations we have not upheld the customer service standards our clients deserve and expect,” Venter stated. He also noted that disciplinary measures had been taken, including the termination of employees accountable for the misconduct.
Optus has purportedly conducted a thorough review of its sales practices over the preceding three years, especially concerning vulnerable customers. This examination has resulted in several modifications:
Nevertheless, Venter acknowledged that the company “regretted” not acting more swiftly in certain instances.
Optus is under legal action from the ACCC regarding claims that it marketed high-priced products and services to vulnerable clients, including individuals with cognitive disabilities and those in economically or socially disadvantaged positions. The ACCC argues that the company’s sales techniques were motivated by commission-driven incentives, causing considerable financial and emotional strain for the impacted customers. Optus has admitted to the allegations, issued an apology to consumers, and implemented a series of corrective measures, including staff discipline and a review of its sales procedures.
The ACCC has accused Optus of taking advantage of vulnerable individuals by marketing costly services and devices they did not require or could afford. This sales approach was allegedly fueled by commission-based incentives for sales staff.
The ACCC reports that the affected consumers consist of roughly 429 individuals who faced financial disadvantages, had cognitive or intellectual disabilities, or were from culturally diverse communities. Many were also First Nations Australians from remote or regional locations.
The ACCC claims that Optus personnel coerced vulnerable customers into purchasing costly items, such as smartphones and accessories, without verifying their service eligibility or financial capability. In some instances, customers were sold business plans under fictitious ABNs or additional services they did not wish to acquire.
Optus has expressed remorse and undertaken various actions to rectify the situation, including debt waivers, refund issuance, and staff discipline. The firm has also established improved oversight systems, mandatory training for staff, and is in the process of designating a customer advocate to assist vulnerable groups.
The ACCC is seeking various penalties, including monetary restitution for affected consumers, a compliance program for Optus, and coverage of legal fees.
The Telecommunications Industry Ombudsman (TIO) referred the matter to the ACCC after receiving complaints from affected clients. The TIO facilitates dispute resolution within the telecommunications sector.
Optus has implemented new sales oversight processes to enhance monitoring, initiated mandatory staff training, and made upgrades to its IT systems. The company is also appointing a customer advocate to engage with vulnerable consumers and improve support services.
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Belkin SoundForm ClearFit Wireless Open-Ear Headphones, Lightweight, Comfortable Sports Headphones, Wireless Bluetooth and IPX5 Waterproof for Hiking, Cycling, Jogging – Black
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Australian supermarket leader Coles Group is poised to further overhaul its supply chain, unveiling plans to invest $880 million in a third automated distribution centre (ADC) situated in Truganina, near Melbourne. This represents a crucial advancement in Coles’ persistent mission to upgrade its logistics framework with state-of-the-art technology, following the successful establishment of two comparable centres in Queensland and New South Wales earlier this year.
The new Truganina facility will capitalize on the cutting-edge automation technology pioneered by Witron, a global frontrunner in supply chain automation. The centre aims to optimize operations, enhance efficiency, and bolster safety across Coles’ supply network. It is anticipated to become a central hub for the retailer, servicing numerous states while boasting a 15% increase in capacity over its predecessors.
Coles has opted to maintain its collaboration with Witron, a German firm celebrated for its groundbreaking warehouse automation systems. Witron’s technology enables rapid sorting and picking of groceries, significantly minimizing manual effort and elevating accuracy. In the current Queensland and NSW facilities, this has facilitated quicker fulfilment times and improved stock management, particularly during busy periods.
The same Witron technology will be implemented in Truganina. It employs a mix of robotics and artificial intelligence to automate the picking function, moving away from traditional, labour-heavy approaches. This system is set to further revolutionize Coles’ logistics operations by decreasing human errors, reducing workplace injuries, and enhancing inventory management, ultimately ensuring improved product availability for consumers.
A prominent attribute of the new Truganina facility is its 15% higher capacity in comparison to the two centres in Queensland and NSW. This increase in capacity is especially crucial since the Melbourne-site will cater to not only Victoria but also Tasmania. Additionally, it will connect with Coles’ current supply chain in South Australia and Western Australia, broadening its footprint across more regions.
