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Founded
in 1963, the Institute of Electrical and
Electronics Engineers (IEEE) is the world’s largest technical professional
organisation dedicated to advancing technology for the benefit of humanity.
Today, IEEE has more than 423,000 members in over 160 countries who are primarily
engineers, scientists, and allied professionals in electrical and computer sciences,
engineering, and related disciplines.
Recently,
OpenGov had the pleasure the speak to Professor Michael Condry, President of Technology and Engineering Management Society (TEMS), to understand how IEEE TEMS as a professional
technical and engineering society serves as a bridge between the academia and
industry. Prof Condry is also the Co-Founder and Vice-Chairman of the Board,
Global Alliance of Innovators and Entrepreneurs.


Professor
Condry first shared with OpenGov that most of the IEEE members are from the
research community, which includes both industrial research or academic
research.
As a
Council of IEEE, the IEEE TEMS has been active in supporting members’ career
growth and fostering knowledge transfer. The mission of IEEE TEMS is to tackle
one of the major recurring problems in technology and innovation – the gap
between academic research and commercial application by the industry.
Such
a gap may be in the forms of challenges in: (1) knowledge transfer, (2) alignment
of academic research interest with industry needs, and (3) shortage of talent
pool to meet industries’ needs for skilled workforce.
In
his role as the President of IEEE TEMS, Prof Condry helps the academic
community to bring their research effort to reality through industrial
application and commercialisation.
Prof
Condry’s firm belief in the potentials of academia-industry collaboration is
partly the result of his rich career experience in the industry, including his
position as the CTO of Global Ecosystem Development Division at Intel
Corporation before his retirement.
“Technology
is moving at a quantum speed. The first processor I designed was a Bellmac-32
that used 3.5 micron technology. That was considered the cutting-edge technology
in the 1980s. When I left Intel, 7 nanometer (nm) was operating. This is the
speed in which things are moving,” he shared.
The
fast-changing technology landscape is presenting both opportunities and
challenges to the business community.
On
one hand, the industry benefits from innovative solutions that help optimise
their operations, solve the technical challenges they face and develop new
innovative products. As a non-profit group to bridge between industry and
academia, IEEE TEMS aims to leverage on IEEE resources and make research
studies accessible and easy-to-read.
“We
are going to change some of our publications so that instead of being neat
research articles, they can be used as directions that executives can easily
read in two or three pages,” Prof Condry shared.
However,
on the other hand, technological advancement means that companies face
increasing competition – companies must be able to keep up with the pace of
technology before getting left behind.
“In
today’s world, if you are a leader trying to get a business going, you may have
a vision of what you want to do, but you will also need technology to help you
realise that vision,” said Prof Condry.
For
example, if a company wants to deploy sensors to determine the chemicals in the
soil, it does not need to develop or set up all the technology, such as cloud
infrastructure, on its own.
“While
the tradition has been to hire somebody and go through a long process of
research and product development, if a company in today’s world follows the
same procedure, by the time they got those things done, somebody else’s product
is already in the market,” said Prof Condry.
Given
his strong background in technology development, Prof Condry decided to join
the IEEE TEMS and focus his efforts in building a platform to help the research
community engage the industry community and address real-world business
problems.
Over
the years, the research community has produced a phenomenal number of research
papers. Unfortunately, according to Prof Condry, many of the papers are not
read by the industry for which the results can be used.
Prof
Condry noted that when his organisation invites the industry community and “let
them talk about their problems”, what usually happens is that “researchers in
the audience would get up and explain the problem or even share the solution
that they have discovered”.
He
also cited his personal experience to illustrate that turning technical
concepts in research into real-life application is a rewarding recognition of
one’s hard work.
“I was
much more impressed that my papers were cited in hundreds of patents, rather
than how many technical citations I had. The fact that they cited my papers as
one of the bases of their patents, to me, that was much more rewarding,” he
shared.
At
the same time, IEEE TEMS believes in the power of cross-sectoral collaboration,
particularly in the technology landscape. According to Prof Condry, in today’s
world of technology, there will not be a “single isolated company that can solve
all the problems”.
“In
fact, some big tech leaders are suffering because their business models are
about ‘I own everything’, ‘I don’t co-operate’ and ‘I do everything in-house’.
For tech and social media companies trying to lead, they operate by a different
philosophy and they are moving much faster,” he said.
When
asked to explain this new philosophy that leading tech giants uphold, Prof
Condry pointed out that the new philosophy is rooted in its emphasis on
collaborations to forge partnerships and expanding customer base.
At
the same time, the new philosophy also has two other characteristics: (1) an
effort to flatten the traditional management ladder and (2) better technical
understanding among managers.
He
also stated that “the current system of intellectual property is very
challenged. Many corporate leaders unfortunately do not understand how simple
their technology is, overestimated its importance and get frustrated when
somebody copies it”.
“Technology
is moving so fast that there is no way for us to keep up with it. The only way
to keep up with it and make it work for all is to enable more co-operation. Without
a mechanism for co-operation, a one-company turf will eventually lead to
failure,” he reiterated.
