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Solutions that adapt technology to
meet your business challenges

Our all-encompassing IT support, strategy and system design team will keep your IT running smoothly 24/7-365.
Streamline your business operations, increase your productivity and boost your bottom line.

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Netsurit Productivity Monitor (NPM) has provided us with immediate insights and reporting to help us identify trends and capacity within the organisation. RSC now has insights, not only into productivity, but also into potential burnout, under-utilisation, and an improved understanding of its company work patterns. All this in a non-invasive way that does not compromise trust.

Andre Vos.Boosting productivity in the time of COVID-19

“They live to the ethos of IT without fuss and they have provided us with extra services, support and project management skills. They were onboarded without fuss, and have added to the stability of the technology build. This base foundation allows me to innovate, which is key.”

Preeban Munian,CIO, Bidvest Automotive

“With reasonable rates and dedicated, understanding and proactive accounts manager, backed up by competent technicians who are always available to assist with our every query and need, we could not ask for a better IT service provider. We highly recommend Netsurit.”

Adrian Faccio (CA) SA,Financial Manager, Giuricich Brothers

“When we decided to improve our IT support model, Netsurit provided an onsite resource half day – Monday to Friday This had a significant impact on the business as it enhanced both response times and General IT support.”

Cas Smit,Office Manager, Galderma South Africa

“Netsurit have assisted us to investigate our current IT environment, define our strategy forward, and the develop a plan to enable us to reach our goals set.”

Peter Willig,Managing Director, Eurolux

“Netsurit has a wealth of experience and has provided the President Hotel with IT tools and solutions to ensure that our vision of being the most technologically advanced hotel in Africa by 2025 is realized.”

Jeremy Clayton,Managing Director, Turnkey Hospitality

Eqstra Fleet Management outsources IT infrastructure to Netsurit

Having the best IT infrastructure helps fleet management company achieve  optimal performance

 

Eqstra Fleet Management has outsourced its entire technology infrastructure to managed solution provider Netsurit, centralising the management and control of its entire network, increasing business efficiency and also freeing up time and money for the company.

The contract includes all desktops, servers, LAN, WAN, and peripheral devices. Netsurit also manages third- party IT suppliers for Eqstra,  and its professional services arm oversees its Microsoft solution stack, including Azure and Office365.

“We have had a long-standing partnership with Netsurit,” says Warren Daniels, Strategy and IT Executive, Eqstra Fleet Management. “Before contracting with the company, we had an in-house IT department managing our desktop and server infrastructure. While the call SLAs were being met, there was still a general dissatisfaction from the user base. Infrastructure maintenance tended to be more reactive than proactive because the team managing the area were always on the back foot and not always up to date with the latest trends and technology.”

“We have had a long-standing partnership with Netsurit,” says Warren Daniels, Strategy and IT Executive, Eqstra Fleet Management. “Before contracting with the company, we had an in-house IT department managing our desktop and server infrastructure. 

Netsurit became Eqstra’s partner of choice because of its strong technical capability and excellent client references. The team is friendly and professional and is always willing to go the extra mile”.

Eqstra’s systems are stable and reliable and, thanks to the level of innovation achieved, moving the business from on-premises to work from home due to Covid-19 had almost zero effect on IT and the business.

One of the most important requirements for Eqstra was an IT platform that would provide the service and functionality to enable the business to focus on its core processes, rather than being hindered by IT issues. Instead of relying on internal IT staff to work through high-volume projects and experiencing downtime while they manage their workload, Eqstra’s IT needs are taken care of a team of specialists who provide a more efficient turnaround.

“In an advanced fleet management organisation like ours, IT is highly strategic and innovation is a key differentiator for us in our market,” says Daniels. “Building the business on a solid base with zero downtime, online tools, and 24/7 support, without breaking the bank, gives us full control without having to physically manage servers and other equipment at your business. Our in-house technology professionals can focus on innovation and strategic initiatives.”

Daniels says Netsurit became Eqstra’s partner of choice because of its strong technical capability and excellent client references. The team is friendly and professional and is always willing to go the extra mile. Acknowledging that no company ever gets it right 100% of the time, he says true character is revealed on those occasions where things don’t go as they should. Netsurit show that character time and time again.

