BORANG serves as a one-stop solution where it provides the tools to create any system, app and portal. This means users can develop their systems instead of hiring developers to develop different systems whenever their needs change over time. The development of BORANG is based on several overseas solutions such as SeamlessGov, DataCom, SurveyMonkey, Google Form, Sharepoint, among others. BORANG allows organisations to digitalise their work processes via online forms, reviewing and approving specific applications and payments online, as well as sending notifications on the status of progress to both internal and external users. There are 25 people comprising technical and non-technical teams who are directly involved in the development of the BORANG system.

Farm Fresh was determined to change that norm by supplying several batches of genuine fresh milk using any available transport, even a commercial bus at one time, to the retailers. Both Mr Loi and Encik Azmi realised the need to have a strong branding awareness and educate the public on the benefits of consuming genuine fresh milk. They created various aggressive promotional cum educational campaigns on fresh milk, mostly on social media to attract the young generations to consume fresh milk for a healthier diet.

Since the COVID-19 pandemic and the imposition of the conditional movement control order (CMCO), YUS has come up with a Virtual Conference and Exhibition (VCE) solution to enable event organisers to comply with the government’s CMCO. The VCE solution enables events such as conferences and exhibitions to be conducted virtually in either a 2D or 3D environment that can be accessed from an attendee’s laptop or a mobile device. At the same time, Evenesis online webinar is a powerful streaming solution that allows more than 1,000 participants to communicate and share contents virtually.

SimpanKira Cloud Accounting is a complete accounting solution that provides various powerful features such as Invoicing and Payment tracking, Expense Management, Bank Reconciliation, Contact Management, Project Accounting, Fixed Asset Register and Financial reporting, among others. It also provides useful tools for Accountants like Manual Journal, Find & Recode so they can easily adjust the accounting transactions in SimpanKira. Its financial reporting enables the users to drill down into the granular details of the report, so it provides transparency and transaction trail to the user, especially for the auditors.

In 2017, KPJ Ipoh formed a dedicated team of four members called Queen Bees and began to narrow down the list of problems faced in all of its 45 outpatient clinics. Based on the team’s problem analysis, it was found that the waiting time at the outpatient clinics was too long and became a major inconvenience to the patients seeking medical attention from KPJ Ipoh. This eventually contributed to lodging of complaints for long waiting time and slow services.

Alibaba has armed Lazada with the most-advanced eCommerce technology infrastructure in this region. Lazada’s pace of innovation has accelerated over the past 18 months, with Livestreaming, the ”LazGame” gaming channel, and CLEO, our customer care Artificial Intelligence (AI) chatbot. Lazada has also tapped into Alibaba’s search technology and data-driven tracking capabilities, to provide a better experience for customers and more intelligence to merchants and brands on their customers’ desires. To better serve the new customers and its brands and sellers, Lazada has made advancements in its logistics ecosystem to support the brand partners by expanding its LazMall Guaranteed Delivery. The new feature expanded to the whole of West Malaysia to assure shoppers of timely deliveries and for the sellers and brands to reach and scale up their business opportunities. Through Lazada innovative logistics solutions, the company is also able to provide better service, better cost and ensure capacity as well as giving its merchants access to competitive rates, enabling them to create a better shopping experience for their customers.

LEAN project has helped the company create an SOP for the customer service workers and the cashiers to reduce the finding time and make the inventory management easy and manageable. The team members also mutually agreed on creating a standard manual of 5S practice to guide the business operation at PTAF. It will then be used at three central locations- small equipment store, payment counter and electrical store. The 5S practice has improved the in-store environment and storage system, reducing the lead time in the selling process and inventory management. PTAF has made significant progress in its operations after the implementation of the LEAN program. Through Project 1, the company made tremendous progress in lead time where prior to LEAN implementation, it needed approximately 34 minutes to complete a whole selling task. After implementing LEAN, it only needs 27 minutes which brings the total reduction to 21 percent. The Process Efficiency and First Time Quality rate also increase from 60 percent and 0.95 to 63 percent and 0.98, respectively.

Jasni spent 9 years as a Regional Head in Sabah, overseeing MPC’s progress and its AJV Unit which dealt with JV programmes and also linked MPC to international organisations. Being Regional Head exposed him to the marketing side of the programmes as well as organising various seminars and training courses for foreign participants. Jasni’s excellence in his work gave MPC confidence in Jasni’s leadership abilities which is why, in 2002, he was promoted to Director of MPC’s Corporate Division. Unlike his previous position, Jasni’s new position placed him in charge of procurement and payment processes which meant that he was soon managing various levels of staff that spanned from executives to support staff.

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As NPC began to grow its reputation and connections, the organisation was invited to many events within the industry, allowing Ahmad Berek to meet all kinds of people at these multi-racial events and have unique experiences. This was what developed his affinity for people. At the core of many great leaders is high emotional intelligence (EG). EQ is the ability to identify and manage one’s own emotions and others as well. This is a skill found in many great communicators and leaders who use it to connect with others on a very human level. As a people person, Ahmad Berek possessed strong EQ which resulted in strong people skills. He fostered strong connections with NPC’s stakeholders, building their confidence in him. In the office, he would ensure he had good rapport between himself and his staff.

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As for Mah Lok’s leadership style, one might describe the former director-general as a “people-centric” person with good governance. The concept of governance and leadership are intertwined, where both are critical for the achievement of MPC objectives. Having good governance enables a leader to be responsive to the present and future needs of the organisation, exercise prudence when it comes to setting policies and making decisions while also ensuring the best interests of stakeholders. Throughout his tenure, Mah Lok found it important to have good governance as it sets up one as a well-intentioned leader who can be relied on for his transparent, responsive, effective and inclusive manner of leading. It was no surprise that Mah Lok had a reputation as a mentor-like figure and hands-on leader who would guide his staff throughout projects. Ever keen to share his experiences with his team, he would help them form insight and develop their own processes from his own experiences.

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