Closer
to home, Singapore has been open to forging partnerships and co-operations. Over
the last two to three years, we have seen hundreds of Memorandum of
Understanding (MoUs) and partnerships formed in the island-state, each of which
involves industry players as well as research institutes or universities.
Prof
Condry commented that Singapore is leading in forging collaborative
partnerships. One of the drivers for such an approach is Singapore’s innate
limitation in size.
“I
think Singapore is very interesting because of its willingness to cooperate.
But at the same time, it has some size limitations, and to get around those
size limitations, it has to build relationship bridges and find avenues for
cooperation,” he said.
He
added that Singapore does not have much space for manufacturing but does have
an excellent R&D base. According to Prof Condry, an opportunity for
Singapore will be to work with partners like the IEEE TEMS to realise these
projects on a broader scale, similar to what SGInnovate
is doing.
Collaboration
is a central theme throughout OpenGov’s conversation with Prof Condry who sees
the potentials of academia-industry partnership beyond immediate returns.
“If we can bridge the gap between the academic
and industry communities, we are adding value to societies and allowing the
global economy to thrive. With that model and mindset of collaboration, we can
solve many problems. I think there is a golden opportunity to bridge to the
business world across the world and let people work in a global world. Whether
or not I’ll succeed, I don’t know, but I’m willing to give it a try,” Prof
Condry concluded.


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Singapore’s Minister for Communications and Information, Josephine Teo, unveiled Singapore’s Digital Connectivity Blueprint (DCB), which establishes the orientation for Singapore’s digital connectivity’s next frontier.
Singapore’s Infocomm Media Development Authority (IMDA) partnered with a cloud computing company to launch a Joint Innovation Centre (JIC), a first-of-its-kind in Southeast Asia and appointed 18 high-potential tech professionals as SG Digital Leaders under the SG Digital Leadership Accelerator.
The Blueprint was created in collaboration with the Advisory Panel on Digital Infrastructure, which is co-chaired by Dr Janil Puthucheary, Singapore’s Senior Minister of State, Ministry of Communications and Information, and other industry partners. It outlines strategic priorities and moves into new frontiers to stay ahead of the curve.
Reports cited that Singapore will continue to invest ahead of demand and plan holistically for the whole digital infrastructure stack, including hard infrastructure, physical-digital infrastructure, and soft infrastructure, to guarantee that the digital infrastructure is future-ready.
The nation is committed to staying ahead of the competition by expanding digital connectivity to provide better lifestyles and new opportunities for people and businesses. Hence, Singapore will increase its focus on the following strategic priorities:
- Provide enough capacity for underwater cable landings to double in the next ten years.
- Within the next five years, build seamless end-to-end 10 Gbps domestic connectivity.
- Ensure digital infrastructure has world-class resilience and security.
- Create a roadmap for the expansion of new Green Data Centres and push the sustainability envelope.
- Increase the use of the Singapore Digital Utility Stack to broaden the benefits of smooth digital transactions.
Also, Singapore will make movements in more fledgling and frontier areas to capitalise on future opportunities:
- Push for a Quantum-safe Singapore within the next ten years.
- Lay the groundwork for widespread autonomy.
- “Green software” to reduce heightened computing by establishing a nascent ecosystem for sustainable software.
- Use Low Earth Orbit satellite services to enable creative solutions in critical industries.
The Blueprint lays a solid foundation for Singapore to achieve better opportunities, stronger trust, and empowered communities.
In addition, Tan Kiat How, Singapore’s Senior Minister of State, Ministry of Communications and Information, met with the 18 Singaporeans designated as SG Digital Leaders from 16 companies. This is part of IMDA’s initiatives to develop Singaporean leaders in the ICT ecosystem for leadership roles in the digital economy.
The SG Digital Leaders are founders of high-growth tech start-ups, executives at large corporations (MNCs), and inventors creating world-changing technology. These executives come from a variety of backgrounds, lead regional teams, and have experience in Artificial Intelligence (AI), Machine Learning (ML), data, software, and engineering.
The JIC will provide exclusive access to the latest tech showcases and demonstrations, innovation methodology for successful adoption and deployment, and workshops for design thinking, among other things, to inspire corporates and public sector organisations to accelerate industry innovation and support the growth of promising start-ups.
Modern digital infrastructure is critical to Singapore’s growth and prosperity. Businesses and consumers may access information and services more easily with improved connections, boosting innovation and economic competitiveness.
Process automation and digitalisation increase efficiency and production while decreasing expenses while smart city solutions improve resource management and overall quality of life. A well-developed digital infrastructure ecosystem attracts investments and encourages digital economy growth.
Data-driven decision-making gives policymakers more authority. Singapore’s emphasis on contemporary digital infrastructure positions it as a digital age global leader prepared for long-term growth and development.
