Exclusive: ABN AMRO Staying Ahead of the Game

The financial sector has seen a massive digital transformation in its services and processes. In fact, e-commerce and digital banks are by-products of this movement.

Technology and innovation efforts are changing the world as we know it. What was once relevant has become obsolete.

Banks, with their many legacy systems, now need to adopt new practices to keep up with ongoing transformations. So how are they adapting?

OpenGov had the opportunity to speak with Guilhem Vincens, Head of Change Management & Innovation at ABN AMRO, a leading Dutch financial institution with a long and rich history in banking, to understand how his organisation is staying relevant and of the efforts under their wing.

Guilhem is a seasoned executive with 7 years in fintech and a further decade in banking.

A passionate digital evangelist, his role within the bank is to challenge the status quo, foster innovation, execute digital strategy and develop partnerships with the fintech ecosystem.

He genuinely believes innovation can make life better for everyone.

He has extensive knowledge in lean transformation, core banking, and product & process digitalisation.

He started his career in Europe focused on project management. More recently, he relocated to Singapore in 2015 now focused on change management and innovation.

Three Notable Trends in Banking

The financial services sector is continuously innovating and taking on the latest technologies, as it responds to client expectations and advances from existing and new competitors. Banks are moving beyond proof-of-concept projects to scaling fully digital native initiatives for production and launch.

For an international bank like ABN AMRO with a longstanding Corporate & Institutional Banking business in Asia Pacific, their initial emphasis was on digitising core business processes and adapting organisational structures, to ensure the organisation remains agile enough and prepared for the future of banking.

In keeping with the digital developments in banking, ABN AMRO is pursuing innovation on multiple fronts and a large portion of the work is now on ensuring these initiatives can be scaled up and provide the full benefits to clients by interlinking directly into their value chains. Not surprisingly, they are working on several blockchain initiatives aimed at significantly improving efficiency, security, and faster turnaround time in trade finance.

Particularly for ABN AMRO with their focus in sustainability, the combination of the latest digital technologies is providing a new way to pursue innovation and change that some have termed ‘tech for good’. Since many companies are increasingly asking for sustainable finance to be part of the financing mix, the bank is eager to demonstrate its green leadership.

“Our purpose, after all, is ‘Banking for better, for generations to come.‘”

This is done by developing innovative structuring as part of their loan covenants. For instance, they tailor-made a loan structure for a commodities client with interest margins tied to their emission targets of sulphur dioxide, nitrogen oxide, and dust particulate, which incentivises the client to continuously improve their environmental standards.

Guilhem shared that as ABN AMRO is one of the frontrunners, they are also continually assessing the latest technologies and innovations, particularly in data monitoring systems, that could be used to reduce their environmental impacts.

Feasibility studies are also being done to understand how real-time satellite imaging can be used to prevent deforestation and improper or unsafe mining practices.

The Role of Cybersecurity in a Digital Bank

With banks being fully digital and dependent on technology, a whole new set of challenges growing from increased cyberattacks are seen. The banking industry is a trust-based business and safeguarding customers’ trust is therefore paramount.

Accordingly, banks are continuously investing in people and security solutions to keep a few steps ahead of cybercriminals.

Improving Customers’ Overall Experience with Technology and Innovation

Guilhem stressed that innovation has to be a top priority to be able to compete and grow even when margins are slim in the face of intense competition, changing regulations and transformational technology.

ABN AMRO’s digital transformation is creating the impetus for them to re-examine all processes and requirements from the ground-up. Their goals are to improve their operating efficiency, drive further transparency and speed, simplify the client experience, and reduce risk.

One of the ways in which this is tangible is their work in enabling paperless trade processing. This will have a wide impact across ship lending and trade commodity finance or OTD (Origination to Distribution).

Another example is identifying the right channels to augment customer experience, streamline processes, and increase cross-selling opportunities.

Now that client data is abundant, easily accessible and financially viable to deploy, ABN AMRO is looking to go beyond just knowing their customers – they want to anticipate their needs and proactively provide advisory.

Know-Your-Customer (KYC) – Predicting customer behaviour

“It is a long journey to become a data-driven organisation.”

In his organisation, teams regularly assess what data is needed and how business intelligence can be seamlessly fit into the business culture.

Technology cannot be fully optimised without better data management, data governance, quality data and insights, and making a cultural shift in how work is done.

ABN AMRO continuously looks into enhancing its KYC/AML capabilities. Lately, it has implemented a solution that delivers even better compliance protection. It combines deep datasets, risk analytics, human expertise, and AI technology.

With this solution, they are able to stay ahead of accelerated sanction regulations to determine a more precise level of risk for politically exposed persons. They can also quickly uncover hidden risks from adverse media.

It is unmistakable that the significant reduction of false positives is only feasible through technology which is mainly originated from fintech. As part of the recent Singapore Fintech Festival week, ABN AMRO brought together Dutch and Singapore participants to investigate Digital Ledger Technology (DLT) under the motto of ‘Blockchain for good’. In the realm of detecting financial crime, banks are not competitors and there are real synergies in being partners to develop KYC and transaction monitoring as a shared utility.

Banks have always been keen to embrace new technologies and succeed within the stringent rules of the banking risk and regulatory framework.

They have to contend with extremely high volumes, zero tolerance for errors and instantaneous processing requirements, while also managing their client’s expectations with digital needs.

Treat or Threat? Will the Rise of Fintech Affect Banking?

