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Delegates from fifteen Singapore government agencies gathered for an OpenGov Breakfast Insight session on data analytics on October 26. Mr. Mohit Sagar, Editor-in-chief at OpenGov Asia, started the discussion talking about the need to put the power of data analytics in the hands of business users, not just keeping it with the IT department. It is about empowering the end-users.


Mr. Charlie Farah (above-right), Director- Healthcare and Public Sector, APAC at Qlik, talked about six universal trends in the context of data and the public sector. The first is rising costs, putting pressure on governments to find efficiencies in the way they are spending public money. Then there is a growing citizen thirst for open data. They want more transparency about how their government is working.
There is high impetus for cross-agency collaboration. Government agencies are breaking down silos and sharing information across government, finding links and connecting services together. Connectivity and digitisation are two other important trends, not just within countries, but with counterpart agencies overseas too. The final trend is governments using data for improving social well-being.
Mr. Farah said, “In an ideal world, it would be perfect to have all your data sitting in one beautiful data warehouse or data lakes and you can start doing your analytics and visualisations on top of that.”
But in the real world, data comes from multiple sources – operations, finance, workforce, supply chain. Then there is citizen data from multiple sources for governments. Either all the sources could be combined into a single data warehouse with enormous investments of resources and time. The alternative is to start connecting the existing data points from different sources and start gaining insights.
Today there is a lot of buzz visualisation. But visualisation is the last mile. It is about visual analytics, Mr. Farah said. Being able to connect data to see the story and making evidence-based decisions. The idea is to put the functionality and the tools in the hands of the people on the frontline.
Data at the Transport Accident Commission, Victoria


Mr. Bernie Kruger (above), Business Intelligence and Data Science Lead, from the Transport Accident Commission (TAC) spoke next. The TAC is a Victorian Government-owned organisation whose role is to promote road safety, improve the State’s trauma system and support those who have been injured on the roads, through an insurance scheme. The TAC is a ‘no-fault’ scheme. This means that medical benefits will be paid to an injured person regardless of who caused the accident.
TAC has a two-pronged 2020 strategy. It aims to reduce the number of fatalities on the road towards zero. And it aims to deal better with clients’ serious injuries, helping get their lives back on track.
Traditionally the focus was on the scheme’s liabilities. There were between 600 and 1000 rules to apply and check for with every single payment, to prevent fraud. Now the focus has shifted to the client. He said that it is all about the client and client-centricity.
Data insights will be a critical enabler for this strategy. TAC plans to establish an enterprise-wide approach to translating data. This will allow research and data to be shared across the organisation.
Mr. Kruger went on to outline the challenges faced in the use of data. Often there is inadequate buy-in from senior management. They do not consider to be an asset. It is rather seen as an operational tool. The value of the data is seldom measured. Organisations are not aware of the monetary value they can attach to certain data of a certain quality. Moreover, there is chronic underinvestment in IT.
In addition to poor data quality, there is often a lack of good data governance, further complicated with the move to the cloud. Who owns the data, is it business or is IT? Weak data lineage also leads to problems. For instance, Mr. Kruger said you tap into operational data and create a report. If the operation changes, how easy is it to alter your report?
TAC was using a specific software as a Swiss Army Knife, for everything from loading the data to cleaning, storage etc. But being married to one software like this can be a trap. The total cost of ownership (TCO) can turn out to be very high.
Another challenge is that the BI (business insights) team / data scientists are viewed as service providers in many organisations. This kind of culture hampers collaboration and results in an us vs them mentality.
How is TAC addressing these challenges? Firstly, a lot of data management activities are being automated, enabling far more focus on high value analytics and leading to better reporting and better insights. Everyone is taken along on the data journey, not just executives or IT. The benefits of data are shared. People are shown what is involved in a day for analyst and the challenges involved in extracting insights from data. Solutions have to be designed together with business. Data scientists should not just get the requirements and design the solution. Business has to be a part of the process. If everyone is not on-board, projects are going to fail.
Today everyone wants to jump on to advanced analytics, AI but the entire supply chain has to be dealt with. “We have implemented data science to quickly get benefits out of predictive analytics, machine learning, network analytics, geospatial analytics,” Mr. Kruger said. It is an experimental approach. Whenever anything works, its results are shared. Open source tools are used. For example, the data science team at TAC has adopted R and has been using it extensively. There are analytics pockets all through the organisation. To bring them together a Data, Reporting & Analytics competency centre has been set up.
Other considerations are the adoption of agile and design thinking principles, borrowed from the software development lifecycle, whether to have an enterprise data warehouse or a data lake (why not have both!), data discovery (allow the end-users to discover the data and its value) and cloud vs on-premise. There is still pushback against cloud computing due to security and privacy concerns. But the massive computing power available in the cloud is a major consideration for Mr. Kruger and his team.
TAC also extensively shares data with other agencies, which results in richer data and richer insights. For instance, if someone is in an accident, the ambulance picks them up. Their data is captured on an ipad. That data goes to the hospital. Before the person is even in the hospital bed, a claim is lodged on their behalf with TAC.
The Trauma Reception and Resuscitation (TR&R®) project is another one. It is a decision support system for the trauma clinicians regarding resuscitation of the patients and the relevant protocols. The system receives information from the ambulance, the vital signs monitor and displays it on Google Glass right in their field of vision. Algorithms prompt the Trauma Team in real time to confirm the state of the patient, perform procedures and administer drugs as well as assisting with diagnosing injuries. Ultimately the data is integrated back into the TAC, so that they can follow up on the claim.
Polling questions and discussion


When asked about top drivers for improving business information usage in public sector organisations, the response from the delegates was split between improving speed and accuracy of decisions, improving and optimising process performance, developing better policy/ products/ services and achieving better business transparency.
Mr. Chia Ti Yu, Director (Finance, Systems & Projects), Ministry of Finance said that the driver would vary according to the role of organisation and the individual. For his role, the primary use of data would be optimising process performance, for a more frontline role, using data might be about improved citizen interaction or developing better policy and services.
The inward and outward facing organisations have different priorities. For instance, an agency like GovTech (Government Technology Agency of Singapore) would be more focused on citizen satisfaction.


Around 56% of delegates rated their organisation’s use of data and data analytics tools as fair (“we use data in our decision-making process, but analysis is primarily a manual process), while 44% rated it as good.
The two biggest barriers identified by the respondents to integrating more data and analytics into day-to-day decision-making were the need to manually compile data from many sources and limited or no access to data. Significant amounts of data might not even be digitised.
Here also, the situation varies a lot between organisations. For example, financial data is completely digitised but some hospitals still use pen and paper for certain things.
There is also a culture issue. One agency tried to get business users to do more self-service. They experienced pushback. They didn’t consider analytics to be part of their role.
Mr. Sagar asked the delegates if their organisations’ management understand the value of data. Or is analytics considered to be an expense. For some, it is still viewed as an expense.
The agencies represented at the session were at different stages of their analytics journeys. Several are using a mix of manual tools and commercially available analytics and visualisation platforms.
In an area like health, at least 60-70% clean data would be required. A small difference in numbers can make a huge difference in health. If the data from two hospitals is not of similar standard, they can’t be consolidated or compared.
There could be different systems. There could be a lack of data definitions and standardisation. There could be issues regarding a ‘source of truth’, as in, when the same data is available from multiple sources, which should be considered to be the definitive source.
Then with user-generated data, every agency has a slightly different practice. Mr. Paul Loke, Chief Information Office at the Accountant-General’s Department – Ministry of Finance, said that you do not want officials to create a 100-line Purchase Order (PO) for buying laptops, but you do not want a single line item, showing ‘IT investments’. The latter provides zero visibility. It is about striking a balance between the two.


