At the recently concluded Public Sector Chief Information Officer Convention and Exhibition (CIO Convex) 2016 in Malaysia, Mr. Mohit Sagar, Editor-in-chief at OpenGov moderated a debate on the contentious issue of BYOD (Bring your own device). The strong arguments on both sides presented serious food for thought.
The proposition: 'Malaysia should have a favourable policy on BYOD'
Mr. Gerrit Bahlman, Director of Information Technology, Hong Kong Polytechnic University, Hong Kong and Mr. Thillai Raj T. Ramanathan, Chief Technology Officer, MIMOS Berhad, Malaysia were speaking for the motion.
Arguing against the motion were Mr. Glenn Ashe, Former GCIO Attorney General Department, Australia and Mr. Ganesh Kanagarajah, Head, Strategic Products and Services Governance, Group IT PETRONAS Risk Management Division
For the motion- Mr. Ramanathan
Mr. Ramanathan took the floor to make the case in favour of the motion. He listed several points, based on his experiences, supporting the idea of a favourable BYOD policy:
- It helps to attract and retain talented millennials who are comfortable working on their own devices, anytime, anywhere.
- Employees take better care of their own devices, installing and updating security software. Physical theft/loss has also been seen to go down with BYOD.
- BYOD saves costs for the organisation.
- Employees use a wide variety of applications, which might bring better platforms for collaboration and innovation to the notice of senior management.
Against the motion- Mr. Kangarajah
Mr Kangarajah presented several arguments against adopting BYOD:
- Will the organisation bear liability risk for unlicensed products? If consumer grade products are used for enterprise work, it might violate licensing agreements. There’s a high probability of that happening if consumers are permitted to use their own devices.
- BYOD presents huge potential for distraction at work. What if staff spend increasing amounts of time on social media?
- The IT department would have to support a wide range of devices with different standards, operating systems and applications, increasing overheads and complicating support.
- BYOD could hamper work-life balance.
For the motion- Mr. Bahlman
Productivity perspective: Mr. Bahlman stated that for the millennial generation there’s no separation between work and life. BYOD would enhance productivity for them, allowing them to manage their personal affairs, while working.
Security perspective: Employees might use their own device irrespective of guidelines. It might be better to allow it, regulate it and provide a work environment on the device to ensure security.
Against the motion- Mr. Ashe
Mr. Ashe questioned the proposition itself, asking who or what is the BYOD policy favourable for? Is it favourable to the Malaysian government, the employees working for the Malaysian government?
He admitted that BYOD has a role to play in today’s workplace. But serious thought is required before going full steam ahead with it. He brought up security concerns and said that it was essential to protect data assets. It would be important to have a structure in place before embarking on the BYOD journey.
For the motion- Mr. Ramanathan
He said that there is no longer much difference between enterprise and consumer devices. And BYOD enhances communication and boosts collaboration. So what is of benefit to employees is beneficial for the Malaysian government as well. And he said that technology rightly implemented can take care of security concerns. You can easily create a sandbox on the phone and wipe that if the device is lost.
Against the motion- Mr. Kangarajah
Does BYOD actually reduce cost? If staff is company issued devices, from a vendor, the company knows the cost and can manage the cost. But with BYOD, you will need a whole bunch of administrative controls to monitor the devices, prevent data leakage. Also, what happens if a device is lost or it breaks down, maybe due to work related issues.
For the motion- Mr. Bahlman
Critical data should not be present on the devices in the first place. If it is not, then the question of administrative controls does not arise.
All data must be classified. Non-sensitive data, which might be bulk of what some employees are dealing with can be stored on own devices without adding to risk.
BYOD might be more expensive in the short-term because systems and services would have to be re-designed from the ground-up, to ensure that important data is protected. But it is an investment which will pay off in the long run. Successful implementation of a secure BYOD environment demonstrates a commitment to understanding your data.
Against the motion- Mr. Ashe
There might still be mixing of personal and work data on staff’s own devices, notwithstanding best efforts. If an Ipad is lost, the IT department might want to wipe it clean remotely. But what f the employee doesn’t want because he/she has valuable personal material on it.
Conclusion – A consensus
By this time, views seemed to converge, though the debaters were supposed to be on opposing sides. Strong policies are required and policies cannot be created reactively, on the fly. Also, policies by themselves might not be enough. Constant monitoring is required.
BYOD implemented the right way can enable delivery of internal services with flexibility and agility, enhance productivity, collaboration and innovation.
The debate was not over yet!
The debaters appeared to have moved to the side in favour of the motion. When Mr. Sagar asked the audience, composed of officials from the Malaysian government’s digital agencies, if they supported a favourable BYOD policy for the Malaysian government, the answer was a resounding Yes.
But there were a coda yet to come.
Mr. Sagar asked the audience if they would be okay with the IT department in their organisation installing applications and implementing security controls on their personal devices, there were more than a few NOs heard from the audience. They were not willing to relinquish even partial control over their devices.
Like many other aspects of digital transformation, it is clear what needs to be done, in theory. But it is about people at the end of the day. That has to be kept in mind for practical implementation of any policy or strategy and that would be the crucial difference between success and failure.
The global spread of COVID-19 has been a disaster of unparalleled proportions. Not only has it halted the world economy, but it has also made even the most optimistic leaders reconsider how soon things would return to how they were before the outbreak.
Even as the pandemic disrupted businesses and services around the world, a sudden and dramatic increase in internet consumption was observed. Businesses had to shift to digital communications and tools as the key medium for maintaining productive and interesting relationships with their many stakeholders – internal and external.
While the private sector was quicker to alter procedures in the early phases of the pandemic, the public eventually successfully adapted and innovated to continue citizen service delivery. Of course, early on, most governments rapidly put into place digital communication and emergency response platforms.
By allowing users to access their data and applications from any internet-connected device, cloud computing expands the scope of digital transformation beyond simple technology adoption to encompass a comprehensive redesign of all related procedures, resources and user interactions.
The cloud and digital transformation are now inextricably linked. Organisations across the board need to adopt a cloud-first strategy if they want to ensure the longevity of their operations and realise their transformation objectives.
Most organisations and agencies have benefited from the digital change, but some industries are behind the curve. To keep up with the fierce competition in their industries, they must guarantee the reliable operation of the cloud communication platforms that serve as a direct line of contact between the organisations and their consumers and aid in the promotion of their offerings.
The OpenGov Breakfast Insight on 25 November 2022 at M Hotel Singapore provided Singapore’s public, education, financial and healthcare sectors with the advantages of the most recent cloud technology.
Simplifying Things via Cloud Communication
Mohit Sagar, CEO & Editor-in-Chief, OpenGov Asia believes that the cloud has transformed the way organisations communicate, cooperate and carry out many other critical business and service functions.
Cloud communications are voice and data communications solutions that organisations employ to manage cloud-hosted applications, storage and switching.
“Cloud communications services are becoming an increasingly intrinsic choice for organisations looking to streamline their operations and enable their remote workforces to stay connected and productive,” observes Mohit.
Cloud communications enable organisations to interact with their employees and customers over many channels, including email, audio calls, chat and video. All of these leverage internet-based connectivity to minimise faulty connections and lag in communication.
This communication model has become the go-to option for addressing the growing need for efficient internal communications in the hybrid workplace. As numerous workers are returning to the office, and for many of those who have remote work capabilities, hybrid work arrangements are swiftly becoming the new standard.
Organisations are figuring out ways to make hybrid work as interesting and effective as they can. Leaning into what is working, changing what is not working and adapting as lessons are gained are the first steps in creating an effective hybrid strategy, work environment, and culture.
Employee access to the system from anywhere on any device is the need of a mixed work environment. Regardless of the apparatus they are using or their location, employees need to be able to connect to the system.
“User-friendly features in cloud communications make it simpler for staff to become used to the technology,” Mohit explains. “Up until now, better work-life balance, more effective time management, control over working hours and location, prevention of burnout and higher productivity have been the main benefits of hybrid work.”
Having the appropriate tools to be productive at work, feeling less a part of the organisation’s culture, poor cooperation and relationships, and disturbing work processes are some of the biggest obstacles to hybrid work.
Apart from the initial expenditure, virtual meetings result in reduced expenses because of the decline in maintenance and transportation costs. Moreover, integrations of cloud telephony enable companies to place and receive calls from any device that is connected to the Internet.
This means that cloud communications can potentially maximise resources for organisations. Procedures, implementation and adaptability can all be accelerated with a cloud communications strategy, which also offers limitless high-volume information transmission.
According to Mohit, cloud communications must have robust security components to ensure compliance with data privacy laws and the security of all stakeholders. “To assist in safeguarding data in the cloud, emerging cybersecurity tools should also be taken into account.”
These include Artificial Intelligence (AI) for IT Operations (AIOps) and Network Detection and Response (NDR). Both programmes gather data on the security and stability of cloud infrastructure. After data analysis, AI notifies administrators of any unusual behaviour that might represent a threat.
Ultimately a well-thought-out cloud communication strategy with strong security features can serve organisations and gain a competitive advantage in an increasingly digital landscape and VUCA environment.
According to Lucas Lu, Head of Asia, Zoom, if communication fails to give the greatest possible experience, everyone suffers – from employees to consumers to investors. And neglecting to address this essential avenue has ever-worsening implications.
Organisations are going through some significant changes, he explains. The first is in the general business environment. Organisations are under tremendous pressure to boost efficiency, adapt fast as competition rises and keep up with the rapid pace of innovation and technological advancements.
This problem is becoming even more pressing because of economic uncertainties. Furthermore, solving these problems requires effective communication between consumers, prospects and staff.
The workforce is likewise seeing a paradigm shift. People desire the option of remote employment and are asking for the cutting-edge equipment and communication systems they need to do their jobs.
HR managers concur that a high-performing workplace’s future requirements would include collaboration, regular communication and a mentorship culture between managers and teams. “You run the risk of losing the ‘War for Talent’ if you don’t deliver,” Lucas asserts.
With every new tool and software that is made available, communication becomes more difficult and complex. Employees, clients and potential consumers are just a few of the stakeholders who have preferences and expectations about how, when and where they conduct business.
Due to this, many businesses choose their battles carefully when it comes to facilitating communication. They follow a variety of routes, including:
- Maintaining already-established systems that are deemed adequate
- Making use of the fundamental, built-in communication capabilities that are provided with other software packages, even if they don’t entirely satisfy the organisation’s demands
- Using different approaches based on the circumstances. You might, for instance, employ one communication tool for internal cooperation and another for clients, investors, and outside events
“All these strategies are meant to provide organisations with fundamental communication,” says Lucas. “These methods provide some flexibility, but they also change the environment for prospects, employees and consumers. People are compelled to alternate between various options based on their needs as a result.”