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Responsible Research and Innovation (RRI) researchers have significantly contributed to developing and installing the magnet utilised in the portable scanner. This innovative magnet technology is undergoing trials as part of a collaborative project between the RRI and the University of Minnesota in the United States. The RRI researchers have been actively involved in designing, fabricating, and optimising the magnet system to ensure its compatibility with the portable scanner.
Through this collaborative research and development, the RRI team has successfully implemented cutting-edge magnet technology that offers enhanced portability without compromising the quality and accuracy of the scanning process. The portable scanner, equipped with an advanced magnet system, holds great promise for various applications, including medical diagnostics, on-site inspections, and field research.
A senior engineer at RRI, Ben Parkinson, expresses that the magnet’s small size is the key to making MRI scanners portable. Smaller scanners will also mean a more positive patient experience. “Traditional MRI scanners are large and stationary machines, but with advancements in magnet technology, it has become possible to develop smaller and more compact scanners,” he said.
According to Professor Michael Garwood, the study’s principal investigator from the University of Minnesota Medical School, the design of the magnet used in portable MRI scanners can make these scanners transportable to populations and environments virtually anywhere.
The portability of MRI scanners has significant implications for expanding access to medical imaging technology beyond traditional healthcare settings. It enables conducting diagnostic imaging in rural communities, disaster-stricken regions, mobile clinics, and other challenging environments.
Bringing MRI scanners to these populations and environments can improve healthcare outcomes by enabling timely and accurate diagnoses, guiding treatment decisions, and facilitating preventive care.
The RRI and the University of Minnesota collaboration exemplify the importance of cross-disciplinary partnerships and knowledge sharing in advancing research and innovation. This ongoing collaborative project with the University of Minnesota aims to validate further the portable scanner’s effectiveness and reliability in real-world scenarios. It is underway to assess the scanner’s performance, optimise its capabilities, and explore potential areas of improvement.
The accomplishments of the RRI researchers in developing and implementing the magnet for the portable scanner highlight their dedication to pushing the boundaries of scientific discovery and technological innovation. Their work is a testament to the potential of responsible research and innovation in driving transformative advancements that benefit society.
“Developing a device that requires seamless integration of mechanical and electromagnetic components would be a complex task. However, the team has achieved remarkable success, and I am thrilled to continue our partnership,” said Mr Parkinson.
Mr Parkinson is optimistic that in the future, portable scanners like these may empower communities in remote and resource-limited settings. They will have the potential to solve health inequities, facilitate research in understanding brain development and degeneration in diverse populations better, and enhance access to high-quality clinical care.
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The Union Cabinet, chaired by Prime Minister Narendra Modi, has approved the third revival package for the Bharat Sanchar Nigam Limited (BSNL), which encompasses the provision of 4G/5G spectrum through equity infusion. The package for BSNL amounts to a total of IN 890.47 billion (around US$ 10.7 billion), according to a press release. BSNL is a central public sector undertaking (CPSU) headquartered in New Delhi. It operates under the Department of Telecommunications.
The authorised capital of BSNL will be increased from IN 1.5 trillion (US$ 18 billion) to IN 2.1 trillion (US$ 29.4 billion). The revival package will enable BSNL to become a stable telecommunication service provider with a primary focus on delivering connectivity to the most remote regions of India.
The spectrum allotment for BSNL brings a range of benefits and opportunities for the company. With this allocation, BSNL will be able to offer nationwide 4G and 5G services, bridging the digital divide in the country. It will enable BSNL to extend 4G coverage to remote villages as part of various connectivity initiatives. Additionally, the company will be able to provide Fixed Wireless Access (FWA) services, delivering high-speed internet connectivity. Moreover, BSNL will have the capacity to offer services and spectrum for Captive Non-Public Networks (CNPN), catering to specific organisational needs.
In 2019, the government gave its approval for the initial revival package for BSNL/MTNL. The package amounted to IN 690 billion (US$ 8.3 billion) and played a significant role in addressing the challenges faced by BSNL/MTNL, ensuring the stability and continuity of operations.
In 2022, the government approved the second revival package for BSNL/MTNL, which amounted to IN 1.64 trillion (US$ 19.8 billion) and encompassed various provisions to strengthen their financial position and operational capabilities. The package included financial support for capital expenditure (capex), viability gap funding for rural landline services, financial support for de-stressing the balance sheet, and the settlement of Adjusted Gross Revenue (AGR) dues. Additionally, the merger of Bharat Broadband Network Limited (BBNL) with BSNL was also part of the package, aiming to optimise resources and improve overall efficiency.
As a result of the two revival packages, BSNL has experienced a positive turnaround in its financial performance. Starting from the fiscal year 2021-22, BSNL has managed to generate operating profits, marking a significant achievement. Furthermore, the total debt of BSNL has reduced from IN 329.44 billion (US$ 3.9 billion) to IN 222.89 billion (US$ 2.6 billion).
