October 11, 2021
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The COVID-19 pandemic has made it increasingly urgent for organizations to supercharge their agility, speed and resilience in order to meet the challenges of achieving their objectives.
For Lembaga Tabung Haji (TH), the Malaysian government institution responsible for the management of hajj and investments activity, this translated into facing an array of pandemic-related disruptions while striving to operate at near-full capacity and in particular, pursuing sound strategies to deepen engagement with customers and continue growth.
In particular, Tabung Haji Contact Centre (THCC) confronted the daunting prospect of serving some 9 million depositors, operating through 123 branches with 10,000 touchpoints nationwide. With increasing numbers of new depositors, customers would call TH for several different reasons ranging from general inquiries, savings accounts inquiries to matters relating to the pilgrimage of depositors to the Holy Land.
Using a platform of smart partnerships and digital excellence, TH is successfully circumventing current challenges, and at scale.
These steps have safeguarded and ensured TH’s customer operation has not been disrupted in any way and that customer satisfaction remains optimal. THCC has been an important engine in managing customer relations and associated operations. To uncover some of the key drivers behind this success, we need to look at ways to elevate contact centre performance today.
“THCC has become the mainstay of TH services that meet the needs, expectations and feedbacks of depositors. The outstanding determination and performance throughout the operation of THCC is in line with the vision and mission of TH” – Datin Normimy Mohamed Noor, General Manager Marketing, Communications & Customer Service Division Lembaga Tabung Haji
Amplifying customer experience
To dive a little deeper into this success story, we need to look back to pre-pandemic times and acknowledge that the critical role that contact centres play in handling customer inquiries, particularly as service, quality and turnaround speeds pose the potential to make or break customer relationships. This is again recently evidenced by a Khoros survey, which notes that 30% of customers said they would stop giving their business to a brand that failed to meet their timeframe expectations.
Handling high volumes of inquiries is a large undertaking in normal circumstances, however, COVID-19 has significantly exacerbated support volume and created labour shortages at many contact centres, businesses are feeling the squeeze.
Taking a few steps back, when TH saw that business had been growing exponentially through the years, resulting in rising call volumes, it made a decision to turn to a specialist whose core competencies included customer management.
The specialist that TH has been collaborating for more than 10 years is TM ONE (formerly known as VADS) to help outsource the Tabung Haji Contact Centre (THCC). TM ONE prioritises its responsibility in upholding service sustainability and that this is assured without any interruption or impact to overall customer experience – even amid crises such as COVID-19.
Buoyed by this partnership, TH has the ability to track and analyse all end-to-end customers’ inquiries, complaints and feedback. These inputs, fortunately, allow TH to continuously improve customer engagement strategies, products and services, thus helping TH to be sustainable, competitive and remain relevant to the market.
Breaking free with digital
Digital solutions when smartly adopted enable organisations to break through hurdles to higher performance. In this instance, TM ONE has introduced Cloud CX Solution to TH to better manage THCC service sustainability.
Cloud CX Solution helps TH to provide insights into the operations, develop strategies in key areas and achieve operational excellence. TM ONE reports that its large volume of interactions generates a massive amount of valuable data, which holds the potential for ongoing business strategies and improvements through predictive analytics.
With this technological tool, THCC enables TH to achieve their business outcomes by staying connected to customers and ensuring satisfaction. This was evident when THCC was successfully re-certified for ISO 18295-1: 2017 (CCC) SIRIM Recertification Audit 2021 and this became an outstanding new benchmark for THCC, drawing respect from other call centres.
Furthermore, TM ONE created a more immersive digital experience for TH’s customers by embracing digital channels and engendering exceptional digital services quality. This results in a harmonious balance of efficient resolution and important empathetic ‘human-touch’ interaction.
THCC also supports TH’s online and digital services initiatives through its THiJARI online platform services, which provides support to depositors, and encourages greater use of online services – a safety factor that is especially in the current COVID-19 pandemic phase.
Another digital advance is the introduction by TM ONE of the AYDAD System, which can be accessed by all branch offices throughout Malaysia from 1 September 2021. The AYDAD System is a web-based application to help THCC and branches obtain information and related services, products and processes. This information will be used by members at the branch office to answer any queries received and the information provided is fast, accurate and up to date. On top of that, the enablement of certain critical functions outside TH’s normal business operations requires a method to effect proper knowledge transfer. TM ONE’s extensive Knowledge Management and Training strategy ensure all contact centre agents are correctly oriented and given a deeper understanding of THCC’s services and customer needs. The consistent use of these strong knowledge management tools across all channels plays a highly significant role in delivering excellent customer experiences.
