by Dato’ Ubull Din Om & Ngan Chee Meng
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:
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!
Managing Director, Gamuda Engineering
Chief Executive Officer, Gamuda Land
The COVID-19 pandemic is unprecedented. In just a few months, the virus has infected more than 8,600 people in Malaysia and resulted in 121 deaths as at 26 June 2020. As Malaysia braces for an economic crisis, many corporate decision-makers face difficult decisions.
As construction industries worldwide struggle to evolve and adopt new best practices and operational models in the face of the COVID-19 pandemic, MMC-Gamuda KVMRT (T) Sdn Bhd (MGKT) continues to lead in the safe and ethical management of worksite labour.
Gamuda Land’s ongoing digital transformation journey had enabled the team to be digital-ready when the Movement Control Order (MCO) took effect since 18 March 2020.
Gamuda’s English Language Unit (ELU) and the Group Corporate Communications and Sustainability Department (GCCS) collaborated in organising the second annual English Writing Contest, themed ‘Sustainability, the Savvy Way.’
Amid the MCO, a small team came together virtually to make a motivating video, #GamudaLand We Will Pull Through. The entire production was coordinated remotely.
Students who have applied to universities are eagerly awaiting their admissions and financial aid responses. They are also preparing for a variety of scenarios in these unprecedented circumstances.
As dawn broke on 9 May 2020, a small group of tunnel engineers and workers, cheered in celebration through their face-masks, as one of two Tunnel Boring Machines (TBMs) codenamed TU4 finally broke through at Ampang Park Station.
DLeap and Biji-Biji, two separate collectives and social enterprises are making its social and communal impact in different ways for the benefit to, and betterment of, society.