Coles has indicated that the efficiencies derived from this heightened capacity will enhance product availability in stores, particularly as the Truganina centre will manage a larger volume of stock and orders. As a result, customers in Victoria, Tasmania, South Australia, and Western Australia can expect more reliable access to fresh produce and other merchandise.
Coles Managing Director and CEO, Leah Weckert, stressed that this pivotal investment in automation is a vital aspect of the company’s continuing business evolution.
“The Victorian centre is anticipated to support all stores in Victoria and Tasmania while also synchronizing with Coles’ ongoing supply chain in South Australia and Western Australia,” Weckert mentioned. “This marks another significant stride in Coles’ business evolution as we persist in investing in technology to improve product availability for our customers and enhance efficiency across our supply chain.”
The Truganina facility is part of a wider initiative to render Coles’ supply chain more efficient, safer for personnel, and environmentally sustainable. By automating various processes, Coles aims to lower operational costs while also reducing its ecological footprint and refining service delivery across its retail framework.
In alignment with Coles’ “Together to Zero” sustainability initiative, the new automated distribution centre is projected to bolster the company’s endeavors to lessen its environmental footprint. The automation technology implemented in the facility is likely to lead to reduced energy consumption, lowered emissions, and diminished food waste due to enhanced stock oversight.
Sustainability has evolved into a core principle of Coles’ business strategy, with the company concentrating on decreasing greenhouse gas emissions, procuring renewable energy, and refining waste management throughout its operations. The introduction of the Truganina centre is anticipated to advance these objectives by enhancing supply chain efficiency and minimizing excess inventory, which frequently results in waste.
Coles is markedly advancing its adoption of modern automation technology with the introduction of its third automated distribution centre in Truganina, Melbourne. The $880 million investment is set to improve efficiency, safety, and sustainability within Coles’ supply chain. The new establishment, utilizing Witron’s innovative automation systems, will have 15% more capacity than the facilities in Queensland and NSW, servicing stores in Victoria, Tasmania, South Australia, and Western Australia. This initiative is integral to Coles’ broader strategy to refine operations, decrease costs, and enhance product availability for its consumers.
The Truganina distribution centre aims to automate Coles’ supply chain operations to improve efficiency, safety, and sustainability. It will serve stores in Victoria and Tasmania while connecting with Coles’ existing logistics framework in South Australia and Western Australia.
The new facility will implement Witron’s advanced automation technology, incorporating robotics and artificial intelligence to automate grocery sorting and picking, thus reducing manual work and improving operational precision.
The Truganina facility will possess 15% greater capacity than the two existing centres in Queensland and NSW. This enables it to manage a larger amount of stock and orders, servicing more areas across different states.
The investment in the new distribution centre is an element of Coles’ comprehensive business transformation strategy, focusing on using technology to enhance product availability, cut costs, and boost supply chain efficiency.
The automation included in the new Truganina facility is expected to aid Coles’ sustainability objectives by curbing energy use, minimizing waste through improved inventory management, and reducing greenhouse gas emissions.
While a specific opening date hasn’t been disclosed yet, the facility is part of Coles’ ongoing expansion plans, with the Queensland centre having commenced operations in April 2023 and the NSW centre in August 2023.
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Jabra Elite 8 Active Navy
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Interflora Australia, a prominent online florist delivering blooms nationwide, has recently completed a major digital overhaul that led to a 20% reduction in contact centre calls. With a network of over 750 flower retailers, the company recognized the need to modernize its legacy systems, particularly during the COVID-19 crisis.
In a conversation, Interflora Australia’s Chief Information Officer, Matt Hoskin, shared how the new updates have significantly enhanced both customer and staff experiences. “We saw results starting from day one,” he remarked, underlining the project’s swift success.
Before the transformation, Interflora depended on antiquated, monolithic systems that had been operational since 2015. As demand intensified, especially during the pandemic, these systems faltered. Regular website and backend outages became commonplace, leading to subpar experiences for customers and staff alike. Hoskin noted that these outages contributed to an uptick in refunds as the company occasionally failed to fulfill orders.