Mr. Loke added that while cleaning data, it is important to know the objective. If the end-result is a dashboard, then data has to be cleansed. But fraud or crime detection requires dirty data.
Mr. Farah pointed out that there will always be some data quality issues. Organisations should not wait to embark on analytics till they achieve 100% in terms of quality.
It is not just enough to get the right, cleaned data. The data has to be received in a timely fashion. Some organisations such as the Economic Development Board (EDB) have made the required investments and consolidated their data. Now users can go and pick up whatever they require. But with others, data is still in silos. Data stewards sometimes have a protectionist kind of attitude towards their data and behave suspiciously towards data requests. Frequently, once the request is placed, it takes a long time to get the information. Here, data governance is an area of concern. People are more comfortable sharing aggregated data.
And at other times, it could simply be a matter of not having enough time to respond to data requests, while running daily operations.


Challenges remain but progress is being made. All the agencies have at least made a start on their data journeys. Some have already laid a strong foundation. In others, pilot projects are demonstrating benefits and senior managements are gradually acquiring a better understanding of the potential of data.
Concluding the discussion, Mr. Farah said that data analytics will not provide all the answers on its own. It should complement human reasoning, enabling the people to ask questions of the data. It is about hitting that sweet spot between Spock’s pure logic and Captain Kirk’s human intuition.