This causes unneeded annoyance, rework, expenditures and misunderstanding. Employees may feel alienated and impatient. Customers’ interactions with the brand are disorganised and unprofessional. And various instruments frequently make business slower.
In this uncertain business environment, organisations that can move beyond basic communication into universal communication have extraordinary potential. They can develop intuitive connections to all parties, employees, customers and investors, regardless of location, technology or business activity.
This will be accomplished by integrating the individual and organisational connection demands that will result in a) Delivering a consistent and quality experience for all participants, b) Making human connection effortless, and c) Enabling rapid innovation to maintain relevance.
These results may:
- Satisfy both the primary business requirements and the consumers’ expectations
- Redirect internal resources from managing communications to new services and capabilities; and
- Increase the marketability and perceived agility within the organisation and in the market.
An organisation’s reputation is directly related to the quality of its communication services. In addition to the fact that employees, clients and customers can work remotely, those returning to the office do not t want to compromise on the at-home office environment to which they have grown accustomed.
Organisations must adapt to this new hybrid environment to guarantee that everyone receives high-quality service regardless of circumstance or location. Expectations are simply greater and it is unacceptable if a session fails due to dropped participants or subpar audio or video.
“With Zoom, you may use a top-notch infrastructure that is specially made to prevent failures to safeguard your company from communications disruptions. You eliminate a work-limiting unpredictability risk by doing this,” Lucas says confidently.
When communications are down nowadays, it is impossible to conduct business. Hence, organisations may provide a controlled experience by enabling their staff to work without being concerned about the underlying technology. Additionally, they can analyse the underlying cause of any problems in their surroundings and take preventative measures.
With this, employees can concentrate on their work without unneeded interruptions or ambiguity and will have faith that the communication solution their organisation has deployed will work as planned.
“Partnering with Zoom enables quick innovation to keep up with the times. You can take advantage of a constant flow of fresh features that correspond to actual user requirements,” Lucas says. “Moreover, by frequently communicating with their support group, organisations will rapidly realise what is possible.”
Fireside Chat: How to Prepare for the Transition to the “Cloud Culture”
Geetha Gopal, Head of Infrastructure Projects Delivery and Digital Transformation, Panasonic Asia Pacific believes that every day, new technologies emerge and the culture of change is driving a paradigm shift for which an organisation must be prepared.
“As the COVID-19 outbreak rocked the world and we were unsure of what to do, our investments in technology became our strength,” says Geetha.
As the trend toward digitisation of remote work transforms the traditional office culture, a cloud culture has evolved. Likewise, cloud computing has become a competitive advantage for these organisations.
Every step toward better efficiency in the manufacturing sector increases competitiveness. Because of this, the industry’s embrace of cloud communications has become a crucial turning point. Cloud communications have changed the game for manufacturing by enabling increased efficiency while lowering IT expenditures.
“Cloud computing is the future, and organisations are successfully transitioning from the traditional office culture to the cloud culture,” Geetha says firmly.
Streamlining operations using scalable technological solutions for essential tasks and process optimisation not only helps reduce costs but also frees up time for businesses to devote to value-adding endeavours.
This is crucial now more than ever as operations teams struggle to keep up with the quickening speed of product and investment strategy development being observed among clients.
The new service-focused, client-centric operating model for investment operations will be made possible by technology, data and scalability. Organisations need to realise that the greatest way to prepare for the future is to create it as they deal with this period of constant innovation.
As a result, operations leaders who are taking steps to redesign, reinvent and adapt their operations may ultimately be in a stronger position.
Geetha emphasises that collaboration, communication and connectivity are crucial for success in today’s work environment. The key to maximising these contacts is digital communication. “For efficient communication and productivity, your company primarily depends on specific systems, platforms, and applications.”
More organisations are understanding the enormous advantages of migrating their systems to the cloud as technology continues to progress. In addition to allowing organisations to remain relevant in a competitive market, innovation plays a vital role in economic growth. Innovations are required to solve key problems.
One of the tactics that may be employed to save money while maximising organisational resources and extending communication skills and reach is advance planning.
An advantage of cloud communications for aiding staff members in a hybrid workforce is the reduction in time spent travelling to the workplace. Employees can save time travelling with the hybrid model simultaneously offering the chance to be more productive.
Despite the importance of enabling technology, it is the human workforce that will not only execute the organisation’s digital transformation strategy but also ensure its long-term success.
Guaranteeing that personnel are up to the task, however, needs not only technical training but also a radical transformation in thinking and decision-making.
It is important to focus on organisational culture by changing the management programme and making concerted efforts to close the gap between the internal aspect and employees.
Organisations that are unable to develop and achieve new goals that will assist their employees and business to thrive are those that are unwilling to alter existing practices.
“The pandemic can no longer be an excuse or the reason – remote work is here to stay. If we want skilled employees then we need to concentrate on their needs – we must empower our employees,” Geetha concludes.
Lucas believes that every problem has a solution since most organisations fail to connect their strategy to their innovation objectives. “Change is a constant process, and what we say today might leave a legacy tomorrow. Any plan for digital transformation, in our opinion, must be built around digital innovation.”
The road of digital transformation must involve a competitive advantage that can only be sustained by introducing innovations and contemporary methods if it is to stay modern and please clients with cutting-edge goods and services.
For every change, there is a call for managerial backing to be successful and transformative. Zoom is happy to discuss how digital transformation budgets differ from traditional business or IT budgets to meet the demands of any organisation.
Lucas believes that cloud computing is transforming not only how many organisations access and store data, but also how many of these businesses run. It provides greater protection, flexibility, data recovery, minimal to no maintenance and ease of access.
“Although many people used to hesitate the cloud computing, they have now realised how important it has become to organisations,” Lucas has observed.
Mohit believes that changes in computers and how technologies are distributed are altering the ecosystem, especially for those who work in a hybrid environment. He encourages delegates to start establishing a strategy to utilise the cloud’s benefits for their businesses and services. “Organisations should determine the types of cloud services for which you require solutions, then meet with cloud service providers to determine the best long-term match.”
Both public and private organisations benefit from the adaptability, efficiency, scalability, security, improved collaboration and cost savings that cloud computing offers. “The COVID-19 pandemic has accelerated cloud adoption, but it is anticipated that cloud computing is here to stay, especially since hybrid work assumes a central role,” Mohit concludes.
The public sector across the world is undergoing the most extensive digital transformation ever. The urgency with which citizen services must be updated and improved during the previous two years is a direct result of global events. Moreover, the expectation for instantaneous, significant, and individualised digital experiences has also been increased by the epidemic.
As a result of the pandemic, governments have had to rethink services with more innovation and creativity to meet the increased need for faster time-to-value structures that are more agile and collaborative. On the other hand, many organisations in the public and nonprofit sectors felt pressured to improve their digital services to meet rising expectations.
Singaporean government agencies have done an excellent job of providing citizens with cutting-edge, trustworthy digital services in the fields of healthcare, education, and social support. These agencies provided residents with seamless service by utilising cutting-edge digital tools and services such as telemedicine, intelligent chatbots, mobile apps like TraceTogether and distance learning.
While there is still a way to go in transforming many offline services, there is much potential to innovate and provide residents with more user-friendly services. When looking for government services, citizens do not want to fill out numerous forms and browse multiple websites. People have come to anticipate a level of service that is both consistent and easily accessible via the internet.
It is becoming increasingly apparent that government agencies need to better use innovative digital tools and platforms to foster more strategic and all-encompassing community interaction. While this transition is underway, efforts are being made to make sure that those folks who are not technologically savvy are not left behind.
The OpenGov Breakfast Insight on 23 November 2022 at the M Hotel Singapore provided the most up-to-date information on how government agencies may develop seamless, personalised, citizen-centric digital experiences.
Digital Government Provides Simple, Secure, Citizen-Centric Services
According to Mohit Sagar, CEO and Editor-in-Chief of OpenGov Asia, the ultimate test of digital government success is the importance of simple, seamless and secure citizen-centric services.
Adopting a human-centred strategy for every step of the digitalisation process, making sure that the citizens were served with compassion rather than being overly thorough when digitalising every analogue process cannot be overstated.
“We must strive for human-centeredness in our digital government by incorporating service journey mapping and reimagining services and processes along the way to meet citizens and businesses where they are,” believes Mohit.
By adopting agile technological development, organisations are better able to respond to rapid changes and provide better solutions for the current situation.
To ensure that no citizen is excluded, governments are adopting an omnichannel approach to provide seamless, personalised delivery and/or communication of key government services across multiple agencies via digital, phone and physical channels that integrate high-tech functions.
In meeting the public’s expectations for inclusive, equitable and accessible digital services, government agencies are modernising their technology infrastructures. Access to equal and inclusive online and in-person services is a significant focus as they increase their emphasis on the customer experience.
Having rich analysis, content management and hyper-personalisation tools allow both private and public organisations to make their services accessible to everyone.
The public deserves an intuitive digital experience, so the government organisation must make its services available to everyone using tools for hyper-personalisation, content management and rich analysis.
“The Singpass app is the best example of this in Singapore which the government made to ensure a more inclusive and diverse public service,” Mohit shares. “With such solutions, platforms and apps, Singapore’s public sector enjoys high levels of citizen satisfaction, which bodes well for the future.”
A successful digital government will measure citizen satisfaction through key digital services provided by the government and pinpoint areas that need improvement. The main goal is to promote an innovative culture and use new technologies to improve the lives of the citizens.
It is becoming increasingly important that a government comprehends the user experience and impact of its digital services as more people interact with it through websites and mobile applications.
Governments are placing extra emphasis on digital transformation. Offering a seamless digital experience makes sure that the public sector can continue to serve the citizens and be useful and accessible in the future. “An organisation can easily stagnate without a concerted effort when it comes to digital transformation.”
Shashank Sharma, Head – Digital Experience Business, Adobe South East Asia recognises that the pandemic increased the need to modernise and innovate more quickly than ever before. It also raised the bar for agile open team structures across all industries, including telcos, intending to have faster go-to-market than in the financial and public sectors.
“We’ve been pushed to think creatively and with ingenuity. But the biggest problems we face in the public sector or public service agencies are outdated systems,” says Shashank. “There are legacy systems and databases that are siloed between various government agencies.”
The COVID-19 crisis highlighted the importance of a broad-based strategy for digital transformation. The trade-offs between policy goals may have changed as the health and economic crisis developed.
The fact is that most local governments rely on siloed software systems with data stores that are frequently redundant for decades. The systems never interact with one another or exchange data. Although it might have appeared that this was the best way to maintain the accuracy of the data in each system, in practice it results in duplicate data, errors and workflow issues.
Citizens now have high expectations for government services because they have been enjoying an exceptional digital experience in the private sector where their needs are met immediately – anywhere, anytime on any device.
The term “citizen-centric” refers to a change in the focus of service delivery from the interests of the government to those of the citizens. Although the quality of public services may be comparable across socioeconomic classes, citizens may draw different conclusions about service because of differences in how those services are perceived and expected to perform.
