5 Tips to Encourage Your Employees to Upskill and Reskill

In a 2020 report by PwC, 74% of CEOs stated they were concerned about the availability of key skills and of those, 32% admitted they were ‘extremely concerned’. To ensure a thriving future, companies are now required to invest in their workforce more than ever, upskilling and reskilling them to prepare them for new ways of working.

Upskilling is the process of improving a current skill set. It’s a vertical growth path towards optimised abilities and potential leadership in a specific field of expertise. On the other hand, reskilling focuses on entirely new abilities, preparing an individual for steering his or her career in a different direction.

There are numerous benefits to upskilling and reskilling, from improving a company´s long-term perspectives, increasing productivity and internal mobility, to ensuring talent retention and bringing new, like-minded talent.

For these efforts to be successful, employees need to be fully on board. It is not enough for companies to assess their needs, design learning paths and enrol employees. Managed incorrectly, both upskilling and reskilling can become complicated processes, met with resistance and can turn ineffective. That is why we have listed 5 tips to encourage your employees to upskill and reskill.

START FROM THE TOP

Higher management does not only have an essential role in establishing a vision for the future of the company and the skills necessary for fulfilling it but is also indispensable when instilling a strong learning culture. Beginning with higher management, the mindset must pervade all layers of the company, onto people managers and down to every single employee.

Lead by example, ensuring that higher management and people managers are engaged in continuous learning. Encourage them to share their experience, their struggles and successes and to encourage their workforce to do the same. Involve the internal communication department and ensure that these messages are disseminated company-wide on a regular basis.

Further on, higher management and people managers can take an active role by participating in mentoring programs or 1 to 1 coaching, strengthening further the reskilling and upskilling strategy you are devising.

Getting management involved through all these means will support the creation of a culture of learning, beneficial not only for supporting a bright future for the company but also for attracting new talent. Younger generations are especially eager to learn and improve themselves and will be more willing to join a company with the same mindset.

MAKE IT ACCESSIBLE AND INTERESTING

Are you aware of the learning format preferred by the workforce in your company? Whether they prefer full days of training or bitesize information, learning onsite or online, it is mandatory to consult them before starting to design learning paths. At Barco, we predict a future of work and, by consequence, of learning and development that is hybrid and blended.

The safest option is to create a flexible 360-degree learning environment, delivering learning content in multiple formats: instructor-led, be it online, onsite or hybrid, but also pre-recorded videos or e-books for individual learning. Make training material available on-demand and mobile-accessible to offer the opportunity to learn whenever convenient.

In live instructor-led training, turn sessions interactive – by using polls and quizzes – and collaborative – by using breakout rooms for teamwork and in-depth discussions. According to LinkedIn 2021 Workplace Learning Report, a staggering percentage of L&D professionals believe that employees who learn together are more successful (91%) and that it helps create a sense of belonging (92%).

OPTIMISE LEARNING JOURNEYS

Once you have conducted research in your company to find out what kind of learning journeys your employees would like, then designed and rolled out the upskilling or reskilling programs, you will need to constantly track, measure and optimise.

Constantly review learning paths and register progress. Ask for regular feedback from both trainers and trainees by establishing several checkpoints along the journey.

According to the same report by LinkedIn, in the UK, 43% of L&D professionals are using different methods to determine how satisfied employees are with learning programs, including qualitative feedback, surveys, talent retention rates and company mobility rates.

Education technology can be of tremendous help, providing data and analytics of engagement, attention and interaction with the training material and other participants. The number of online courses completed and business metrics (deals closed, customer satisfaction, leads generated, etc.) before and after training as well as productivity increase can prove especially useful.

Assessing learning journeys and optimising them will make learning easier and more effective, and support talent acquires new skills or improve existing ones at a faster and more enjoyable pace.

INCENTIVISE LEARNING

Incentivising employees is part of any company´s internal strategy. It helps employees feel more motivated, productive and valuable. That is why incentives should not be missed in the overall strategy for upskilling or reskilling workforces.

But what kind of incentives could be offered? Financial incentives or in-kind rewards can definitely prove useful but there are many other ways to show appreciation.

Gamify learning and give achievement badges or certificates that can easily be shared on LinkedIn or on internal social channels. Make sure you have top achievers put into the spotlight by their managers in team meetings, by higher management during regular company meetings or during end-of-the-year events.

Lastly, you can even feature them in internal campaigns in newsletters, interviews and articles to support that culture of learning so necessary in nowadays´ successful companies.

PROMOTE WELLBEING

Increasingly uncertain times can take a toll on everyone´s mental health. When your workforce is worried about the stability of their job or the health of their loved ones, upskilling and reskilling can be more difficult and take longer. They remain crucial undertakings at both organisational and individual levels. How can L&D improve its employees´ capacity to learn?