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Digital innovation empowers ageing individuals by promoting better health management, social engagement, cognitive stimulation, safety, and access to resources, ultimately improving their overall quality of life.
While ageing is frequently accompanied by a deterioration in functional mobility, loss of muscle strength, and an increase in body fat, this trend could be reversed thanks to a novel magnetic muscle therapy developed by researchers at the National University of Singapore (NUS).
Weekly exposure to very low levels of proprietary pulsed electromagnetic field (PEMF) using the BIXEPS device invented by NUS researchers in 2019 is associated with significant improvements in mobility and body composition after 12 weeks, particularly in older people, according to a recent community study conducted in Singapore involving 101 participants aged 38 to 91 years old. After three months of magnetic muscle therapy, participants reported reduced pain perception.
Associate Professor Alfredo Franco-Obregón, who led the research team and is a Principal Investigator with NUS iHealthtech and co-founder of QuantumTX, says that the BIXEPS device uses a specific magnetic signature to target the muscles in a user’s leg and create metabolic activity in the cells, just like when a person exercises.
Studies from the past showed that when magnetic muscle treatment was used on one leg after knee surgery, the whole body’s metabolism improved. This was mostly seen as changes in the blood lipid profiles. That is, the effect went beyond just the leg that was treated and led to changes throughout the whole body.
After eight weeks of treatment, 72% of individuals reported improved skeletal muscle maintenance along with reductions in total and visceral fats, with 85% of subjects reporting improvements in functional mobility after 12 weeks, most notably among the elderly.
These encouraging findings suggest that this PEMF-based technology could be a beneficial adjunct to traditional geriatric therapies aimed at lowering the prevalence of frailty and metabolic diseases in the elderly population.
Importantly, visceral fat is an inflammatory fat that has been linked to a variety of metabolic diseases, including diabetes. Previous research has found that people in Southeast Asia retain visceral fat more persistently than persons in other regions of the world, despite exercise.
As a result, people in Southeast Asia get diabetes at a lower BMI than persons of other ethnicities. This has created a significant challenge for the Southeast Asian health business. Researchers finally have a solution to this local healthcare dilemma in the form of magnetic field therapy.
Based on the promising findings of the community study, the team has collaborated with research groups in the United States and Hong Kong to perform randomised controlled clinical studies to further validate the advantages of frailty across various ageing groups.
Since 2022, the team has also begun a senior-focused study with 200 elders across four Singapore community care centres to assess how the technology can improve function and ease chronic problems. This research is projected to be completed in 2023.
Real-world pilot data from current community programmes have also shown promise of improved HbA1c control – the most common measure for diabetes progression – after beginning weekly BIXEPS sessions.
The research team is currently collaborating with the Singapore General Hospital to perform a clinical trial to evaluate further the therapeutic potential of PEMF-based therapies for diabetes progression management.
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Singapore will spend about S$3.3 billion on information and communications technology (ICT) this year. This is on top of the money it has spent in previous years to improve its digital infrastructure and make services better for people, companies, and government workers.
Over the last five years, the government has spent about S$16 billion on ICT. In both FY 2021 and FY 2022, it was expected that S$3.8 billion would be spent on ICT. In the past, attempts to combine the demand for ICT services through bulk tenders and to update the back-end ICT infrastructure of the government through the cloud have saved money.
“Our ICT investments in the past five years have laid a firm foundation for the next bound of digital government,” said Kok Ping Soon, Chief Executive, GovTech.
He added that the Government will maintain a high level of ICT spending in 2023, as they continue to push ahead with the cloud strategy and find more ways to work closely with the industry through co-developed projects and bulk tenders. Providing opportunities for SMEs to take on government projects is also important, as SMEs form a key pillar of our Smart Nation efforts, he continued.
More than 30% (S$1 billion) of what the government plans to spend on ICT in FY 2023 will go towards developing apps for the Government Commercial Cloud (GCC).
Since the “Cloud First” Strategy was announced in October 2018, about 66% of qualified government systems have been moved to the Government Commercial Cloud (GCC). This makes it possible to reach the goal of 70% by the end of 2023.
In FY 2023, co-developed projects with industry are projected to be worth about 45% (S$1.49 billion) of all spending, up from 27% in FY 2022 and 20% in FY 2021.
Co-developed projects save time and money by using the SG Tech Stack and other government platforms for security compliance and interoperability, as well as reusing well-tested software components to build apps quickly.
Currently, 27 companies are qualified to work with the government on projects using the SG Tech Stack. When the S$0.62 billion Agile Co-Development and ICT Professional Services bulk tender is called in FY 2023, this list of providers will be updated.
In co-developed projects, engineers and developers from the government may oversee building one part while their peers from the private sector build another. This is different from the usual outsourced approach, in which a vendor builds the whole project based on what the government agency wants.
As a result of the Government’s planned ICT spending for FY 2023, a lot more projects will be given out through bulk bids. About 76%, or S$2.5 billion, of the planned spending will go to these projects. In FY 2022, only 27% of the spending went to these projects. By putting together all the requests for the same ICT goods and services, bulk tenders have helped public agencies save money, time, and effort.
This year, there are three important bulk contracts worth a total of S$1.85 billion: Enterprise Software-as-a-Service (SaaS), Hosting Support Services (HSS), and Personal Computers & Printer.
Small and medium-sized businesses (SMEs) still have a lot of chances, as nearly 80% of all procurement opportunities for FY 2023 will be open to SMEs, which is the same as the previous year.
The Ministry of Sustainability and Environment previously indicated that starting in 2024, government ICT contracts will include environmental sustainability criteria.
Suppliers who participate in the forthcoming PC and Printer bulk tender must follow energy and environmental regulations and reuse packaging and materials.
Additionally, GovTech is trying to optimise code reuse for cloud projects in FY 2023 and reduce the carbon footprint of the cloud infrastructure in GCC and government data centres to satisfy BCA-IMDA Green Mark criteria.
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The Centre for Advanced 2D Materials (CA2DM) at the National University of Singapore (NUS), an innovator in the study of graphene and other 2-dimensional (2D) materials and the global leader in niobium products and technology, has created the first niobium-graphene batteries, which will solve all these problems.
Many modern gadgets, such as mobile phones, pacemakers, and electric vehicles, rely on batteries for electricity. Traditional lithium-ion batteries, on the other hand, have drawbacks such as safety issues, short life cycles, and lengthy charging periods.
Because traditional lithium-ion batteries have these limits, digital innovation has fuelled the development of novel battery technologies, such as niobium-graphene batteries, to overcome these concerns and revolutionise power solutions for modern gadgets.
The batteries are being evaluated at a new advanced battery laboratory that was recently created with a joint investment of USD 3.8 million (S$5 million) over three years, supported by the National Research Foundation of Singapore.
According to Professor Antonio Castro Neto, Director of CA2DM, the advanced battery laboratory is the most technologically advanced and well-equipped facility in Singapore for exploring new frontiers in battery technology.
The lab provides advanced equipment for researchers to generate new solid electrolytes, build diverse cell shapes, and ultimately put their inventions to the test. They have made great progress in developing niobium-graphene batteries, which are proving to be game changers in terms of safety, efficiency, and sustainability.
When compared to standard lithium-ion batteries, the pioneer niobium-graphene batteries have demonstrated superior performance and safety. Also, volatile, and flammable liquid electrolytes in lithium-ion batteries will be replaced by niobium-containing solid electrolytes, improving the safety and energy density of the innovative batteries.
Long life cycles, safety, fast charging, enhanced performance, and sustainability are all advantages of niobium-graphene batteries.
Niobium is the major active material in the negative electrode of batteries and is also used as an additive in the positive electrode. Graphene, on the other hand, is used to improve electronic conductivity and structural stability in both negative and positive electrodes.
The unique crystal structure of niobium materials in the negative electrode enables rapid charging without compromising the structure. Niobium materials in the positive electrode can increase ionic conductivity and protect the active material from degradation. In addition, the low density of graphene significantly enhances the electronic conductivity of both electrodes without diminishing the battery’s overall energy density.
In the first quarter of 2024, the final prototype of the niobium-graphene battery is anticipated to be completed.
As they have a longer lifespan than existing lithium-ion batteries, the new graphene-niobium batteries substantially reduce the total cost of ownership and have ultrafast charging capabilities. In addition, they offer a higher level of safety because even at high temperatures there is no danger of explosion.
In addition to being the first batteries to combine niobium applications on both the cathode and the anode, they also offer higher input and output power, a broader temperature operating range, and a higher state of charge. Thus, commercial and industrial applications, including regenerative braking systems for hybrid vehicles such as rails, trucks, and passenger cars; and heavy-duty applications, intralogistics, and cordless power tools, among others, can be developed for specific markets.
The new laboratory is outfitted with state-of-the-art facilities for advanced niobium-based batteries and solid electrolytes research and production.
The versatility of niobium-graphene batteries is a result of their high-performance capabilities. In the medical sector, they can power life-saving devices such as pacemakers and defibrillators, providing dependable and durable energy sources for life-saving procedures.
In the aerospace industry, batteries can be used in satellites and spacecraft to provide reliable and efficient power solutions for space missions. Niobium-graphene batteries are suitable for environments where dependability, longevity, and safety are of the utmost importance due to their durability and performance.
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During his first official visit to Kenya, Prime Minister Lee Hsien Loong thanked Kenyan President William Ruto for his gracious welcome. He noted that, despite their physical distance, Singapore and Kenya have similar perspectives.
“Our peoples share similar aspirations, such as inclusive growth, a high standard of living, ethnic and religious harmony, and good housing, healthcare and education,” said Prime Minister Lee.
Both countries have comparable perspectives on the difficulties the Global South faces. Inflation, pandemics, climate change, rising protectionism, rising geopolitical tensions, and dangers to the multilateral trading system are all issues that both are concerned about.
Both countries agreed that it was critical for nations to keep working to establish connections in the digital economy and to collaborate on issues related to food, energy, and sustainable development. In an increasingly connected world, making connections and partnerships in the digital economy gives people and companies the power to use technology, grow their reach, drive innovation, and achieve sustainable growth.
They reiterated Singapore’s and Kenya’s cordial and long-standing ties. They commemorated the 30th anniversary of their diplomatic ties two years ago. And in areas like governance, public service management, urban planning, and livable cities, the two nations collaborate and share experiences.
Both economic alliances have been expanding. In Sub-Saharan Africa, Kenya is one of Singapore’s key trading partners. Despite COVID-19, bilateral commerce grew by approximately 25% in 2021 compared to the previous year.
Several Singapore-based businesses are active in Kenya in several industries, including shipping, logistics and port management systems, agribusiness, tourism, and fintech solutions. Nairobi is host to a delegation of Singaporean businesses. They came to look for chances to partner with and invest in Kenyan businesses.
The two nations work effectively together in multilateral forums as well. They underlined their common support for multilateralism and a world order based on rules. Singapore and Kenya decided to keep working together at the UN and other multilateral institutions, as well as to work together to improve the UN’s effectiveness.
They also talked about potential new collaborations. In relation to ICT (information and communication technologies). A Memorandum of Understanding (MOU) has been struck in this regard, allowing the parties to share ICT best practices and information and foster innovation and talent development. The MOU would also promote and improve cybersecurity-related strategic cooperation.
In terms of climate change, they have inked an MOU in partnership with carbon credits under Article 6 of the Paris Agreement. This will stimulate, create, and facilitate mutually beneficial joint carbon credit ventures. International cooperation, such as this agreement between Singapore and Kenya, is important to boosting global climate action and achieving the Paris Agreement’s goals.
Both countries place a high value on talent development when it comes to human capital development. The MOU on Skills Development would promote deeper technical cooperation between the two countries in areas such as Leadership and Governance, Education, and Digitalisation. This will be accomplished through knowledge exchange, capacity-building courses, and other forms of collaboration.
There is a lot of room to enhance bilateral collaboration. Kenya’s strategic location acts as a gateway to East Africa for Singapore enterprises. Similarly, Singapore might act as a gateway to Southeast Asia for Kenyan businesses.
Both countries welcome the approval of the bilateral investment treaty and the President’s pledge to resolve the two countries’ Avoidance of Double Taxation Agreement as soon as possible. These initiatives send a strong, positive signal to businesses while also providing clarity and assurance on cross-border transactions and investment.
Singapore is eager to collaborate with President Ruto and his government to advance bilateral relations.
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The data-driven governance paradigm emphasises using data and analytics to inform decision-making and improve public services. In today’s increasingly digital world, the abundance of data presents public agencies with an unprecedented opportunity to leverage information and insights to improve citizen outcomes.
Public agencies can acquire a deeper understanding of societal challenges, identify trends and develop evidence-based policies and interventions that address the needs and aspirations of the public by harnessing the power of data.
One of the primary advantages of data-driven governance is its capacity to facilitate well-informed decision-making. Traditional approaches to governance frequently rely on intuition or limited data, which can result in suboptimal outcomes.
Data-driven governance enables public agencies to enhance the delivery of public services. By analysing data on citizen preferences, utilisation patterns and satisfaction levels, agencies can tailor their services to meet the unique requirements of distinct population segments.
However, adopting a data-driven governance strategy presents obstacles that must be overcome. Providing data privacy and security is one of the major obstacles. Protecting sensitive citizen data from unauthorised access or misuse requires public agencies to establish robust protocols and safeguards. Data collection, storage and sharing should be governed by precise rules and regulations that ensure transparency and accountability.
The availability and accessibility of high-quality data is another obstacle. Government agencies frequently must negotiate fragmented data sources, inconsistent data formats and silos. Data interoperability and integration initiatives are essential for overcoming these obstacles and establishing a comprehensive and dependable data infrastructure that facilitates data-driven decision-making.
To realise the maximum potential of data-driven governance, agencies must invest in developing data analytics capabilities and fostering a data-driven culture. This includes training employees in data literacy and analytics, establishing partnerships with academia and the private sector and promoting a culture of evidence-based decision-making at all organisational levels.
The OpenGov Breakfast Insight held on 24 May 2023 at the Shangri-La The Fort Manila, aimed to provide the latest data integration and analytics benefits for the Philippine public sector.
Opening Remarks



