Our Products

ME-Tech Solution, throughout its inception, has taken a conscious effort to build its Intellectual Property (IP) by developing innovative web and mobile applications.
	MySMS4Free – Mobile Advertising Platform MySMS4Free.com (www.mysms4free.com) platform let’s registered members send an SMS and MMS to any mobile number in the in Malaysia or other supported foreign mobile operator for free. MySMS4Free is 'ad sponsored SMS & MMS' platform. The advertisements we send with each SMS/MMS are what pays for the SMS/MMS fees.
	Mobile Download Platform E-Commerce Platform for Telco and Content Providers to sell downloadable mobile content or services via the web. Include a central content administration module which allow business user to update and package mobile content directly. Business users can strategize campaigns and promotions, and execute them quickly and to become the leader in the competitive mobile data market space. The Mobile Download Platform is equipped with open connectivity to integrate with various content provider systems, as well as to various telco infrastructure applications.
	Online Travel Platform E-Commerce Platform is for the transportation, travel and hospitality industry to sell travel products like airline tickets, hotel rooms, tour packages and others on the web. The Travel Platform provides the fastest time to market in creating a web storefront to sell multitude of travel products. The Travel Platform has prebuilt connections to major travel wholesalers, Global Distribution Systems (GDS), CRS, and 3-D Secure credicardt payment gateways. It offers multi-lingual and multi-currency support allowing it to address the needs of customers across the globe.
	EasyCIC - Contact Interaction Centre EasyCIC delivers comprehensive business interaction tracking and helpdesk functionality in an easy to use and cost efficient system to cater for customer service and help desk environments. It supports various key functionalities such as email integration, service level agreements (SLA), escalation rules, group calendar, integrated knowledgebase and many more features to ensure the efficiency and effectiveness of customer service groups.
	EasyDMS - Document Management System EasyDMS manages physical documents and electronic documents in a virtual storage space, yet can easily and securely be accessed from any web browsers. Designed and engineered to ensure documents remain secure and access can be controlled at the document, user or group level. EasyDMS also come with an extensive workflow engine to facilitate document processing flow requirements in most organizations.
	EasyCMS - Content Management System EasyCMS is our complete Web Content Management System (WCMS) to dynamically manage website content, based on open source technology. Developed on top on EasyDMS framework, it inherits the EasyDMS's security and robustness. Our WCMS also come with a flexible templating engine allowing business users to create their own content templates. The content publishing workflow is controlled by the flexible, yet secure workflow management system.
	EasyPMS - Project Management System EasyPMS provides a single web based project management platform for companies to manage many any kind of projects, whether IT, business plan, events, or other internal initiatives. The web based feature allows everyone anywhere can participate directly in the system ensuring accuracy and up-to-date information. It provide support to multiple concurrent projects, tasks, and resource. The EasyPMS is able to support critical milestones, Gantt Chart and other project management concepts.
ME-Tech Solution also resells leading products to complements it end-to-end service offerings.  ME-Tech Solution is very selective is carrying 3rd party products and services.  We believe in the innovation and value-add, and before we propose these following products, we are very sure that these products are able to provide extreme business and technical value to our clients.
	SiteCelerate - Web Acceleration and Delivery Optimization Systems With multiple proven installed bases, these Web Acceleration systems provides a massive boost in performance of any web applications and web sites. Expect bandwidth savings of 70% -95% and performance increases of 30%-1000% within a day of installation.
	Fatwire Content Server – Enterprise Content Management System

Drawing vs driving. Why you can't lead like Steve Jobs

There has been much written and said recently about the life and contribution of Steve Jobs.

There is no doubt that he was a remarkable person and that he led the charge to redefine how everyday people interact with technology. He saw things that didn't exist and drove them to reality.

He was a great example of how intense fervor, focus and attention to detail can achieve phenomenal results.

There is a lot to admire about the man.

But should we seek to emulate him?


Steve Jobs' leadership style is well known.

It would serve no useful purpose to highlight it in detail, but let's just say that it flew in the face of much of the excellent material on Leadership available today from authors such as Patrick Lencioni, John Maxwell, Marcus Buckingham, Jim Collins and a host of others.

So who is right?

Both. Depending on the results you want to achieve. 

Steve Jobs was a "driver".  He pushed, cajoled, and micromanaged every detail of each new product in an industry where creating magic was necessary to keep ahead of the hoards who were working just as hard to catch up, if not overtake Apple.  To make it more interesting, the 'magic' infused in every product quickly faded as user expectations demanded the next big thing. 

It is not an easy industry to be in.  Steve's passion, innovation and intensity allowed him to turn Apple into a world leader.

But being on top in this space is a fleeting achievement.

The battle never stops.

It is measured by the results of the next quarter. And the one after that, and the one after that.

I would suggest that for the majority of us in leadership, "driving" is not the style of leadership we need to be successful.

Steve could drive others to follow his vision because Apple was his company.  He was the CEO and had both position and authority to be involved in every detail of Apple, no matter how small. He could make up the rules as he went.

Not many of us are in that position.

Not many of us are in an industry that lives or dies by current quarter results.

Instead, we need to take a longer term view of building our organization and look beyond the short term results.

We need to cast the vision, and draw people along.