Apart from creating a general sense of stability and calm regarding the future of the company and of their jobs, in what concerns wellbeing, Dr Guy Champniss, Head of Behavioural Science at engagement consultancy The Creative Engagement Group (CEG) advises to stay hydrated, get good sleep, eat healthy and manage stress.

Involve internal communication and HR and drive wellness campaigns. That can range from a regular newsletter with tips and tricks encouraging a healthy lifestyle, to more complex undertakings such as (virtual) yoga classes or workshops on stress management.

All these activities can improve your workforce´ ability to acquire new knowledge and will make your learning paths shorter and overall, your upskilling and reskilling efforts more effective.

BARCO WECONNECT SUPPORTS YOUR UPSKILLING AND RESKILLING EFFORTS

Barco weConnect supports the upskilling and reskilling efforts of your company. Our virtual classroom software solution is suitable for both remote and onsite training, hence perfect for flexible training. It offers a front-row experience to all participants, enabling fast and effective information acquirement. Participants can share content, break out in working groups, vote in polls and respond in quizzes. They will enjoy an engaging, interactive experience, across any device.

Furthermore, the data and analytics provided by our solution will help you adjust pedagogical methods, optimise future classes and consequently, enhance the upskilling and reskilling outcomes needed for securing a bright future for your company.

Register now for one of our demo sessions or read more about how the Barco weConnect virtual classroom solution can enable successful learning experiences in your company.

Jan van Houtte is the Vice President for Barco’s Learning Experience business unit. He works towards helping enterprises, business schools, and universities with the digitalisation and transformation of their training and education programmes. Jan believes in the power of technology to help faculty and trainers to increase engagement in their courses and trainings and to enable new and transformational use cases. Before leading the Learning Experience business unit, Jan held multiple product management positions in Barco and Philips.

Singapore-Australia Forge Green and Digital Shipping Corridor

Australia and Singapore have begun conversations regarding potential areas of collaboration in green and digital shipping, hence, a Singapore-Australia Green and Digital Shipping Corridor will be established by the end of 2025.

This development is consistent with the Green Shipping Cooperation initiative outlined in the Singapore-Australia Green Economy Agreement, which was signed in October 2022 by Singapore’s Minister for Trade and Industry, Gan Kim Yong, and Australia’s Minister for Trade and Tourism, Don Farrell.

This collaboration is being led by Australia’s Department of Infrastructure, Transport, Regional Development, Communications, and the Arts (DITRDCA) and Singapore’s Maritime and Port Authority (MPA), a Statutory Board under Singapore’s Ministry of Transport (MOT).

These agencies are collaborating closely with port operators, appropriate governments, and marine and energy value chain players on both sides of the Atlantic to galvanise action to decarbonise and digitise the shipping industry. DITRDCA and MPA intend to begin by identifying areas of common interest and partnership to minimise carbon emissions in the maritime industry through coordinated initiatives.

This includes developing low- and zero-carbon fuel supply chains, as well as greening port services and shipping operations to speed the development and adoption of green marine fuel sources. Collaboration would also entail the discovery of digital shipping solutions to promote effective port calls and the flow of products, as well as paperless handling between the ports of Australia and Singapore, all of which would assure system interoperability.

Given Australia and Singapore’s extensive cross-border trade, this collaboration is an important step towards determining how both partners can take a worldwide leadership position in streamlining their shipping routes to test and trial green and digital solutions. This highlights the critical role of international cooperation in decarbonising shipping and the maritime economy.

Collaboration supports environmental sustainability by embracing green shipping practices such as using cleaner fuels, optimising routes, and decreasing emissions, lessening the industry’s impact on climate change and maritime ecosystems.

Digital technology provides for more efficient fleet management, route optimisation, and real-time monitoring, leading to fuel savings, lower operational expenses, and increased profitability for shipping businesses.

Digital solutions improve overall efficiency in areas such as logistics, supply chain management, and cargo handling by streamlining operations, automating procedures, and enabling data-driven decision-making.

Collaboration in digital and green shipping makes it possible to use advanced safety measures like remote monitoring systems, predictive maintenance, and better cybersecurity procedures to protect assets, crew, and cargo.

Acting Prime Minister Lawrence Wong said that Singapore and Australia are very important in making the area a place of stability and growth. To stop international rules from falling apart and regional blocs from forming, it is important to keep and improve multilateralism.

He also said that both countries can keep a rules-based system by taking an active role in making global digital trading rules and norms for international trade.

Australia and Singapore have a lot of strategic trust in each other, so their projects can be used as models for wider regional cooperation. By making deals about the digital and green economies and setting new rules for trade in these areas, they can go beyond bilateral agreements and help the whole region.

The collaboration helps bring about stability and growth, which is good for Asia’s future. Singapore and Australia can help keep the region stable and growing while staying true to their shared values and interests if they work together and take an active role.

India’s Mission MAHIR Advancing Power Sector Tech

The Ministry of Power and the Ministry of New and Renewable Energy have launched a National Mission to identify emerging technologies within the power sector and indigenously develop them on a large scale. These technologies will be deployed domestically and internationally.