BSNL has witnessed remarkable growth in the home fibre segment, with a consistent increase in new connections. Currently, BSNL is adding over 100,000 new connections each month. As of May 2023, the total home fibre subscriber base of BSNL stands at 3.088 million. The revenue generated from home fibre services last year amounted to IN 20.71 billion (US$ 250 million).
Telecom technology is a critical domain with only a few global providers offering end-to-end solutions. In line with the Prime Minister’s vision, India has successfully developed its own 4G/5G technology stack. The deployment of this indigenous technology has already commenced, and after a few months of field deployment, it will be swiftly rolled out nationwide on the BSNL network.
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The taxation sector is actively working towards the goal of having 70% of enterprises and business households transition to using e-invoices generated from cash registers by the end of this year. This initiative was launched on 15 December 2022. The promotion of e-invoices is a key task of the tax sector in its attempt to digitally transform businesses, financial agencies, and state departments.
As per the directives of the General Department of Taxation, tax departments have been urged to achieve specific targets for e-invoice adoption. These targets include reaching 30% by the end of the second quarter, 50% by the end of the third quarter, and 70% by the end of the year. In major cities such as Hanoi, Ho Chi Minh City, Hai Phong, and Quang Ninh, the requirement is a 100% adoption rate for dining and restaurant services.
By late May, a total of 18,963 businesses had completed the registration process to utilise e-invoices with tax codes generated from cash registers. According to the head of the Vietnam Academy of Finance’s Tax and Customs Department, expanding the use of e-invoices from cash registers plays a crucial role in enhancing the monitoring capabilities of tax authorities. This, in turn, leads to more efficient and equitable tax management by facilitating better oversight of the supply of goods and services offered by businesses.
Attention has been paid to solving obstacles related to policy, professional process, and the application of software in the scheme; as well as enhancing communication campaigns to raise taxpayers’ awareness of the benefits of using e-invoices generated from cash registers.
Ho Chi Minh City is among the three localities chosen for piloting the use of e-invoices. However, despite more than two months of implementation, the number of taxpayers who have successfully registered in the city has remained relatively low. As of 26 February of this year, the total number of registered taxpayers reached only 278.
Based on a preliminary survey, Ho Chi Minh City has identified 266 enterprises and 5,268 business households that fall within the scope of the scheme. These entities include trade centres, supermarkets, restaurants, hotels, and entertainment service providers. They have been identified as the primary targets for the implementation of the initiative.
Last year, the Minister of Finance said that e-invoices are crucial in creating a transparent and fair business environment, more streamlined administrative processes, and higher productivity. They are an integral part of Vietnam’s national strategy for digitalisation. The Ministry’s e-invoice project significantly improves the level of transparency and effectiveness while helping cut costs and improve the business environment.
Promoting the use of e-invoices is part of the government’s plan to build a digital society and economy. In 2020, Vietnam kicked off a national digital transformation programme, under which the country would renovate the management and administration activities of the government, the production and business activities of enterprises, and the overall way of living and working. It is working to develop a safe, humane, and wide digital environment. The national digital transformation programme has the dual purpose of both developing the digital government and economy and establishing Vietnamese digital businesses with a global capacity.
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To effectively manage the ever-increasing amount of data generated by the public and various state agencies, the government has announced the establishment of the Big Data Institute (BDI). This visionary initiative comes at a time when governments recognise the immense potential of big data in driving economic growth, fostering social advancements, and shaping future policies.
The Big Data Institute is ready to tackle these challenges. This innovation will serve as a centralised hub of knowledge and expertise, bringing together data scientists, researchers, and policymakers. By consolidating data from different sources and employing cutting-edge analytics tools, the BDI will unlock hidden patterns, correlations, and trends within the data. It enables evidence-based decision-making on an unprecedented scale, revolutionising the decision process.
To enhance public trust, the BDI will ensure data privacy, security, and ethical considerations are at the forefront of all activities. As data collection and analysis become increasingly intertwined with people’s lives, it is crucial to maintain public trust and confidence.
The Institute will prioritise strict data protection protocols, implement privacy-by-design principles, and promote transparent practices to safeguard individual privacy rights while obtaining meaningful insights from the data.
Establishing the BDI also signals a significant shift in the government’s approach to policymaking. By harnessing the power of big data analytics, policymakers will have access to real-time information and dynamic modelling capabilities, allowing them to make informed decisions with a comprehensive understanding of the potential impacts. This data-driven approach will enable the government to address societal challenges more effectively, identify emerging trends, and proactively design policies that adapt to changing circumstances.
The BDI will become operational within 180 days, replacing the current Government Big Data Institute (GBDi), established in May 2019. Positioned as Thailand’s pioneering public agency utilising big data for advanced society, the BDI will serve diverse sectors in their quest for data-centric solutions to tackle challenges, boost productivity, and shape economic policies.
One of the primary responsibilities of the Institute will involve delivering extensive data analysis services and backing innovative projects that adhere to international standards. Additionally, the BDI will actively foster the expansion of the data analysis industry and contribute to the professional training of individuals specialising in big data.