Today, THCC’s technology and capabilities allow an average of 10,000 voice interactions to be handled every month with 94.3% of customers call picked up within 10 seconds. Callers have a quick, hassle–free accessibility to TH channels, reduces waiting time, which further enhances TH brand image.
THCC’s strategic approach to digital transformation, with the adroit use of technologies and expertise arising from the partnership with TM ONE, now enables an average of 1,700 digital channel interactions to be handled every month with a 100% response rate. With that, TH has resolved 96% of their customers enquiries within the first interaction (First Call Resolution-FCR), resulting in a better experience outcome for customers.
Despite the restrictions due to the pandemic, serving customers remains a priority. The current surge of customers through online channels is aptly handled by THCC, ensuring TH’s business continuity, and delivered with the resilience demanded by this highly challenging period. Most importantly, as confirmed by Customer Satisfaction Index results, TH customers acknowledge that TH service quality remains rated at 100%, which is again essential for driving business growth.
Through the years, by leveraging its technology partnership, TH has adopted innovative contact centre processes and new technology platforms, and has built a robust, resilient and agile platform to circumvent crises. TH has evolved to a fully-fledged customer-first culture, and continues to grow by extend wider support to its external, internal and business partners.
Since the inception of the partnership, TM ONE has proven to be a reliable partner to TH by heightening TH customers’ experience, and meeting over 97% of the contractual KPIs. This collaboration resulted in THCC’s recognition as one of the prime contact centres in the world, drawing multiple accolades and awards from the industry.
For inquiries or more information about TM ONE, please visit www.tmone.com.my
November 30, 2021
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The pandemic caused a seismic shift in our relationship with work. Past location-based practices made way for a remote, employee-centric model. However, with vaccination rates showing a glimmer of hope back to normalcy, how do we move forward with the future of work?
The answer here is clear. In fact, the Microsoft Global Work Trend Index found that over 66% of leaders say their company is considering redesigning their workplaces to suit a hybrid work model.1
Employees share the same aspirations, with over 73% showing interest in flexible remote work options. Consequently, your team must prepare for the hybrid work future.
Managing these demands is mission-critical as over 40 per cent of the global workforce are considering changing jobs within the next year – nearly double the amount from past years.
This situation places a lot of pressure on how you retain and attract talents. To help you, we believe your company should centre decisions across these three main questions:
There is no definite answer on how your company can answer these questions. It differs significantly from each industry and, most importantly, to each unique employee. A robust and enabling employee experience must cover your employee’s entire life cycle.
In this article, we share three best practices from three distinct companies to give you inspiration on how you can tackle these employee experience questions.
“Beyond the pandemic, the overall changing work landscape, in line with the global outlook, and the push towards being more inclusive, point towards a combination of the different work settings to adapt to the different needs of both the workplace and the workforce”2 – Datuk Nora Manaf, Group Chief Human Capital Officer
Maybank facilitated the transition of 82% of its workers to a work-from-home (WFH) setting within days when the lockdown struck. From this experience, Maybank took notice of the several groups of people in its workforce based on their nature of work.
In response to their staff and work nature, Maybank laid out a comprehensive hybrid approach to suit their employees’ lifestyle and career aspirations. This strategy included three main approaches to work:
Maybank seeks to complement these initiatives with new workplace designs and upskilling initiatives to support blended working arrangements.3
Apart from these employee-centric models, Maybank recognised that virtualisation of work could severely impact collaboration and communication.
It becomes easy for us to lose touch with our employees when we rarely meet them in person. As such, Maybank took proactive steps to counter this.
For example, Maybank initiated the Leaders Teaching Leaders (LTL) program, which held virtual sessions for the group EXCO to engage consistently with his employees. In 2020, over 630 sessions of LTL were participated by the Group EXCO.
Maybank shows us that a large corporation in a highly regulated environment does not limit a company to treating its employees with empathy. It recognised the changing demands from employees, and responded flexibly.