From out in front instead of pushing them from behind.

Instead of "driving"people to achieve our objectives, we are "drawing" people along to achieve their best results.

We are building people and relationships, not just products.

We are building a legacy.

We are making a lasting difference.

We are creating long lasting value in our organizations, and the people we interact with.

So where do you start?

I've mentioned a few authors who have excellent material on this type of leadership.  John Maxwell's new book - The Five Levels of Leadership is an excellent place to start.

There is much we can learn from the genius of Mr. Jobs.  He was a master presenter and I've adjusted much of my presentation style to adapt to his elegant simplicity. 

But I am not going to take on his leadership style with my team.

How about you?  What style of leadership works for you?

Library as "Technology Center"

I have been preoccupied with ebooks of late as I look back over the postings here.  But that isn't all that we are working on here at HPL.  As a child of the Cold War era, a regular theme for me when thinking about modern library service is "proliferation".  Proliferation of formats, proliferation of technology, and proliferation of confusion and need for training in both areas.  Not only do the library staff need constant updates to skills and knowledge, but patrons come in with a huge variety of questions about technology.  How are we going to deal with the enormous variety of new "things"?  How will we as a public library remain relevant and not only relevant, but maybe even become indispensable?

Right now we do a ... fair job.  Our problem is that since the situation arose incrementally, it was addressed incrementally.  'Incremental" in this case means "haphazard".  So now we have one department checking out laptops, another dealing with public computers, another dealing with faxes and copies, and everyone dealing in their own fashion with tech gadget questions.  The result is that from the patron's side, one gets hit-or-miss service.  This is no one's fault, it is just how it has evolved.

I think one way that we can overcome this is that we could become not just an information place, but a technology center.  If you Google "library technology center" you get results from library websites talking mostly about public-use computers.  The computers you use at the library to check your email, your Facebook, or to play games or even sometimes do some research.  But that's not the only function needed.  In fact, it's probably not even the most important function needed any more, though it remains essential.

This is what "Technology Center" is to most libraries.

What is needed, I think, is a one-stop place where a patron can come and get any library-oriented tech-related issue addressed.  The whole gamut from faxing a document to downloading an ebook; from searching and applying for a job to whiling away an hour or two on a flash game.

The concept is much broader than just a "computer lab".  It would be a place in the library where the services and "things" the library offers could be matched with the  patron needs or with the "things" owned by the patrons who come here seeking whatever it is they seek.

It would be a place staffed with people expert in the use of electronic library services.  Not quite a public "help desk", but close.  Not a place to have your equipment repaired, rather a place to get answers for technical questions regarding your favorite technology tools as they relate to what the library offers, be it as simple as WiFi or as in-depth as a specialized research database.

Can it be done?  I see no reason why not.  Now is the time to plan.  We have the tools scattered all about.  We have the people and we have the need. 

Resistant to change? Or saturated?

Years ago, my bright, brilliant, beautiful wife looked me in the eye and said "I know what's wrong with you!"

If you have been married any length of time you know I had just encountered the mother of all questions that there is no right answer for.

If I start my response by denying there is anything wrong with me, I am sunk.

Image: MS Office Imagebank

If I start listing the things I know ("I sneak chocolate bars at work") then I am probably sunk, since there's a good possibility that she isn't talking about my chocolate bar habit and then I've just given her more ammunition for a future discussion.

So I do the smart thing and say "Really? What might that be?" then get ready to settle in for a long discussion. 

The kind you don't dare act as if they are not important.

Even if they are at midnight.

So here I was, ready to be enlightened, and she says:  "Your problem is that you thrive on change!"

There it was.

It didn't seem like a such a big thing, and my chocolate bar secret was safe.

But the way she said it made it sound like it wasn't a particularly good thing.

One of the key responsibilities of a leader is to identify the direction a team or organization needs to go, and them implement the changes necessary to make it happen.

In our world, changing for the right reasons is a very good thing.  It keeps us gainfully employed.

But my discussion with my wife brought out the other side of change that every leader needs to consider.

The changes you bring into an organization impact real people... some of which have a much reduced capacity for change than you do.

For some people (and organizations) there is such a thing as too much change, too soon.

People become overwhelmed.

They start resisting your efforts.

If there are any mistakes made during the implementation of the changes (and there always are), they become amplified and used as reasons why people can't do their jobs.

And it can all come back to you.

It's been said that if you are working to bring change into an organization and you don't encounter any resistance, you are not changing the right things.

While I have found this to be profoundly true, there is a corollary to this rule.

If all you are getting is resistance, then perhaps you are changing too much.

Before you undertake any change initiatives, be sure you understand your organization's capacity and tolerance for change. 

You need to adjust the pace of change to get the best results in the shortest period of time.

But do it based on a pace set by your organization, not necessarily your personal capacity for change.

If the pace set by your organization is too slow to be competitive in the market, or to achieve a time sensitive strategic objective, then you may have to work on another area of change first - the one Jim Collins in his book Good to Great describes as "getting the wrong people off the bus, and the right people on the bus".

But that is a subject for another post.

How about you?  How tolerant is your organzation for the right kinds of change?

How have you dealt with a change resistant group?  Leave a comment!

And don't worry.  Your chocolate bar secret is safe with me.