It is undeniable that fintech start-ups and even big tech companies are eyeing for a slice of the banking pie. Banks are not standing still and are continuously modernising their processes and systems, independent of this new competition arising from the tech sector.

Guilhem believes that there is no fintech today that can replace corporate banks, nor significantly disrupt them.

He validated his position with the following observations:

Banks are regulated – outsiders tend to underestimate this entry barrier
Corporate Banking excels as a relationship-based service rather than a commoditised product set
Banks possess the inherent complexity and expertise in offering corporate banking products as compared to retail banking

These reasons, according to Guilhem, also explain why the digitisation of corporate banking moves at a slower pace.

Guilhem does acknowledged that there are a number of fintech businesses bringing value to banks. In Singapore, fintech players such as DLTLedgers and PERLIN are trying to address the industry’s pain points through blockchain technology.

This trend is unambiguously moving towards a new paradigm in standardisation not just at a national level, but internationally as well.

He added that business-friendly organisations such as Enterprise Singapore and the International Chamber of Commerce (ICC) are not only supportive but are proactively involved in digitisation initiatives.

Likewise, it is essential for ABN AMRO to be engaged in relevant ecosystems and partner with fintech start-ups that are dynamic, agile and offer value propositions that are complementary to their business model.

The Power of Mindset

Innovation is transforming people. Innovation is a necessity. This is the mindset that should be adopted.

“I will never stop repeating this mantra: mindset is central for change and innovation,” enforced Guilhem.

Quoting Jerome Thil, Vice President of Digital Innovation at Singapore Airlines who asked him, “When is the last time you transformed yourself for good?”, which sparked a thought within him.

Guilhem firmly believes that transformation occurs through experience which all staff of ABN AMRO are a part of. They are empowered to co-challenge the status quo and experiment.

Making a Successful Digital Ecosystem

This starts with a bottom-up approach. Listening to the ground staff is essential, as they have the insights.

The right culture is important for sparking creative ideas. “People innovate, not companies,” said Guilhem.

ABN AMRO has moved towards a culture where help is readily given when asked. A successful digital ecosystem is about a network that connects the dots to match the right experts. Most companies lack an innovation ecosystem – not referring to a fancy innovation lab – but a clear repeatable process for turning new ideas into profitable business models.

ABN AMRO has had a more direct and smooth process in this journey. Guilhem pointed out that their open and direct Dutch culture helps to eliminate doubts surrounding individual and team motives. This allows for a whole-of-organisation approach for inculcating an open and innovative mindset.

They, therefore, continuously highlight the viewpoints of various stakeholders and encourage mutually beneficial engagement, allowing for a healthy ecosystem.

ABN AMRO’s Future

Change is the only constant. This is the mindset ABN AMRO embraces.

Being one of the world’s oldest banks that is still in continuous operation, they possess a rich banking legacy in Asia Pacific dating almost 200 years. For them, they recognise that change must be embodied for progress.

“If we have survived and thrived for over two centuries, then this digital transition is one we are definitely ready for,” he concluded.

EXCLUSIVE! The Future of an Innovative Medical Industry with Prof Lawrence Ho Khek-Yu, Senior Consultant & Professor, National University Hospital, Singapore

Having robust, effective, and easily accessible healthcare is essential for enhancing the standard of living, achieving better treatment results and increasing lifespan. Tech-enabled progress made in the field of medicine has been a boon, with groundbreaking innovations and discoveries paving the future of healthcare.

The healthcare sector is witnessing a rapid transformation, with the emergence of new technologies that promise to tackle the most pressing global healthcare challenges. MedTech has become increasingly crucial in this context and has opened up a plethora of possibilities for healthcare professionals to advance their skills and knowledge and expand their reach to underserved regions.

The advent of innovative healthcare technology has empowered doctors to provide better care to a greater number of people, irrespective of their geographical location and help prevent and combat emerging diseases effectively.

Technological advancements offer more effective medication, more accurate diagnostics and improved drug delivery systems giving hope for better patient care and prognoses. Integrating healthcare components through technology can also lead to more efficient and accessible healthcare services while lowering costs.

The healthcare industry hugely benefits from technology, which has been the driving force behind the significant progress made thus far. Technology will continue to play a crucial role in catalysing further advancements in healthcare, enabling healthcare professionals to provide better care, develop innovative treatments and improve patient outcomes.

The Impact of Digital Technology on Healthcare

During an exclusive interview, Prof Lawrence Ho Khek-Yu, a Senior Consultant, Professor, and Director, Centre for Innovation in Healthcare at the National University Health System in Singapore acknowledged the significant influence of COVID-19 on healthcare practices. Social distancing measures have had a profound impact on healthcare delivery both inside and outside the hospital.

“The outbreak has brought about a significant transformation in the digital healthcare landscape. With social distancing measures in place, teleconsultations have become increasingly prevalent, and patients, as well as healthcare providers, have had to adjust to this new format of healthcare delivery,” Prof Lawrence explains.

While the adoption of teleconsultations has seen a good uptake, other digital systems such as digital identification for tracking hospital entry and exit have encountered hurdles during implementation.

Prof Lawrence has identified the lack of an integrated healthcare ecosystem as a major challenge to the successful implementation of telemedicine. While video consultations are prevalent, the scarcity of examination tools and delays in medication delivery remain major obstacles. The limited access to medical information and the inability to provide detailed explanations or drawings further impede the progress of telemedicine.