The collaborative National Mission, titled the Mission on Advanced and High-Impact Research (MAHIR), will facilitate indigenous research and development, and demonstrate cutting-edge technologies in the power sector. Its focus is to identify emerging technologies and advance them to the implementation stage. By harnessing these technologies as the key drivers of future economic growth, the Mission aims to establish India as a global manufacturing hub.

Scheduled to commence from the fiscal year 2023-24 and continue for an initial period of five years until 2027-28, the Mission will adopt the technology life cycle approach, progressing from the conceptual stage to the development of a final product.

The Mission has identified eight specific areas for focus. These areas include exploring alternatives to Lithium-Ion storage batteries, adapting electric cookers/pans to align with Indian cooking methods, developing green hydrogen for mobility through high-efficiency fuel cells, advancing carbon capture technologies, harnessing geothermal energy, enhancing solid-state refrigeration systems, utilising nanotechnology for electric vehicle batteries, and promoting indigenous technology for CRGO (Cold-Rolled Grain-Oriented) materials.

The key objectives of the Mission are as follows:

To identify emerging technologies and areas that hold future significance in the global power sector. It will then undertake the indigenous end-to-end development of these technologies.
To establish a common platform for stakeholders within the power sector to engage in collaborative brainstorming and synergistic technology development. It will facilitate the smooth transfer of technology by devising effective pathways.
To provide support to pilot projects involving indigenous technologies, particularly those developed by Indian start-ups. It aims to facilitate their commercialisation and widespread adoption.
To leverage foreign alliances and partnerships to expedite research and development in advanced technologies. It seeks to build competencies, capabilities, and access to advanced technologies through bilateral or multilateral collaborations, promoting knowledge exchange and technology transfer.
To nurture and scale up scientific and industrial research and development efforts within the power sector. It aims to create a vibrant and innovative ecosystem that supports research and development activities.

An Office Memorandum to this effect has been issued. The Mission will be funded by pooling the financial resources of the two ministries and the Central Public Sector Enterprises under them. In case there is a requirement for additional funding, it will be mobilised from the government’s budgetary resources.

The Mission will have a two-tier structure – a Technical Scoping Committee and an Apex Committee. The Technical Scoping Committee (TSC) will identify ongoing and emerging research areas globally, recommend potential technologies for development under the Mission, justify the techno-economic advantages, provide research outlines, and conduct periodic monitoring of approved research projects.

TSC will survey and identify ongoing and emerging areas of research on a global scale and provide recommendations to the Apex Committee regarding potential technologies to be considered for development. The TSC will also carry out periodic monitoring of the approved research projects.

Meanwhile, the Apex Committee will deliberate on the technology and products to be developed and approve the research proposals. It will approve the research proposals, monitor progress, and look into international collaboration.

Once research areas are identified and approved by the Apex Committee, the Mission will invite proposals for outcome-linked funding from companies across the world. The selection of proposals will be based on Quality cum Cost-Based Selection (QCBS) criteria. The Ministries’ organisations may also collaborate with the selected research agency to co-develop the technologies. The intellectual property rights (IPR) of the developed technology will be shared between the government and the research agency.

New Material Boosts Efficiency of Next-Gen Ceramic Fuel Cells

ANSTO has collaborated with scientists from the Tokyo Institute of Technology in studying a promising proton conductor for advanced ceramic fuel cells. Recently published in Communication Materials, a research team led by Prof Masatomo Yashima highlighted the exceptional properties of a newly discovered hexagonal perovskite-related oxide called Ba2LuAlO5.

The material exhibited remarkably high proton conductivity without requiring any additional chemical alterations. Molecular dynamics simulations were employed to uncover the underlying mechanisms behind this phenomenon. These valuable insights could potentially lead to the development of safer and more efficient energy technologies.

Prof Max Avdeev, the Neutron diffraction group manager at ANSTO’s Australian Centre for Neutron Scattering and a co-author of the paper, explained that proton conductors are being considered as an alternative to oxide fuel cells for next-generation fuel cells.

The research team at Tokyo Tech, with whom ANSTO has a longstanding collaboration, successfully discovered and characterised a promising new material. To gain insights into the proton transport mechanism and enhance the material’s conductivity, molecular dynamics simulations were conducted using ANSTO’s computing cluster. This knowledge is crucial for further improvements and the development of new compositions in this field.

Scientists worldwide are actively engaged in the development of energy technologies that are environmentally friendly, safe, and highly efficient. Fuel cells have emerged as a particularly promising solution for generating electricity directly through electrochemical reactions, garnering attention since the 1960s.

Nevertheless, conventional fuel cells based on solid oxides suffer from a significant drawback: they require high operating temperatures, typically exceeding 700 °C. In contrast, protonic ceramic fuel cells (PCFCs) utilise specialised ceramics capable of conducting protons instead of oxide anions. This distinctive feature allows PCFCs to operate at substantially lower temperatures, typically ranging from 300 to 600 °C.

