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The pandemic has fundamentally shifted the way we organise our lives and continues to drive change even now. In response, organisations have massively adopted digital technologies to enable people to learn, work or receive care regardless of distance.
Given that the digital space dictates the new normal, it is mission-critical to re-think how technology can support an organisation’s workforce strategy, employee experience, talent acquisition and development programmes. At the same time, an organisation must re-imagine how it reaches and better serves partners and serves customers digitally.
For organisational leaders, the emerging hybrid workplace introduces several challenges that require change at both the strategic and tactical levels. The post-pandemic workplace has significant implications not only for workers but IT (Information Technology), which will need to adapt user-supporting processes and play a more significant role in partnering with HR (Human Resource) on the policies and approaches that underpin work processes and changing culture. IT will also need to reprioritise its technology investments as a result.
The implications for HR, Operations and Transformation leaders regarding employee workspaces and hybrid setups are many:
- Levels of engagement, interactivity and participation during web-based employee communication, remote onboarding, online teamwork, and virtual training sessions
- Struggle to make connections, develop trust and build a sense of belonging when working remotely
- Turning the organisation into a hybrid workplace that attracts, develop, and retain talents regardless of work style or location preference.
- Designing safe learning and working spaces that are built for the hybrid world and that creates more engagement
- Collaboration between local and remote employees partnering more closely with decision-makers for policy enablement and enforcement and appropriate monitoring
When confronting these new challenges, organisations need to carefully consider how to comprehensively transform their operations amid the new normal. This was the central discussion during the OpenGovLive! Virtual Insight held on 10 November 2021.
Enhancing corporate culture in a digital age
Mohit Sagar, Group Managing Director and Editor-in-Chief, OpenGov Asia, set the context for the session with his opening address.
To kickstart the event, Mohit asked the delegates to vote on whether they would want to continue working from home in 2022 for 60% of their time. To that, a substantial majority (60%) of the delegates indicated that they prefer to do so.
The result is consistent with OpenGov Asia’s other polls, where 82% of the workforce prefers to continue to work from home. It is clear that companies must cater to the changing nature of work. The key to attracting and retaining talents lies in building a strong organisational culture.
Rethinking organisational platforms, workspaces, tools as the digital space becomes a new reality is not an option, but an imperative. Work culture has genuinely changed and companies that successfully migrate to a true hybrid culture will have the upper hand, Mohit is convinced.
More so than ever, governments and organisations need to intuitively sense and respond to new technological opportunities to drive digital transformation. Investing in the development of new competencies will increase trust, better engagement, smoothen ease of use and accelerate ways of responding to a request
The hybrid workspace is here to stay, Mohit believes, yet companies continue to get their people “zoom-ed” and “team-ed” out. The platforms and technology organisations use will determine the employee experience. It comes down to details such as having the ability to distinguish a zoom call from a high-level meeting.
To cut out the noise and establish a USP for employee and customer experience, a citizen-centric approach is necessary.
“What is your USP for your employees?” Mohit asks.
It is crucial to build on the employee experience for continuous growth and to ensure that employees do not lose motivation or passion in their role. Building and managing a conducive environment is key. Developing and spreading a healthy corporate culture is possible with the right technology platform.
Harnessing future-proof technology to build company culture
Following Mohit’s presentation, Marc Remond, Vice President of Sales, Meeting & Learning Experience Solutions, Asia Pacific, Barco, spoke on how Barco helps companies harness technology to grow human capital in a hybrid workspace.
The future is hybrid, Marc agrees with Mohit, and a reinvention of the employee experience is necessary. Data shows that by July 2020, 67% of the companies pivoted into a hybrid or virtual model and Barco become the leading solution for Executive Education and Corporate L&D.
While video meeting solutions are aplenty, the crux of the matter is how many are truly interactive and sustainable in the long term? How do organisations manage video conferencing fatigue? How do they keep people engaged, productive and efficient?