Commencing the session, Mohit Sagar, the CEO & Editor-in-Chief of OpenGov Asia, acknowledges the paramount significance of data in the modern era, surpassing conventional assets like oil and gold. With the exponential advancement of technology, the world now generates vast quantities of data every second.
Companies and organisations are well aware that strategic utilisation of data can lead to substantial competitive advantages, enriched consumer experiences, and improved operational efficiency. They know the potential of harnessing data to gain a competitive edge and deliver exceptional value to their customers. Such information provides deep insights into consumer behaviour, market trends and decision-making processes.
With the relentless progress of technology, the inevitability of data proliferation becomes increasingly apparent. The prevalence of smartphones, Internet of Things (IoT) devices and digital platforms have resulted in an unprecedented amount of data being generated.
“With data-driven approaches rapidly gaining importance across industries, the ability to accumulate, analyse, and leverage data has emerged as a critical determinant of success in the contemporary era,” Mohit explains. “Consequently, data has become the most sought-after and protected asset in today’s economy.”
Through the integration of data strategies, organisations can effectively minimise redundancy, dismantle data silos and increase data quality and consistency. This enables businesses to derive valuable insights, identify trends and connections, and ultimately make informed and improved decisions.
Data integration promotes cooperation and efficiency, facilitating seamless data interchange among multiple stakeholders, systems and departments. Moreover, when policies align and complement each other, it becomes easier to foster such collaborations and reduce the wastage of resources and time.
A sound data strategy establishes a solid foundation for advanced analytics, machine learning (ML) and artificial intelligence (AI) initiatives, where accurate and integrated data play a vital role in modelling and achieving high prediction accuracy.
“By leveraging integrated data, organisations can unlock the potential of cutting-edge technologies, maximise the value of their data assets, drive innovation and gain a competitive edge,” Mohit reiterates.
Virtualisation technology has driven a paradigm shift in the scaling of services and storage in the digital environment. By decoupling physical resources from the underlying hardware, virtualisation enables the efficient allocation and utilisation of processing power, memory and storage resources. This technology empowers organisations to optimise their resource utilisation, leading to enhanced efficiency and flexibility in managing their digital infrastructure.
Using virtualisation, businesses can dynamically expand their infrastructure as needed, scaling services and storage space to meet the demands of expanding data needs. It offers flexibility and agility without being constrained by physical hardware, enabling businesses to respond swiftly to shifting needs.
“Companies can meet the needs of a data-driven world by successfully managing data expansion, enhancing scalability, and optimising resource utilisation via virtualisation,” Mohit observes.
Once access and authorisation protocols are established within policies, individuals across different agencies can work more efficiently and expediently. These protocols create a streamlined process for granting appropriate access to relevant data and systems, ensuring that only authorised personnel can retrieve the information they need in a timely manner.
When data is handled and used correctly, it has the potential to greatly enhance the effectiveness and efficiency of the work and duties at hand. The proper handling and utilisation of data by the right people enable the identification of areas for improvement, streamlining processes and allocating resources more effectively.
By analysing data, organisations gain a deeper understanding and valuable insights by uncovering patterns and trends. Through sophisticated data analysis techniques, they can extract meaningful information and identify correlations that might not be apparent at first glance.
“By leveraging data-driven insights, staff can make informed decisions, improve service delivery and result in better outcomes for citizens and a higher level of public trust and satisfaction,” Mohit concludes.
Welcome Address