However, the current knowledge base includes only a limited number of proton-conducting materials that exhibit reasonable performance.

During their research, the team specifically investigated compounds with a significant number of intrinsic oxygen vacancies when they made the discovery of the new conductor. Through experimental analysis of samples, they observed that this material exhibited remarkable proton conductivity within its bulk at low temperatures, without requiring additional chemical modifications like doping.

By employing molecular dynamics simulations and conducting neutron diffraction measurements, the researchers determined that the oxide had a substantial capacity to absorb water due to its abundant intrinsic oxygen vacancies. The higher water content played a crucial role in enhancing the material’s proton conductivity through various mechanisms.

The electricity market is undergoing a crucial transition, with renewable and clean energy technologies becoming increasingly vital. Australia recognises the significance of innovation in clean energy technology to sustain economic prosperity and contribute to global emission reduction efforts.

The Australian Government is actively supporting clean energy innovation in research, development, demonstration, and deployment. As a participant in Mission Innovation, a global initiative for advancing clean energy technology breakthroughs, Australia is leading the development of a ‘mission’ focused on clean hydrogen. This mission aims to lower hydrogen production and usage costs throughout supply chains.

In addition, the government has invested AU$ 1.4 billion in the development of reliable renewable generation and storage solutions. This investment encompasses various initiatives, including support for the advanced expansion of the Snowy Hydro scheme.

Moreover, funds have been allocated to the construction of the Marinus Link, which is the second interconnector across the Bass Strait. This interconnector is crucial for transforming Tasmania’s ambitious Battery of the Nation vision into a tangible reality.

STOU and APU Collaborate for Future Research and Development

The Asia Pacific University of Technology & Innovation (APU) and Sukhothai Thammathirat Open University (STOU), a state university with a royal charter in Thailand have announced a collaborative initiative. This joint effort aims to establish a dedicated team that will focus on facilitating cross-border research, offering financial support for conferences and grants, fostering partnerships with industries, creating a robust ecosystem, and providing mentorship and assistance in research and development (R&D).

The Memorandum of Understanding (MoU) will enable APU’s Digital Learning Hub and STOU to collaborate on research initiatives within the framework of the United Nations Educational, Scientific and Cultural Organization (UNESCO) Chair partnership. This collaborative effort will be led by the Director of APU’s Digital Learning Hub and the UNESCO Chair Lead.

The aim is to foster a growth mindset among its students, encouraging them to think innovatively and embrace entrepreneurship. The institution aims to prepare students for employment in a rapidly changing global business and technology landscape.

Both higher education institutions will work together to create specialised programs that promote a culture of collaborative research and an environment that encourages students and faculty members to collaborate on joint outputs, including conferences and papers published in international journals.

Through the collaboration, the staff members from both institutions will engage in collaborative research, particularly in the field of Artificial Intelligence (AI) applied to “Teaching and Learning.” This collaboration is expected to yield joint research papers that contribute to advancements in the field. The partnership with STOU is seen as an opportunity to elevate the research endeavours of APU to new heights, becoming a source of inspiration and aspiration for future goals.

STOU, addressing concerns related to emissions and sustainability, not only collaborates on verifiable initiatives but also takes measures to offset its emissions. The partnership with APU is valued by STOU as it aligns with their commitment to a sustainable future, according to STOU Acting President.

Meanwhile, APU Vice Chancellor expressed excitement about the collaboration, emphasising the use of technology to enhance accessibility and equity in higher education. The joint efforts will focus on creating innovative solutions that enable learners from diverse backgrounds and locations to achieve their academic goals.

The two parties also discussed a partnership for the upcoming International Conference on Digital Business, Society, and Economy (ICDBSE) in 2023. Organised by APU in collaboration with STOU (Thailand), Chitkara University (India), and the bbw Hochschule-University of Applied Sciences (Germany), the event will take place on 24 and 25 October 2023, in Kuala Lumpur, Malaysia.

With a strong emphasis on technology, the aim is to gather global experts and enthusiasts to share their ideas, research findings, and insights regarding the impact of digital technologies on business and society.

A diverse range of keynote speeches, presentations, and panel discussions will be featured and will delve into various aspects of the digital business and social landscape. Topics of exploration will include the influence of technology on innovation, entrepreneurship, governance, and ethics.

The signing of the Memorandum of Understanding (MoU) was conducted by the Acting President of STOU and the Vice Chancellor of APU. The ceremony was witnessed by the Acting Vice-President for Academic Services, Cultural Preservation, and International Affairs of STOU and the Deputy Vice Chancellor of APU.

The ceremony was also attended by the Head of International Affairs from STOU, the Senior Director of Administration and Human Resources from APU, and the Senior Lecturer/Programme Manager of the Digital Learning Hub from APU.