These are fundamental challenges that must be strategically addressed if companies are to thrive – not just survive – in the new normal.
Answering these foundational issues requires choosing a platform that can provide a more immersive, interactive and integrated employee experience that will result in increased engagement and collaboration regardless of whether the context is virtual, hybrid or local.
Unlike other platforms, Barco provides a richer experience where the presenter is “centre stage,” and every participant sits in the first row. The platform allows speakers to see people “life-size” on screen, read facial expressions and locate the active speaker.
Apart from that, the flexible interface allows users to select a preferred view “On Demand,” choosing from multiple streams or staying “On Screen” during breakouts. All these details contribute to an engaging experience.
Barco ensures a collaborative experience where groups are visible during breakouts, allowing facilitators to join any breakout room to interact and collaborate. It offers an integrated experience with the on-screen display of results, real-time insights to measure engagement and post-session data download.
Regardless of function and format (virtual, hybrid or local), Barco provides a versatile tool for any type of meeting – onboarding, training, meeting, brainstorming sessions.
Marc is convinced that the key to success in talent attraction and retention in a company is to transform the experience of the digital workspace. Technology is the enabler that can elevate digital platforms to another level. Knowing when and how to utilise it to build healthy cohesive company culture is important.
Creating a human-centred work experience
The next speaker, Temitope Sadiku, Global Head of Digital Employee Experience, The Kraft Heinz Company, elaborated on the considerations when creating a human-centred work experience.
Temitopw opines that the way forward hinges on three basic concepts: creating a borderless space, defining effective collaboration and understanding your corporate uniqueness
Temitope began by getting the delegates to ponder a borderless space, “No longer do we need to be in a physical location to achieve an objective.”
Drawing parallels to the realm of space, she feels that organisations should think of the workplace as a borderless “workspace”.
The digital workspace is “whatever it needs to be,” meaning that it is an open area that can be crafted to the needs of an organisation. Organisations must not conceive the digital workspace with a predefined shape and form but an area that is up for organisations to reimagine, redesign and remake.
At Kraft Heinz, they are constantly thinking about the experience around a video conferencing room – the environment. How can a meeting room be designed to optimise work? How can workers be empowered to be effective irrespective of the space they are in?
Regardless of the solution, the key is about making sure that work is connected. “What is your foundation to connect people irrespective of the space they are in? How can corporate culture be communicated through the channels you employ?”
To design an effective work environment, one must first define collaboration and the means to measure it. Like the tree root system, organisations navigating remote work need to think about “how to enable information to flow.”
Kraft Heinz introduced a collaborative tool and put in place a culture of working at any place, any time, using any device. Knowledge is stored to enrich communication. The measurement for collaboration reflects that value placed on the employee experience of collaborating:
- How much time do we spend in meetings?
- How many attendees are in meetings?
- How many meetings have an agenda?
- How much of the workday is spent in meetings?
- How often do you work with others in your direct and indirect team?
Finally, Temitope emphasised the need for organisations to grapple with their corporate uniqueness in terms of the digital experience of their employees. Organisations need to recognise that one size does not fit all. Organisations must appreciate their own uniqueness, much like a family with its distinctive quirks.
To truly design a seamless experience, it is imperative to gain, quantitative, qualitative and observational (also known as ethnographical) insights into the employee base. One strategy would be to create “a space to respond and listen” or a feedback loop to actively learn what people say.
The future of work will move from function to cluster working teams, increasingly feature fluid working spaces and focus on work-life balance. Instead of thinking of employees in terms of their functions, the focus ought to be on the communities formed – “tribes.”
Currently, the issues that hamper organisations include the complicated experience of digital workspaces and the inability to implement digital transformation quickly.
For Kraft Heinz, the focus is to design spaces for more effective collaboration, establish a seamless experience, enable workspace fluidity, as well as facilitate the generation and retention of knowledge.