Additionally, elderly patients, and other segments of society, may have difficulty using technology. Moreover, telemedicine cannot replicate the nonverbal and emotional aspects of in-person interaction. To overcome these obstacles, he feels, telemedicine in healthcare consultations and visits must be refined and expanded.

Prof Lawrence emphasises the need for the medical industry to evolve and improve its diagnostic and treatment capability. Current diagnostic techniques are limited to the five senses but there is a significant potential to collect more accurate and comprehensive patient data through the integration of sensors and artificial intelligence (AI) technology. This could lead to more precise diagnoses and tailored treatment plans, ultimately improving patient outcomes.

“Telemedicine may have some advantages, such as reduced travel time and longer appointments, but it will only be successful if patients see it as a viable alternative to face-to-face consultations,” Prof Lawrence reiterates. “It is important to have a gradual evolution and improvement in the medical industry, as opposed to dramatic changes driven by hype.”

He believes current medical developments primarily focus on the developers and creators rather than the end-users. This approach needs to be reoriented towards a more user-centric model for future medical development, including its cost-effectiveness.

Systems should be developed that take into account the specific needs and preferences of patients, healthcare providers and other stakeholders. This would ensure that healthcare development is better aligned with the needs and goals of those who will ultimately benefit from it

Academia should be incentivised to look out for interests outside of its own research driven solely by academic interests such as self-serving publications and ranking are no longer practical nor justifiable by public funding. There is a growing consensus that the focus of research should shift towards the development of practical applications.

In addition, he stresses the importance of investors in promoting innovation and addressing gaps within the healthcare ecosystem. He suggests that investors should prioritise addressing population-level issues, rather than focusing solely on niche areas.

As people’s lifespans continue to extend, addressing the requirements of an ageing population has become increasingly critical. It is crucial for startups to thoroughly explore this market and develop innovations specifically tailored to the needs of this demographic.

Drawing on the example of Singapore, which has implemented technology to support its elderly population, he suggests investors consider this increasingly important and growing segment when evaluating potential startups for investment.

“To effectively address the complexity national healthcare poses, a systems approach to problem-solving is necessary, where sustainability and equality take precedence over profits,” advocates Prof Lawrence. “Rather than focusing on building more structures, it is important to prioritise addressing issues of affordability and inequality through technology.”

Urban Ideas and Solutions Through LKYGBPC

The Lee Kuan Yew Global Business Plan Competition (LKYGBPC), which began in 2001, is a biennial global university start-up competition hosted in Singapore. Organised by Singapore Management University’s Institute of Innovation and Entrepreneurship, focuses on urban ideas and solutions developed by student founders and early-stage start-ups.

Prof Lawrence, who serves as a member of the judging panel, believes assigning mentors to teams based on their area of expertise can offer valuable guidance and support. This is just one of the many initiatives undertaken by the panel to foster, encourage, and sustain the entrepreneurial drive of the LKYGBPC participants.

In his view, when discussing the fundamental contrast between innovation and entrepreneurship, he feels that innovation involves tackling issues with fresh perspectives and novel ways, while entrepreneurship requires both discipline and adaptability in managing growth.

“Many people fail in business because they lack discipline and work independently,” says Prof Lawrence. “Cultivating a larger community of individuals who are adaptable and capable of working as part of a team is critical to entrepreneurship success.”

He considers seeking advice and collaborating with others crucial to surmount obstacles in innovation and entrepreneurship. Innovators should be willing to seek the assistance and counsel of others, particularly those with expertise in areas such as regulation or commercialisation.

People must understand that there are unique challenges at each stage of the process and bringing them to the right people to help solve them is important. Moreover, entrepreneurship demands financial discipline that benefits from the guidance and mentorship of multiple individuals.

Singapore’s drive to remain competitive in the global arena is a case in point. The country, he says, serves as a springboard, connecting people and providing access to other countries. To attract and retain talent and expand into new markets, he recommends leveraging Singapore’s strengths, such as its robust education system and its position as a hub for the Asian ecosystem.

Prof Lawrence co-invented the revolutionary Master and Slave Transluminal Endoscopic Robot (MASTER), which has now been incorporated into Endomaster.

He has mentored three startups in the fields of photonics and medical technology to identify potential failures and early warning signs through his own experiences.

Prof Lawrence has served as co-chair for the Gut & Obesity in Asia (Go Asia) Workgroup, which investigates the correlation between obesity and gastrointestinal and liver ailments in Asia.

In summation, he stresses the importance of perseverance in the face of adversity, as it enables individuals to learn and prepare for future challenges.

“Those who have never failed or struggled in the trenches may not be able to achieve long-term success,” Prof Lawrence concludes.

EKSKLUSIF! Menjajaki Potensi Teknologi Kesehatan Masa Depan bersama Lawrence Ho Khek-Yu, Konsultan Senior & Profesor National University Hospital, Singapura

Kemajuan teknologi dan sains telah membawa efektivitas dan efisiensi industri kesehatan sehingga bisa menjangkau lebih banyak orang di pelosok wilayah. Kemudahan akses pada layanan perawatan kesehatan ini diharapkan bisa meningkatkan kualitas hidup dan umur warga.

Telemedicine menjadi salah satu perkembangan terbaru di industri ini yang populer imbas pandemi COVID-19. Saat itu, telemedicine berhasil membantu pasien untuk berkonsultasi dengan dokter, melakukan diagnosis, dan pengobatan dari jarak jauh.