To make digital transformation work for growth and well-being, policies are required. Cross-cutting concerns like gender, skills, digital governance, and data governance must also be considered.
A country can create a coordinated, whole-of-government approach to digital transformation with the aid of a government digital policy that takes into account all citizens’ needs and preferences.
Establishing a governance framework that supports coordination, articulating a strategic vision, evaluating important digital trends and policies and developing and implementing a comprehensive strategy are all necessary steps in the process of reevaluating current digital policies.
To ensure equity and inclusiveness in the projects and services that are delivered, the government is looking to change the policies that affect people’s lives. “As more and more digital services join the public sector, you can be sure that the guidelines will increase.”
John Mackenney, Practice Director – Digital Strategy APAC at Adobe, discussed the company’s creation of a Rapid Response Programme and COVID resources hub. These were designed to assist the government in adapting to the needs of their workforce and the people they serve when the pandemic hits in 2020.
“At Adobe, partnering across industries to improve digital customer experiences is a significant part of who we are. And we have partnered with governments to unleash creativity, accelerate document productivity, and power the digital business with our platforms,” John reveals.
They have accomplished a goal worth celebrating after a year. In all 50 states of the U.S., Adobe is now collaborating with the federal government as well as with specific agencies at the state, county and city levels – from e-signatures to powering customised communications to constituents.
According to John, citizens expect more individualised digital experiences since they demand more open, dependable, accessible and responsive service. Governments, therefore, must empower citizens and concentrate on increasing public satisfaction while lowering service costs.
Governments today have become more citizen-centric, data-driven, proactive, and responsive to help citizens and businesses, especially during difficult times.
“Making data available that can enhance experiences and economic outcomes is one of the government’s initiatives, as is ensuring that citizens receive consistent and understandable information,” John asserts.
Most countries are concentrated at the emerging level when it comes to customer experience. There is no centralised customer portal for any state, but leaders set themselves apart by customising the user experience (top services, searches, portals) and by digitising high-priority applications.
Moreover, countries are predominantly at the emerging maturity level, like customer experience. Overall, they discovered that most government websites are designed with desktops in mind rather than mobile. As most constituents will attempt to access government websites and information via their mobile device, this is at odds with an accessible strategy. Mobile site speeds typically lag desktop site speeds by 44%.
“We have the widest range of scores across all states in our digital social equity dimension,” says John.
In terms of digital equity, more than half of the states are in the early stages and by focusing on user experience (high contrast, readability, large text, text-only pages), as well as by providing a wide range of language options and services, websites can be made much easier to understand.
Three crucial capabilities are needed to deliver personalised experiences. The first is the data and insights about citizen journeys through both assisted and unassisted channels. Connecting data from various government agencies makes insights accessible to all.
The collaboration and content come in second. Creating content more quickly and widely across all channels (online and off) will maximise cooperation between departments and within agencies when reusing materials.
The third is the journeys – where governments customise the experience on the terms of the citizens and use context to make sure each journey is pertinent, unique, and accessible.
Personalisation of government services, according to John, is enabled by email and web personalisation tools. Both tools enable government agencies to better adapt to citizen needs.
Any personalisation strategy must provide genuine value to citizens and should ideally achieve the following: Make it easier for citizens to find relevant information: make useful information available to citizens who may not be aware of it; reduce information entry that is repeated or unnecessary and assist citizens with complicated transactions.
John suggests that governments should personalise the experience of their citizens for three reasons:
- Time savings due to content accessibility will result in increasing service usage due to streamlined application procedures;
- Time savings and compliance through the fusion of information from various government agencies;
- Time savings by delivering the most pertinent content.
Personalising citizen experiences will enhance the interaction with government services, resulting in quicker and more satisfying decisions and outcomes. “Increased use of government goods and services, then citizens satisfaction follows from this,” concludes John.
According to Lucy Poole, General Manager – Digital Strategy, Architecture and Discovery Division, Digital Transformation Agency, Australia, to facilitate improved decision-making, streamlined engagement, increased efficiency, and the rollout of a slew of new digital government services to citizens and businesses, it is essential to recognise data as a critical enabler and to share this data on a whole-government basis.
“Public service organisations must deal with too much complexity and rapid change to effectively respond with what they already have on hand,” Lucy feels.
However, these very same organisations are in a prime position to connect with ecosystem allies who have access to a wealth of resources and skills. This will lead to the operations, services and technologies being expanded into partner organisations.
The Australian government is looking into different ways to build trust, which is crucial as countries recover from the global pandemic and prepare for new challenges. This citizen trust is essential for ensuring the success of a variety of public policies that rely on the public’s behavioural responses.
In this context, the importance of data sharing cannot be underestimated. The pandemic has demonstrated that accelerated data sharing is feasible. The current challenge for government leaders is to institutionalise these data-sharing advancements to support the upcoming innovation wave and the general welfare.
“Governments should start by assuming that the public will find value in data and that it should be shared,” Lucy asserts.
The Australian government has pledged to lead the world’s digital economy and society by 2030 and rank among the top three digital governments by 2025.
With its vision for 2030, the way the government helps its people transition into adulthood, start higher education or training, start a family, retire, take care of a loved one and go through other significant life events is being reexamined and improved.
Additionally, the public will have the option to share information across pertinent services and personalise services. By pre-filling and submitting their forms upon request, pre-evaluating their eligibility and initiating automatic payments, will offer a seamless experience.
Personalised government services will benefit those who need them most while also being more convenient for everyone.
The country aspires to improve its ability to collaborate with its organisations and community to enable better service outcomes. “To streamline our engagement and free up the public to concentrate on achieving the results they are passionate about; we will use technology-enabled platforms,” Lucy opines.
To achieve this, the Australian government is looking to make the appropriate investments in digital and ICT-enabled infrastructure at the appropriate time and approach. The Digital Transformation Agency of Australia will help agencies to harness the true potential of advanced technologies.
The Digital Transformation Agency provides strategic advice and assurance to the Australian Government on its digital and ICT-enabled investments to help drive the transformation of public services.
Some of the benefits and challenges of coordinating investment across government are that government employees and contractors must possess the necessary skills to spearhead the government’s efforts to transform into a digital economy. Using both established and emerging technologies, they must aid in building better services.
“To make training, hiring and career development for the Australian Public Service easier, we will identify and describe the digital skills we need. This includes initiatives to find new talent through cadetships, graduate placements, and internships,” Lucy explains.
These digital skills are being ingrained throughout the government. The investment is a part of the modernisation fund established by the Australian Government in partnership with the Australian Public Service Commission.
“We anticipate that as new skill requirements materialise, this capability will change,” says Lucy. “Cybersecurity and cloud computing management, as well as design and research skills, are emerging needs. To support Australian small and medium-sized businesses in the future, the nation needs to pinpoint areas where they can develop new capabilities.”
The delivery of digital transformation will be led by Australian businesses and their workforce. They will purchase cost-effective technology from around the world and implement it using Australian skills and ingenuity.
“We will manage risks for the government and our business partners through the way we interact with our suppliers, and we are changing our sourcing policies to make the government more business-friendly,” Lucy says. “This method of modern procurement is collaborative and iterative. It enables the government to purchase goods and services with less risk and for a better price.”
Shashank noted that all delegates agreed to prioritise digital experiences and he encouraged them to begin their seamless journey. Data connectivity, he is convinced, enables governments to drive relevant, personalised interactions and is becoming increasingly important in the realm of innovation. “It adds value to citizens.”
Governments should put the interoperability of services to make sure that the data and citizens relate to the digital journey. Essentially, interoperability is the fundamental capability of various computerised goods or systems to connect and exchange data with one another without hindrance in either implementation or access.
Shashank reiterated that equity and accessibility considerations for a digital journey are vital to success as were empowering policies and trust in the government.
“A key component of the developing global economy, which is increasingly dependent on connectivity, data use, and new technologies, is digital trust,” says Shashank. “Technology needs to be secure and used responsibly to be trusted.”
Mohit underscored the importance of a skillset in the digital journey. Relevant expertise will assist businesses and services in generating leads, increasing demand and attracting traffic. “With the appropriate strategy and execution, the right skill set will help people in all roles understand how their contributions can more effectively drive success.”
Moreover, he recognises the importance of cloud technology. The cloud allows organisations to scale and adapt at a rapid pace, accelerating innovation, driving business agility, streamlining operations and lowering costs.
Finally, in this ever-evolving landscape and VUCA environment, partnerships are essential and inevitable. Through the right alliances, every organisation will be able to reap the benefits of digital transformation.
“Because digital partnership enables them to modernise legacy processes, accelerate efficient workflows, bolster security, and increase profitability,” Mohit concludes.
Malaysia intends to launch more catalytic projects to help the country achieve its goal of becoming a regional leader in the digital economy by 2030.
As part of the country’s efforts to establish itself as a global leader in the digital economy, MyDIGITAL was created to assist in the implementation of the government’s goals in this region. Hence, the government’s current priority is improving the accessibility of public services by establishing specialised digital infrastructure.
It aims to increase the scope and quality of public services and boost the effectiveness of e-government portals by monitoring and analysing developments. State and local governments must provide better services to citizens while stretching taxpayer ringgit as far as possible.
Data services must use traditional data to accomplish this by enhancing its robustness, availability and validity as well as by providing metadata-like elements that are not often present. Public sector technology leaders should focus on producing data outputs, such as organisational, transferable, and procedural data.
By implementing new technologies, organisations can make better use of their existing IT resources, freeing up staff to focus on modernisation projects like cloud-native development and hybrid cloud. Tools like data modelling, analytics, artificial intelligence (AI) and machine learning (ML) software are examples of enablers.
Moreover, the public sector must use technology to modernise services for the future by developing data-sharing policies and agreements, developing a plan for handling data-sharing circumstances including data minimisation, data security and privacy; and establishing safe access-controlled systems.
The OpenGov Breakfast Insight on 17 November 2022 at Pulse Grande Hotel, Putrajaya with Malaysia’s top public sector leaders offered the most recent information on the public sector digital transformation advancement journey towards the Shared Prosperity Vision 2030.
Enhancing Malaysian Public Services with Digital Technology
According to Mohit Sagar, CEO & Editor-in-Chief, OpenGov Asia, e-Government portals become more effective by tracking and analysing progress. This can be accomplished by enabling dedicated digital technology to improve public service delivery.
The government’s goal of making Malaysia a high-income country that is focused on digitalisation and is a regional leader in the digital economy is reflected in the MyDIGITAL initiative. And the steps taken to realise the MyDIGITAL aspirations are outlined in the Malaysian Digital Economy Blueprint.
The direction of the digital economy’s contribution to the Malaysian economy will be determined by this blueprint, which also lays the groundwork for the national drive toward digitalisation and the closing of the digital divide.