The digital transformation initiative was a significant undertaking. Interflora revamped three essential web applications:
1. **Customer-Facing Website**: The platform where customers place their orders.
2. **Florist Portal**: A portal for florists to accept, decline, and manage orders.
3. **Internal Corporate Application**: An internal tool for operational management.
To illustrate, Hoskin stated, “There’s not one application we were using six months ago that remains in use today,” emphasizing the thoroughness of the transformation.
Since launching the new system in December 2023, Interflora has reaped numerous rewards. The customer-facing website has become more attractive, faster, and more responsive, creating a smooth experience for customers and vastly improving order fulfilment reliability.
According to Hoskin, the customer service team immediately noticed a drop in incoming calls. “Upon going live, we observed nearly a 20% decrease in calls and inquiries,” he mentioned. This enhancement was primarily due to the resolution of ongoing issues that the prior system presented.
Another significant advantage of the transformation was the enhancement in contact centre training. Previously, onboarding new employees required up to a week; now, it only takes two days. This change was facilitated by a more user-friendly system and the introduction of concise, 40-60 second video tutorials, replacing cumbersome PDF guides.
The new system has also streamlined communication between customers and florists. A standout feature is the SMS notification system that alerts florists upon receiving new orders. Florists can promptly accept orders from their mobile devices, tablets, or desktops, enhancing flexibility. Additionally, florists can deactivate items they lack in inventory, avoiding unfulfillable orders.
One of the most transformative changes was the implementation of dynamic delivery fees. Previously, customers incurred a standard delivery fee, irrespective of distance or region. This often compelled Interflora to subsidize delivery costs, particularly for rural or distant orders. Now, the system computes delivery fees dynamically, ensuring customers pay a fair price based on their location. This upgrade has improved cost management for Interflora while ensuring florists receive equitable compensation for their services.
With artificial intelligence (AI) becoming a prominent topic, Interflora is looking into the integration of AI technologies into its operations. Hoskin noted that AI has already been incorporated into internal collaboration tools, aiding in streamlining communication and task summarization.
The company also plans to deploy conversational AI chatbots for customer service across platforms such as Facebook and WhatsApp. This initiative aims to extend commerce beyond the traditional website model into more interactive and accessible avenues.
Hoskin indicated that Interflora is consistently aiming to enhance its checkout process, ultimately aspiring to establish a single-touch purchasing system.
Interflora’s transformation is benefiting not only its Australian operations but also extending to its international branches. The company, servicing over 400 countries, is implementing the new tools in its global units, fostering synergies that elevate the customer experience, whether orders are placed locally or internationally.
Interflora Australia’s digital transformation marks a remarkable achievement, resulting in a 20% drop in contact centre calls, heightened customer satisfaction, and improved internal efficiencies. By updating its outdated systems and implementing dynamic pricing, the company has established a new benchmark in the online floral delivery sector. Looking ahead, Interflora intends to integrate AI technologies to further advance customer service and optimize its operations.
Interflora Australia recognized its outdated systems were inadequate, particularly during the COVID-19 pandemic when demand surged. Frequent outages and the necessity to issue refunds due to order fulfillment challenges highlighted the need for a complete upgrade.
The most significant advancements include a 20% decline in contact centre calls, expedited and more intuitive training for staff, enhanced SMS communication, and the rollout of dynamic delivery fees. The customer-facing website is now faster, more responsive, and more visually appealing.
Florists receive SMS notifications for new orders and can swiftly accept them using their mobile devices. They can also effectively manage their inventory by disabling stock items they cannot fulfill. Additionally, dynamic delivery fees ensure they receive fair compensation.
Interflora plans to integrate AI technologies to enhance customer service, including the deployment of conversational AI chatbots across platforms like Facebook and WhatsApp. The company also aims to refine its checkout process with a view to developing a single-touch purchasing experience.
Customer satisfaction has markedly improved due to the new website’s enhanced reliability and responsiveness. The streamlined ordering experience and faster delivery times have minimized complaints and inquiries, contributing to a reduction in contact centre calls.
Yes, Interflora operates in over 400 countries, and numerous international units have embraced the new system. This ensures consistent, high-quality customer experiences, both in Australia and globally.
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