Accenture – Prioritising employees’ learning and development
“Our unwavering commitment to inclusion and diversity unleashes innovation and creates a culture where everyone feels they have equal opportunity” – Julie Sweet, Chair and CEO
The growing need for digital skills can sometimes get too overwhelming for our employees. Coupled with the need to balance work, employees can find it challenging to match technology’s pace.
To help their employees, Accenture introduced the Future Talent Platform – a digital upskilling platform. The aim was to ensure that its workforce had the channels it needed to bridge skill gaps with ease and affordability.
This program is highly customisable and provides recommendations for upskilling based on an employee’s role. The platform hosts over 2,400 courses on the Accenture Academy platform and over 8,000 courses from content partners.
In 2021, Accenture reported an increase in training hours by 46% from fiscal 2020 to over 31 million training hours.4 They managed to average approximately 60 hours of training per person.
In addition, since March 2020, the company trained more than 70,000 employees on highly sought-after skills, such as cloud computing and remote collaboration tools.
These initiatives are vital today, where employees may feel threatened by technology replacing their jobs. Investing in our employees shows that we care about their growth and development. In return, companies can ensure they can retain their talents for the long term.
DBS Bank Ltd, Technology as a catalyst for employee engagement
“Conventional wisdom is that it is difficult for a legacy company to transform at scale. So, in embarking on change, some organisations keep the old and new organisations separate. My view is that to drive transformation at scale, you must attack the core — and make it mainstream. Even though it’s daunting, I am a firm believer that one needs to create change in the company-wide culture.”5 – Piyush Gupta, DBS Bank CEO
Keeping employees engaged with their work can be difficult within a remote setting. Communication lines may weaken, and employees may feel disconnected and alienated. DBS shows how technology, when used effectively, can drive coordination, efficiency, and collaboration.
DBS Bank initiated the “TOGETHER” movement to help its employees navigate through the pandemic as a team.6 The bank wanted to make sure that its employees remained connected and engaged by encouraging open communication throughout the pandemic. The three main initiatives of this movement are as follows:
DBS also uses digital tools to encourage transparent communication across the workforce. Digital tools with empathy are a powerful combination. For instance, DBS initiated the “Ask Piyush” to create a direct communication channel to the CEO himself.
Employees can ask questions, comment, and give suggestions to the CEO directly via this digital tool. This channel helps to break the traditional hierarchies and encourages more open communication across the bank. Consequently, such initiatives helped DBS create a conducive environment for its employees to thrive.
1 Microsoft. (2021, March 22). The Next Great Disruption Is Hybrid Work—Are We Ready? Retrieved 28 October 2021, from https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work
2 Lee, J. (2021, July 25). Maybank goes flexi. The Star. Retrieved 29 October 2021, from https://www.thestar.com.my/business/business-news/2021/07/26/maybank-goes-flexi
3 Surviving The Impact of Covid-19: WFH is here to stay, looking more hybrid. (2021, January 14). The Edge Markets. Retrieved 25 October 2021, from https://www.theedgemarkets.com/article/surviving-impact-covid19-wfh-here-stay-looking-more-hybrid
4 Accenture. (2020, October 21). Accenture’s Annual Reports. https://www.accenture.com/my-en/about/company/annual-report
5 “At DBS, we act less like a bank and more like a tech company.” With DBS Bank CEO Piyush Gupta. (2018, October 12). DBS Innovates. Retrieved 25 October 2021, from https://www.dbs.com/innovation/dbs-innovates/at-dbs-we-act-less-like-a-bank-and-more-like-a-tech-company-with-dbs-bank-ceo-piyush-gupta.html
6 Sustainability Report 2020 Stronger Together | DBS Bank. (2021, March 2). DBS. Retrieved 26 October 2021, from https://www.dbs.com/sustainability/reporting/sustainability-report
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“When you love what you do, wonders will happen.” – Suhaimi Sulong
In hindsight, Covid-19 has accelerated digital transformation for better or worst. Nonetheless, not all employees found it seamless to transition into the new digital workforce.
As the dynamic of this new era of work requires employees to be tech-savvy and agile with minimum supervision, on the receiving end, our organisation need to embrace the open culture and look beyond digital tools.
Being the enabler of Malaysia digital transformation, here are three essentials on how we at TM ONE support our employee digital journey.