The BDI will assume authority, as stated in the Royal Gazette, to oversee the progress of big data in adherence to existing laws and government directives. This responsibility ensures compliance and ethical use of big data while harnessing its potential for public benefit. Additionally, the BDI will collaborate with public sector entities, seeking their cooperation, when necessary, to foster cross-sectoral partnerships and leverage expertise and resources for data-driven initiatives.
Operating under the Ministry of Digital Economy and Society (DES), the Digital Economy Promotion Agency (Depa) has actively championed using big data for national development. During the Government Big Data Institute (GBDi) tenure, Depa played a crucial role in streamlining over 100 projects undertaken by 67 state agencies.
Furthermore, the GBDi contributed significantly to developing platforms like Health Link, Travel Link, Youth Link, and CO-Link, showcasing the potential of big data in addressing societal challenges and improving access to essential services.
The transition from GBDi to the BDI signifies the Thailand government’s ongoing commitment to leveraging big data for progress. With the BDI’s authority and collaborative capabilities, it will build upon the achievements of its predecessor, promoting the adoption of big data solutions across sectors and driving innovation, efficiency, and evidence-based decision-making.
The BDI, supported by Depa and other stakeholders, will continue to ensure responsible and regulated use of big data, harnessing its transformative potential for the benefit of future society.
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In an increasingly digital landscape, customer experience has emerged as a vital differentiator for businesses in every industry. As multichannel interactions continue to rise, customers increasingly seek personalised experiences that seamlessly connect across multiple touchpoints.
To meet evolving customer expectations, corporate digital satisfaction strategies are leveraging AI-powered personalisation to enhance the omnichannel consumer experience. By harnessing the power of AI, organisations can analyse vast volumes of customer data to gain valuable insights into individual preferences, behaviours and needs, enabling tailored solutions.
Machine learning algorithms allow companies to offer personalised recommendations, product suggestions and targeted promotions to customers across multiple channels, including websites, mobile applications, social media platforms and in-store interactions.
AI-powered chatbots and virtual assistants play a pivotal role by leveraging natural language processing and machine learning techniques to accurately comprehend and promptly respond to customer inquiries in real-time.
Chatbots increase customer service efficiency and response times by delivering immediate and accurate assistance. They may answer basic questions, provide product information, process transactions and even address problems, creating a smooth and frictionless client experience.
Additionally, AI technologies provide sentiment analysis, which enables organisations to assess client emotions, views and levels of satisfaction across numerous digital platforms.
Organisations can acquire important insights into customer sentiment by analysing customer feedback, reviews, and social media interactions and adapting their strategies accordingly. This assists in identifying areas for improvement, responding to customer issues, and proactively improving the entire customer experience.
Personalisation at this level delivers a more engaging and relevant customer experience, enhancing customer happiness and loyalty.
The OpenGov Breakfast Insight on 7 June 2023 at the Westin Jakarta, Indonesia, centred around delivering prompt, accurate and highly tailored customer experiences that drive loyalty through cutting-edge conversational AI and machine learning intelligence.
Opening Remarks


Mohit Sagar, the CEO and Chief Editor of OpenGov Asia, emphasises the importance for businesses to effectively collaborate with the rapidly evolving field of artificial intelligence in today’s era.” Harnessing the benefits of technology and leveraging advancements in AI to enhance efficiency for both users and businesses entails tweaking or even doing away with conventional methods.”
The swift advancement of technology, coupled with the pivotal role of artificial intelligence (AI), has greatly contributed to boosting business productivity. Moreover, the pandemic brought about a paradigm shift in consumer behaviour within Indonesia, compelling 17.5% of traditional offline shoppers to venture into the realm of online shopping.
Consumers have embraced a wide range of online sales channels, including marketplaces, social media platforms, and websites. Notably, the proportion of consumers who exclusively engage in online shopping has surged from 11% before the pandemic to 25.5% in early 2021. Remarkably, post-pandemic, a significant majority – 74.5% – of consumers still exhibit a preference for online shopping, favouring it over offline alternatives.
To enhance customer satisfaction, the adoption of multi-channel strategies has become increasingly crucial. There are five key ways through which businesses can effectively enhance multi-channel customer satisfaction:
Data-driven personalisation (AI). When a business offers personalised experiences, such as the ease of accessing service information both online and offline, it indirectly creates a sense of being well-served among consumers.
Consumer data. Insights gained from data play a pivotal role for businesses, enabling them to understand the habits and behavioural patterns of their customers. By integrating consumer data from various sources, businesses gain a valuable understanding that facilitates informed decision-making and allows for the creation of targeted strategies in the future, tailored to the specific needs and preferences of their target consumers
Personalisation. Businesses should prioritise delivering tailored customer service, ensuring that consumers do not have to endure lengthy waiting times to obtain essential business-related information. One effective approach is to enhance chatbot or virtual assistant capabilities through the integration of AI technologies.