Interactive Discussion
After the informative presentations, delegates participated in interactive discussions facilitated by polling questions. This activity is designed to provide live-audience interaction, promote engagement, hear real-life experiences and facilitate discussions that impart professional learning and development for participants.
The first question asked delegates how many hours their employees spend per day using video conferencing and streaming for meetings, learning and on-boarding on average in their organisation. Half of the delegates (50%) indicated that they spend more than 6 hours per day on meetings, while the remaining were spent more than 8 hours (25%), 4 hours (20%) or 2 hours (5%).
When asked about their top challenges with hybrid workplace models, the majority (55%) expressed that developing an engagement that builds up the corporate culture is the biggest challenge. The rest were split between organising meetings, presenting and collaborating most effectively (25%), inspiring and communicating with audiences locally and globally (10%) and setting an attractive virtual environment for employees to convince and impress customers or investors (5%).
A few delegates felt that culture is a big part of the employee experience and that an engagement strategy needs to be thought out to cope with the challenges of hybrid workspaces.
On the topic of who should take the lead (function/department) in workplace transformation, an overwhelming majority of the delegates (68%) indicated that the executive leadership team (C-suite) should take the lead. The remaining votes went to digital transformation (5%) and others (27%).
When asked, some delegates felt that workplace transformation is a function of all departments. Others opined that HR should take the lead in spearheading the tactical response to the changing nature of work.
Inquiring about how a Chief Information Officer should make the hybrid workplace a reality, just over a third (38%) felt that subscribing or developing technology to enhance the engagement strategy is the key. Another quarter (23%) indicated building or fully utilising technology to serve as a user-friendly communication platform was important while about a tenth (8%) opted for assisting employees to keep corporate information safe. The rest of the delegates were almost equally split between advising on virtual streamlined workflows to improve engagement (15%) and other issues (16%).
Some delegates believe that engagement is a vital aspect of the employee experience and an essential part of company culture. It is imperative that to translate company culture into the digital space.
On how to ensure that productivity and efficiency levels remain high in their organisation, a significant portion (29%) indicated re-designing workspaces and remote options for the future of work (29%) was key. A majority of the group was equally divided between providing full access to the right tools or systems for remote work (21%) and encouraging flexible work policies (21%).
On the strategies to use to attract and retain employees, half the delegates went with “others” followed by providing learning and development exposure to equip employees with the skills required (36%). The rest of the votes were evenly split between improving HR policies on virtual working (7%) and ensuring workspaces provide all the tools needed to complete the task efficiently (7%).
On that note, Mohit notes that there is a dearth of talent globally. People are able to work from any place, at any time. The options have expanded tremendously in the job market. This means that HR policies will need to step up in terms of their strategy to attract and retain talents.
The final poll was on delegates’ go-to method to upskill and reskill a distributed workforce. The majority indicated empowering employees to learn on their own time using collaborative tools (33%), conducting more engaging and effective training with proper visualisation (20%) and supporting equal skilling opportunities for all (7%).
Conclusion
In wrapping up the session, Marc acknowledges that the work culture has fundamentally changed. The hybrid workplace is here to stay and there is a need to remain competitive to avoid talent war.
It is an inescapable reality – part of the workforce will be remote. “Should we wait for the C-suite to realise that there’s a problem or should HR bring the problem to the table?” he asked, imploring delegates to consider pre-empting the future of work and getting prepared for what is to come.
Strategising for a digital workspace involves elevating the human-to-human experience in the virtual workspace and capitalising on the right tools to build a unique company culture. Standing at the crossroad of digital transformation, Marc expressed the need for HR to stay ahead of the game, anticipate the change and pre-empt the issues that can inform the C-suite.
He assured the delegates that Barco would be available to help organisations in their plans. He encouraged them to reach out to him and his team to explore ways they could be of assistance on their transformation journey.