Perkembangan kecerdasan buatan (AI) ikut berkontribusi memodernisasi layanan kesehatan. AI berpotensi membantu dokter untuk membuat diagnosis yang lebih cepat dan akurat, memprediksi hasil kesehatan, dan melakukan asistensi rencana perawatan. Layanan berbasis AI seperti chatbots dan asisten virtual, juga bisa dimanfaatkan untuk menjembatani komunikasi layanan kesehatan dengan pasien.

Pengobatan yang efektif, teknik diagnostik yang lebih akurat, dan sistem pemberian obat yang lebih baik diarahkan untuk memperbaiki sistem perawatan, pengobatan, dan prognosis pasien. Selain itu, kemajuan teknologi juga diharapkan bisa mengurangi biaya perawatan kesehatan lantaran operasional yang makin efisien.

Menggali potensi dari celah di teknologi kesehatan

Lawrence Ho Khek-Yu, Konsultan Senior & Profesor National University Hospital, Singapura sepakat kalau COVID-19 memang membantu mempopulerkan telemedicine. Meski demikian, ia merasa layanan ini masih sulit untuk menggantikan layanan konsultasi tatap muka. Menurutnya, telemedicine saat ini memiliki peran penting dalam hal konsultasi, namun masih memiliki sejumlah kelemahan dibanding diagnosis tatap muka.

“Jika Anda menggunakan konsultasi video, Anda hanya dapat melihat tapi Anda tidak dapat memeriksa. Tentu saja pemeriksaan adalah hal yang penting. Semestinya kita bisa memiliki kemampuan yang sama serupa dengan pertemuan tatap muka. Menurut saya, alat pengujian untuk melakukan diagnosa masih kurang pada layanan telemedicine,” jelas Lawrence dalam wawancara dengan CEO & Pemimpin Redaksi OpenGov Asia, Mohit Sagar.

Kedua, layanan telemedicine masih harus mematangkan ekosistem pendukung, salah satunya terkait dengan pengantaran obat. Di Singapura, layanan pengantaran obat bisa dikirim dalam satu minggu. Hal ini tentu akan menghambat proses pengobatan ketimbang langsung datang dan diberi obat ketika melakukan kunjungan tatap muka.

Meski demikian, Lawrence menyebut layanan telemedicine masih dilakukan di masa setelah COVID-19 untuk pasien yang kondisinya sudah cukup stabil di rumah. Sementara sebagian besar pasien sudah kembali melakukan kunjungan tatap muka seperti biasa.

Selain itu, penjelasan yang bisa dilakukan lewat telemedicine menurut Lawrence masih terbatas. Ia merasa kesulitan jika harus melakukan penjelasan dengan tambahan gambar yang dengan mudah dilakukan dalam pertemuan tatap muka secara langsung.

Selain itu, ia pun menaruh perhatian pada kesulitan akses teknologi yang dialami oleh pasien lanjut usia. Telemedicine sulit untuk membaca dan menyampaikan aspek nonverbal dan emosional dari interaksi langsung.

Ia menekankan industri medis perlu mengembangkan dan meningkatkan metode untuk mendiagnosis dan merawat pasien. Ia berharap telemedicine bisa mendukung diagnosis dengan memanfaatkan sejumlah panca indera untuk memeriksa gejala. Dalam pertemuan tatap muka, dokter bisa langsung mengukur detak jantung dengan stetoskop, merasakan dengan sentuhan jari, pendengaran, atau diagnosis sensoris lain untuk mendapat data dari pasien. Kesamaan proses diagnosis seperti inilah yang perlu dikembangkan untuk layanan telemedicine ke depan.

Untuk memperbaiki layanan perawatan medis jarak jauh, semua kekurangan itu perlu ditambal. Tambahan sensor, metaverse dan kecerdasan buatan (AI) dapat dimungkinkan untuk melakukan hal ini dan membantu menganalisa data pasien yang lebih akurat dan komprehensif. Ia optimis kemajuan teknologi bisa mengatasi semua kelemahan itu karena saat ini kita sedang berevolusi untuk meningkatkan layanan telemedicine secara bertahap.

Sebagai seorang investor, menurut Lawrence, inovasi itu menjadi pendorong inovasi yang cukup besar. Namun, agar bisa lebih berdampak, menurutnya baik inovator, akademisi, dan startup mesti benar-benar menyentuh permasalahan di akar rumput. Selama ini, penelitian-penelitian yang dilakukan para edukator kurang peka dengan kebutuhan masyarakat. Mereka melupakan mengapa mereka ada di institusi akademis yang semestinya menelurkan solusi bagi masyarakat. Begitupula dengan para investor. Mereka pun mesti memiliki visi untuk melayani dan menyelesaikan masalah di masyarakat terlebih dulu sebelum menajamkan sasaran ke ceruk pasar yang lebih sempit.

LKYGBPC untuk majukan entrepreneurship

Bagi Lawrence, inovasi berangkat dari inisiatif untuk menyelesaikan masalah dan mengeksekusi ide solusi itu dengan kedisiplinan. Disiplin dalam memperbaiki produk, mengelola konsumen, membangun tim dan organisasi, serta mengelola keuangan. Lawrence menganggap kompetisi bisnis internasional seperti LKYGBPC bisa memberikan kesempatan bagi para pebisnis muda untuk melakukan ekspansi pasar ke negara lain.

Prof Lawrence menjadi investor di tiga startup. Pertama adalah Master and Slave Transluminal Endoscopic Robot (MASTER). MASTER kini telah diintegrasikan menjadi Endomaster, startup MedTech yang paling banyak mendapat kucuran dana di Asia pada 2017. Ia pun mendanai startup di bidang fotonik dan bioteknologi yang mengembangkan peringatan dini dibidang kesehatan.