According to Armstrong Mejilla, Senior Director, APJ Presales at Qlik, the phrase “Data Everywhere, Data Everything” succinctly captures the pervasive nature of data in today’s world. It highlights the imperative to address the challenges and seize the opportunities arising from the abundance of data. Furthermore, it underscores the critical significance of responsible and effective data management and utilisation to harness its full potential.
The ubiquitous presence and extensive utilisation of data in today’s digital world emphasise the integral role it plays in people’s lives, permeating every facet of personal and professional activities. Data has become an inseparable component, shaping and influencing various aspects of daily life, from personal decision-making to professional endeavours. Its omnipresence underscores the significant impact and reliance on data in today’s interconnected society.
“Data continues to grow at astounding rates, creating exciting opportunities for public sector organisations to improve citizen services, enhance financial performance and better meet their missions,” Armstrong acknowledges. “But when it comes to generating true value from business intelligence and data analytics investments, the differentiator often comes down to culture.”
Many businesses have made attempts, but often faced failures, in implementing digital transformation projects aimed at fostering a culture of innovation. However, it is crucial for businesses to shift their focus towards cultivating the concept of ‘digital business agility.’
Rather than solely aiming for transformation, organisations should prioritise agility, which allows them to swiftly adapt and respond to the evolving digital landscape. By embracing digital business agility, businesses can foster a mindset that embraces change, experimentation and continuous improvement, enabling them to thrive in the dynamic and competitive digital realm.
The three primary pillars of digital business agility – heightened awareness, informed decision-making, and swift execution – allows organisation’s to respond swiftly and effectively to emerging threats and seize new market opportunities before their competitors even notice them.
“These pillars are not technologies,” Armstrong clarifies. “ They are, rather, capabilities and a mindset facilitated by a proper understanding and implementation of technology.”
Hyperawareness refers to a company’s ability to detect and monitor changes in its business environment. The business environment encompasses both internal and external factors that impact the company’s opportunities and risks. It signifies the heightened capacity of a company to stay vigilant and cognizant of the dynamic factors that can shape its success or pose potential threats.
Armstrong emphasises that companies with hyperawareness are less susceptible to being taken by surprise and are difficult to disrupt because they can detect their vulnerabilities and modify their models and processes accordingly.
For instance, hyperaware companies have a deep understanding of when and why their customers experience dissatisfaction. They prioritise identifying the true value that customers attribute to their products, rather than fixating on the delivery methods within the existing value chain.
Similarly, when a company is acutely aware of its competitive landscape, it has a deep understanding of the strengths and vulnerabilities of its traditional competitors. Furthermore, it recognises the potential impact that new business lines or acquisitions may have on its position in the market. In addition, it can anticipate which non-traditional competitors could threaten their market position and the disruptive strategies they could employ.
Informed decision-making is a company’s ability to make optimal decisions in every situation, Armstrong believes. To excel at informed decision-making, businesses must develop sophisticated data analytics capabilities that augment human discretion.
“To achieve this, it is crucial to analyse, scale, package and disseminate the data derived from the company’s hyperawareness throughout the entire organisation,” Armstrong elaborates.” This ensures that relevant and valuable insights are effectively shared and utilised across the various departments and stakeholders within the company.”
Fast execution refers to a company’s capacity to carry out its plans efficiently and swiftly. “Companies must be informed of every step of the transition to have the flexibility to adjust. Again, data plays a role,” reiterates Armstrong.
Qlik has made significant investments to help the federal and regional sector agencies. Qlik Cloud Government offers customers a modern data and analytics platform that is specifically designed to cater to the following needs and requirements:
- Speed: Qlik Cloud Government accelerates data and dev-ops with a platform that streamlines the entire analytics pipeline from – data ingestion and management to insight generation and action.
- Security: Ensuring customers feel safe and protected, Qlik Cloud Government has been built with security designed at its core following industry-leading security and compliance controls.
- Scale: It is beyond critical that an analytics platform can scale and grow in stride with an organisation. Qlik Cloud Government offers scalability across infrastructure, administration, security, and delivery.
Governments now have the opportunity to leverage technology and harness their data in ways that were previously unexplored. This enables them to gain unprecedented insights, leading to improved outcomes and more efficient practices. By effectively utilising their data, governments can drive positive changes and enhance their overall operational effectiveness.
According to Armstrong, data holds boundless possibilities and has the potential to truly transform the world. The example of the US Environmental Protection Agency (EPA) is an illustration of this. The EPA required agency-wide visibility and self-service analytics for their field analysts, but their existing legacy analytics system (Business Objects) proved to be slow and inflexible.
As a result, the EPA decided to implement Qlik Sense, enabling them to analyse environmental health and safety data across various regions. They successfully distributed Qlik Sense to over 200 analysts nationwide, empowering them with the necessary tools and capabilities to efficiently access and analyse the data.
Within 30 days of going live (before the announcement), they had 100 users and currently, they have reached 200 users and continue to grow. Analysts across the country, in every region, are utilising the platform to analyse environmental health and safety information specific to their geography, such as pollution and water quality in Region 3.
Additionally, Furthermore, Qlik Cloud offers the analytics data pipeline through its Active Intelligence tool. This comprehensive solution provides companies with all the necessary data integration and analytics services to transform raw data into valuable information that aids in decision-making.
In addition to the core analytics services, Qlik Cloud also offers a variety of foundational services to support companies in their data-driven journey. It is the sole cloud platform specifically designed for Active Intelligence. Its purpose is to assist organisations in transitioning from passive toolsets to active systems that provide real-time information and compels action.
With this open SaaS platform, companies get cloud-agnostic and hybrid setup options that give them the most freedom and choice in how and where to store and analyse data, whether in one cloud or many.
Recognising that the value of data lies in its actionable utilisation, organisations can prioritise the development of skills, infrastructure, and a proactive mindset to maximise the potential of their data assets. This involves investing in data analytics expertise, technology infrastructure, and decision-making processes that facilitate effective and timely actions based on insights derived from data.
“By fostering a culture of data-driven decision-making and enabling the necessary resources, organisations can unlock the full value of their data assets and drive meaningful outcomes,” Armstrong concludes.
In Conversation with
Data-driven governance in the Philippines entails using data and analytics to educate and guide governance policies, improve service delivery, increase transparency and promote evidence-based decision-making at all levels of government.



The Philippines can harness the potential of data to address societal concerns, drive evidence-based decision-making and improve public service delivery by embracing data-driven governance. It has the potential to lead to more efficient, effective and citizen-centred management, ultimately contributing to the country’s and its people’s development and well-being.
According to Dr Czar Jakiri Sarmiento, Chairman of the Department of Geodetic Engineering at the University of the Philippines, a potential solution to tackle technological challenges within an organisation is the implementation of centralised data management processes. This approach can achieve consistency across reporting, agencies and structures.
It is essential to consider national and local policies, such as implementing rules and regulations like the Freedom of Information. Resources should be made accessible and user-friendly, and there should be a focus on providing training to government agencies.
“When working with government agencies on research projects, sustainability and capacity-building should be considered to ensure long-term success,” says Dr Czar. “Four factors – centralised data management, policy consideration, resource accessibility and capacity-building – are crucial in addressing the challenge effectively.”
Ensuring consistency in outdoor activities in national data regions and government teams is essential, contributing to safety and accuracy. Additionally, contextual data integration is crucial, as it helps address specific problems and supports decision-making.
Data integration can improve efficiency, speed up processes and reduce costs. However, considerations such as government procurement and hiring processes should be considered, along with the capacity of employees to adapt to new technologies.
Transparency and accountability are essential, but departments must be flexible enough to adopt sustainable technologies. Collaboration with stakeholders is necessary to ensure accessibility and understanding of concepts. Building foundational knowledge is essential before expecting sustained development.
For Armstrong Mejilla, Senior Director, APJ Presales, Qlik, aligning business goals and customer preferences when identifying solutions is essential. “Showcasing successful implementations to other departments and providing guidance on replicating them can be beneficial.”