The battle cry for new ways of working in the digital age must start at the top. At TM, GCEO Imri Mokhtar signalled the company’s digital transformation when he introduced ‘Ini Cara Kita’ to set in motion NEW TM initiatives.
This initiative will equip ‘Warga TM’ with the right culture, talent and necessary skills as we re-invent to catapult TM and TM ONE towards a Human-Centred Technology company.
We had set in stone a talent management framework to support Warga TM, where we will have a one-on-one career conversation and individual development plan with each employee at every level to support their digital journey.
Being the forefront of Malaysia digital enabler, Warga TM is forged with future skills in 5G, Software Defined Networking (SDN), Network Function Visualisation (NFV), IoT, Robotics and AI to act as the national execution engine.
True leaders make leaders, or in our case, ‘Digital Leaders’. TM Elite graduate programme and other leadership programme is structured not only to provide a holistic overview of the new digital era but to hone the next digital leaders. Our employee will get the chance to get involved in high priority projects while being exposed to the new digital workforce culture.
Why does most legacy organisation suffer from slowness and drudgery that come with unnecessary bureaucracy?
And what make start-ups so effective? Was it the bean bag at Google office? The free sneakers and bottomless coke at Facebook? or the unlimited vacation policy at Netflix?
These are part of the perks, but certainly not the differentiating factors. Start-up biggest competitive advantage is their agility. It’s how fast they attack problems and mobilise talent to address client issues without waiting for layers of approval.
Start-up agility often contributed to the employee versatility to take on multiple roles, which required them to understand how other business units function. As most employees have this peripheral vision and ride on the same wavelength, employees are often empowered to take an executive decision, thus trust comes as a natural selection.
Nonetheless, a tayloristic hierarchical structure is needed when an organisation expands to a certain size and often carries the legacy DNA along with it. Just as DNA can mutate and adapt to its surroundings, organisations can model a start-up’s to ‘Agile at Scale’ by adjusting its structure.
‘Ini Cara Kita’ is our cultural statement in addressing the issue.
Like an athlete who needs more advanced equipment to reach new heights, organisations need to equip their employees with the proper collaboration tools to keep up with these new business imperatives; speed to market, mobility and globalisation.
Since the pandemic, platforms like Zoom and Microsoft Teams saw a significant increase in daily meeting participants and daily active users. In fact, both IDC and Forbes see 50% of global businesses expect to increase spending on collaboration software in 20211.
According to a survey done by Harvard Business Review, 63% of 315 respondents rated Cloud and file sync/sharing as the most effective collaboration tools while videoconferencing and content management portals come second at 58% each2.
These services enable integration across departments which supports a more open, trust-based culture. We see varying advantages of supporting employees with these tools, from better work productivity and project management to stronger cross-border networking and employee relationships. Ultimately, the objective is not more collaboration but greater collaboration efficiency.
For an organisation to run successfully, every team member has an assigned role, just like every wolf in the pack has a role to play where each role is crucial to the team success. While entering this new paradigm, organisations need to be cognizant of their employee pace as some will require time to settle in.
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The world of business is seeing an important shift from shareholder capitalism to stakeholder capitalism. 181 CEOs from the Business Roundtable (Association of CEO’s of America’s leading companies) committed to this new approach in the Business Roundtable’s Statement on the Purpose of a Corporation.
For a stakeholder economy to thrive, digital transformation is key. Leveraging the potential of change will not only benefit shareholders but offers new opportunities to employees, customers, government, suppliers and the planet.
Today, we will focus on a key stakeholder, “the employee” and how their experience must take centre stage in all digital transformations (DX). Merely a shift towards serving employees better, can be key to unlocking more DX wins. Asmadi Md. Saleh, Chief Strategy Officer, TM ONE shares with us his view on the 5 key strategies in ensuring a successful Digital Transformation.
Here are five (5) employee experience (EX) dimensions to ascertain a successful digital transformation.
Digitally transformed companies often come out the other end of the change process with renewed capabilities and an economic moat. That’s because executing a digital strategy requires companies to integrate technology platforms and talent into existing business processes.
The latter is harder to build and develop but provides essential support for long-term digital growth aspirations. This is why companies with gaps in skills and expertise either collaborate with key partners or build capabilities in-house. Notably, 44% of top companies are already prepared to spend more on attracting, managing and improving their tech talent pipeline.
