All posts by Tengku Intan

A CEO’s guide to Digital Transformation by Mckinsey

By | IT Strategy | No Comments

The seven decisions that matter in a digital transformation: A CEO’s guide to reinvention

By Peter Dahlström, Driek Desmet, and Marc Singer (Mckinsey)

Often the case, when it comes to the digital transformation, it was left solely for the CIO/CDO/Head of IT to think, strategize and implement them.

However, in many successful stories of digital transformation, it was the CEO who is propelling the overall program, supporting the decisions made on the capacities, capabilities and investment made on the overall digital transformation ecosystem.

Article on Mckinsey shared A CEO’s guide to reinvention: 7 decisions that matter in a digital transformation.

http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/the-seven-decisions-that-matter-in-a-digital-transformation

 

9 Steps to consider when transforming service mindset in an IT service operations

By | IT Operations, IT Service Management, IT Services | No Comments

Many times, operationally we achieved “green” Service Level, but in reality, did we delivered service within customer expectation? Have you ever wonder, could this be wrong defined SLA?  Or do we focus too much on SLA and we forgot the most crucial factor that is, customer’s perception and users’ experiences?

Excellence service is the integral part that will reflect your business culture and retention of customers. Hence, the ability to provide consistent high service levels can be challenging. But how can we maintain the ever continuous demands and able to overcome situations and challenges?

In this white paper, we will provide you with 9 steps for you to consider when transforming service mindset in your IT service organization. http://www.qaaf.my/download/9-steps-to-transform-it-service-operations/

How to reduce IT Complexity

By | IT Operations, IT Strategy | No Comments

Excessive complexity in the IT Environment can drive up IT costs and reduce the IT organization’s flexibility, agility and overall ability to support the company’s objectives.

Reducing this complexity is difficult, however, as it typically builds gradually and stems from multiple causes.

There are four must haves in design and implementation of a successful IT simplification effort:

  1. Blueprint for the target end state and a roadmap for getting there;
  2. A program management office that helps to drive progress and track results;
  3. Simplification principles that are embedded into the company’s governance structures;
  4. Buy -in from senior management

In the article by Boston Consulting Group, there are 6 drivers and high-level approach that are served as basis for reducing IT complexity. The approach is shared as per diagram can be pursued simultaneously, sequentially or an isolation.

BCG Analysis - Reduce IT Complexity

You can read the full article here:  Simplify IT – 6 Ways to Reduce Complexity.

Malaysian CIO: Spend your IT budget wisely

By | General Insights, IT Operations | No Comments

Malaysian chief information officers (CIOs) are still spending their IT budgets in the wrong places.

Companies should be looking at hot and cold investments and spend less on cold technology like ERP where current tech is good enough, leaving more budget for hot investments like business intelligence and analytics.

Gartner’s recommendations are that Malaysian CIOs should consider cybersecurity as a priority now but also add artificial intelligence/cognitive computing investments as a priority for the future.

Read more from this article:

http://www.thestar.com.my/tech/tech-news/2017/02/16/gartner-says-spend-your-limited-it-budget-on-hot-investments/

What is preventive maintenance ?

By | IT Services | No Comments

Preventive Maintenance is a process of keeping equipment in its intended, operational condition via conducting frequent checks, repairs or rebuilds of business equipment in the long run than only fixing things when they break.

A maintenance program focused on preventing breakdowns and business equipment problems can save money on repairs and lost productivity. So a good maintenance program is not only a viable option, but a valuable one for staying profitable.

Use two basic guidelines to decide if preventive maintenance is effective for your business equipment:

First, do not use preventive maintenance if the business equipment has a constant and consistent failure rate even when maintained.

Secondly, do not use preventive maintenance if the cost of the maintenance becomes more than the cost of an immediate replacement; this includes downtime, loss of production and other intangible costs.

The use of preventive maintenance in the workplace is mainly to lower cost. When maintenance is not properly conducted or cut back, the failure of equipment or structures increases over time, because the material used in the equipment or structure ages. With a preventive maintenance strategy, you can extend the use and the time of use for the equipment or structure. There are considerations when maintenance becomes more costly than the maintenance itself.