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The Cyber Security Agency of Singapore (CSA) recently unveiled the pivotal insights gleaned from its inaugural Singapore Cybersecurity Health Report 2023. Conducted between May and August of the previous year, the survey canvassed the opinions of 2,036 organisations spanning various sises and sectors.
The objective was to gauge the landscape of cybersecurity readiness across local entities and inform CSA’s strategic initiatives. The importance of bolstering cybersecurity resilience within these organisations cannot be overstated, as they play a critical role in shaping the digital experiences of Singaporeans through their services and products.
The findings unveiled a mixed landscape: while the majority of organisations demonstrated an awareness of cybersecurity imperatives, there remains substantial room for improvement in adoption rates. On average, organisations reported implementing around 70% of essential cybersecurity measures across various categories. Additionally, a significant proportion, approximately 75%, acknowledged CSA’s cybersecurity certification programmes, Cyber Essentials and Cyber Trust, which serve as national standards for prioritising cybersecurity measures.
Despite these positive indicators, CSA sounded a cautionary note, emphasising the inadequacy of partial adoption. Without the full spectrum of essential measures, organisations remain vulnerable to unnecessary cyber risks. Alarmingly, only a third of organisations had fully implemented at least three of the five categories outlined in Cyber Essentials. This underscores the urgency for comprehensive adoption to fortify cybersecurity posture effectively.
A prevalent challenge cited by organisations hindering full adoption was a lack of knowledge and experience, echoed by 59% of businesses and 56% of non-profits. This is compounded by the rapidly evolving cyber threat landscape, exacerbated by a shortage of skilled cyber professionals. Moreover, a prevailing perception of being unlikely targets of cyber-attacks and resource constraints further impedes progress in bolstering defences.
The consequences of inadequate cybersecurity measures were starkly evident, with over 80% of organisations reporting encountering cybersecurity incidents annually, including prevalent threats like ransomware and social engineering scams. These incidents invariably inflicted a negative business impact, with disruptions, data loss, and reputational damage among the most commonly cited consequences.
While the cost of implementing cyber hygiene measures may seem daunting, particularly for small and medium-sized enterprises (SMEs), it pales in comparison to the potential financial ramifications of cyber incidents. CSA emphasises the importance of viewing cybersecurity investment as essential insurance against potentially catastrophic losses.
In response to these challenges, CSA has rolled out a comprehensive suite of initiatives aimed at bolstering organisational cybersecurity resilience. These include cybersecurity resources to raise awareness, tailored health plans delivered by cybersecurity consultants, and certification programmes such as Cyber Essentials and Cyber Trust. Additionally, the collaboration with the Infocomm Media Development Authority has led to the introduction of the Cybersecurity Health Check, providing organisations with a self-assessment tool to benchmark their cyber hygiene and access remedial resources.
Mr. David Koh, Chief Executive of CSA, stressed the imperative for organisations to prioritise cybersecurity and leverage available resources and funding support. Delaying proactive measures until after an incident occurs, he cautioned, would prove significantly more costly in the long run.
The release of the Singapore Cybersecurity Health Report underscores the urgent need for organisations to fortify their cybersecurity posture comprehensively. By embracing a holistic approach to cybersecurity and leveraging available resources and support, organisations can mitigate risks and safeguard against the increasingly sophisticated cyber threats of the digital age.
The Singapore Cybersecurity Health Report 2023 is available at www.csa.gov.sg/cyberhealthreport and the Cybersecurity Health Check can be accessed at https://www.csa.gov.sg/cyberhealthchecktool.
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In a remarkable leap forward in the field of neuroscience, researchers at the Indian Institute of Technology, Guwahati (IIT Guwahati) have introduced a groundbreaking algorithm known as the Unique Brain Network Identification Number (UBNIN). This innovative algorithm is poised to revolutionise the analysis of brain connectivity patterns, offering profound insights into both healthy brain function and neurological disorders such as Parkinson’s disease (PD).