Revenue Innovation. By analysing consumer habits and patterns, businesses can make informed decisions that align with consumer interests. This understanding enables businesses to foster innovation and create diverse revenue streams, thereby driving revenue growth.
AI adoption. In the digital technology-driven world of today, businesses that fail to leverage artificial intelligence to enhance productivity risk losing out to their competitors. However, by effectively utilising AI and embracing innovation, businesses can transform themselves into consumer-oriented enterprises, propelling their growth and success to new heights.
Mohit believes in the present digital era, multi-channels not only boost consumer satisfaction and foster loyalty but also enable businesses to reduce costs and drive revenue growth. By offering customers many avenues to engage and make purchases, businesses can cater to diverse preferences while simultaneously streamlining operations and maximising their financial outcomes.
While AI-based multichannel strategies offer numerous benefits and advantages in enhancing business productivity, it is essential to acknowledge that there are challenges associated with their implementation.
An essential aspect for businesses implementing AI-based multichannel strategies is the responsible collection and use of consumer data. Handling and managing customer data across various channels necessitates strict measures to ensure data privacy and security, complying with regulations.
Unfortunately, there are instances where some businesspeople may not prioritise the protection of this data, which can have detrimental effects on both consumers and the integrity of the company itself.
Data leaks, such as those involving health or financial information, are of great concern among consumers. In light of these challenges, companies must adopt a proactive approach to address and overcome such issues, prioritising robust measures to safeguard sensitive data and ensuring the trust and confidence of their customers.
Similarly, companies should allocate a portion of their earnings towards building a skilled technological workforce capable of efficiently and effectively implementing strategies. However, it is important to acknowledge that companies, especially startups, may encounter challenges in achieving a quick return on investment (RoI) within a short time frame.
Additionally, it is necessary to have an in-depth understanding of customer needs and behaviour before implementing effective AI-based customer satisfaction. Companies must invest in consumer research and analysis for implementation to get maximum results.
“When implementing AI-based personalisation and digital satisfaction strategies, it is crucial to consider and plan for the challenges that may arise,” Mohit concludes. “By proactively addressing these challenges and having a well-thought-out implementation plan, businesses can increase the likelihood of successful execution and avoid common potential problems.”
Welcome Address


Nathan Guy, Head of UCaaS, Asia Pacific, Zoom, highlighted the findings of a survey indicating that businesses globally made substantial technology investments during the pandemic, underscoring the importance of understanding customer and employee requirements. However, despite this recognition, finding the right approach remains challenging, as the need for flexibility in technology stacks becomes crucial in the face of constantly evolving circumstances and ongoing economic uncertainty.
“The question of whether the future workplace truly brings improvement for teams and customers is an important one. At Zoom, we believe it does,” Nathan says. “But to be successful, there are three key areas that must the addressed.”
Firstly, evolving collaboration and productivity frameworks are crucial to keeping up with the changing dynamics of work. Secondly, fostering better personal connections within the workplace helps create a positive and engaged environment. Lastly, meeting the updated expectations of both customers and employees is vital for success.
A report highlighted the significant financial investment of S$15 billion per week in technology during the pandemic, emphasising the need to establish a strong foundation in the technology stack to gain a competitive advantage for the future, Nathan reveals.
Moreover, the future needs of a hybrid workplace must embrace Technology Infrastructure, Flexibility, Communications and Collaboration, Emotional Well Being, and Training and Development.
Voice is considered the foundation of digital transformation, Nathan observes, serving as a natural bridge between the physical and digital realms. “In an increasingly connected world, voice engagement should be at the core rather than the periphery. IP Voice offers affordability, ubiquity, and high-quality communication, making it a crucial aspect of cloud-based voice strategies.”
Voice remains critical for future work, both in terms of customer and employee engagement, and businesses continue to invest in this growing market. Organisations report improved engagement, increased productivity, and enhanced collaboration through the adoption of advanced customer service applications.
According to Nathan, legacy collaboration infrastructure is being replaced by cloud communications to meet the needs of hybrid and remote work. The integration of various collaboration features, including messaging, meetings, conferencing, team chat, and content sharing is crucial for enterprises’ digital aspirations.
A collaboration platform is built on core technology, offering communication and collaboration solutions tailored to different industries and departments. Zoom has invested significantly in AI to enhance the collaboration experience. Ultimately, the focus is on serving customers and helping them thrive in the new era of work.
Customer-facing teams face various challenges that need to be addressed. By empowering these teams to become subject matter experts, organisations can provide customers with personalised and enhanced experiences.
Nathan reiterates that the goal is to bring product innovation together into a comprehensive solution that powers the modern workday for knowledge workers and teams, while also enabling better collaboration with external customers to drive business growth.
This encompasses employee collaboration, starting from checking calendars, chatting and emails in the morning, to meeting collaboration, casual collaboration through huddles, and concluding with phone calls. Similarly, customer collaboration includes marketing events, webinars, sales processes, and overall customer experience, all accessible through a single interface.
The focus is on maximising Customer Lifetime Value through the synergy between employee experience (EX) and customer experience (CX).
