Malcolm Alder

Malcolm Alder

Malcolm Alder is the digital solutions lead at GHD. Malcolm has more than 25 years’ experience and in 2012, he was named as one of the 50 Most Influential People in Technology by Australian IT. He was also previously Partner for Digital Economy at KPMG.

Malcolm has worked in the UK, Singapore, Malaysia, Canada, New Zealand and the US. He is a regular public presenter and media commentator on topics such as social media, broadband and the broader impacts and implications of disruptive technology. He has a degree in Politics, is a published author and has appeared in more than 25 theatre productions.

The most important issue to focus on when corporates and startups interact is goal alignment. Too often, the fact that goals are not aligned can be discovered far too late. Startups are usually looking for capital, distribution, expertise and possibly additional capacity e.g. staff. Corporates may be attracted to a

Six years ago, Malcolm Alder was a senior member of the KPMG-McKinsey team that wrote the original NBN Implementation Study. Cloud was mentioned only three times. Big data, IOT, blockchain and the sharing economy not at all. Here he visits the use cases with a contemporary perspective. With the recent

In the final part of an eight-part series on leadership in the digital age, Malcolm Alder  turn the spotlight on a diverse range of Australasian and American digital success stories. These seven organisations have deliberately been chosen to showcase a cross-section by size, industry, ownership, starting position and duration to date, for

Everyone has heard of IT projects that go “off the rails” and massively exceed budget, timeline or — in extreme cases — don’t deliver anything of value. A common reason why this can happen is that too much time is allowed to pass between major check points or deliverables. Fortunately, digital

Let’s start with a reality check. The average age of board members of most established, non-technology businesses is far higher than the general population’s average age (and still far more likely to be male than female). In fact, on ASX200 boards in 2015, more than half of directors are aged

Change is never easy and always disruptive. And when that change is overlayed with the impact of digital disruption, it is beholden upon company leaders to understand the serious and significant potential pitfalls. This column is the fifth part of an eight-part series. Download the full digital disruption series By Malcolm

To drive successful digital transformation it is important to focus on two things. Firstly, common leadership attributes of successful digital projects. Secondly, a deeper look at some aspects of change management that leaders should be mindful of in a digital context. This is the forth part of our series on

Having defined and scoped digital projects, or indeed a total transformation agenda, only a few very large, mature organisations are likely to have all the skills internally that are needed to execute. If you’re in the great majority that will need external help, this third part in the series on

Ask yourself a simple question. What kind of human being “owns” another human being? The very concept is so objectionable wars have quite literally been fought over it.   Yet, as digital transaction volumes grow and with ever more stakeholders typically involved from first engagement to completion, we increasingly hear

Thirty-five years ago, most people reading this article were either in full-time education – or not yet born!  It was long before the internet ruled our lives yet in 1979, Professor Michael Porter first published his simple yet ground-breaking framework for assessing competition within an industry.  It is commonly known