For companies with existing capabilities, being able to retrain and upskill employees is a blessing in disguise (reskilling is cheaper than hiring). Treat talent as scarcer than any new technology stack or capital injection and leverage the greatness in people to champion a successful digital journey.
As the industry-wide shift towards digital continues, organizations need to scale up their digital transformation efforts to get ahead. Most CEOs start their digital roadmaps with priority on developing or adopting next-gen technologies. This traditional mindset creates a top-down approach to innovation that only ever looks good on paper. With research suggesting that nearly 90% of all innovation labs, teams or projects fail, companies need to ‘go outside the box’ to rethink and drive innovation success at scale.
A powerful first move must enable the decentralization of creativity and freedom to experiment. Empower every division, department and employee with the willingness to innovate and automate their legacy work processes. Innovation across horizontals, but practiced within governance and compliance parameters, is emerging as a crucial factor for successful digital transformations. As the Marissa Mayer saying goes “when you need to innovate, you need to collaborate”.
With lockdowns closing office doors, the workplace has been forced out of shape and employees are adapting to new ways of work. Several global studies have shown that remote work is a sustainable solution to the overwhelming stress faced by younger generations.
Millennials and Gen Zs are piling into the digital workforce and are bringing along with them, new sets of skills and values that need to be acknowledged. In fact, companies are starting to see the positives of operating a remote workforce, with lowered business expenses being the most prominent. Aiming to build a strong foundation for digital transformation, companies need to prioritize the provision of necessary tools for remote workers. Only with a mobile workplace that is safe, secure and compliant can they thrive and produce results to fuel the digital transformation strategy.
Similar to how customers drive organizations to do better and deliver value, employees are increasingly recognized as stakeholders in the business. We see organisations implementing the same 360o approach of analysing customer engagement in utilising employee data and analytics capabilities. A more robust approach towards improving employee experience will evoke a greater sense of belonging and drive employee retention. Studies have shown that increases in employee engagement leads to better customer service, revenue growth and sustainable business performance. Apart from improving KPIs, treating employees as customers will create an attractive organisation that prioritizes connection and collaboration. Engage in those two-way conversations with employees and the success of digital transformations will come naturally.
Employees are the heart and soul of every organization. It is essential that all organizations envision and map out the employee journey from the point of the interview stage all the up to being an alumni. Better yet, companies now have that golden opportunity to reimagine and redesign those employee touch-points. Organizational silos can now be torn down and replaced with agile remote teams, working towards a common goal. One good place to start is the onboarding process. Done well, new employees are greeted into the company as a whole, not within a departmental island. Aligning individual success to a collective success will help create a community of high performers. Effective nurturing and development of employee journeys will open a floodgate of innovation opportunities and successful digital transformation.
November 10, 2021
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Recent attacks on two major companies in Singapore – real estate group OY Group and Starhub, a telecom provider – were instances of an alarming surge of cyber-attacks around the globe. A mid-year 2021 global report from UK based cybersecurity specialist Acronis highlights that the average cost of a data breach was around US$3.56 million. The average ransomware payment increased by 33 per cent to more than USD100,000.
Covid-19 has further exposed multiple unauthorised excursions into an organisation’s information and processes. It is commonly asserted by experts that a cyber-attack is now a question of when and not if. Despite their best intentions, every organisation is continually at risk and is susceptible to such attacks, warned cybersecurity experts from TM ONE, the enterprise and public sector arm of Telekom Malaysia Berhad (TM), during the CYDES 2021 summit.
With the focus on diving deep into how public and private sectors can strengthen their cybersecurity preparedness, experts from a variety of fields gathered to openly share various insights, tools, tricks and approaches. A common consensus is that complexity is one of the real challenges to effective cybersecurity implementations in today’s hybrid Cloud era. Here are three critical keys to counter cyber security threats.
Securing faster ID authentication
Combining blockchain and biometric recognition offers a more robust and secure method of authenticating a user’s identity, said Rahmah Isahak, Assistant General Manager, Digital Identity Cluster, Innovative Solutions at TM ONE during the summit.
The Covid-19 pandemic has forced more organisations to find ways to complete transactions remotely and enable remote access to systems. As this trend is expected to continue, identity authentication of users is of vital importance to an organisation’s security and to drive seamless operations.