“While customer service leaders recognise the importance of consistently delivering good experiences, only a third of customers feel that customer service organisations are improving,” Nathan shares. “Losing a significant percentage of customers due to bad experiences can severely harm a business.”
Studies indicate that customer expectations have risen over the years, making it crucial for businesses to shift quickly and excel in CX. This highlights the challenge of meeting customer needs in an uncertain environment while facing resource constraints.
Nathan spoke about a Global CX Excellence Report which identified six pillars of CX excellence: personalisation, trust, minimising customer effort, meeting expectations, resolution and empathy. “Meeting these customer expectations requires holistic thinking and cross-team collaboration.”


Jayraj Nair, Customer Experience Lead-ASEAN, Zoom acknowledges that to redefine and transform the CX and EX, it is important to address the challenges of siloed teams and disconnected tools. According to reports, a total experience approach is vital and 60% of large enterprises are expected to adopt this by 2026.
To deliver consistently good customer experiences, it is essential to bring together employee productivity and CX strategies. By combining these two elements effectively, businesses can create a harmonious and seamless interaction between the company and its customers, resulting in enhanced customer satisfaction.
Organisations that provide a total experience, connecting employees and customers, are projected to outperform competitors in satisfaction metrics by 2024.
Employee productivity refers to the efficacy and efficiency with which employees carry out their duties within an organisation. When employees are productive, they can provide customers with superior service and support, ensuring that their requirements are met promptly and satisfactorily.
Similarly, CX strategies involve the planning and execution of initiatives designed to improve the overall consumer experience when interacting with a company. This includes personalised communication, streamlined procedures, user-friendly interfaces and effective problem resolution.
Zoom offers a comprehensive CX + EX platform that seamlessly integrates employee and customer experiences, says Jayraj. This unified experience is made possible by leveraging the end-to-end capabilities of the Zoom platform, allowing customers to access the desired functionality from the cloud when and where they need it.
“The introduction of the Zoom Contact Centre is seen as an exciting innovation that drives loyalty and retention through prompt and personalised customer interactions,” Jayraj explains. “With Zoom handling the heavy lifting, organisations can focus on their employees and customers.”
End-user Insight


According to Andoko Wicaksono, Chief Information Officer, Bluebird Group, customer satisfaction is an important part of the growth of any business. It means knowing what customers want, giving them great experiences at every touchpoint and always getting better based on what customers say and what they learn from them.
Andoko shared the inspiring history of Bluebird, a company that was established in 1972 by a remarkable woman. Despite facing numerous challenges, Bu Djoko, a resilient and humble individual, initiated Bluebird during a difficult period. Known as Bu Djoko or Mutiara Siti Fatimah Djokosoetoeno, she served as the driving force behind the company’s enduring determination.
Andoko fondly remembers her as the beacon of strength that propelled the company forward. “From the beginning, she was the company’s source and now is the spirit that keeps it going.”
He knows that not all great companies can stay in business and keep doing well. Bluebird’s success is based on a set of absolute ideals. It grew because of the good values that Bu Djoko taught and because of the legacy of a never-quit attitude. These values are a feeling of caring, honesty, excellent customer service and a perennial desire to grow.
Andoko acknowledges that long-term business growth depends on customers’ trust. It builds loyalty, improves the brand’s image, makes customers happier and gives them a good experience. Building and keeping trust requires keeping promises, being honest, communicating openly and putting the customer first.
“When the whole business is responsible for customer service, it shows how important it is to have a customer-centred approach, seamless experiences, a full understanding of customer needs, empowered employees, consistency, and efficiency,” Andoko reiterates. “By taking this view, businesses can create a mindset of great customer service and gain a competitive edge in the customer-driven business world of today.”
Customer happiness has changed over time, from making sure everyone gets a fair deal to making sure each customer has a good experience. Companies now know that keeping customers happy is a strategic must that affects their brand’s image, customer loyalty and business growth.
Andoko believes that businesses must give customers great experiences and build long-term connections with them by adapting to their changing needs and using technology.
“For a high availability system to be cost-effective, it needs a balanced method that takes both cost optimisation and system reliability into account,” says Andoko.
In today’s fast-paced and connected world, customer service representatives need to be able to move around. By using mobile technology and giving employees the tools and resources they need, organisations can empower their teams to serve customers well no matter where they are.
Andoko agrees that data privacy is a very important part of building and keeping trust between people and organisations. When people believe that their personal information is being treated carefully and responsibly, they are more likely to do business with companies, share their data and take part in digital interactions. Keeping data private gives companies a good name and helps them build better relationships with their customers.
“Organisations that put data protection first show that they are committed to being good stewards of data and making the world a safer and more trustworthy place,” Andoko explains.
Andoko believes that AI can enable businesses to understand customer preferences and improve their service by analysing vast amounts of data, including customer interactions, purchasing behaviour, demographics and online activities
AI-based customer choice means using technologies and algorithms that use artificial intelligence to learn about and predict customer preferences and behaviours. AI-driven insights let businesses learn about and meet the needs of each customer, improve customer happiness, and grow their businesses.