During Phase 1 (2021–2022), the Malaysian government intends to accelerate digital adoption to strengthen the digital foundation required for the swift and smooth rollout of Phases 2 and 3.
To make the country a regional leader in digital content and cybersecurity, Phase 3 (2026-2030) would focus on these areas after Phase 2 (2023-2025) has successfully driven digital transformation and inclusion across the digital economy.
“The public sector must use technology to update services for the future,” Mohit asserts. “They can do this by planning how to handle data-sharing situations; making rules and contracts for data-sharing; including privacy, data security, and data minimisation; and setting up security systems with controlled access.”
As an example, Mohit cited the Malaysian Government Central Data Exchange (MyGDX). It is a platform for data sharing that consists of several standards, tools, components, repositories and registries that would allow the transfer of data from various source agencies to target agencies in a predetermined data format.
MyGDX offers data brokerage services for information that is frequently requested by client-serving organisations. Cross-agency data-sharing management is made simpler and more effective by MyGDX. Government organisations that have registered with MyGDX as users currently include statutory bodies, local governments, and federal, state and agency organisations.
The nation’s Ministry of Communications and Multimedia Commission (MCMC) is the Personal Data Protection Department (PDPD). The primary goal of this division is to ensure that individuals’ private information gained through business dealings is not misappropriated or otherwise abused by user data.
Automation is a valuable tool that can help any organisation meet the needs and expectations of its clients while remaining cost-effective. It could also help in terms of real-time information for decision-making. “Automation can accelerate the digital transformation process by increasing productivity and ensuring service effectiveness,” Mohit explains.
Mohit is pleased to note that the Malaysian government aims to establish a strong cyber security culture. They want to gain knowledge on how to deal with new and developing technologies so that the country can minimise risk and safeguard its organisations using uniform policies, procedures and equipment.
All these measures will establish Malaysia as a digitally advanced one that offers its citizens the best possible experience with robust security.
Kelvin Loh, Senior Manager, Solution Architecture, ASEAN, Red Hat explored how data helps improve people’s lives and speeds up the innovation process.
“Data is essential to business because it spurs innovation and increases competitiveness. However, pandemic-driven lockdowns and social isolation highlighted its significance and accelerated digital transformation to unprecedented levels.”
A well-implemented, robust data strategy is about more than just optimising costs and revenue. The effectiveness of the processes and the well-being of people will have a ripple effect on the community in which an organisation resides as well as the community from which employees hail.
According to Kelvin, modern technology is essential for providing effective medical care. Smart technology has recently attracted the attention of medical innovation and research on a global scale. It plays a crucial role in modern healthcare by making it easier to identify conditions and patterns of health and, most importantly, by enabling treatments that could save lives.
This level of technology includes voice and massive data communication, wearables that can monitor a person’s health, predictive detection of abnormalities and infections and AI-driven devices.
The state of humanity has significantly improved thanks to medical advances. Innovation for lifesaving entails developing, deploying, and updating ML models and software quickly.
The incalculable billions of dollars in savings to patients, their families, insurers, employers, governments and hospitals from avoided medical expenses associated with keeping people healthy or curing them of a life-long, chronic condition are a benefit of these medical advancements, both past and present, that is frequently overlooked.
Red Hat incorporates sustainability into all its business practices to lessen the company’s negative impact on the environment.
Enhancing energy efficiency programmes, expanding renewable energy contracts to support the full operations of the top-consuming facilities, and implementing sustainable design standards throughout our offices were among the 2021 initiatives. All three of these actions were taken to cut consumption.
Moreover, with data pointing to the business efficiencies, cost-benefits and competitive advantages it possesses, a large portion of the business community will cease to exist without it.
Cloud service providers run services on their servers, which are always connected to the internet. Since their business depends on customers trusting them, they use cloud security methods to keep customer information private and safe.
Digital transformation in government, which makes use of cutting-edge technologies, aims to give citizens more accessible, reasonably priced, and customer-focused services on both a national and local level, believes David Graham, Chief Innovation Officer, City of Carlsbad.
Technology has an impact on almost every aspect of a person’s daily life, including access to food and healthcare, transportation efficiency and safety, socialisation and productivity.
Excitingly, the influence and reach of the internet have aided in the development of global communities and made it simpler to share knowledge and resources.
By combining cutting-edge digital technologies with human understanding, public sector organisations may be able to transform and streamline their operations, improving the value of taxpayer dollars and public services.
“Technology has an important role in society. Our way of life is changing and will continue to change in every way. It is changing how we communicate, do business, learn, and teach, as well as how our brains work,” says David.
The development of technology has also altered how people learn. To provide the best learning experience, people must adapt and create new strategies to meet the changing needs of the environment in the digital age.
In the context of the digital maturity model, David views connected communities as the transformative connections that can arise between data, systems and people, ultimately resulting in better citizen services and collective empirical, data-driven decision-making.
For instance, the idea of ridesharing connects people using data, helping both drivers and passengers choose the best partners for each trip based on geographic information, budgetary considerations, and service levels.
Organisations today are impacted by the technology tsunami, pressure for continuous improvement, a gap between operational needs and public tech experience, resource limitations and uncertainty.
There are four characteristics of the innovation culture:
- Empower and
The list of opportunities is long and includes things like community involvement, infrastructure, economic development, mobility, land use and housing, organisational excellence and public safety.
The pandemic has brought attention to the widespread issue of inequality in access to online services. In the current landscape, everyone should have access to connectivity, but many do not. This digital divide, David well knows, is a serious and pressing issue.
To ensure a fair distribution of digital opportunities across nations, locations, gender, socioeconomic status and age – in jobs, education, and quality of life – closing the gap is essential. The key to doing this is connectivity.
Data analytics, in David’s opinion, is significant because it aids in the performance optimisation of businesses. By finding more cost-effective ways to conduct business and storing a lot of data, companies can help reduce costs by incorporating it into their business model.
David advises organisations to properly define their problem, particularly in terms of technology, before strategising and developing solutions. “It is also necessary to have a vision and leadership to develop strategies and actions.”
Tammy Tan, Country Manager, Malaysia, Red Hat, agrees that the pandemic not only disrupted lives but also prompted organisations to redefine who they are and where they are going.
“Digital disruption is accelerating across businesses and governments, and all segments, hence we need to take advantage of these shifts to rebound faster,” Tammy says. “Although the road to complete recovery is lengthy, it is paved with opportunities.”
Organisations that had already begun their digital transformation journeys were able to recover with increased productivity and efficiency. These companies have changed the game by successfully utilising innovation and technology to move staff, clients, and businesses to the “Next Normal.”
According to reports, the digital revolution over the last two years has increased access to and use of financial services all over the world. the transformation of how people borrow, save and make payments.
“In Asia, for example, we saw an increase in digital payments, with many of our financial customers launching new apps and services to meet their ever-growing customer needs,” Tammy shares.
More than half of all ICT investment will be linked to digital transformation by 2024 according to IDC Digital Transformation Predictions. As CIOs and IT leaders define the new normal for themselves, open-source technology is likely to be at the forefront.
Future businesses will increasingly demand a cutting-edge digital infrastructure that is highly resilient, adaptable, agile, and scalable indefinitely to provide digitally enabled goods, services, and experiences.
“As a Red Hatter, I am reminded of our core value: WE use open-source software to help customers succeed,” says Tammy. “Because it brings together people with different experiences to work together to solve a common problem and spark new ideas, open source has paved the way as the innovation driver for the software industry.”
Red Hat provides its platforms to customers in the most straightforward manner possible across on-premises environments, cloud services, and the edge.
Organisations that consider themselves to be in the “leading” or “accelerating” stages of their digital transformation strongly prefer hybrid cloud when it comes to cloud strategy. Red Hat can robustly address typical customer challenges in the following areas through its offerings:
- Application Development
- Platform Simplification
- Enterprise Automation
- Data Science
The company is passionate about more than just the software. They are keenly aware that their expertise and knowledge will lead to better times ahead. “At Red Hat, we think that being open unlocks the potential of the world, and we want to help you build your future right now.”
Cheow Siew May, Country Sales Manager, Malaysia, Intel Corporation recognises that hybrid operating models are becoming more common in industries. Today, machines, Internet of Things (IoT) devices and sensors are collecting more and more data, which organisations must decipher and use to build smart business operations.
For many organisations, the edge represents the next step in the evolution of the open hybrid cloud. Against this backdrop, Red Hat and Intel are setting up labs and innovation centres that will be supported by both companies. “We are working together to set up hands-on lab environments around the world to speed up innovation at the edge with customers and partners.”
The goal is to help organisations build data-driven solutions and applications that can support containerised hybrid cloud workloads and give the industrial ecosystem more sustainable operations and more flexibility. “Intel is committed to the cloud journey and we encourage all organisations to approach us to help them on theirs.”
Mohit knows that partnerships can help businesses take advantage of the current digital wave by enabling them to jointly develop game-changing innovations and business models.
Digital transformation is a journey and partnerships that are mutually beneficial help both parties enhance their interactions with customers and stakeholders, as well as their ability to compete, resulting in a substantial increase in profitable revenue.
In the end, digital transformation exists to serve citizens and customers. As the overall CX is improved through technology, it increases confidence in a nation’s government and reflects positively on an organisation’s recovery, reputation and revenue.
An organisation’s functions could be severely impacted by even a single incident. Organisations need rapid data recovery from the cloud, the edge and on-premises in the event of any type of disaster, be it a natural disaster, hardware failure, data breach or ransomware attack.
The knowledge that one is as well-prepared as possible provides some solace in the face of unforeseen calamities. With the right disaster recovery tools and procedures, it can quickly and easily restore data and workloads.
Hence, organisations need a plan to immediately get back to business as usual in the event of an interruption. Given the fast-paced nature of today’s IT environments, it is crucial to maintain a state of perpetual readiness.
Many businesses and organisations are left exposed to critical events – either man-made or natural disasters – as most fundamental systems have been shifted toward IT structures and applications.
While we can manage physical defence by using survival kits – which include emergency supplies, security, and insurance – not all firms can genuinely claim to have all bases covered. Especially in an increasingly digital landscape, where threats are virtual!
It may seem obvious to have an established disaster recovery plan, but due to the complexity of the outdated replication and recovery procedures, this is often overlooked. People might assume there is one and may have even talked about it but may overlook the most crucial step – documenting the plan.
Creatively assessing the possibilities for affordably safeguarding the data in a location apart from those dangers is vital. Despite data centres’ high level of security and frequent remote locations, creating a plan is now simpler than ever to implement using a cloud-based method.
The OpenGov Breakfast Insight on 10 November 2022 at InterContinental Singapore with Singapore’s top public sector leaders offered the most recent information on the benefits of disaster-proofing an organisation through speedy and efficient data security and recovery.