Berdasarkan pengalaman memiliki tiga startup teknologi kesehatan, Lawrance menyarankan agar startup perlu fleksibel dan membuka diri. Mereka mesti bersedia menerima masukan dari konsumen, tim, dan mereka yang lebih ahli. “Saya merasa bahwa beberapa inovator sangat protektif terhadap produk mereka sendiri, mereka pikir ini adalah bayi mereka.”

Sebab, dari berbagai masukan itu, founder dan tim bisa memetakan dengan cepat berbagai tantangan yang mungkin mereka hadapi di sepanjang jalan. Setelah itu, mereka mesti menemukan orang yang tepat untuk memecahkan tantangan tersebut.

Mereka pun harus berjuang untuk mewujudkan apa yang mereka janjikan dari konsep yang diajukan. Menurut Lawrence, beberapa orang lebih jago menuliskan ide mereka di kertas dan Power Point ketimbang terjun langsung ke lapangan.

“Para pejuang kertas dan Power Point sangat sulit untuk berhasil. Anda harus benar-benar melakukannya hingga berdarah-darah, hingga Anda menguasai dan memenangkan pertempuran,” tegasnya.

Tantangan berikutnya untuk startup kesehatan adalah soal regulasi. Startup perlu menemukan ahli untuk membantu merancang uji klinis agar lolos berbagai uji klinis dan regulasi.

Tantangan yang terakhir adalah masalah komersialisasi produk. Bagaimana menghasilkan pendapatan dari produk yang akan dijual.

Singapore University Fosters Tech Talent Collaboration

The Singapore University of Technology and Design (SUTD) and an online delivery company have formed a three-year partnership to provide students with the digital skills they will need in the future. This collaboration, which is part of SUTD and Ecole 42’s collaboration programme, will give SUTD’s 42 Singapore students access to the online delivery firm’s mentorship and internship opportunities, with the goal of providing tech talent with a launchpad to enter the tech industry once they graduate.

This collaboration is part of the online delivery firm’s PowerUp! Tech Academy, which includes programmes and partnerships to expand the tech talent pool and strengthen the tech ecosystem.

With a SG$600,000 contribution to SUTD’s 42 Singapore programme, the company reaffirmed its commitment to the partnership. This is Singapore’s first tuition-free, no-instructor programme. The funds will be allocated over a three-year period, from 2022 to 2024, and will be used to organise skill-development initiatives such as workshops and events.

According to the SUTD provost, Professor Phoon Kok Kwang, as Singapore strives to realise the full potential of its digital economy, they are eager to collaborate with the online delivery company. Their timely support and collaboration with 42 Singapore programmes enable SUTD to provide a transformative digital skills development path for future tech talent.

SUTD’s mission is to equip and continuously shape socially conscious, adaptable, and responsible talent who will have rewarding careers and catalyse positive change in a world that is rapidly changing.

By bringing together students with aspirations and mentors who share the same passion, the company is committed to creating an inclusive tech ecosystem that they believe will help drive and advance digitalisation not only in Singapore but throughout Asia.

Recent research indicates that Singapore’s Internet economy has the potential to increase by 19% and reach USD 22 billion by 2025, with the highest proportion of digital consumers in the region. Therefore, merchants are more likely to expand their use of digital services.

Therefore, this partnership is essential for the development of a robust tech talent pipeline to support the imminent expansion of Singapore’s digital economy. The three-year partnership encompasses the following:

Internship opportunities: The online delivery firm will offer 42 Singaporean students internship opportunities in its tech teams over the course of three years. This will allow aspiring talent to gain professional working experience within a world-class technology team and learn how to apply their knowledge to real-world scenarios.
Mentorship programmes: Students will be able to enrol in the online delivery firm’s mentorship programme, which will provide them with direct access to the tech team’s resources and executives. The firm’s one-on-one interactions with senior leaders aim to not only equip them with the necessary digital skills but also to inspire talent.
Employment opportunities: The online delivery firm will give those who finish the programme first consideration for jobs if there are any that match their qualifications. This makes it possible for the firm to grow its community and give the next generation the technical skills that will be valuable in a world that is becoming more digital.
Industry guidance: A Chief Technology Officer (CTO) of the online delivery firm will join the Advisory Board of 42 Singapore, offering advice on key industry trends and advocating for other businesses to support the programme. His direction will also ensure that SUTD’s programmes are relevant and valuable to students and the broader tech community.

AI to Identify Outbreaks and New Diseases in Indonesia

There has been extensive usage of AI technology in the service of helping humanity. In the health sector, AI has been used to identify new illnesses and epidemics that have become a concern when they appear in different parts of the world. Therefore, it was decided to develop the necessary tools to assist the country in dealing with any future pandemic in Indonesia at the suggestion of Indonesia’s National Research and Innovation Agency (BRIN).

Given Indonesia’s limited infrastructure and medical workforce, a well-thought-out plan was crucial for overcoming such an emergency. As a result, the healthcare infrastructure in Indonesia, including hospitals, physicians, health workers, and the government, could be ready for any future pandemic.

Outbreaks can be identified using AI by extracting morphometric information from microscopy images. Anto Satriyo Nugroho, Director of BRIN’s Centre for Artificial Intelligence Research and Cybersecurity (PR KAKS), said that AI can greatly aid Indonesian healthcare workers in hot spots, for instance, malaria epidemics. The algorithm could determine whether a person has caught malaria based on whether their blood sample tested positive for the parasite outbreak.