“By using AI technologies, companies can get more out of their customer data, make better decisions, and build stronger, longer-lasting relationships with their customers,” Andoko concludes.
Closing Remarks
Jayraj expressed his gratitude to all the delegates for their participation in the event, acknowledging that it has provided valuable insights into the major challenges confronting industries across various sectors. The event has shed light on the importance of devising effective strategies to tackle these challenges and successfully overcome them.
He emphasised the importance of identifying the most significant challenges for industries to maintain competitiveness and thrive amid a constantly evolving business landscape. These challenges can vary depending on the industry but may include factors such as technological disruptions, changing consumer expectations, intense competition, regulatory changes, and economic uncertainties.
Once the challenges are recognised, organisations can devise appropriate strategies to tackle them head-on. These strategies may involve a combination of innovation, agility, collaboration and a customer-centric approach. This proactive approach enables businesses to stay ahead of the curve and adapt effectively to the changing demands and dynamics of their respective industries.
“Understanding the biggest challenges faced by industries and developing appropriate strategies to tackle them is crucial for long-term success,” says Jayraj. “By embracing innovation, agility collaboration, and a customer-centric approach, industries can navigate challenges, seize opportunities, and thrive in a rapidly changing business environment.”
Mohit stresses the significance of collaboration in addressing industry challenges. By fostering partnerships, alliances, and collaborations with other organisations, industries can leverage shared resources, expertise, and insights to tackle challenges more effectively. Collaborative efforts enable industries to combine their strengths and work towards innovative solutions that drive progress and overcome obstacles together.
A customer-centric approach is vital in navigating industry challenges successfully. By understanding and addressing the evolving needs and expectations of customers, industries can tailor their products, services, and experiences to meet and exceed customer demands.
“This can involve gathering customer feedback, leveraging data analytics and personalising offerings to enhance customer satisfaction and loyalty,” Mohit concludes.
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Researchers from Singapore General Hospital (SGH), A*STAR’s Genome Institute of Singapore (GIS), and Duke-NUS Medical School have used artificial intelligence (AI) to speed up the identification of vital biomarkers that can identify patients with chronic myeloid leukaemia (CML) at diagnosis who will not respond to standard therapy.
These patients may be eligible for a life-saving bone marrow transplant in the early stages of the illness with this favourable prognosis.
A genetic mutation that causes a tyrosine kinase enzyme to turn on permanently causes CML, a specific type of blood cancer. In the bone marrow, a blood stem cell experiences a mutation that transforms it into an aggressive leukaemic cell that eventually takes over the creation of healthy blood.
Tyrosine kinase inhibitors (TKI), which turn off the tyrosine kinase that the genetic mutation switched on as a result, are the standard treatment for CML. But not everyone reacts the same way to these medications. Some individuals respond very well to the point that their life expectancy would be regarded as typical, at the other end of the range.
Besides, some individuals do not respond at all, and their sickness develops into a severe condition known as a blast crisis that is resistant to all sorts of conventional therapy.
Finding out if a patient is resistant to TKI therapy earlier could make the difference between survival or early death because the only cure for blast crisis is a bone marrow transplant, which would be most successful when carried out during the early stages of the disease.
“Our work indicates that it will be possible to detect patients destined to undergo blast crisis when they first see their haematologist,” said the study’s senior author and associate professor, Ong Sin Tiong of Duke-NUS’ Cancer & Stem Cell Biology (CSCB) Programme.
He added this may save lives since bone marrow transplants for these patients are most effective during the early stages of CML.
Researchers made an “atlas” of cells by taking samples of bone marrow from six healthy people and 23 people with CML before they were treated. The map let them see the different types of cells in each sample and how many of each type there were. Researchers did RNA sequencing on a single cell and used machine-learning methods to figure out which genes and molecular processes were on and off in each cell.
The work found eight statistically important things about the bone marrow cells before treatment. These things were linked to either sensitivity to treatment with a tyrosine kinase inhibitor or strong resistance to it.
Patients were more likely to react well to treatment if their bone marrow samples showed a stronger tendency toward premature red blood cells and a certain type of “natural killer cell” that kills tumours. As the number of these cells in the bone marrow changed, so did the way the patient responded to treatment.
The study could lead to drug targets that could help people with chronic myeloid leukaemia avoid or delay treatment resistance and blast crisis.
Associate Professor Charles Chuah from Duke-NUS’s CSCB Programme, who is also a Senior Consultant at the Department of Haematology at SGH and National Cancer Centre Singapore (NCCS), cited that the results of treating chronic myeloid leukaemia have gotten much better over the years and that patients now have many options. Knowing which treatment works best for each patient will improve these results even more, and they are excited about the chance of doing so.
The team hopes to use the results to make a test that can be used regularly in hospitals to predict how well a treatment will work.