Having preventive maintenance programs helps to reduce unplanned delays.

Preventive Maintenance provided by the IT Service Provide should offer the following:

1.Decreasing Repair Cost

Lowering the amount of repairs that a company must do by repair or replace worn equipment or structures before they become unstable and unsafe.
This is a balancing act: companies must conduct preventive maintenance at a lower cost than it would take to fix machines only when they break. The costs of both are easily measurable, which allows companies to judge if they are actually saving money.

2.Increasing Productivity

Increasing productivity, by measuring the amount of disruptive time by the affected person using the broken business equipment as opposed to have a constant work flow.

3.Expand Time of Equipment

Expanding the amount of time equipment, machinery or a structure is able to be used in a productive manner. Having preventive maintenance programs helps eliminate sudden slowdown or stops in production, which can cause unplanned delays.

4.Preventing of Loss of Revenue

Some companies e.g. trading, heavily relied on the server/network/PC uptime, even with 1 second downtime will resulting in revenue loss. Possibly, if the business equipment is operating in optimally, it will decrease the downtime of these critical business equipment.

5.Cost effective

Compare the long-term cost savings of a maintenance program to the cost of immediate replacement and downtime of machinery and possibly employees. Using preventive maintenance helps keep production schedules and order deadlines on track, thereby keeping penalties down and income flowing.

IT Assessment & Benchmarking Workshop

By | IT Assessment, IT Service Management, ITIL Coaching | No Comments

 

ITIL Know where you are doingITIL Pick the right process

 

How do you know which ITIL processes relevant and required for your organization? Normally, you will read whole book and attend the ITIL foundation course, after which you still wonder – how shall I go about to understand them?

But let me tell you that you can always do it yourself. Why? Because nobody knows your environment like you do. All you need to do is to learn how to assess them.

I am going to organize one day workshop on Basic IT Assessment and Benchmarking where you can learn basic assessment and benchmarking steps. In this 1-day workshop,  we will ignite a continuous improvement behavior in you. This class is only limited to 20 passionate IT executives and I will personally deliver the training. Register you interest by contacting 013-6800120.

p/s I am not selling Manage Engine and this is not Manage Engine training. I am just using its illustration. :-)

 

Performance Management

By | Performance Measurement | No Comments

Qaaf is going to launch its new product and service in 2017. We name it XsesIT (www.xsesit.com) . It is going to be an affordable benchmarking services to cater for SME companies in assessing their IT investments.

While waiting for its debut, we do conduct many other IT and business centric assessment and workshops. One of them is called Performance Management. Have a sneak preview on the impact if there is lacking or inadequate in one of the areas of performance management value chain.

TRM - Performance Management

How ready are your company to adopt new practices in both business and IT

By | IT Strategy | No Comments

If you are in the midst of transforming business processes in you organization, ask yourself these essential eight (8)  key questions for your preparation. (Excerptions from the book : The New IT  by Jill Diche)

  1. Strategy – Can company leaders connect strategy with the work being done across business units? Strategy is an enterprisewide practice that executives participate in and support.
  2. Operational Planning - How formal is operational planning in IT? There are structured processess for linking corporate strategy, business unit planning and IT resources.
  3. Collaboration – Do people work together easily? Are departments encouraged to share talent and ideas? Corporate goals determine which departments and skills should come together to achieve results. Cross functional teams are rewarded uniquely for driving business value.
  4. Prioritization – Is there a clear process for prioritizing work efforts both with in business units and across the company? Governance informs delivery priorities and there is a steering committee in place.
  5. Organization Structure – Does the organizational structure reflect the company’s strategy priorities and focus areas? The organizational structure will change occasionally to accomodate evolving corporate goals.
  6. Support for new ideas – Are employees at all levels encouraged to make suggestions for improvement? Structures are in place to support both strategic and tactical innovations.
  7. Partnering – Does your company reach out to partners to enrich its products and services expand its reach? The company forms partnerships based on a combination of strategic direction and gaps in own capabilities.
  8. Openness to change – Does your company’s culture support changes when they’re necessary? Is change seen as positive force for moving things forward? Both employees and leaders are results oriented, and they are rewarded for being part of new outcomes.


Qaaf Malaysia