The Needs for Data Backup and Recovery
Mohit Sagar, CEO & Editor-in-Chief, OpenGov Asia believes that plans for catastrophe recovery must be in place for organisations adding that the traditional backup strategies have focused mostly on the first part of the backup and recovery process.
“The backup’s objective is to generate a copy of the data that can be retrieved in the case of a primary data failure,” Mohit explains. “A primary data failure might be the result of a hardware or software malfunction, data corruption, a hostile attack (virus, malware) or accidental deletion on the part of the user.”
Backup copies enable data to be restored from a previous point in time, assisting the organisation in recovering from an unanticipated event.
Data protection demands a secondary copy be stored in case the primary copy is lost or corrupted. This additional media can be as basic as an external drive or USB stick or as complex as a disc storage system, cloud storage container, or tape drive.
To achieve the best outcomes, backup copies should be made on a consistent, regular basis to reduce the amount of data lost between backups. The longer the time between backup copies, the greater the risk of data loss when recovering from a backup. Keeping several copies of data gives the security and flexibility to restore to a point in time that was not impacted by data corruption or malicious attacks.
In addition, a single accident or mishap might completely interrupt company operations, with significant consequences. According to reports, 93% of organisations that do not have disaster recovery coverage and experience a big data loss go out of business within a year.
However, with the correct tools and disaster recovery methods, organisations can restore their data and workloads fast and easily. Through advanced technologies, policies and standards, establishing layers of infrastructure protection and controls increases resiliency and security posture.
Monitoring the environment and intelligently managing data, via a single interface, is one of the disruptive solutions to ensure the best visibility across the data to quickly identify risk exposure and coverage, data availability and business continuity across on-premises and cloud settings.
“When the unexpected happens, you must be able to swiftly restore your organisation’s operations. It is paramount to constantly be prepared, especially given the rate of change in today’s IT landscape,” advises Mohit.
According to Paul Lancaster, Director, Sales Engineering, Commvault, data is the competitive advantage in the modern digital economy. It generates corporate strategy, directs operational effectiveness, and forecasts consumer behaviour. “Data needs to be kept safe while still being always available.”
The problem is that the data is always changing and evolving as it expands, changes, and fragments into digital bits and bytes. Hence, the degree of an organisation’s success is directly correlated with how well they handle its data.
“In this situation, Commvault is useful. We support businesses in doing incredible things with their data. No matter where the data is located or how it is organised, our Intelligent data services can help these organisations become more efficient by changing how they protect, store, and use data,” Paul explains.
He advised organisations to always be prepared when calamity hits or whenever fraudsters attempt their best shot. Organisations should also be ready to take advantage of opportunities as they present themselves.
Further, Commvault offers flexibility in the deep integrations to:
- Connect (to Snaps/Replication via Intellisnap)
- Converge (roll new cyber harden backup infrastructure/stores with HSX)
- Cloudify (optimised stores for the cloud storage resources)
- Re-purpose (reuse existing open assets that still have a service life to the payoff from the prior investments)
Paul elaborated that their Control Plane offers comprehensive workload coverage coupled with key data management services to extend self-service roles so users can quickly and securely search and restore data. Data engineers working on a new analytics application can quickly call up a database clone to accelerate a new project.
Through hybrid cloud adoption, users can leverage cloud-based storage and realise the benefits of agile management, limitless scale, and cost savings of the cloud.
Commvault offers a comprehensive solution with deeply integrated workloads to simplify and future-proof. “We make the past more accessible and adaptable to the future faster and we span the solution across the customer’s full needs.”
Marcus Tan, Head of the Cybersecurity Department, Institute for Infocomm Research (I2R), A*STAR believes that business continuity refers to an organisation’s preparedness to keep delivering products and services at predetermined, acceptable levels despite a crisis.
“Business continuity plans detail how a company will operate during and after a disaster,” says Marcus. “It may include contingency plans explaining how the company will continue to operate even if it must relocate. In addition, smaller interruptions, or minor disasters, such as protracted power outages, may also be included in business continuity planning.”
On the other hand, recovering from a catastrophic incident, such as a natural disaster, fire, act of terrorism, active shooter, or cybercrime, is referred to as disaster recovery. Recovery from a disaster entails the steps an organisation takes to respond to an incident and resume normal operations as fast as possible.
“Disaster Recovery is an organisation’s plan for resuming normal operations following a catastrophic event. This is an essential part of the Business Continuity Plan,” Marcus elaborates. “And, importantly, strategies should align with the organisation’s goals.
There are various issues to be considered in terms of protection and recovery strategy. These are compliance requirements, budget, insurance coverage, resources (people, physical facilities), management’s risk appetite, technology, suppliers and data and data storage, among others.
Business Impact Analysis is the systematic process to determine and evaluate the potential effects of disruption to business operations resulting from disaster, accident, or emergency.
Risk Assessment, on the other hand, involves having to identify, examine, measure, and mitigate/transfer risks. Hence, it is important to identify critical business functions to keep the organisation going during a disruption.
The purpose of the Disaster Recovery Plan is Getting Ready (pre-disaster), Continuity (during a disaster), and Recovery (post-disaster).
Some of the key considerations of the Disaster Recovery Plan are identifying critical business processes to continue the minimum desired level of operations during disruption. It would also identify key data, storage, network and apps to support critical business processes.
There must be also a consideration of compliance with regulations, recovery point objective, recovery time objective, establishing management succession, reporting structure, roles in the event of a disaster, and budget.
A Disaster Recovery Plan should be updated when a significant change to system architecture occurs; and if it has changed in system dependencies and recovery personnel as well.
“Tools are great for making your job easier, but they can never take the place of doing the things we need to do,” Marcus concludes.
Chua Chee Pin, Area Vice President – ASEAN, Hong Kong, Japan, Korea & Taiwan, Commvault highlighted that data is getting more and more in demand. “The balance between data democracy and security is so important, hence protecting your organisation’s data is complex.”
Everyone is now aware of the significance of data, both in their professional and personal life. Digitisation, cell phones, and Internet of Things (IoT) sensors all contribute to the ever-increasing amount of data. Utilising this knowledge is crucial for both company competitiveness and empowering individuals in their daily lives.
“Commvault’s data management and protection unify and safeguard data at scale across on-premises, hybrid, and multi-cloud environments for all workloads,” claims Chee Pin. “Advanced detection, multi-layer protection, and rapid recovery against security threats, such as ransomware and data breaches.”
Mohit highlights the importance of a digital partner. External partners can be a pillar of support while facing digital transformation procedures. They are available to assist every organisation with any project based on their demands.
“They can guide you through a much broader and more sophisticated process, as they possess the necessary expertise and experience,” Mohit opines. “Partnerships can save the organisation from making unneeded errors, thus saving time and money.”
Artificial intelligence (AI) is gaining ground across the public sector and is reflective of a larger trend in governments. In line with this global perspective, the Malaysian government, too, is looking into it to speed up the development of smart cities, smart communities and online payments and financial services.
The nation’s focus on digital enhancement is intended to build greater digital capabilities using 5G technology. The planned smart city framework is included prominently in the newly announced national 4IR policy.
Based on Malaysia’s Smart City Framework under the 12th Malaysia Plan 2021–2025, of which MyDigital is a component, the digitalisation of society and the economy is considered essential to advancing Malaysia’s aims for a smart digital economy.
In addition, the Malaysia Digital Blueprint revealed that over 144 e-payment transactions were made per person in 2019 and 66 per cent of internet users used mobile banking, giving Malaysia’s eCommerce market a value of RM 16 billion.
While financial services companies are already implementing AI, typically only for use in risk management and revenue-generating, governments are exploring its use as well.
The risk and security of digital transactions can be handled and monitored using a combination of data engineering, machine learning and decision intelligence to help governments and financial institutions achieve their goals for a smart digital economy.
When properly applied, AI will be able to increase confidence among governments and financial institutions, foresee future demands, and improve security.
The OpenGov Breakfast Insight on 4 November 2022 held at Pulse Grande Hotel, Putrajaya brought together public sector and financial institution technology leaders in Malaysia to discuss the latest developments in the use of sophisticated AI and machine learning by governments and financial institutions.
Governance and Risk Management for AI’s Potential Impact
Mohit Sagar, CEO & Editor-in-Chief, OpenGov Asia believes that to maximise the benefits of artificial intelligence, businesses must find a method to accelerate their use of the technology while maintaining appropriate AI governance controls.
Identifying possible system risks early in the AI life cycle is critical for organisations. Owners and developers of AI systems will then be able to make informed choices during the trust-building phases of design, development and deployment. Not only is this geared toward building confidence in users but will reduce the amount of redevelopment work later on.
Malaysia has launched its digitisation journey to strengthen its competitiveness in the global economy, emphasising the necessity for the nation to embrace digitalisation to improve its standard of living and prosperity.
Based on the Malaysia Digital Economy Blueprint, in the next decade, AI technology is projected to raise its Gross Domestic Product (GDP) by up to 26%. Digitalisation will also aid in achieving long-term sustainable growth.
It is the government’s goal to use AI to speed up the development of smart cities, digital finance and smart communities, helping the country achieve its goal of becoming a regional leader in the digital economy by 2030.
- Mohit agrees, can be used in Smart Cities through energy tracking, waste management, public transportation, predicting future needs and offering security, among other areas.
Using advanced surveillance tools, like AI-enabled geospatial analysis for targeting, can make work easier and faster. With AI-augmented intelligence, skilled analysts may spend more time comprehending the most actionable data, events and insights that will drive decision-making.
“Having such data will support government agencies and financial organisations in their risk management endeavours.”
The ability of a group to make good use of AI is something that needs to be ensured by an intelligence community. This will bridge the gap between data collecting and decision-making by enhancing decision-makers’ data interpretation skills.
With the ability to quickly analyse vast amounts of network and open-source data, government and financial institutions can detect advanced persistent threats, foresee the presence of malware on the system, identify network threats and aid in the improvement of cyber defences to safeguard intelligence systems and networks.
As with all new developments, there needs to be visibility, openness and integrity. Confidence and trust are built on these tenets.
“AI technology needs to be as transparent as it can be, giving algorithm or model owners in the intelligence community access to the AI’s internal decision-making mechanisms,” Mohit urges. “Each rule has a condition that must be checked at prediction time and an action that must be done if the condition is true.”
In almost every field, Mohit acknowledges, AI is already having a profound impact on the future of humanity. Big data, robotics and the Internet of Things are all examples of developing technologies that have been and will continue to be largely driven by this sector.
Utlimately, with the use of AI, organisations can safeguard the accuracy of their model predictions in real-time and offer both citizens and customers a great experience.
Aditya Shankar, Regional Director, AI Success, DataRobot, is acutely aware that trust and confidence are gained ad reinforced by positive experiences.
