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.
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.
![GITO® Governance – The Shared Compass of Organizational Alignment [Free Webinar]](https://mindmagine.com/wp-content/uploads/2026/08/fiqih-alfarish-N3Bf0ArT5J0-unsplash.jpg)
Missed the live session? The full recording of GITO® Governance: The Shared Compass of Organizational Alignment is now available to watch on demand. Hosted by ITSMF Malaysia and MindMagine, the session features Senior Consultant Kevin Dutton, an ITIL® Master (Version 5), unpacking how governance can align strategy, risk and delivery instead of slowing them down.
A promising innovation project with real market potential spent fourteen months trapped in approvals, reviews, and governance delays — only to lose the opportunity, the employee behind it, and the competitive advantage. This article explores how organisational governance systems unintentionally suppress disruptive innovation, why the most transformative ideas face the strongest resistance, and what organisations must change to balance risk management with innovation speed.
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.
IT and digital transformation leaders across Malaysia are invited to a complimentary session examining how GITO® Governance repositions governance as a strategic enabler rather than a compliance burden. Hosted by ITSMF Malaysia and MindMagine, the session features Senior Consultant Kevin Dutton, an ITIL® Master (Version 5) with three decades of international ITSM experience. Registration is free and seats are limited.
This is not a criticism of the strategy documents. It is an observation about an organisational capability gap that the documents themselves cannot close.
Shadow IT, the use of unauthorised technology tools at work, has been a governance challenge for two decades. Shadow AI is its more consequential successor, and the stakes are higher for a specific reason: these systems do not just store or transmit data. They process, generate, and in some cases retrain on it.
Most AI programmes do not stall because the technology is wrong. They stall because something in the operating infrastructure was never built.