Embracing a fearless attitude towards failure and adopting technology without hesitation can drive positive behavioural changes within the organization. This includes fostering a data-driven approach and empowering leaders.
Although managing organisational change can be challenging, its profound impact on citizens is undeniable. It’s important to remember that technology plays a supporting role in the overall process, and a patient implementation strategy is key to success.
Dennis Magsajo, Head, Solutions Architects, ASEAN Emerging Markets – Worldwide Public-Sector, Amazon Web Services, acknowledges that government agencies and diversity in government are essential factors in achieving success. Collaboration between technology providers and government agencies is necessary to ensure access to essential data points.
“Finding providers who offer the necessary features and capabilities is crucial. Although specific examples may have been mentioned, further information might be needed to understand their relevance,” Dennis is convinced.
In the current governance landscape, the involvement and contribution of multiple stakeholders are essential. There is a growing emphasis on fostering collaboration among diverse agencies to enhance public services and facilitate the provision of efficient information for informed decision-making by government officials. This collaborative approach seeks to leverage the collective expertise and resources of various parties to drive improvements in governance processes and outcomes.
Closing Remarks
According to Armstrong, it is crucial to look at data as facts supported by thorough research and analysis when it comes to decision-making. “Data-driven insights form an integral part of the solution-seeking process.”
It is crucial to note that implementing technology to leverage the potential of data requires a systematic approach. Often, legacy systems present a challenge as they may not be easily readable, necessitating efforts to effectively transform and integrate them into modern systems.
Visualisation plays a vital role in decision-making as it helps comprehend complex information and facilitates informed choices. Hence, successfully integrating processes, technology and a culture that values data-driven insights is critical to effective decision-making and problem-solving.
Mohit agrees that change can be a daunting endeavour. However, recognising the inherent challenges that come with change and actively overseeing the transition allows for successful navigation and the discovery of new possibilities and opportunities.
Technology partnerships enable organisations to leverage collective strengths, drive innovation, share costs and risks, access specialised expertise, and gain a competitive advantage. “By working together, partners can achieve outcomes that may not have been possible individually, leading to mutual benefits and growth.”
“Partnerships can accelerate the development and implementation of technology-based solutions. Technology partnerships enable organisations to leverage specialised expertise that may not be available internally,” Mohit concludes. “Collaborating with technology experts grants access to cutting-edge knowledge, research capabilities, and technical skills, empowering organisations to stay at the forefront of technological advancements and drive innovation.”
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Sistem pemerintahan berbasis data sejatinya menekankan pada pemanfaatan data dan analisis terkait pembuatan keputusan dan peningkatan pelayanan publik. Dalam era perkembangan digital yang cepat, keberadaan sumber data yang cukup masif ini dapat menjadi peluang bagi lembaga pemerintahan dalam pemanfaatan informasi dan wawasan demi meningkatakan produktivitas masyarakat.
Melalui sistem tersebut, lembaga pemerintahan dapat memperoleh pemahaman mendalam terhadap permasalahan sosial dan tren. Hal ini dapat menjadi modal untuk mengembangkan kebijakan berdasarkan bukti nyata, menekankan pada aspirasi dan kebutuhan publik melalui pemanfaatan data secara maksimal.
Salah satu keunggulan pemerintahan berbasis data lainnya adalah terkait pelayanan penyediaan informasi yang valid. Sistem pemerintahan konvensional seperti sekarang ini masih bergantung pada intuisi akibat keterbatasan data, sehingga hanya akan menghasilkan informasi yang suboptimal.
Pemerintahan berbasis data juga memungkinkan lembaga pemerintahan untuk dapat memperkuat pelayanan publiknya. Melalui analisis preferensi masyarakat, pemanfaatan pola, dan tingkat kepuasan pelayanan, lembaga pemerintahan dapat menetapkan kebijakan berdasarkan segmentasi masyarakat yang terarah.
Walaupun begitu, dalam pengaplikasian sistem pemerintahan berbasis data, seringkali juga dihadang oleh tantangan ke depan. Penyediaan privasi data dan keamanan menjadi salah satu hambatan. Perlindungan privasi data masyarakat dari pihak yang tidak berkepentingan atau penyelewengan data membutuhkan perlindungan yang kuat dari lembaga pemerintahan.
Kemudahan dalam mengakses data yang berkualitas juga menjadi tantangan selanjutnya. Seringkali, lembaga pemerintahan harus menghadapi permasalahan seperti sumber data yang terfragmentasi, format data yang berbeda, dan ruang data yang terpisah.
Oleh karena itu, untuk memahami potensi sistem pemerintahan berbasis data secara maksimal, lembaga pemerintahan harus mengembangkan kemampuan analitik data dan meningkatkan kebiasaan masyarakat yang berbasis data. Hal ini dapat dilakukan dengan menyelenggarakan edukasi terkait literasi analisis data, menjalin kerja sama dengan akademisi dan pihak swasta, serta mendorong kebiasaan pengambilan keputusan berbasis data di semua sektor dan organisasi.
OpenGov Breakfast Insight yang diselenggarakan pada tanggal 24 Mei 2023 di hotel Shangri-La The Fort Manila bertujuan untuk mendiskusikan integrasi data terbarukan dan kelebihan dari analitik bagi sektor publik Filipina.
Pengantar Awal



Sesi Awal, Mohit Sagar, CEO & Pimpinan Redaksi, OpenGov Asia mengakui bahwa data menjadi sebuah komoditi utama di era digital ini. Keberadaan data melebihi sumber daya lama seperti minyak dan emas. Sebagai bukti sebuah pertumbuhan teknologi yang cepat, dunia mampu menghasilkan kuantitas data yang besar setiap detiknya.
Ia menambahkan bahwa informasi data dapat menjadi sebuah gambaran pemahaman terkait kebiasaan konsumen, tren, dan langkah pembentukan prosedur. Perusahaan dan institusi harus memperhatikan strategis dalam penggunaan data untuk dapat menghasilkan keunggulan yang kompetitif, menunjang pelayanan konsumen, dan memperkuat metode yang efisien.
Mohit menjelaskan, “dikarenakan pendekatan berbasis data mengalami peningkatan yang cukup drastis di berbagai sektor industri, kelebihan untuk mengakumulasi dan memanfaatkan data menjadi kunci utama dalam era modern ini. Data menjadi aset primadona dalam pertumbuhan ekonomi saat ini.”
Lebih jauh, ia menekankan bahwa dengan perkembangan teknologi yang terus berinovasi, data akan meningkat secara terus menerus. Berbagai institusi akan menghasilkan data dengan kuantitas yang belum pernah terjadi sebelumnya secara berkepanjangan. Hal ini disebabkan oleh penyebaran smartphone (telepon genggam pintar), Internet of Things (IoT), dan platform digital yang masif.
Dengan kelebihan tersebut, berbagai institusi dapat meminimalisir risiko kelebihan data yang berulang, menghilangkan silo data, serta meningkatkan kualitas dan konsistensi data dengan pengintegrasian. Bisnis pun dapat menerima pemahaman pasar, tren, dan keterkaitan capaian, sehingga menghasilkan keputusan-keputusan yang relevan ke depannya.
Integrasi data terus mendorong aspek kolaborasi dan efisiensi yang menghasilkan pertukaran data lebih cepat dari banyak pihak, sistem, dan departemen. Lebih jauh, hal ini dapat membangun basis sebagai standar analisis baru, machine learning (ML), dan artificial intelligence (AI), di mana ketepatan dan integrasi data merupakan hal yang penting sebagai modal prediksi yang akurat.
Mohit menekankan bahwa integrasi data memudahkan bisnis dalam memaksimalkan hasil analisis data, mendorong inovasi, dan membangun kebermanfaatan yang kompetitif saat ini. Ketika kebijakan saling komplemen satu dengan lainnya, kolaborasi antar pemerintahan juga akan menjadi sangat mudah untuk dikembangkan. Hasil dari kerja sama tersebut akan berbuah kepada peningkatan efisiensi kebijakan.
Lebih jauh, metode skala layanan dan ruang penyimpanan dalam digitalasasi telah mengalami transformasi sepenuhnya berkat teknologi virtualisasi. Mohit menekankan bahwa virtualisasi membuat kerjasama lebih mudah untuk mengalokasikan dan menggunakan kapasitas sumber penyimpanan secara efisien karena dapat memisahkan perangkat fisik yang biasa digunakan pada umumnya.
Pengaplikasian virtualisasi juga menawarkan fleksibilitas dan kemampuan beradaptasi. Melalui pengaplikasian virtualiasasi data, sebuah bisnis dapat mengembangkan infrastrukturnya secara dinamis sejauh yang dibutuhkan, serta dapat memperbesar layanan dan ruang penyimpanan untuk memenuhi tuntutan kebutuhan data yang berkembang. Hal ini tentu menjadikan bisnis mampu merespon perubahan secara cepat.
“Institusi maupun lembaga dapat memenuhi kebutuhan data dengan mengelola data secara baik, memperkuat skalabilitas, dan mengoptimalkan pemanfaatan sumber virtual,” jelas Mohit.
Setiap agensi nantinya akan bekerja lebih produktif setelah mengakses keseluruhan data. Mekanisme protokol juga akan diimplementasikan dalam kebijakan untuk memastikan bahwa izin dan akses diberikan kepada entitas yang membutuhkannya secara tepat.
Jika digunakan secara kompeten, data dapat membantu pemerintah dalam mengerjakan tugas secara efektif. Pelayanan dan kepuasan publik akan berimbas dikarenakan efisiensi dan keberhasilan kinerja yang efektif. “Pemerintah mampu mendapatkan pemahaman dari pola dan tren yang dikelola dengan maksimal dari analisis sebuah data,” tutupnya.
Salam Pembuka