Exclusive! Succeed in The Digital Era with Cloud Communications

Cloud communications have revolutionised collaboration, enabling seamless interactions, enhanced teamwork and improved customer engagement. Leveraging cloud-based communication tools empowers companies to overcome geographical barriers, optimise operations and explore untapped growth opportunities.

Cloud communications offer significant advantages over traditional methods. Firstly, they provide scalability and flexibility, allowing businesses to easily adapt to changing communication requirements. Secondly, they are highly agile and cost-effective, whether it involves adding new users, expanding to new locations or integrating with other business systems.

One of the key benefits of cloud messaging is its ability to integrate multiple communication methods into a unified platform. Voice calls, video conferencing, instant messaging and email can all seamlessly work together, enabling workers to collaborate and communicate from any device, at any time, and from anywhere. This integration enhances efficiency, promotes teamwork, and facilitates informed decision-making.

Companies gain access to advanced tools and features through cloud communications, including intelligent call routing. This feature ensures that incoming calls are directed to the most appropriate person on the team, leading to improved customer service and reduced wait times.

With interactive voice response (IVR), call queueing and personalised greetings, businesses can provide exceptional customer experiences that feel professional and tailored to each individual.

Seamless integration with customer relationship management (CRM) systems allows for the smooth flow of information, empowering agents with access to client data and enabling them to deliver highly personalised service.

By leveraging all these capabilities, businesses can enhance their overall communication efficiency and deliver a better experience to their customers. These features ensure that every interaction with a customer is handled efficiently, enhancing customer satisfaction and reinforcing a positive brand image.

The OpenGov Tech Day on 8 June 2023 at The Westin in Jakarta, Indonesia was a high-level workshop for decision-makers to explore the latest trends and benefits of cloud technology across Indonesia’s public sector, business, education, financial services and healthcare sectors.

Opening Remarks

Mohit Sagar, CEO & Editor-in-Chief, OpenGov Asia acknowledges that Cloud communications play a vital role in the digital era, enabling seamless communication and collaboration in technology-dependent organisations. “Innovative Unified Communications as a Service (UCaaS) solutions prioritise collaboration, integrating various tools into a centralised platform for enhanced productivity.”

Cloud communications offer feature-rich solutions with intuitive interfaces, facilitating easy adoption and delivering user-friendly experiences. They encourage broader adoption within organisations by providing simple implementation and streamlined processes.

Mohit believes that a user-friendly and intuitive user experience (UX) is crucial for driving the adoption of cloud communications within organisations. By prioritising intuitive UX design, organisations can remove barriers to entry and increase adoption rates, resulting in enhanced productivity, seamless collaboration, positive user feedback and user empowerment.

“Intuitive UX designs simplify onboarding and usage, increasing adoption rates among employees and stakeholders,” he further explains. “These designs offer user-friendly interfaces and streamline workflows, making it easy for users to start using cloud communications tools.”

They also improve productivity by streamlining tasks and reducing complexity. Features like drag-and-drop interfaces, contextual menus and customisable layouts empower users to work efficiently and focus on their tasks rather than struggling with the technology.

Seamless teamwork is made possible through an intuitive user experience that offers a suite of user-friendly communication and collaboration tools. Real-time messaging, seamless file sharing, and presence indicators elevate teamwork, empowering employees to effortlessly connect, share information, and collaborate with utmost efficiency.

A good user experience (UX) leads to positive user feedback, which in turn increases user satisfaction. Satisfied users are more inclined to advocate for the adoption of cloud communications solutions within their organisations, fostering wider acceptance and greater uptake of these tools.

According to Mohit, intuitive UX empowers users by providing them with the ability to tailor their communication and collaboration experiences. Through a range of customisation options, personalisation features and user-friendly settings, individuals can modify cloud communications tools to align with their specific preferences and work styles.

Cloud-native platforms are crucial for organisations to achieve rapid innovation in the digital era. These platforms enable agile development and deployment of new features, allowing organisations to quickly adapt to market demands.

The agility and flexibility required to scale solutions based on demand are provided by cloud-native platforms. These platforms also support the development of user-friendly interfaces and workflows, enhancing the overall user experience. Additionally, integration and interoperability with other cloud-based applications and services enable seamless collaboration and facilitate a smooth transition to cloud-native solutions.

In addition, video-first solutions are essential for enhanced communication, offering high-quality video conferencing, visual and blended multi-modal communication, and support for transformation projects. They adapt to the needs and preferences of different worker generations, driving effective collaboration and project outcomes.

In cloud communications, architectural extensibility plays a crucial role in meeting future requirements. It benefits service providers by fostering innovation and competitiveness, while also empowering third-party developers to create custom solutions that cater to specific needs. Additionally, architectural extensibility allows for cost-effective scalability for organizations, ensuring adaptability to evolving communication needs and providing a future-proof infrastructure that can grow and evolve alongside technological advancements.