“The number one objective set for Netsurit was user satisfaction measured by our Net Promoter Score (the percentage of customers rating their likelihood to recommend a product or service), which always exceeds 90%, both from end-users as well as IT management,” adds Daniels. “Our user satisfaction levels are well above industry norms and overall maintenance is far more proactive than reactive. Second to that was a very heavily weighted scoring around innovation and delivery of that innovation.”

Eqstra

Leaders need to accept that business agility will be critical in the
post-pandemic world

Forget deep technical competencies for the moment. The new essential organisational capabilities – at least until the pandemic is over – are flexibility (to be able to switch direction), innovation (to meet fresh challenges in new ways), agility (to rapidly respond to changing requirements), and resilience (to sustain the organisation through difficult times).

Let’s focus on agility. Agility involves more than setting up a few teams and telling them to do things quickly. There are skills to develop and tools to prepare, of course, but agility is not about tools, techniques, and teams. Instead, it is about the leaders and managers of the organisation – that’s where agile initiatives succeed or fail.

However, the apparent success of agility in many organisations may be a negative thing: it looks easy and logical and is such an obvious choice that many executives miss its downsides.

Let’s look at the upsides first. The benefits of an agile approach are clear:

  • Rapid response to changing customer requirements – better product quality
  • Customer intimacy – high customer satisfaction
  • High team morale – self-managed teams
  • Increased collaboration – cross-functional teams
  • Fit for purpose teams – focused on results, not outputs
  • Performance visibility – short feedback and measurement cycles
  • Reduced risk – Incremental successes and failures provide risk-reducing options
  • Reduced investment – Incremental investment in what works

This list could prompt executives to rush to agile at scale, but there are downsides too:

  • “Indefinite projects” where the outcome is, as yet, unknown – time and costs are also unpredictable
  • Skill-dependent teams – agile requires a higher level of skills and decision-making from individuals
  • Neglect of documentation – self-documenting processes must be implemented
  • Financing in increments is not easy – most GAAP practices are based on annual cycles

Nevertheless, executives may suggest that the pros outweigh the cons, but the Project Management Institute (PMI) reports that 44% of projects are predictive (waterfall) in nature, and only 30% are agile, while the rest are hybrid. This suggests that there are many projects, indeed many functions, within an organisation that would not benefit from a purely agile approach.

Predictive projects (and functions) are appropriate where:

  • There is a sequential workflow, and where a specific outcome is needed
  • The expected results are predictable and well-defined
  • Processes and results are highly regulated, such as in pharmaceuticals, engineering, and some manufacturing
  • Customers play a limited role in the outcome
  • Intensive documentation is needed

Most organisations have predictive and regulated operations, but there will be some functions and projects that can benefit from an agile approach – the trick is to separate them. Neither will the predictive/agile split be a clean one – there will be flavours of each in all departments.

Perhaps the approach to adopt is a “test and refine” route, as a way of analysing which functions could be moved to agile, and which should remain within the traditional sequential and linear command structure. The test and refine approach is an agile technique, and the first step is to adopt agile thinking in the leadership team.

A quick review:

  • An agile team works closely with customers.
  • The teams break large and complex problems into separate components.
  • They devise solutions for each component by rapidly prototyping and testing and refining their solution with customers.
  • The feedback from their customers is included in the next cycle, and eventually, the separate solutions are combined into a logical outcome.

When leaders adopt agile thinking, they regard various parts of the organisation as their customer. Organisations are more successful where their agile leadership team takes a hands-on and collaborative approach to organisational change. They consult with their internal customers, develop prototype solutions, test them, and solicit feedback – all in short cycles. They concentrate on removing constraints rather than delegating tasks. They focus on staff satisfaction and on results rather than controls and bureaucracy. Finally, they become agile advocates, rather than micro-managers.

A leadership team that has adopted agile thinking will be first to recognise that the final outcome cannot be predicted. They don’t know how many agile teams will result from their efforts, nor do they know which department will be fully agile, and which will adopt a hybrid approach. Neither will they know what bureaucratic and governance roadblocks will be thrown up or uncovered. But because this team has the power to make decisions and change things, t

Terry White, Executive Consutant at Netsurit.

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NPM is a productivity monitoring tool that provides immediate insights and reporting to help you identify trends and capacity within your organisation.

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