A more agile workforce
- the new normal -

Businesses are navigating the economic consequences of the pandemic by doubling down on their agility as a critical way to build resilience into their DNA. Gamuda is no different.

We are presented with an opportunity – and a need – to build on the competencies we have started: to embrace digital, agile operations/automation, and identifying new growth pathways.

A structured Enterprise Architecture (EA) approach to digital initiatives will align technology Group-wide more effectively to our business goals in accelerating:

1. Process turnaround time. 
2. Manage business risks and costs. 
3. Capture business insights for improved decision making. 

More importantly, we aspire for the Group to operate on a common digital platform that will substantially cut down inter-company administrative processes, enable better data visibility and promote a culture of work collaboration.

Take a moment and recall how eyes rolled when we spoke of building a digital culture in Gamuda, and when we began the SAP Ariba implementation.   

So, take a bow and now get set for SAP S/4 HANA.

The SAP S/4 HANA system runs in-memory blazingly fast, giving us a centralised platform, with near to real-time analytics and laying the foundation for Artificial Intelligence.

This means Gamuda Engineering, Gamuda Land, and other subsidiaries within the Group can take advantage of growing data streams – project management, trading activities, procurement, finance automation – or asset information coming from Internet-of-Things (IoT) sensors.

We are entering a decade of Never Normal. A new era defined by changing cultural norms, societal values, and behaviours.

Shifting our workplace to encompass the digital realm requires not only the adoption of emerging technologies but a collaborative mindset to empower our people to work with anyone, anywhere, on any screen, at any time. To get the right things done.

But this is not just about technology. Digitalisation and technology are about doing more with less, yet this synergy will only be realised when we augment it with the right human skills.

To realise the possibilities of creative destruction wrought by digitalisation, we need new competencies and skills, develop new organisational capabilities, adopt new ways of working and evolve new forms of leadership.

At the heart of the matter is our ability to think critically to harness the possibilities. Step up or step out!