Menurut Armstrong Mejilla, Senior Director, APJ Presales di Qlik, frasa “Data Everywhere, Data Everything” secara ringkas menggambarkan perluasan data yang masif saat ini. Hal ini menekankan pentingnya menghadapi tantangan dan memanfaatkan peluang yang muncul dari keberlimpahan data. Selain itu, ia juga menekankan pentingnya pengelolaan dan pemanfaatan dalam pengoptimalan potensi data secara efektif.
Kehadiran yang merata dan penggunaan data yang luas dalam dunia digital saat ini menekankan peran integral dalam kehidupan manusia. Hal ini menyebar ke setiap aspek aktivitas pribadi maupun profesional.
Data telah menjadi komponen yang tidak terpisahkan, membentuk dan memengaruhi berbagai aspek kehidupan sehari-hari, mulai dari pengambilan keputusan pribadi hingga ranah profesional. Kehadirannya yang merata menunjukkan dampak signifikan dan ketergantungan masyarakat yang dapat dengan mudah saling terhubung saat ini.
“Data terus tumbuh dengan kecepatan yang mengagumkan, menciptakan peluang menarik bagi sektor publik untuk meningkatkan layanan kepada masyarakat, meningkatkan kinerja keuangan, dan memenuhi misi mereka secara lebih,” tegas Armstrong. “Akan tetapi, ketika datang investasi dalam kecerdasan bisnis dan analitik data, faktor yang menjadi masalah seringkali terletak pada budaya dan kebiasaan.”
Banyak bisnis telah mencoba melaksanakan proyek transformasi digital yang bertujuan untuk menumbuhkan budaya inovasi, namun sering menghadapi kegagalan. Penting bagi bisnis untuk beralih fokus dan menumbuhkan konsep ‘agilitas bisnis digital’.
Alih-alih bertujuan untuk transformasi, organisasi harus memprioritaskan agilitas, yang memungkinkan mereka untuk dengan cepat beradaptasi dan merespons perkembangan lanskap digital yang terus berubah. Dengan mengadopsi agilitas bisnis digital, bisnis dapat membangun pola pikir yang menerima perubahan, percobaan, dan perbaikan berkelanjutan, memungkinkan mereka berkembang dalam dunia digital yang dinamis dan kompetitif.
Dalam melaksanakan proyek transformasi digital yang bertujuan untuk menumbuhkan budaya inovatif, banyak bisnis telah mencoba namun gagal. Maka dari itu, penting bagi bisnis untuk berfokus pada konsep ‘percepatan bisnis digital’. Hal ini termasuk kecepatan beradaptasi dan merespons perkembangan digital yang terus berubah. Melalui kegiatan percepatan bisnis digital, sebuas bisnis dapat membangun pola pikir untuk menerima perubahan, percobaan, dan perbaikan berkelanjutan, memungkinkan mereka berkembang dalam dunia digital yang dinamis dan kompetitif.
Melalui 3 pilar utama dari kelincahan bisnis digital–peningkatan kesadaran, pengambilan keputusan yang terinformasi, dan eksekusi yang cepat–memungkinkan institusi untuk merespons secara tanggap terhadap ancaman yang muncul. Dengan demikian, institusi dapat memanfaatkan peluang pasar baru.
“Hal ini bukan sepenuhnya teknologi yang bekerja,” tambahnya, “melainkan adalah pola pikir yang difasilitasi oleh pemahaman implementasi teknologi yang tepat.”
Sesi Pembicara



Pemerintahan berbasis data di Filipina melibatkan penggunaan data dan analitik untuk mendidik dan membimbing kebijakan pemerintahan, meningkatkan penyampaian layanan, meningkatkan transparansi, dan mendorong pengambilan keputusan berdasarkan bukti di semua tingkatan pemerintahan.
Filipina dapat memanfaatkan potensi data untuk mengatasi masalah-masalah sosial, mendorong pengambilan keputusan berbasis bukti, dan meningkatkan penyampaian layanan publik dengan mengadopsi pemerintahan berbasis data. Ini akan menciptakan manajemen yang lebih efisien, efektif, dan berpusat pada masyarakat. Hal ini pada akhirnya akan berkontribusi pada pembangunan dan kesejahteraan negara dan masyarakatnya.
Menurut Dr. Czar Jakiri Sarmiento, Ketua Departemen Teknik Geodesi di Universitas Filipina, solusi potensial untuk mengatasi tantangan teknologi dalam sebuah organisasi adalah dengan menerapkan proses manajemen data secara terpusat. Pendekatan ini dapat mencapai konsistensi dalam pelaporan hasil yang terstruktur.
Penting untuk mempertimbangkan kebijakan secara nasional dan lokal, seperti pelaksanaan peraturan “Kebebasan Informasi”. Sumber daya juga harus dapat diakses dengan mudah serta perlu adanya penyediaan.
“Ketika bekerja dengan lembaga pemerintah dalam proyek penelitian, keberlanjutan dan kapasitas pembangunan harus dipertimbangkan untuk memastikan keberhasilan jangka panjang,” kata Dr Czar. “Empat faktor – manajemen data terpusat, pertimbangan kebijakan, aksesibilitas sumber daya, dan pembangunan kapasitas – sangat penting dalam mengatasi tantangan secara efektif.”
Memastikan konsistensi dalam kegiatan luar ruangan di wilayah data nasional dan pemerintahan merupakan hal yang penting untuk berkontribusi pada keamanan dan akurasi. Selain itu, integrasi data secara kontekstual sangat penting, karena dapat membantu mengatasi masalah-masalah spesifik dan mendukung pengambilan keputusan.
Integrasi data dapat meningkatkan efisiensi, mempercepat proses, dan mengurangi pembiayaan. Akan tetapi, pertimbangan seperti proses pengadaan kerjasama atau pembuatan kebijakan, serta perekrutan karyawan harus dipertimbangkan bersamaan dengan kemampuan adaptasi karyawan dengan teknologi baru.
Transparansi dan akuntabilitas merupakan hal yang penting, namun departemen harus cukup fleksibel untuk mengadopsi teknologi yang berkelanjutan. Kolaborasi dengan para pemangku kepentingan sangat diperlukan untuk memastikan aksesibilitas dan pemahaman yang komprehensif terhadap konsep-konsep tersebut. Membangun pengetahuan dasar merupakan hal yang penting sebelum melakukan perkembangan berkelanjutan.