“Artificial intelligence applications can also detect epidemics with high precision. With AI, we can get an accurate forecast 77.14% of the time, with a sensitivity of 84.37% and an F1 accuracy of 80.60%,” he revealed.

To promote such initiatives, the National Research, and Innovation Agency (BRIN) hosted a webinar with the topic “Utilising AI in Health”. A panel discussion with a resource person, the Director of the BRIN Institute’s Centre for Artificial Intelligence Research and Cybersecurity (PR KAKS), followed the webinar activity. Prof. Indi Dharmayanti, Head of the BRIN Health Research Organisation, and Alexander Svinin, Russian Trade Attache for Indonesia, shared some opening comments during this webinar.

Experts in artificial intelligence technology include Anto Satriyo Nugroho, Director of the Center for Artificial Intelligence at Innopolis University Russia Ramil Kuleev, and researcher from the Astutiati Nurhasanah National Agency for Research on Vaccines and Drugs Research Centre, Ruslan Lukin.

Meanwhile, Russian Trade Attaché Alexander Svinin has voiced his approval of the work being done in Indonesia in artificial intelligence, “When it comes to the use of AI in medicine, we will be extremely receptive to new ideas and findings. This will open the door for cooperation among many groups.”

Professor and Head of the Russian University of Innopolis’s Institute of AI According to Ramil Kuleev, artificial intelligence has been used in various spheres of Russian society, most notably the medical field, where it has been used to diagnose illnesses based on radiological examinations.

Indonesian organisations like the Metaverse Research & Experience Centre (MREC) and the Indonesia Metaverse Collaboration supports the metaverse effort alongside AI development. Denny Setiawan, Director of resource management for the Ministry of Communication and Information’s Directorate General of Resources and Equipment of Post and Information Technology, said this would be a crucial step in hastening the country’s digital transition.

The mission of the Metaverse Research and Education Consortium (MREC), a public-private partnership, is to foster these very activities inside the realm of the technological metaverse. The Metaverse Research and Experience Centre (MREC) may be in the middle of the action on the Telkom University Campus. The building will serve as a hub for metaverse technology-related R&D, engagement with industry, and capability development.

Academics, researchers, connectivity service providers, industry partnerships, and policymakers can all work together and build connections with the help of MREC’s resources. Launching MREC is a big deal for Indonesia’s digital economy since it shows the country is serious about capitalising on the rising international interest in metaverse technology.

Vietnam Aims for Total IPv6 Adoption by 2025

The government held a conference to review the first phase of the programme on the transition to Internet Protocol version 6 for state agencies (IPv6 for Gov) and discuss the implementation of the second phase of the plan.

The initial stage of the IPv6 for Gov initiative carried out between 2021 and 2022, centred around state agencies. During this period, approximately fifty per cent of the involved ministries, agencies, and localities planned transitional strategies to shift towards IPv6 for their portals. All of them are expected to roll out the plans in the second phase in 2022-2025.

In Vietnam, the IPv6 transition in networks, services, applications, and software will ensure there are Internet resources capacity and security requirements to support digital transformation and the development of e-government and smart city services. IPv6 is expected to meet Vietnam’s demand to offer new and quality services such as the Internet of Things (IoT), 4G-LTE, and 5G networks, contributing to digital transformation and digital government building.

To guarantee the effective execution of the program, the Ministry of Information and Communications (MIC) has collaborated closely with pertinent ministries, sectors, and localities. According to statistics from the Vietnam Internet Network Information Centre (VNNIC), as of December 2022, Vietnam’s IPv6 usage reached 53%, ranking 10^th globally with more than 65 million Internet subscribers using IPv6 services. According to an official, the IPv6 for Gov programme has exceeded its set goals in the first phase as 94% of ministries, sectors and localities have issued IPv6 transition plans.

So far, as many as 78% of stakeholders have successfully converted to IPv6 for their portals and public services. More than 1,300 staff and experts have been trained on IPv6, 2.6 times higher than the training target for five years.

This year, the country’s IPv6 usage rate is expected to reach 60-70%. In the second phase of 2023 – 2025, VNNIC set a goal to convert the national Internet network into IPv6. By 2025, it wants 100% of Internet subscribers to use the IPv6 service, and all IDC, cloud, and hosting businesses to provide services on IPv6 platforms.

Pham Duc Long, the Deputy Minister of Information and Communication, has urged stakeholders to hasten the transition to IPv6. VNNIC was tasked with boosting communication and training initiatives and providing support and oversight during the transition phase.

The country’s quality of Internet service has also improved following directives issued by MIC. Globally, Vietnam ranks 39th in terms of fixed Internet. As OpenGov Asia reported, the average broadband download speed in Vietnam in February was 89,73 Mpps, up 4.6% over January. Among the centrally run cities, Ho Chi Minh City had the highest fixed broadband download speed (96.55Mbps). The average fixed broadband upload speed of the whole country was 88.71 Mbps (up 4.7%).

The figures from both domestic and international sources indicated that there has been a significant improvement in Vietnam’s fixed Internet speed in February, a considerable achievement considering the several incidents surrounding the submarine fibre optic cables since late 2022. As a solution, MIC has directed telecom carriers to promptly apply measures to fix the problems to ensure smooth international Internet connection. Under the instructions of the Authority of Telecommunications (AOT), mobile network operators have negotiated to buy more mainland optical fibre capacity and share capacity with each other to overcome the crisis.