He shared his experience of losing his wallet and having his bank notify him in seconds of probable bank fraudulent activity and suggesting that his wallet had been misplaced. He was amused by his personal experience with the banking system, from which he learned much.
In the banking industry, AI makes banks more efficient, trustworthy, helpful, and understanding. It is enhancing modern banks’ competitiveness in this digital era, Aditya knows. Its expanding influence in the banking sector reduces operational expenses and enhances customer service and process automation.
AI in banking accelerates the digitisation of banking and financial activities from beginning to end. AI applications improve service quality and assist businesses in identifying and combating fake transactions by leveraging the power of data analytics, clever ML algorithms, and secure in-app interfaces.
A great foundational and reflective question for organisation leaders is, “What can we do today that we couldn’t do before?”
Aditya answered, “Today, we have access to systems, platforms and technology that enable us to make significantly more complex, model, and rapid decisions.”
Platforms facilitate all of these by transforming data into information, information into accurate predictions and accurate predictions into accurate decisions. And they do so increasingly automatically through machine learning automation. And where there is automation there is talent.
In this context, Aditya launched DataRobot, a company formed in 2012 to democratise access to artificial intelligence. Today, DataRobot is the leader in the AI Cloud, with a vision to create a unified platform for all users, all data types and all environments to expedite the delivery of AI to production for all organisations.
DataRobot helps enterprises to utilise the transformative power of AI by providing the world’s only AI Cloud platform and an AI-native strategic success team to assist customers in swiftly transforming data into value.
In Conversation with: Bridging Malaysia Digital Blueprint Plan to Enhance AI Implementation to Reduce Risk and Increase Trust
According to Fabian Bigar, Chief Executive Officer, Strategic Change Management Office (MyDIGITAL), the moment has come for Malaysia to establish the groundwork for the country’s transformation towards an advanced digital economy, ensuring that no Malaysian is left behind to ride the digitalisation wave.
Its foundation will entail constructing infrastructure, fostering innovation and establishing an environment in which all residents may contribute to raising living standards, the results of which will be shared by all Malaysians.
The Blueprint for the Digital Economy in Malaysia identifies several significant initiatives and plans to implement them. These are a) Driving digital transformation in the public sector; b) Boosting economic competitiveness through digitalisation; c) Building enabling digital infrastructure; d) Building agile and competent digital talent; e) Creating an inclusive digital society; f) and Building a trusted secure and ethical digital environment.
Everything from social interactions to commercial processes to the provision of public services is becoming increasingly digital today. The scale of the difficulties created by the transition to a digital economy necessitates a concerted national effort to adjust to the new normal and cooperate.
“Together, we must face this digital economy revolution head-on by taking the measures necessary to adapt and collaborate for the new normal,” Fabian is firmly convinced.
Malaysia’s digital journey is not going to be an easy road to travel, but given the circumstances, the nation must be bold enough to take the giant leap ahead to improve the standard of living for all Malaysians.
For Ken Yon Kian Guan, Director, Risk and Compliance PayNet, with new regulations in place, banks must reevaluate their existing compliance procedures and the underlying IT systems, as well as explore a wide variety of risk and compliance-related projects.
Ad hoc methods of compliance management can put banks at serious risk, especially considering the growing compliance complexity brought on by new rules.
Complex banking businesses should have a framework in place for compliance-risk management that allows them to recognise, track and efficiently control the compliance risks that face their whole company due to the nature and levels of risks that are intrinsic to their business operations.
“Compliance risk management has emerged as a significant business concern across the globe,” says Ken Yon. “Once compliance risks have been identified, prioritised and ranked, the correct control can be selected to mitigate or identify the risk.”
The efficiency with which controls function must be considered. Controls with a higher risk profile should undergo a more thorough assessment than those with a lower profile.
One of the most critical tasks that management must address daily is risk mitigation. Everyday company threats can be drastically minimised with the help of modern technology used astutely and effectively. Organisations in a wide variety of sectors work to reduce the danger by creating and implementing an effective strategy and an effective technology solution.
“Risks may be reduced in many ways with the help of technology and the correct technological solution will operate as a guard dog, keeping an eye on things like openness in business processes, efficiency in workflows, and productive use of staff time.”
Furthermore, machine learning (ML) is methodically allowing firms to solve organisational challenges faster and more successfully than ever before in insurance, banking, manufacturing, life sciences, marketing and countless other areas.
“Our objective has always been to provide a system that enables all organisations to automate their data science activities and gain immediate value from their data,” says Aditya.
He understands that organisations want to get deeper, more meaningful data-driven insights without incurring the expensive expenses and time commitments associated with traditional modelling methodologies.
Because of the combination of immense computing power and the unprecedented volume of data collection, every organisation now has the chance to extract value from their data and focus on prospects for growth and business process optimisation.
However, organisations confront major challenges to AI adoption, mostly due to a global workforce shortage of data science knowledge.
DataRobot automates the whole data science and ML workflow, removing the need for organisations to assemble a big staff of data scientists with sophisticated coding skills and complementing the capabilities of those that do have data science teams.
“DataRobot is an enterprise machine-learning platform that enables users of all skill levels to design and deploy ML and AI more quickly,” explains Aditya.
The DataRobot platform, which includes a library of hundreds of the most powerful open-source machine learning algorithms, automates, trains and assesses models in parallel, enabling AI applications at scale. “DataRobot offers the quickest road to AI success for both private and public sectors.”
Cheow Siew May, Country Sales Manager, Malaysia, Intel knows that “AI is happening now.” It has grown roots and is sprouting new ideas constantly.
It’s only a matter of time before AI opportunities proliferate because more people use them. But for businesses to be able to do this, they need reliable ways to connect with vendors and AI experts.
Siew May shared that Intel’s goal is to influence technological development for the betterment of humanity. Intel’s work in sectors such as AI, analytics and cloud-to-edge technology lies at the foundation of innumerable advancements.
Intel technology underpins everything from game-changing innovations like self-driving cars and coral reef restoration to enhancing the consumer experience with things like blockbuster special effects and more convenient shopping. “Partnerships with Intel give you the chance to speed up your organisation’s use of game-changing technology that will help shape the world’s future for the better.”
In addition, Intel’s long history of corporate responsibility leadership provides a competitive advantage for its business. Intel and its investors benefit from the integrated approach to corporate responsibility and sustainability by assisting them in mitigating risks, reducing costs, increasing brand value, and identifying new market opportunities.
Creating and maintaining a skillset in an organisation is the hardest task by far, says Mohit. Skills are required to keep an organisation running effectively and to comprehend the internal and external factors that influence an organisation’s success as well as the processes involved in achieving its objectives.
“You’ve got to bring in people who genuinely know what’s going on and can raise the game,” is Mohit’s caveat to progress.
Almost every organisation is being transformed by AI and there is no better moment than the present to adapt to the digital world and be prepared to fully utilise the metaverse to stay ahead of the competition.
Partnerships improve product quality and market penetration by pooling resources, skills, and knowledge. Hence, the ideal collaboration will elevate the spirit of the organisation.
It is globally acknowledged that the public and private sectors can better comprehend requirements, desires and trends with the help of solid data and data-driven insights. These intelligent inputs help decision- and policy-makers find methods to better serve citizens and clients.
Like other nations across the world, in an increasingly digital landscape, Indonesia also heavily relies on a sound data strategy as the government has long recognised the usefulness of data and analytics.
The nation plans to develop an easily accessible platform and share data between national and regional authorities to provide accurate, current, integrated and accountable information. This would help the country’s economy and delivery of citizen services.
Given how crucial it is to give the digital transition a framework and protection, numerous laws and regulations have been put in place. Such guidelines normally focus more on data residency than they do the actual, reliable roadmap for the transformation path.
In this tech-empowered world, the need for integrated, connected and related data is on the rise – but it is only useful if it is reliable, usable, clean and accessible.
With the Satu Data programme, the Indonesian government is actively investigating how it might manage its data to its best potential.
The epidemic has caused enormous changes in culture and viewpoint all over the world, including, no less, in Indonesia. It is appropriate that leadership enables staff to easily track, manage and make decisions.
To enable quick decisions from siloed and unstructured data, leaders and teams require capable technology that can collect, sort, combine and analyse data. Bolstered by the cloud, this practice is quickly emerging as the standard in the hybrid work era.
The OpenGov Breakfast Insight on 1 November 2022 at the JW Marriott Hotel Jakarta for key public sector leaders from Indonesia aimed to present the most recent information on implementing cloud systems and cloud-based technology.
Indonesia’s Increasing Data Landscape
Kicking off the session, Mohit Sagar, CEO & Editor-in-Chief, acknowledges that because of its large population and growing need to improve its infrastructure, Indonesia is ripe for digital transformation.
Moreover, the G20’s demand for urgent global action to make digital transformation more equitable and accessible during Indonesia’s chairmanship is pertinent. It would be vital to enhance essential digital and analogue enablers for scaling up digital transformation, as well as assist underdeveloped countries in accessing and adopting technologies.
According to Mohit, data is a valuable resource only if it is complete, easily available, free of errors, and reliable. “The business and public sectors can better understand demand, supply, and trends with the use of data-driven insights.”
The Indonesian government has long understood the importance of data and analytics, and it is currently looking into the best ways to handle its data. Thus, to offer a framework and protection for digital transformation, laws and regulations have been put in place as the safeguarding of data is essential.
The major difficulties that must be overcome are caused by the enormous demand for services available on any device and at any time. As a result, embracing technology and adopting it can aid organisations in meeting clients’ increasing demands.
Indonesia’s older infrastructure may act as a barrier to change and advancement. With many variables to consider during the conceptualising and planning phases, the underpinning digital systems and platforms themselves must be agile.
Create a roadmap by first visualising the large picture and working through a succession of incremental phases and iterations, Mohit urges. Critical cognitive infrastructure is required for effective data storage to accomplish this.
To ensure that accurate and useful insights can be generated in a reasonable amount of time, security must be implemented, protocols and processes must be developed, and data must be in the proper location.
It is imperative to create a robust and resilient data structure. Then, rapidly adjust to change by developing data solutions.
“You have to think how you change the governance internally to drive the communication and action for external change the policy, through smart data, smart cloud and smart deployment, Mohit concludes.
Fetra Syahbana, Country Manager, Indonesia, Nutanix Indonesia opens by emphasising that the acceleration of digital strategies has forced people to change the way they live and interact with each other.
From Fetra’s perspective, Indonesia was better navigate the pandemic as compared to other countries in digital terms. This was done through applications that were created during the hard times by the Indonesian public sector. This was achieved, thanks to the usage of proper data in Indonesia.
Arief Pribadi, Technical Director, Nutanix Indonesia, knows that because of the pandemic, several other government programmes and initiatives in Indonesia have been expanding while some are put on hold. Adjustments in spending priorities and policy shifts have been made as a result.