The human brain, with its intricate network of neural connections, is a marvel of complexity. Each individual possesses a unique pattern of brain connectivity, akin to a fingerprint of the mind. Recognising the significance of these individualised brain networks, the researchers at IIT Guwahati set out to develop a method capable of decoding and quantifying these intricate patterns.
The UBNIN algorithm represents a paradigm shift in how we understand and analyse brain connectivity. Drawing upon data from structural MRI scans, the algorithm constructs a network model of the brain, with each region of the brain represented as a node. These nodes are interconnected by edges, reflecting the strength of connectivity between different brain regions.
What sets UBNIN apart is its ability to distil this complex network into a single numerical identifier. This unique identifier, akin to a digital signature for the brain, encapsulates the individualised connectivity patterns of each person. By quantifying these patterns into numerical values, UBNIN offers a powerful tool for understanding the structural organisation of the brain.
The implications of UBNIN are far-reaching. One potential application lies in the realm of brainprinting, where individual brain signatures could be used for identification purposes. Much like a fingerprint uniquely identifies an individual, UBNIN could serve as a digital identifier for the brain, with applications in personalised medicine, biometrics, and cognitive neuroscience.
Moreover, UBNIN holds promise as a biomarker for neurological disorders such as Parkinson’s disease. Parkinson’s is a progressive neurodegenerative disorder characterised by the loss of dopaminergic neurons in the brain. Early detection of Parkinson’s is crucial for initiating timely interventions and improving patient outcomes. By analysing changes in UBNIN values over time, researchers may be able to identify subtle alterations in brain connectivity associated with the onset and progression of Parkinson’s disease.
To validate the utility of UBNIN as a biomarker for Parkinson’s disease, researchers conducted a comprehensive study involving structural MRI scans from both PD patients and healthy individuals. The results were promising, with UBNIN values exhibiting distinct patterns in PD patients compared to healthy controls. This suggests that UBNIN has the potential to serve as a sensitive and specific biomarker for Parkinson’s disease, offering new avenues for early diagnosis and disease monitoring.
Furthermore, the researchers explored the impact of age on brain connectivity patterns. Aging is associated with changes in brain structure and function, which may contribute to the development of neurological disorders. By analysing structural MRI data from individuals across different age groups, the researchers found that brain connectivity patterns indeed change with age. Specifically, they observed a decrease in the clustering coefficient—a measure of network connectivity—with increasing age. These findings provide valuable insights into the dynamic nature of brain plasticity and aging.
Dr. Cota Navin Gupta, Assistant Professor at the Neural Engineering Lab, Department of Biosciences and Bioengineering, IIT Guwahati, commented on the significance of these findings. “UBNIN offers a unique window into the structural organisation of the brain,” he remarked. “By quantifying individualised brain connectivity patterns, UBNIN has the potential to transform our understanding of brain function and dysfunction.”
Looking ahead, the researchers envision further applications of UBNIN in diverse fields, ranging from personalised medicine to cognitive neuroscience. By harnessing the power of UBNIN, researchers may unlock the mysteries of the human brain, paving the way for new insights into neurological disorders and brain health.
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Bushfires represent one of the most formidable challenges faced by firefighters worldwide. With their unpredictable behaviour and rapid spread, combating these blazes demands innovative solutions to ensure the safety of both responders and communities at risk. In a groundbreaking initiative, researchers are harnessing the power of robotics to revolutionise bushfire response, paving the way for more effective firefighting strategies and enhanced situational awareness.
At the heart of this endeavour lies the Silvanus Project, an ambitious international collaboration aimed at developing ground robots capable of navigating fire fronts and gathering crucial data in real-time. Led by researchers from Data61’s Queensland Centre for Advanced Technologies, this project represents a pioneering effort to address the inherent dangers associated with traditional firefighting methods.