Smart Agriculture to Promote Thailand’s Digital Economy

The Thai government’s Office of Economic Promotion and Assistance (depa) is preparing to train a new generation of technologically savvy farmers. The team led by Apichatbut Rodyang, Director of the Central and Eastern Regions, met with Chanawat Sitthoon, Agriculture and Cooperatives of the Chanthaburi Province, to explore ways to increase farmers’ and enterprises’ use of digital technology.

During a meeting of the Chanthaburi Integrated Provincial Administration Committee, which consists of government agencies and business agencies, Apichatbutr brought up the need for a plan to boost the digital economy in Chanthaburi Province. Many efforts for local agricultural communities and independent company owners have been nurtured and supported by the depa and the New Age Fruit Trade Association (MAFTA), and he updated the progress.

Seksan Phanboonmee, head of the digital economy strategy depa in Chanthaburi Province, proposed developing smart agriculture to boost the digital economy. In this way, the province’s potential and needs are met by its preparedness to join the digital economy.

New agricultural products and services may be created with the help of digital innovation, which benefits the commercial and service sectors and the smart tourism industry. In subsequent phases, the initiative integrated commercial and service sectors with the technology-reliant “smart tourism” field.

The notion may be put into action through the cultivation of human resources, the promotion of digital technology, and the construction of digital infrastructure and facilities. The next phase is for Chanthaburi to establish a city data platform, enhance cyber security, and construct a smart city.

In his role as meeting chairman, Chanthaburi Province Governor Monsit Phaisanthanawat expressed gratitude to depa for its contribution to the growth of the digital economy in the province. A strategy to enhance the digital economy in Chanthaburi Province was accepted during the meeting and prepared to be bundled with the provincial development plan.

Using the umbrella term “Digital Infinity,” the Chanthaburi Provincial Chamber of Commerce is preparing to promote various initiatives. In May, they’ll display alongside the Chanthaburi Provincial Administrative Organisation showcase their findings at the provincial agricultural fair.

Concurrently, in Suphan Buri province, depa kicked out a workshop to train company owners on “wing SMEs to drive business with digital” as part of the initiative “Transform Fresh Market in the New Normal (Expansion). Small business owners, shopkeepers, vendors, farmers’ market sellers, street vendors, and proprietors of other similar establishments were targeted by the Digital Economy Promotion Agency, which thus initiated the initiative. Bringing in more money while cutting expenses is essential.

The workshop’s agenda includes the following:

Training in digital marketing strategies.
Access to financial resources.
The pairing of businesses with suppliers of digital services.

By introducing these applications, we hope to inspire local company owners to use digital tools better.

Up to 70% of the total participants at such events can be expected to develop business matching quickly. The provinces of Thailand will continue to host events for the Transform Fresh Market in the New Normal Era (Expansion) initiative.

Separately, the Director of Central and Eastern Regions Apichatbut Rodyang met with the Eastern Province Group 1 Public-Private Joint Committee to discuss economic issues. (Chachoengsao, Chonburi, Rayong). Regarding smart city development, Apichatbutr lays the groundwork by offering digital infrastructure, city data gathering and administration (City Data Platform), and management procedures.

Depa encouraged the eastern provinces to work together on creating a “smart city” to improve the effectiveness of municipal administration. For up to 13 years, he said, the Office of the Board of Investment (BOI) will exclude a portion of the Smart City area in the Eastern Economic Corridor’s (EEC) earnings from taxes.

EXCLUSIVE! Modernising, Transforming and Digitalising Corporate Shared Services in the Singapore Public Sector

To increase efficiency and productivity, leverage better insights for decision-making and provide seamless digital services for citizens, Singapore’s government is investing in digital technologies such as robotic process automation, artificial intelligence (AI), and data analytics.

The government is prioritising modernisation, transformation and digitalisation of its corporate shared services to improve service quality and efficiency and the overall customer experience. By reducing manual workloads and eliminating errors, these technologies will enable the development of new skills in its employees and create capacity for new priorities.

OpenGov Asia is pleased to recognise VITAL for its innovative and disruptive use of technology in the public sector through the optimisation of government processes and the pushing of new limits.

Providing common services in human resource, payroll, finance and procurement to over 100 public service agencies, VITAL, a department under the Ministry of Finance and the central agency for corporate shared services, has earned a stellar reputation over the years as an organisation that actively leverages digitalisation and automation at the enterprise level. Through the use of digital technology and robotic automation, the agency has successfully managed and transformed corporate service delivery for the Whole-of-Government (WoG).

VITAL has worked to expand and propagate its digital and automation capabilities internally and among Whole-of-Government (WoG) agencies. This is aimed at achieving economies of scale, enhancing efficiency, strengthening governance, and improving the quality of service.

All these endeavours have led VITAL to being awarded the prestigious OpenGov Asia’s Recognition of Excellence Award which will be conferred during the 8th Annual Singapore OpenGov Leadership Forum 2023.

VITAL’s Digitalisation Strategy for Enhanced Service Delivery

Alex Tang, Director (Service, Innovation, and Compliance), VITAL, Ministry of Finance in Singapore, said that VITAL’s Digitalisation Strategy led to the transition from manual, paper-based processes to digital services and operations. These services are provided to their service partners and public agencies that they have collaborated with over the years.