Because of this approach, the nation was able to place greater emphasis on healthcare infrastructure and digital transformation initiatives.
However, he does note that “there needs to be a more productive digital ecosystem in Indonesia for the country’s digital space infrastructure to function effectively and securely.”
This can be accomplished by issuing several regulations, as well as implementing and speeding up digital transformation to increase the country’s internet link ratio.
By issuing several regulations, implementing and speeding up digital transformation and increasing the internet link ratio in Indonesia, a more productive digital ecosystem may be created, ensuring the efficiency and safety of Indonesia’s digital space infrastructure.
The National Registration Number, Catalogue Electronic System, Data Privacy, Electronic Trading, Export/Import, Transportation, and Customs are only a few of the many projects that make up the country’s Digital Flagship Programme.
There are a few steps involved in data management, all of which work together to guarantee that the information stored in a company’s systems is reliable, complete, and easy to retrieve.
Deploying the IT systems that run business applications and offer analytical information to drive operational decision-making and strategic planning by corporate executives, business managers and other end users relies heavily on effective data management.
The agile software development life cycle is the defined progression of steps taken by a product from inception to completion. There are six steps in the process: Meet, Plan, Design, Develop, Test And Evaluate.
Delivering usable products to customers on time is the top priority for every software development team.
Faster expansion requires more than just the ability to scale up. They require the flexibility to scale up to meet the demands of growing complexity and sophistication, adopting cutting-edge technologies and launching products more quickly.
The ability of a business to adapt its People, Processes and Technologies is a problem when implementing cloud technology.
Qualified individuals with an agile mentality are required when Business and Technology are together. “An agile mentality allows you to rapidly iterate from concept to implementation.”
These skills are essential for developing an agile methodology and culture, such as the DevOps culture, which allows for more frequent experimentation and research through action, as well as faster product delivery on a daily or even hourly basis.
Arief is convinced that the key to success in terms of process is the implementation of automated IT and business procedures. When all resources, whether they originate in a private on-premises cloud or the public cloud, are based on self-service and intelligent operation, IT must embrace fully managed services.
“On the other hand, when we talk about technology, we’re referring to things like computer programmes that run on servers,” says Arief.
He added that the application’s portability between clouds is achieved using software-defined everything, including the underlying infrastructure service, agile architecture, and lightweight computing technology, such as containers and their orchestration.
Arief highlighted that supporting any application and workload, anywhere, the Nutanix Cloud Platform incorporates hybrid cloud architecture, multi-cloud management, unified storage, database services, and desktop services.
“By providing an open, software-defined, hybrid multi-cloud platform, we help you streamline cloud complexity so that you may put more attention on business results and innovative ideas,” he reveals in closing.
Power Talk: Surviving the Defiance of Digital Economy Development: Building the Right Digital Solutions
Several government organisations still require assistance in acquiring and constructing suitable digital infrastructure considering the diverse digital needs across the large Indonesian archipelago and the uncertain economic conditions faced over the past few months.
When a company undergoes a digital transformation, it makes use of digital technologies to enhance its business processes, systems, and customer experience. As a result of the change, many organisations will save money on operating costs.
Likewise, staff efficiency and output improve in tandem, increasing the business’ bottom line. Hence, every successful company in the modern era has sped up the process of digitising its operations.
For Setiaji, Chief of the Digital Transformation Office, Ministry of Health, the key is to adopt collaborative tools so that employees will be able to work efficiently, especially in the health sector.
In an increasingly digital landscape, technology is here to stay and will be foundational to any strategy. Organisations need to embrace technology to survive, thrive and stay relevant.
Setiaji emphasised the importance of Indonesian healthcare to broaden and accelerate the digital transformation of health in the country. “We devised a plan to help us go faster in the health industry. First, we established a digital team, and then we upgraded our digital infrastructure.”
The cloud is quickly rising as more organisations have moved from a gradual to an end-to-end digital transformation. Successful organisations will be the ones who can adapt quickly to this shifting landscape, make wise decisions and work with strategic allies to strengthen their talents.
Sonny Supriyadi, Senior Vice President – Head, Pricing and Data Analytics, Maybank opines that organisations that put data first value risk models based on numerous data sources prioritise data-driven business innovation. To facilitate enhanced predictive analytics, data modernisation is a multi-stage process that enhances data accessibility.
The importance of upgrading the systems, especially in the banking industry is crucial. “To modernise, businesses must first extract data from ageing applications and infrastructure and reformat it for use in analytics across all deployment models such as cloud, edge, and on-premises.”
“Data is the most precious asset of any organisation, therefore it makes sense to create a plan that prioritises it. Your data’s value will be wasted if it remains dispersed across silos and legacy systems if you don’t have a modernisation strategy to bring them together,” Sonny cautions the delegates.
Agung Indrajit, Chief of Data, Satu Data Indonesia, Ministry of National Development Planning says that the government of Indonesia acknowledges the advantages of digital transformation. Thus, the nation is considering digitisation as a means of involving its citizens in governance, economic recovery and overall growth.
Agung believes that the Indonesian government’s efforts to digitise will result in “smart governance” and the nation’s digital journey will make public service better.
In addition, a safe and effective approach to responding to crucial decisions calls for integrated data management. Hence, a competitive advantage is driven by data, and in today’s fast-paced world, firms must be nimble and quick to adapt by constructing novel capabilities, according to Agung.
“To achieve this goal, businesses need to implement cutting-edge technology and industrialise data and analytics to increase their income through better decisions.”
Fetra emphasised the importance of data as a company’s most valuable asset in determining how to effectively implement business plans through analysis of target audiences.
Organisations must acknowledge a comprehensive data digitisation strategy for an effective digital transformation. As a result, digitising data has become a crucial prerequisite for organisations seeking to adapt to the rapidly changing industry.
“In the long term, digitising data will serve as the bedrock upon which additional layers of digital transformation can be built,” says Fetra. “Nutanix Indonesia will be happy to help any government agency improve its services through digitalisation.”
Mohit recognises that Indonesia is competing on a global scale. He knows that 5G is ready for its second wave of availability and that it has been implemented. Technology is now at the centre of most business strategies because of digital transformation. This method has the potential to lessen operational costs and boost productivity.
When it comes to handling digital transformation processes, he knows, that a digital partner can be the tower of strength.
“Digital transformation is typically backed by a digital partner who will contribute their experience to guarantee you make the right decisions. This is because it is simpler to reach the organisation’s goal with a unified approach across business and technology.”
Across the globe, the FSI sector is a key part of promoting economic growth and macroeconomic conditions that help people find jobs. Moreover, digital finance makes it possible to offer better banking and financial products and services for consumers and gives businesses new ways to get money, which improves financial inclusion.
With an effective framework, the full potential of technological innovation in the financial sector can be harnessed. This could create jobs and help achieve robust, steady work and long-term business growth. Thus, it behooves the financial sector to explore tech-enabled digitalisation and innovation.
Because digitalisation is being ubiquitously in the financial sector, there needs to be a discussion about modernisation, the regulatory environment and other ways to protect workers from any negative effects of digitalisation, such as privacy, cybersecurity and data protection.
As relevant, the pandemic revealed how important frontline work is and how important the sector is for the economy as a whole and for keeping businesses going. At the same time, it has sped up the automation of work processes and the change of business models and how work is organised.
As the transition to an increasingly digital world quickens, most consumer interactions will be provided via online channels, where it is more challenging to ascertain sentiment and interpret reactions.
Learning what works, addressing what is broken, and creating a digital customer experience with clarity and intention should be front of mind for every organisation around the world, regardless of whether they are on the front lines interacting with customers or behind the scenes focused on supporting technology.
The OpenGov’s Singapore Data-First Modernisation to Supercharge Financial Institutions on 28 October 2022, at InterContinental Singapore, aimed to help the nation’s financial institutions work on improving technology, customer experience (CE), employee experience (EX), data modernisation and fraud prevention.
Data-Driven Modernisation Boosts Customer Service
Mohit Sagar, CEO & Editor-In-Chief, OpenGov Asia acknowledges that the current customer experience needs to go above and beyond earlier conventional approaches.
The current expectations have been permanently impacted by digital solutions deployed because of the pandemic; indeed, these expectations are continually evolving with evolving technology. “Each consumer-brand touchpoint must consider customer preferences and expectations.”
Client experiences are being driven and shaped by cutting-edge technologies, especially in the financial sector. There are many new ways to communicate with and gain feedback from customers, including augmented reality, voice assistants, cloud computing and more – and this list will keep growing.
Today’s businesses need to discover the most relevant and suitable digital tools for their sector and context if they want to deliver a great customer experience, foster brand loyalty and increase sales.
In addition, employees’ internal experience will determine how well a customer gets served by a company or an organisation. What it boils down to is that the satisfaction of employees and the experience a customer has depends on leaders’ ability to empathise, motivate and manage.
Hence, a positive customer experience is essential for an organisation’s success, and it starts with its first customers – the people who work there.
If a company or organisation values its employees or members and they are motivated and empowered, they in turn will value clients and will be committed to serving them. If a company does not care for its employees, customers will be dealt with by disengaged, unhappy workers and they will remember the interaction for those two reasons.
Innovation strategies differ from other business strategies due to the difficulties of anticipating the process, duration and impact. The utilisation of resources to achieve a company’s goals for innovation, value delivery, and competitive advantage is guided by an innovative strategy.
When IT leaders prioritise data management and all that comes with it, they are pursuing data-first modernisation. This enables them to advance more quickly than their rivals while keeping up with changing business requirements.
Data generates a competitive advantage, and in a world that is changing quickly, organisations must be quick to adapt and agile to develop new capabilities. To do that, it’s necessary to use cutting-edge technology and industrialise data and analytics to get insights that spur revenue growth and combat fraud.
The New Horizon: Data-First Transformation that Drives Financial Institutions
Implementing new hardware, software and services is not sufficient for a data-first transformation. Only until an organisation learns how to optimally gather and act on data and then use that data to create new processes, can true change arise.
According to Joseph Yang, Country Managing Director, Singapore, Hewlett Packard Enterprise, the path to becoming a modern, data-first organisation can seem like a long one, but it can be broken down into smaller steps that are easier to understand and move you forward faster.
Reports cited that 83% of CEOs want their organisations to be more data-driven, but there are obstacles across strategy, people, process and technologies. Yet, despite massive investments in digital transformation, many organisations continue to slip behind, unable to keep up with the industry leaders.
On the other hand, leaders in their field or sector – the top 10 per cent of organisations driving tech innovation – gain two-to-three times the revenue growth of their peers. This digital transformation chasm is referred to as the “Digital Achievement Gap.”
Leaders recognise that data is the vital force required to activate next-generation operating and commercial models. For some, this entails delivering exceptional experiences spanning billions of moments. Others are concerned with accelerating decision velocity to combat organisational lethargy. And finally, many use data to predict the future and generate actionable insights.