“A blockchain system allows data to be held collectively, which prevents any malicious tampering. Users can register their identity details into this system, and a cybersecurity organisation or service provider such as TM ONE will then ensure that it is impenetrable to hackers,” she explained.
TM ONE offers Blockchain Secure Authentication (BSA) as part of its Cyber Defence Centre’s (CYDEC) Digital Identity pillar, focusing on digital identity protection. It is a password-less authentication technology to avoid credential attacks, a condition when cybercriminals bypass organisational security measures and steal important data. This solution has its use cases in various verticals, such as in banking, financial services and insurance (BFSI), healthcare, social media services and retail sectors.
“Not only blockchain verification is secure, it is also fast. It is able to authenticate users in less than three seconds,” she said. “Combining a system with biometrics will enable the authentication process to be entirely password-less for employees.”
“Biometric technology, such as facial recognition systems, do not require users to memorise passwords. There are many cases in the media that show hackers accessing passwords, whereas biometric authentication helps organisations to sidestep password theft,” she added.
The future of security is automation
The second key highlight was automated cybersecurity systems. “Automation allows IT teams to optimise resources while reducing human error in security responses,” explained Dr Azman Ali, Head of Information Security Services, Professional Services at TM ONE, when he spoke at CYDES.
Automation and increasing digitisation are features that both include and go beyond cybersecurity systems, Dr Azman shared. “Mobile apps, Internet of Things (IoT), Artificial Intelligence (AI ) and automation can be used to replace the repetitive manual tasks as part of the government’s digital transformation efforts.”
“One example of this is data collection in the healthcare industry sector. A vast amount of new personal information is being generated that could potentially help to enhance pandemic handling,” said Dr Azman. He pointed out that: “Digital transformation initiatives will help better manage this huge stream of data and assist in extrapolating actionable insights, but let’s not forget, that this need to be done securely while making privacy a top priority.”
Partnering with cybersecurity experts
Many businesses do not have the required tools and skills to protect themselves in today’s highly complex and rapidly changing threat landscape. In light of this, the option of working with a security partner is rapidly becoming another key solution. TM ONE offers a subscription service that includes world-class tools to uncover vulnerabilities in organisations and, additionally, helps to upskill an organisation’s internal security team.
The cyber squad at TM ONE comprises architects, consultants and analysts. Architects focus on designing security systems, which the consultants help to enhance. Meanwhile, analysts will provide critical security information by continually assessing upcoming threats, explained Dr Azman.
As part of its world-class cybersecurity portfolio, TM ONE provides 16 products, which include identity access, IoT, Cloud, and others, to secure systems from today’s threats and breaches. Global communications firm Telefonica, which works directly with TM ONE as its global Security Operations Centre partner, helps to actively consult and also advises on cybersecurity matters. Leveraging on the expertise of both companies, Malaysian organisations can be assured of fortified cybersecurity solutions to build their cyber resiliency and trust in the digital era.
As experts in Cloud services, TM ONE was appointed as one of the cloud service providers for the Malaysian government in April 2021, said Dr Azman. “TM has played a huge part during the pandemic with its work with healthcare organisations and in creating internet infrastructure.”
Moving forward, connecting the digital dots requires a holistic stance in today’s highly challenging environment, with cybersecurity as a foundational part of the mix, said TM ONE’s experts during the summit. Their positioning of three keys — authentication, automation and assistance – will help organisations to greatly strengthen their cybersecurity preparedness.
TM ONE experts share insights on implementing a Zero Trust approach to guard against new cybersecurity challenges.
Cloud computing enables governments to change how they build solutions for their citizen services. GovTech showcases how governments can move forward with cloud computing.
90% of small and medium businesses in the Asia Pacific increased their reliance on technologies in the search for increased market share, customer engagement, higher employee morale and to enable remote working. Digital leaders achieved 1.8x higher earnings growth than digital laggards – and more than double the growth in total enterprise value. Here are some key points for decision-makers to note.
The transition of Malaysia digital transformation need to be done right. Learn more about MyDigital on how this will impact our civil servants and economy.
Is your cloud execution intelligent enough? Learn more about how Cloud Intelligence holds the key to unlocking business value and driving innovation from TM ONE.
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