“Cloud communications solutions need to meet both current and future prerequisites to enable successful implementation and adoption,” Mohit elaborates. “By addressing present needs and being adaptable to evolving requirements, these solutions enhance communication, collaboration, and productivity while remaining flexible to emerging technologies and changing business landscapes.”

Meeting current prerequisites is vital for a smooth transition to cloud communications. Solutions should align with existing infrastructure, integrate seamlessly with other systems, adhere to security protocols, and be user-friendly. By meeting these prerequisites, disruptions are minimised and organisations can ensure a successful implementation.

Cloud communications solutions must also adjust and adapt to changing requirements over time. Technology and business needs are constantly evolving and solutions need to be flexible and agile.

“By incorporating new features, technologies, and standards, these solutions can meet future requirements and keep pace with emerging trends,” Mohit concludes.

Welcome Address

Nathan Guy, Head of UCaaS, Asia Pacific, Zoom, highlighted the findings of a survey indicating that businesses globally made substantial technology investments during the pandemic, underscoring the importance of understanding customer and employee requirements.

However, despite this recognition, finding the right approach remains challenging, as the need for flexibility in technology stacks becomes crucial in the face of constantly evolving circumstances and ongoing economic uncertainty.

“The question of whether the future workplace truly brings improvement for teams and customers is an important one. At Zoom, we believe it does,” Nathan says. “But to be successful, there are three key areas that must the addressed.”

Firstly, evolving collaboration and productivity frameworks are crucial to keeping up with the changing dynamics of work. Secondly, fostering better personal connections within the workplace helps create a positive and engaged environment. Lastly, meeting the updated expectations of both customers and employees is vital for success.

A report highlighted the significant financial investment of S$15 billion per week in technology during the pandemic, emphasising the need to establish a strong foundation in the technology stack to gain a competitive advantage for the future, Nathan reveals.

Moreover, the future needs of a hybrid workplace must embrace Technology Infrastructure, Flexibility, Communications and Collaboration, Emotional Well Being, and Training and Development.

Voice is considered the foundation of digital transformation, Nathan observes, serving as a natural bridge between the physical and digital realms. “In an increasingly connected world, voice engagement should be at the core rather than the periphery. IP Voice offers affordability, ubiquity, and high-quality communication, making it a crucial aspect of cloud-based voice strategies.”

Voice remains critical for future work, both in terms of customer and employee engagement, and businesses continue to invest in this growing market. Organisations report improved engagement, increased productivity, and enhanced collaboration through the adoption of advanced customer service applications.

According to Nathan, legacy collaboration infrastructure is being replaced by cloud communications to meet the needs of hybrid and remote work. The integration of various collaboration features, including messaging, meetings, conferencing, team chat, and content sharing is crucial for enterprises’ digital aspirations.

A collaboration platform is built on core technology, offering communication and collaboration solutions tailored to different industries and departments. Zoom has invested significantly in AI to enhance the collaboration experience. Ultimately, the focus is on serving customers and helping them thrive in the new era of work.

Customer-facing teams face various challenges that need to be addressed. By empowering these teams to become subject matter experts, organisations can provide customers with personalised and enhanced experiences.

Nathan reiterates that the goal is to bring product innovation together into a comprehensive solution that powers the modern workday for knowledge workers and teams, while also enabling better collaboration with external customers to drive business growth.

This encompasses employee collaboration, starting from checking calendars, chatting and emails in the morning, to meeting collaboration, casual collaboration through huddles, and concluding with phone calls. Similarly, customer collaboration includes marketing events, webinars, sales processes, and overall customer experience, all accessible through a single interface.

The focus is on maximising Customer Lifetime Value through the synergy between employee experience (EX) and customer experience (CX).

“While customer service leaders recognise the importance of consistently delivering good experiences, only a third of customers feel that customer service organisations are improving,” Nathan shares. “Losing a significant percentage of customers due to bad experiences can severely harm a business.”

Studies indicate that customer expectations have risen over the years, making it crucial for businesses to shift quickly and excel in CX. This highlights the challenge of meeting customer needs in an uncertain environment while facing resource constraints.

Nathan spoke about a Global CX Excellence Report which identified six pillars of CX excellence: personalisation, trust, minimising customer effort, meeting expectations, resolution and empathy. “Meeting these customer expectations requires holistic thinking and cross-team collaboration.”

The six pillars of CX excellence identified by the Global CX Excellence Report are personalisation, trust, reducing customer effort, meeting expectations, resolution, and empathy, Nathan has also stressed. Personalisation, empathy, and minimising time and effort are among these that are particularly important. It takes cross-team cooperation and comprehensive thinking to meet these client expectations,” says Nathan.

Jayraj Nair, Customer Experience Lead-ASEAN, Zoom acknowledges that to redefine and transform the CX and EX, it is important to address the challenges of siloed teams and disconnected tools. According to reports, a total experience approach is vital and 60% of large enterprises are expected to adopt this by 2026.

