ITSMF Malaysia and MindMagine invite you to a free webinar on GITO Innovate, an approach that builds innovation into the daily work of delivering IT services. Sean Low, ITIL Master (Version 5), explains how to move ITSM from gatekeeping to an innovation operating model. Registration is open to ITSMF members and the wider IT community.
Most organisations keep two records of the same IT estate: finance’s asset register and IT’s configuration management database. They rarely agree.
This article shows how IT and finance can turn both into one federated
knowledge lake they can trust, and why change management is where it all starts.
Every few years, organisations launch another restructuring, culture programme, or transformation initiative—only to face the same problems again later. This article explores why capable organisations repeatedly reset without achieving lasting change, uncovering the systemic patterns beneath trust erosion, siloed governance, leadership failures, and disconnected improvement efforts. Through the GITO® Approach, it argues that sustainable organisational improvement begins by seeing the organisation as a connected whole rather than a collection of isolated problems.
The reorganisation was supposed to eliminate silos between Sales and Product. Instead, it created new ones. This article explores why organisational silos are not fundamentally structural problems, but behavioural and cultural ones shaped by incentives, leadership, collaboration, and performance systems. Drawing on organisational design and culture research, it reveals why restructures often become the most expensive way to stay in the same place—and what actually fixes silo behaviour instead.
A leadership offsite can produce alignment, energy, and a brilliant strategic plan — yet still fail to create real organisational transformation. This article examines the strategy-execution gap, why most transformations break down during implementation, and how change management, governance alignment, and ownership determine whether strategy becomes reality.
Most AI programmes do not stall because the technology is wrong. They stall because something in the operating infrastructure was never built.
Some teams perform brilliantly under pressure—until the pressure disappears. This article explores why crisis-driven teams often struggle after delivery, how burnout hides behind urgency, and why sustainable high performance depends on culture, intrinsic motivation, leadership, and recovery—not constant intensity. Drawing on organisational psychology and burnout research, it examines the difference between crisis adaptation and genuine team resilience.
A team with strong relationships, inclusive meetings, and genuine alignment can still fail to make decisions. This happens when harmony replaces accountability, leading to groupthink, deferred decisions, and lost opportunities. This article explains the pattern, its cultural nuances in APAC contexts, and practical leadership interventions to restore decision-making clarity without breaking team cohesion.
Promoting top sales or individual performers into leadership roles often backfires. This article explores the Peter Principle, the promotion trap, and why exceptional individual contributors frequently struggle as managers—leading to team turnover, declining morale, and organisational failure. It also outlines practical solutions to improve leadership selection and development.
A leader who gives consistent, high-quality feedback can unintentionally create a dependent team. Over time, constant evaluation shifts ownership of judgment from individuals to the manager, reducing autonomy and slowing decision-making. This article explores the autonomy paradox, how feedback can suppress initiative, and why leadership success should be measured by a team’s ability to operate independently.