Bagi Armstrong Mejilla, selaku Senior Director, APJ Presales di Qlik, menyelaraskan tujuan bisnis dan preferensi pelanggan saat menganalisis solusi merupakan hal yang penting. Mengadopsi teknologi tanpa takut terhadap kegagalan dan keraguan dapat mendorong perubahan perilaku positif dalam organisasi. Hal ini termasuk mendorong pendekatan berbasis data dan memberdayakan para pemimpin.
Meskipun mengelola perubahan sebuah organisasi bisa menantang, namun dampaknya yang mendalam terhadap masyarakat tidak dapat dipungkiri. Penting untuk diingat bahwa teknologi memainkan peran pendukung dalam proses keseluruhan, dan strategi implementasi merupakan kunci kesuksesan.
“Menemukan penyedia yang menawarkan fitur dan kemampuan yang tepat adalah hal yang penting, meskipun contoh-contoh spesifik mungkin telah disebutkan,” tegas Dennis Magsajo selaku Kepala Arsitek Solusi, Perkembangan Pasar ASEAN – Sektor Publik Internasional, Layanan Web Amazon.
Dalam lingkup pemerintahan saat ini, keterlibatan dan kontribusi dari berbagai pemangku kepentingan menjadi hal yang utama. Pentingnya mendorong kolaborasi antarlembaga untuk meningkatkan layanan publik dan memfasilitasi penyediaan informasi adalah hal yang harus ditekankan. Pendekatan kolaboratif ini bertujuan untuk memanfaatkan keahlian dan sumber daya kolektif dari berbagai pihak untuk mendorong perbaikan dalam proses pembuatan kebijakan secara efisien.
Salam Penutup
Armstrong manyatakan bahwa ketika mengambil keputusan, sangat penting bagi individu untuk menilik fakta melalui data dalam proses penelitian dan analisis. “Pemahaman berbasis data membentuk bagian integral dalam sebuah proses pencarian solusi,” ucapnya.
Pendekatan struktural merupakan sebuah metode yang digunakan dalam pemanfaatan kekuatan data dalam pengimplementasian teknologi. Terlebih, penggunaan sistem-sistem lama menciptakan sebuah tantangan tersendiri dikarenakan tidak memiliki kemampuan dalam membaca data dengan baik. Hal ini memerlukan upaya lebih untuk mentransformasikan dan mengintegrasikan data secara efektif.
Armstrong menambahkan bahwa ketika sedang menentukan sebuah keputusan, visualisasi menempati peran penting untuk menunjang keseimbangan kompleksitas informasi dan mengelola pemilihan informasi. Oleh karenanya, keberhasilan sebuah proses integrasi data, teknologi, dan kebiasaan yang menghasilkan pemahaman data adalah sebuah kunci untuk meningkatkan efektifitas pengambilan keputusan dan pemecahan masalah.
Lebih jauh, Mohit meyakini bahwa perubahan dapat menjadi sebuah tantangan tersendiri ke depannya. Pernyataan tersebut menunjukkan pentingnya mengakui tantangan yang terkait dengan perubahan dan mengambil tindakan aktif untuk menghadapi perubahan.
Ia menambahkan bahwa kerjasama dalam bidang teknologi dapat medukung institusi-institusi untuk memanfaatkan kekuatan kolektif, meningkatkan inovasi, meminimalkan potensi kerugian, meningkatkan dan mengakses keahlian spesifik, dan mendapatkan keunggulan kompetitif dalam bentuk dapat mengakses sumber daya di luar institusi.
“Dengan melakukan kerjasama, sebuah kelompok akan menghasilkan capaian yang menguntungkan kedua belah pihak,” tegas Mohit.
Lebih jauh, ia melengkapi pernyataannya bahwa dengan melakukan kerjasama teknologi dalam lingkup institusi, hal ini dapat memungkinkan sebuah organisasi untuk mengakses keahlian secara khusus yang tidak dimiliki secara internal. Kerjasama dengan para ahli teknologi dapat membuka akses terhadap pembaharuan keilmuan, kapabilitas penelitian, dan keahlian teknikal. “Dengan demikian, pengembangan dan implementasi solusi berbasis teknologi dapat ditingkatkan dengan cepat,” tutup Mohit.
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In the rapidly evolving digital landscape of today, Josephine Teo, Minister for Communications and Information, emphasises the heightened significance of local media, also known as traditional media. With the proliferation of clickbait and misinformation vying for consumers’ limited attention, discerning reliable and trustworthy sources has become increasingly challenging.
Embracing new technologies and upholding journalistic ethics, accuracy and credibility are imperative for individuals and organisations aspiring to be reputable media and news providers in the current tech landscape.
“In the digital world, media organisations are told to follow the best standards of professional journalism, fact-checking, and responsible reporting,” said Minister Josephine. “This means stopping the spread of false and misleading information, encouraging openness, and building a culture of ethical journalism in the digital world.”
Singapore’s local media has maintained its business sustainability through its unwavering commitment to delivering accurate, unbiased, and timely news, fostering public trust. Acknowledging the importance of a strong local media industry, the government is dedicated to supporting the transformation endeavours of local media actors, underscoring their vital role in nation-building, an assurance that will continue under the 4G leadership.
“In return for the government’s support, our ask of the media companies is to strive towards successful digital transformation and be effective providers of media and news, whether in print, broadcast or on the Internet,” Minister Josephine stresses.
The interaction between the media and the government is an important part of a functioning democracy, as it shapes public opinion and fosters an informed population. This alliance has been critical to Singapore’s success as an independent country. Mutual trust and respect are critical building blocks for this partnership. While tensions may emerge, they must be controlled for the collaboration to be positive and fruitful.
During the COVID-19 epidemic, there was an example of effective involvement between the government and the media. The Multi-Ministerial Taskforce held regular press conferences, answering journalists’ tough questions, and giving timely and thorough information to the media and the public. Because of this open and transparent attitude, the media was able to adequately depict the situation and provide crucial information to the public.
Unlike in many other nations, Singaporeans did not become ideologically divided over public health policies. Even when they disagreed on subjects, the media and government functioned on the same set of facts.
The government’s support of the media does not jeopardise its independence or credibility. It is critical to maintain the confidence that the legacy media has built with the public. The 4G leadership looks to the media to play a critical role in nation-building and uniting Singaporeans.
The rise of digital technologies and online platforms has caused enormous changes in the media sector. Traditional business models have been called into question, and media companies must discover new ways to support their operations while providing great content to their audiences.
Utilising technology and digital platforms to optimise content development, distribution, and engagement strategies is essential for successful digital transformation. Media firms are encouraged to experiment with new ways such as multimedia storytelling, data-driven insights for audience comprehension and targeting, and promoting dynamic and engaging user experiences across digital channels.