“To encourage greater adoption of these tools, we developed an in-house ‘Digital First’ microsite to share use cases, tips, and resources with VITAL officers and conducted frequent brown-bag sessions to generate greater awareness of digital tools,” Alex explains.

VITAL has dedicated significant efforts to upskilling its officers in automation. In addition to training 28 officers in Robotics Process Automation (RPA) developer software to automate complex tasks, they have trained and provided low-code RPA developer software training to over 140 officers. This approach enables a broader group of individuals to use automation to improve processes effectively.

As the Robotics and Automation lead in Whole-of-Government (WoG) for corporate services, VITAL has also developed a service-wide microsite called “Robotics and Automation Hub (R&A Hub)”. This platform provides WoG Agencies with access to RPA resources, common automation scripts and other offerings to promote the use of RPA.

As of February 2023, more than 2,300 different people had visited the hub’s site since it opened. As part of its citizen development initiatives, VITAL has taken the lead in WoG efforts in trialling low-code RPA tools.

Their automation journey included tabletop research, learning journeys, consultations, solution identification, proof of concept followed by a pilot, and gradual scaling up of implementation across multiple processes over the initial 2 to 3 years.

“In the early phase of our automation journey, we visited organisations to learn from them, consulted our advisory panel and industry experts and performed extensive research. Throughout our journey, we continually learned and adapted as we implemented RPA,” Alex recalls.

To reap the most benefits and ensure the long-term viability of the automation initiative, it was critical for process owners and developers to align their understanding to ensure robust process selection – focusing on those that were manual, tedious, repetitive and rule-driven to reduce abortive work and building scripts that do not meet business needs.

VITAL’s digitalisation is the result of an ecosystem that includes a central innovation team that is supported by Ops-Tech specialists and process experts in the Operations functions.

The VITAL Innovation Hub is made up of a group of specialists who conduct technology exploration and agile experimentation to source, test and scale up innovative solutions that improve VITAL’s efficiency and effectiveness. This team drives the digitalisation and automation agenda, collaborating with operations functions to identify appropriate processes for testing, scaling up and spreading automation adoption throughout the organisation.

Initially, the Innovation Hub led by Jessica Ong, Deputy Director (Innovation Hub) has played a critical role in the early stages of the project as the developer, working closely with process experts in operations to collect business requirements, develop scripts, and deploy them. However, as the RPA developer capability within Operations grew, the Ops-Tech specialists in the line functions took over this role.

At the same time, the Innovation Hub shifted to a governance and advisory role, responsible for reviewing and deploying scripts, upgrading applications, troubleshooting incidents, providing guidance, and building capabilities.

Alex summarises the top five crucial points for successfully integrating and streamlining digitalisation and automation projects as follows:

Speak with industry early adopters to determine the benefits and drawbacks of a solution, determine if it meets the organisation’s needs, start small and validate efficacy before scaling up.
Deploy solid policy-operations-technology integration. Collaborate with central teams to review policy and system requirements to use technology tools.
To reap greater benefits across the entire government, processes must be standardised and consolidated through the use of shared services and common central systems.
Verify software and solution compatibility with key internal and external systems and applications, as well as the hosting environment.
Avoid automating inefficiencies. Before developing a script, examine the selected process and streamline it by eliminating unnecessary steps.

Alex and his team discovered that RPA is extremely sensitive to changes in system or application performance – the more applications and systems a script integrates, the more complex it becomes. Deploying patches can have an impact on performance, including success rate, and may require more script changes.

“We found it useful to plan early and assess the complexity of the integration scope during script development,” Alex explains.

Although automation is often touted as a means to increase efficiency, it can also cause anxiety and uptake-hesitancy among employees. To overcome stress and resistance, effective communication is necessary.

VITAL took a different approach and presented Robotic Process Automation (RPA) as an enabler, freeing its people from manual and tedious tasks. This allowed them to focus on more valuable work, professional growth, and innovation.

Developing the skills and capabilities to become an RPA developer can be challenging, especially when coding knowledge and experience are required. Fortunately, the shift towards democratising automation development through low-code or no-code tools has made it easier.

“Currently, we are upskilling more officers to be Citizen Developers who can tap on low-code RPA tools to automate simple, manual tasks,” Alex reveals.

Key Factors That Lead to Success

In addition to the innovation structure, Alex identifies two crucial factors for success: effective change management and a robust ecosystem that encourages bottom-up innovation.

“As a shared services outfit, we aggregate and process many transactions across WoG, which makes VITAL a fitting target for automation,” Alex states.

There are abundant automation opportunities in Operations functions, as these teams are often eager to ease their daily workload through tech solutions. To meet this immediate need, VITAL invites successful automation projects to apply for its annual innovation project awards, which recognise credible innovation efforts and successful use cases.

VITAL had also created a dashboard to track RPA script success rates and time savings – useful metrics that validate the efforts and serve as “fuel” for further automation adoption and growth.

The automation initiative is continuously monitoring the external environment for potential changes in the technology industry that could impact the solutions they use, the systems landscape and the corporate services space in WoG as part of future-proofing. This allows them to anticipate the impact of the automation programme and adjust their strategy accordingly.

“We are moving up the value chain in our automation journey by exploring the integration of RPA with the use of other intelligent tools,” Alex concludes.

He is confident that VITAL is vital to Whole-of-Government (WoG), as their efforts are intended to future-proof automation strategies across the public sector. Ultimately, they want to work more intelligently, smarter and safer to provide the best service experience they can.

March 29, 2023

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