Bushfires, fueled by factors such as vegetation density and weather conditions, can escalate rapidly, outpacing conventional firefighting techniques. To stay ahead of the inferno, firefighters require accurate information about fire location, direction of spread, and potential hazards. However, obtaining such data often entails placing personnel in hazardous environments, risking their safety in the process.
Drones have emerged as a promising tool for aerial reconnaissance, offering valuable insights into fire behaviour from above. However, their effectiveness is limited by factors such as smoke interference, high winds, and restricted flight times. Recognising these limitations, researchers turned their focus to ground-based solutions, envisioning robots capable of operating in the most challenging of conditions.
The ground robots developed as part of the Silvanus Project are equipped with advanced sensors and navigation systems, allowing them to traverse rugged terrain and navigate through smoke and debris. Some robots are designed to move on legs, mimicking the mobility of insects, while others utilise tracks for increased stability and manoeuvrability. These robots venture into the heart of the fire, gathering critical data such as fire intensity, fuel availability, and environmental conditions.
During a demonstration conducted for fire service representatives and researchers, the capabilities of these ground robots were showcased, highlighting their potential to transform firefighting operations. With the ability to transmit data in real-time to a cloud-based platform, these robots provide firefighters with unprecedented situational awareness, enabling more informed decision-making and proactive firefighting strategies.
Senior experimental scientist Tom Lowe emphasises the significance of these ground robots in enhancing firefighter safety and operational effectiveness. By deploying robots into areas deemed too hazardous for human intervention, firefighters can access vital information without exposing themselves to unnecessary risks. Furthermore, the integration of remote sensing technologies allows robots to assess vegetation density and predict fuel availability, further aiding in fire suppression efforts.
While the technology is still in the developmental stage, researchers are optimistic about its potential impact on future firefighting practices. Navinda Kottege, Cyber-Physical Systems Research Director, underscores the life-saving potential of ground robots, particularly in high-risk firefighting scenarios where human intervention may be impractical or unsafe.
The Silvanus Project represents a collaborative effort involving researchers from across Europe, Australia, Indonesia, and Brazil, united in their mission to develop innovative solutions for forest management and fire prevention. By harnessing the power of robotics and cutting-edge technologies, this initiative aims to bolster preparedness and response capabilities, ultimately saving lives and protecting communities from the devastating impact of bushfires.
As ground robots continue to evolve and mature, fueled by ongoing research and international collaboration, the vision of leveraging technology to mitigate the impact of bushfires grows ever closer to reality. With each technological advancement, firefighters gain new tools and capabilities to confront one of nature’s most formidable adversaries, ensuring a safer and more resilient future for all.
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Prime Minister Pham Minh Chinh has called upon the youth to take the lead in propelling Vietnam’s digital transformation, emphasising their crucial role in shaping the nation’s future amidst the burgeoning digital economy. The Prime Minister made these remarks during a dialogue held in Hanoi on March 26, where he engaged with 300 outstanding young individuals from various regions of the country.
With the digital economy projected to contribute 30% to the gross domestic product (GDP) by 2030, PM Chinh underscored the urgency for Vietnam to embrace digitalisation as an indispensable global trend. He highlighted digital transformation as a cornerstone alongside the green economy, circular economy, sharing economy, and intellectual economy, essential for realising the nation’s development objectives of transitioning into a modern, upper-middle-income country by 2030 and achieving developed, high-income status by 2045.
In his address, PM Chinh urged the youth to champion digitalisation by raising public awareness, advocating for policy reforms, driving administrative modernisation through digital technologies, and advancing research and development efforts in the digital domain. Emphasising their role as pioneers, he expressed confidence in the youth’s ability to contribute, innovate, integrate into society, and pursue personal growth.
Moreover, PM Chinh called upon the youth to collaborate with the government in establishing a digital government, digital economy, digital society, and nurturing digital citisenship. This collaborative approach is deemed essential for harnessing the full potential of digital technologies to address societal challenges and drive inclusive growth.