“Customers have many questions regarding the key difficulties of digital transformation; one of which is how to accelerate digital transformation in a multi-generational IT ecosystem where data is everywhere – clouds, data centres, devices, and machines,” says Joseph.
Bridging the digital transformation chasm necessitates a new method and that data-first modernisation is the approach that addresses the key data concerns organisations face. Businesses need to address the obstacles to be able to use data profitably.
“Data-first modernisation must occur anywhere data resides – at the edge, in datacentres, in colocations, and in the cloud – using a uniform operating model. HPE is here to assist you in this endeavour.”
While the first wave of modernisation was the “infrastructure-first” one, the second wave is the “data-first modernisation” one that includes:
- Adopting a data-centric mentality and philosophy;
- Driving unified service delivery and unified experiences across a multi-cloud environment;
- Speeding up decision velocity enterprise-wide via secure connectivity across the edge-to-cloud;
- Having choice, flexibility, and control of your data assets.
HPE believes that there are 5 key data-first modernisation imperatives that enterprises must adopt:
- Data is a core asset that should control;
- Data is everywhere and must be accessible at digital speed from its native location – which changes over time as it grows;
- Data has rights and sovereignty and must be governed and protected from continuous threats like ransomware and cybersecurity threats;
- Embrace a cloud everywhere model with the freedom to choose the right location for data and workloads – and industrialise the data supply chain;
- Data in multiple, disparate operating models must be unified. Hence, driving one integrated model delivers insights, business agility and outcomes.
HPE has its data science teams that work on modelling customers’ likelihood to buy, analysing their digital behaviour and using AI and machine learning to better predict and plan for their customers’ needs.
All of this is governed by strict data privacy and compliance rules where data is treated with the utmost care and protection. The company is also venturing into new areas to create new digital customer experiences through HPE’s My Account, which also uses AI/ML models.
Being data-first means that organisations are always thinking about how to combine hundreds of customer attributes to improve the customer experience with as few people as possible. “HPE is in a unique position to help you move data-first modernisation forward quickly.”
Fireside Chat: Always Go with More: New Financial Service Innovations
Sean Silverio, Head Decision Management, CIMB, believes that the cloud has enabled numerous firms to reinvent themselves. “Thus, the subsequent wave is driven by data, and we should be aware of the information that we are bringing into.”
Sean added that a few regions are already using machine learning (ML), while artificial intelligence (AI) on the other hand, is quite sensitive. “Perhaps because people fear what they don’t understand, so they should learn a little more about this.”
Utilising analytics and other digital infrastructure to reinvent business processes and risk models will undoubtedly offer value to the organisation.
A leader who is going to transform themselves must be persistent in their pursuit of the truth and must have the flexibility to turn as necessary and take new opportunities. To accomplish this, organisations must develop a modern data strategy.
In addition, risk management using data analytics is changing the game in every field. Through this integration, organisations learn more about where risks might come from and how to handle them.
Data analytics is revolutionising industries and transforming risk management. However, there are a variety of aspects that must be considered, as well as their potential future effects on the firm. This includes regulatory, legacy systems, and process optimisation.
In the past 10 years, risk management has changed from the traditional way of avoiding loss to a more risk-reward approach.
Sean highlighted that they are still coming up with strategies to reduce risk, and then they realise that these same strategies can be used to maximise profits or at least minimise costs.
Furthermore, businesses and organisations can focus on customers and product development with predictive models as automating model generation lets them get better software and more accurate projections. Data analytics has also helped organisations to develop team collaboration tools to make predictive models clearer.
With the rise of cybersecurity concerns, businesses are turning to data analytics. “Almost all significant companies utilise data analytics to combat cyberattacks,” says Sean.
Data analytics allows security experts to generate predictions using millions of citizens’ data. Organisations utilise these forecasts to detect and fix vulnerabilities. This prevents data breaches that could compromise their security.
Data analytics also helps redefine the customer experience by meeting or exceeding their expectations. Any decline in service or product quality suggests something must be done to please customers.
Technology as a business strategy can typically be divided into three main categories: protection, enhancement and innovation, depending on the nature of the firm. There are what seems like an infinite number of products and solutions on the market because of the technology’s quick development.
An organisation can make technology decisions from a wider viewpoint when it has adopted technology as a business strategy. They can search for solutions that simultaneously address several needs since they have data to guide their judgments. Organisations can also benefit from a platform’s enhanced capabilities and create customised solutions with enough time to iterate.
Other benefits of incorporating technology into company strategy include increased productivity inside organisations, improved teamwork, setting long-term goals and objectives and increased security.
Fireside Chat: The Importance of ‘People’ Despite the World of Digitisation
Kripa Patel, Head of Trust, Data and Resilience Global Outreach, Standard Chartered Bank observes that as technologies progress at an astounding rate, digital transformation, too, is moving businesses forward rapidly. A workforce with relevant knowledge and digital talent will drive success and capitalise on these advances to acquire a competitive advantage.
The ability to attract and retain exceptional employees is one of the most pressing challenges for any leader. The challenge of how to find, keep and develop the best personnel is also the one that most organisations feel least prepared to handle.
It can be hard to get the right people to work for your business. With the number of remote jobs and flexible schedules going up, candidates are looking for incentives and new ideas.
It’s important to explain the “why” behind a vision to attract customers, but it’s also a built-in way to screen people before hiring them. With this, people who share the same values and business goals will be more likely to apply for open jobs. It’s also important to build an employer brand.
“A positive workplace culture will help you keep your staff and attract new talent,” says Kripa.
Everyone should be able to contribute to the corporate experience and accountability should be uniform across all levels. The larger team can co-create and market the culture to potential new employees through these kinds of interactions.
Kripa added that employee motivation is likely to deteriorate without respect and dedication and innovation are likely to suffer as well. Employee effort and commitment will increase if their input is recognised and considered in business decisions. “As a result, the company will be more attractive to prospective hires who will feel appreciated thanks to this strong morale.”
Some businesses might not be able to match the precise perks and advantages of their bigger competitors, but they can still compete by ingeniously offering some attractive incentives and rewards.
Of course, an unconscious bias is a possibility since the initial choice between successful and failed candidates is made using human judgement. But the choice to select someone based on personal attributes is greatly diminished if technology is used in the hiring process to initially “blind-screen” applicants.
An interviewer’s perception of a candidate will no longer affect their chances of landing a job. Instead, hiring technologies will be used to consider all potential job applicants whose qualifications are in line with the job specifications.
Employee demands and expectations are rapidly changing along with the workplace itself. Lavish offices and corporate happy hours are unlikely to be effective in the work-from-anywhere era. Instead, how content and at-ease people are with office technology determines how satisfying their daily experiences are.
Virtually every encounter employees have is powered by digital tools, from checking up with coworkers to working with outside partners.
Because of this development, cloud-based technologies are already commonplace in the modern workplace. The prevalence of remote work has caused executives to give cloud-based solutions that are accessible from anywhere.
More and more tools that workers rely on every day are hosted in the cloud as cloud technology continues to spread. While facilitating communication and collaboration, cloud-based technology also promotes additional gains in worker productivity.
Power Talk: Modernising Data in Financial Institutions in the Future: What Must You Anticipate to Stay Competitive?
Because of technology, the entire financial services sector has experienced a dramatic change. Clients prefer mobile banking and real-time transactions, as well as cyber security, is now necessary.
Luis C Cruz, Head of Technology Infrastructure and Automation ADA Platform, Big Data and Analytics, DBS Bank Ltd opines that the process starts with data collecting and ends with data testing. “It generally explains to the AI being completely reliant on data at various levels of development.”
Luis believes that human statistics are defined on two or three-dimensional planes. Machines, unlike humans, can construct patterns from higher dimensions and generate more predictions from the patterns -this comes with machine learning.
If data is the fuel for AI, then knowing when to add fuel is just as crucial for keeping the fire going. The most complex difficulty, though, is trust in the partners and the process.
The cloud gives the enhanced flexibility and agility required to stay up with clients who want a seamless user experience – whether it’s the speed with which crucial banking information can be accessed or the quality of customer support.
Agoston Sipos, Vice President AI Lab Group Data Office, OCBC Bank explains that the goal of predictive analytics is to figure out what will happen in the future based on what has already happened. Understanding the customers’ wants, needs, perspectives and experiences with products and services is the ultimate purpose of customer experience analytics, which entails gathering and analysing customer data.
It can help boost customer satisfaction and loyalty by guiding their internal teams to address the issues that are causing customers to feel dissatisfied or lukewarm about their business.
“We pay attention to what our customers want and try to give them extra services to keep them coming back,” says Agoston.
According to Tan Siew Chiun, Head, Digital Platforms, Singlife with Aviva, the first step in removing the barriers that can arise between the business and its customers is to develop a data and analytics strategy. “When your data suggests the best course of action, you can confidently meet your client’s expectations, be there when they need you and offer them seamless support.”
When it comes to customer service, knowing what to do is just as important as being polite. Support is about solving problems in an effective and caring way, which comes from having a deep understanding of the product.
Maintaining a steady balance between data use and the many platforms they employ is also crucial.
“So, good data governance makes sure that data is consistent, reliable and not used wrongly. It’s becoming more important as organisations face new rules about data privacy and use data analytics more and more to improve operations and make business decisions,” Siew Chiun asserts.
Part of the digital transformation journey is making use of and making the most of data in different industries. Thus, organisations should also improve their data collaboration with other parties.
The Country Managing Director of Hewlett Packard Enterprise, Joseph emphasises that data intelligence, which facilitates the processing of multisource data and offers useful insights, may be used to make better decisions. “It enables predictive analytics by merging unstructured data and text analytics results with structured data.”
Data analysis will supply the knowledge needed to run the organisation, such as what course of action is required and whether the strategies were successful. “To accomplish this, you must have the appropriate data; ensure that you collect relevant, accurate, and full information.”
Risk management is a complicated procedure. Understanding the complete range of risks that may arise and how to manage them is frequently the most difficult problem for organisations.
The use of data, AI, and ML can assist businesses in determining which problems are likely to develop in most business activities, allowing them to generate solutions in advance. A data-driven approach can also help organisations stay on the same page when it comes to business risks.
“This will aid in the prevention of fraud and other forms of harm to the businesses. Improving the customer experience also requires making use of data,” Joseph concludes.
Mohit pointed out that data is very useful when it is applied to its full potential. “By using all the data, it has, an organisation can give itself a clear competitive edge.”
When the organisation stores and regularly access relevant information, it will save time and money and make much better decisions.
He believes that people, processes and technology all need to be changed for real, long-lasting digital transformation to happen; and leaders must make brave decisions for digital transformation to go well.
Data insights are the deep understanding of a problem that a person or group gets from analysing information about that problem. “This in-depth knowledge helps organisations make better choices than if they just went with their gut.”