To deliver consistently good customer experiences, it is essential to bring together employee productivity and CX strategies. By combining these two elements effectively, businesses can create a harmonious and seamless interaction between the company and its customers, resulting in enhanced customer satisfaction.

Organisations that provide a total experience, connecting employees and customers, are projected to outperform competitors in satisfaction metrics by 2024.

Employee productivity refers to the efficacy and efficiency with which employees carry out their duties within an organisation. When employees are productive, they can provide customers with superior service and support, ensuring that their requirements are met promptly and satisfactorily.

Similarly, CX strategies involve the planning and execution of initiatives designed to improve the overall consumer experience when interacting with a company. This includes personalised communication, streamlined procedures, user-friendly interfaces and effective problem resolution.

Zoom offers a comprehensive CX + EX platform that seamlessly integrates employee and customer experiences, says Jayraj. This unified experience is made possible by leveraging the end-to-end capabilities of the Zoom platform, allowing customers to access the desired functionality from the cloud when and where they need it.

“The introduction of the Zoom Contact Centre is seen as an exciting innovation that drives loyalty and retention through prompt and personalised customer interactions,” Jayraj explains. “With Zoom handling the heavy lifting, organisations can focus on their employees and customers.”

Closing Remarks

Nathan expressed his gratitude for the participants’ valuable time and their active participation in the Lego-building exercises. He also acknowledged their insightful comments, which added depth to the discussions.

He reiterated the importance of prioritising customer service and stressed the need to consistently provide a positive experience throughout the entire organisation. By maintaining a customer-centric approach, businesses can build strong relationships, foster loyalty, and achieve long-term success.

Nathan shared that Zoom has transformed from a simple application into a comprehensive platform and highlighted the significant business value that comes with utilising Zoom’s diverse range of solutions. These include Zoom Phone, telephony, team chats and meeting rooms that offer businesses a holistic communication and collaboration experience, enabling seamless connectivity, efficient team communication, and productive meetings.

“These solutions can be integrated and readily used for immediate benefit,” he confirmed.

In addition, Nathan emphasised the importance of each step in developing a customer experience strategy. This includes incorporating web chat, video, phone capabilities and other relevant tools. The focus is on providing the right tools to serve both internal and external customers, to enhance the user experience (UX) and customer experience (CX). By aligning these experiences seamlessly, businesses can ensure that interactions with customers are efficient, effective and ultimately satisfying for all parties involved.

Mohit acknowledged the significance of technology partnerships in driving innovation, accelerating development and fostering success across various industries.

By collaborating with external technology partners, businesses can access specialised expertise, leverage cutting-edge technologies and combine resources to create innovative solutions and stay competitive in the rapidly evolving market landscape.

These partnerships enable organisations to tap into a broader ecosystem, unlocking new opportunities and facilitating growth in their respective industries. Moreover, having access to new consumer segments, geographic regions, or industry verticals, technology partnerships offer opportunities for market expansion.

By combining concepts, research, and development efforts, partnering with technology experts can expedite innovation. The pooling of resources, talent, and perspectives frequently accelerates the development of innovative products and services.

“Partnerships can play a crucial role in helping businesses penetrate markets more efficiently by leveraging existing networks and gaining access to a larger client base, “Mohit concludes. “This allows for accelerated market entry, increased brand visibility and enhanced market reach, ultimately contributing to the growth and success of the involved companies.”

Unveiling Singapore’s Digital Connectivity Blueprint

Singapore’s Minister for Communications and Information, Josephine Teo, unveiled Singapore’s Digital Connectivity Blueprint (DCB), which establishes the orientation for Singapore’s digital connectivity’s next frontier.

Singapore’s Infocomm Media Development Authority (IMDA) partnered with a cloud computing company to launch a Joint Innovation Centre (JIC), a first-of-its-kind in Southeast Asia and appointed 18 high-potential tech professionals as SG Digital Leaders under the SG Digital Leadership Accelerator.

The Blueprint was created in collaboration with the Advisory Panel on Digital Infrastructure, which is co-chaired by Dr Janil Puthucheary, Singapore’s Senior Minister of State, Ministry of Communications and Information, and other industry partners. It outlines strategic priorities and moves into new frontiers to stay ahead of the curve.

Reports cited that Singapore will continue to invest ahead of demand and plan holistically for the whole digital infrastructure stack, including hard infrastructure, physical-digital infrastructure, and soft infrastructure, to guarantee that the digital infrastructure is future-ready.

The nation is committed to staying ahead of the competition by expanding digital connectivity to provide better lifestyles and new opportunities for people and businesses. Hence, Singapore will increase its focus on the following strategic priorities:

Provide enough capacity for underwater cable landings to double in the next ten years.
Within the next five years, build seamless end-to-end 10 Gbps domestic connectivity.
Ensure digital infrastructure has world-class resilience and security.
Create a roadmap for the expansion of new Green Data Centres and push the sustainability envelope.
Increase the use of the Singapore Digital Utility Stack to broaden the benefits of smooth digital transactions.

