Embracing Change Changes accelerate in world of e-business By Charles Mak Nothing evolves faster than the field of e-business which means that company managers need to be quick on their feet just to keep up The ambition of everyone who runs a small company is basically the same - to run a much bigger company! If you are in the world of e-business that can sometimes happen much faster than you expect. It is then necessary to be two things at once: the freewheeling entrepreneur who can drive things forward, and the more cautious corporate leader concerned with structures, strategies and long-term sales projections. Peter Yan, chief executive officer of Global e-Business Services Limited (GO-Business), which was established in 2000, has had just this experience. "We are comparatively young even though our parent company, Computer and Technologies Holdings Limited, has a long history in the IT industry," he says. "Our most notable success is a pioneering e-tendering system, which is the only one of its kind in the world, and has enabled us to expand rapidly. We developed a comprehensive electronic platform to offer the government and their suppliers, and it includes customer service hotlines and training for the suppliers. That was a breakthrough and we are now responsible for the operation of the system and customer related matters." Over the past two years, GO-Business has seen a marked increase in its customer base. Besides government bodies like Hong Kong Post, major corporations such as the MTRC, Shui On Construction, Nanyang Commercial Bank and Jones Lang LaSalle have spotted the value of what they have to offer and formed productive new business relationships. In January 2003, the company was granted the government electronic trading services licence (GETS) and, under the brand name "Ge-TS", subsequently started to collect and process various statutory documents by electronic means for more than 60,000 companies. These included trade declarations, certificates of origin and dutiable commodities permits, and the company's aim is now to further the capability of e-commerce in Hong Kong. Business turnover and staff numbers have doubled in the past two years. Mr Yan is confident that the same rate of increase can be maintained and is planning accordingly. "In the next six months, we will actively recruit for technical, sales and marketing, and customer service staff at all levels," he says. "We want to provide more tailor-made services to enhance our customers' operational efficiency." A stronger management team is also being formed to provide leadership and attend to career development strategies. As the company has grown, we have had to ensure a series of smooth business transitions New style "We used to be able to do almost everything ourselves, but have now learned to delegate more and monitor the quality standards and timeframes set for staff," he adds. "As the company has grown, we have had to ensure a series of smooth business transitions and to implement plans which empower the management team as well as the workforce." Changes have been particularly apparent in the broader job responsibilities people have taken on, the quicker pace of work adopted, more diverse methodologies and a greater focus on quality management. Previously the work was concentrated on project development, maintenance and customer service. Now, as the pace picks up, more must be done in a shorter time and the planning process has become more detailed, including both near and longer-term considerations. Business indicators, potential competitors and general market developments must be tracked more closely and a flexible structure created for the company, so that expansion can be accommodated more easily. "To sustain growth, the structure must be right," Mr Yan explains. "Our management team is very stable and the technical support system is well in place, but we must anticipate rather than just maintain." When potential technical problems are spotted, SMS alerts are now sent to the staff responsible and immediate action is taken to prevent any faults occurring. Key performance indicators have also been established to measure progress and achievements. Team tactics In order to further enhance team spirit and cross-departmental cooperation, social activities are encouraged and regular meetings held at which staff can discuss the company's overall direction and development. The administration of HR issues is being handled by an e-HRM system, which was developed by a sister company and has proved highly efficient. "This unique technology has significantly reduced the time needed for managing human resources and will be a significant benefit as we increase staff numbers," notes Mr Yan. "All employees can gain access to the system via the Internet to check that personal information is updated, and one module allows us to carry out performance assessments far more effectively than before." GO-Business is all set for further rapid expansion, but Mr Yan is not yet satisfied. "We can always do better. In this business, speed is everything and to stand still for even one day is the equivalent of going backwards. Success depends on having staff who are dedicated to progress." Then and Now Before Business focus on project development and short-term goals Management team very hands-on in running projects, operations and business implementation No specialised IT system for HR and other administrative functions Limited discussion about how to manage growth Standard measures of company progress After Planning process more complex and for the long term Company leaders must demonstrate management and delegation skills An e-HRM system in place to streamline routine processes All staff encouraged to give constructive feedback Key performance indicators to gauge progress and achievements Focus on creating a flexible corporate structure Improved team spirit and cross-departmental cooperation Taken from Career Times 7 January 2005 Your comments are welcome at [email protected]