Also, Singapore will make movements in more fledgling and frontier areas to capitalise on future opportunities:

Push for a Quantum-safe Singapore within the next ten years.
Lay the groundwork for widespread autonomy.
“Green software” to reduce heightened computing by establishing a nascent ecosystem for sustainable software.
Use Low Earth Orbit satellite services to enable creative solutions in critical industries.

The Blueprint lays a solid foundation for Singapore to achieve better opportunities, stronger trust, and empowered communities.

In addition, Tan Kiat How, Singapore’s Senior Minister of State, Ministry of Communications and Information, met with the 18 Singaporeans designated as SG Digital Leaders from 16 companies. This is part of IMDA’s initiatives to develop Singaporean leaders in the ICT ecosystem for leadership roles in the digital economy.

The SG Digital Leaders are founders of high-growth tech start-ups, executives at large corporations (MNCs), and inventors creating world-changing technology. These executives come from a variety of backgrounds, lead regional teams, and have experience in Artificial Intelligence (AI), Machine Learning (ML), data, software, and engineering.

The JIC will provide exclusive access to the latest tech showcases and demonstrations, innovation methodology for successful adoption and deployment, and workshops for design thinking, among other things, to inspire corporates and public sector organisations to accelerate industry innovation and support the growth of promising start-ups.

Modern digital infrastructure is critical to Singapore’s growth and prosperity. Businesses and consumers may access information and services more easily with improved connections, boosting innovation and economic competitiveness.

Process automation and digitalisation increase efficiency and production while decreasing expenses while smart city solutions improve resource management and overall quality of life. A well-developed digital infrastructure ecosystem attracts investments and encourages digital economy growth.

Data-driven decision-making gives policymakers more authority. Singapore’s emphasis on contemporary digital infrastructure positions it as a digital age global leader prepared for long-term growth and development.

India Bridging the Digital Divide with Nationwide 4G/5G Services

The Union Cabinet, chaired by Prime Minister Narendra Modi, has approved the third revival package for the Bharat Sanchar Nigam Limited (BSNL), which encompasses the provision of 4G/5G spectrum through equity infusion. The package for BSNL amounts to a total of IN 890.47 billion (around US$ 10.7 billion), according to a press release. BSNL is a central public sector undertaking (CPSU) headquartered in New Delhi. It operates under the Department of Telecommunications.

The authorised capital of BSNL will be increased from IN 1.5 trillion (US$ 18 billion) to IN 2.1 trillion (US$ 29.4 billion). The revival package will enable BSNL to become a stable telecommunication service provider with a primary focus on delivering connectivity to the most remote regions of India.

The spectrum allotment for BSNL brings a range of benefits and opportunities for the company. With this allocation, BSNL will be able to offer nationwide 4G and 5G services, bridging the digital divide in the country. It will enable BSNL to extend 4G coverage to remote villages as part of various connectivity initiatives. Additionally, the company will be able to provide Fixed Wireless Access (FWA) services, delivering high-speed internet connectivity. Moreover, BSNL will have the capacity to offer services and spectrum for Captive Non-Public Networks (CNPN), catering to specific organisational needs.

In 2019, the government gave its approval for the initial revival package for BSNL/MTNL. The package amounted to IN 690 billion (US$ 8.3 billion) and played a significant role in addressing the challenges faced by BSNL/MTNL, ensuring the stability and continuity of operations.

In 2022, the government approved the second revival package for BSNL/MTNL, which amounted to IN 1.64 trillion (US$ 19.8 billion) and encompassed various provisions to strengthen their financial position and operational capabilities. The package included financial support for capital expenditure (capex), viability gap funding for rural landline services, financial support for de-stressing the balance sheet, and the settlement of Adjusted Gross Revenue (AGR) dues. Additionally, the merger of Bharat Broadband Network Limited (BBNL) with BSNL was also part of the package, aiming to optimise resources and improve overall efficiency.

As a result of the two revival packages, BSNL has experienced a positive turnaround in its financial performance. Starting from the fiscal year 2021-22, BSNL has managed to generate operating profits, marking a significant achievement. Furthermore, the total debt of BSNL has reduced from IN 329.44 billion (US$ 3.9 billion) to IN 222.89 billion (US$ 2.6 billion).

BSNL has witnessed remarkable growth in the home fibre segment, with a consistent increase in new connections. Currently, BSNL is adding over 100,000 new connections each month. As of May 2023, the total home fibre subscriber base of BSNL stands at 3.088 million. The revenue generated from home fibre services last year amounted to IN 20.71 billion (US$ 250 million).

Telecom technology is a critical domain with only a few global providers offering end-to-end solutions. In line with the Prime Minister’s vision, India has successfully developed its own 4G/5G technology stack. The deployment of this indigenous technology has already commenced, and after a few months of field deployment, it will be swiftly rolled out nationwide on the BSNL network.

June 9, 2023

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