Responding to the Prime Minister’s call, the youth presented recommendations to the government, emphasising the need to refine the legal framework governing digital platforms and establish effective communication channels to engage citisens in the digital transformation process. They stressed the importance of inclusivity and transparency in policymaking to ensure the successful implementation of digital initiatives.
During the dialogue, PM Chinh addressed queries from the youth regarding data protection, cybersecurity measures, integration of public services with the national population database, and strategies to preserve cultural identity in the digital age. Acknowledging these concerns, the Prime Minister reaffirmed the government’s commitment to safeguarding data privacy, enhancing cybersecurity, and promoting cultural heritage preservation in the digital era.
Furthermore, PM Chinh instructed relevant ministries, authorities, and localities to expedite the implementation of the National Digital Transformation Programme, refine existing mechanisms and policies, and create an enabling environment for youth-led initiatives. This concerted effort aims to foster innovation, entrepreneurship, and digital literacy among the younger generation, thereby ensuring their active participation in shaping Vietnam’s digital future.
The dialogue served as a platform for meaningful exchanges between the government and the youth, highlighting the importance of collaborative efforts in driving Vietnam’s digital transformation agenda. With the youth at the forefront, Vietnam is poised to harness the opportunities offered by digital technologies to achieve sustainable development and prosperity for all.
As reported by openGov Asia, Vietnam is undergoing a digital revolution, characterised by concerted endeavours to advance the country’s digital transformation. With aspirations to attain high-income status by 2045, Vietnam’s digital technology sector focuses on mastering technology, fostering innovation, and developing domestic manufacturing capacities.
In this context, inclusivity and collaboration are essential, serving as key drivers to unleash the transformative power of technology and foster economic expansion, ensuring broad societal participation and contribution to the nation’s advancement.
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Artificial Intelligence (AI) stands at the forefront of technological innovation, promising transformative solutions to complex challenges across various domains. Recognising its potential to revolutionise industries and improve societal well-being, the National University of Singapore (NUS) has inaugurated the NUS AI Institute (NAII). Led by Professor Mohan Kankanhalli, NAII aims to accelerate AI research and its practical applications, fostering collaboration, innovation, and societal impact.
In an era marked by rapid technological advancements, AI has emerged as a powerful tool with the capacity to reshape diverse sectors, ranging from healthcare to finance, education, logistics, and beyond. The establishment of NAII underscores NUS’s commitment to harnessing AI for the greater good, addressing critical issues facing Singapore and the global community.
At the core of NAII’s mission is the advancement of fundamental AI research, aimed at pushing the boundaries of AI capabilities and exploring novel applications across various domains. Through foundational research initiatives, scientists at NAII will tackle complex AI problems, spanning hardware and software systems, AI theory, responsible AI, reasoning AI, and resource-efficient AI. By delving into these areas, the institute seeks to develop cutting-edge AI technologies that address real-world challenges and drive innovation.
Moreover, NAII will prioritise research into the ethical and societal implications of AI, aiming to develop robust governance frameworks that ensure responsible AI development and deployment. This includes examining issues related to transparency, accountability, and ethical decision-making in AI systems. By fostering dialogue and research on AI ethics and governance, NAII aims to guide the responsible use of AI technology and mitigate potential risks.
In addition to foundational research, NAII will spearhead applied research initiatives, focusing on developing AI-driven solutions for specific application domains. Collaborating with experts from diverse fields, including healthcare, logistics, manufacturing, finance, urban sustainability, and education, the institute will tackle pressing challenges and explore opportunities for AI-driven innovation. From optimising supply chains to improving healthcare outcomes and enhancing urban infrastructure, NAII’s applied research efforts aim to deliver tangible benefits to society.
Furthermore, NAII will serve as a hub for AI talent development, providing comprehensive education and training programs for students, professionals, and policymakers. By offering hands-on learning experiences and internships, the institute seeks to nurture the next generation of AI leaders and entrepreneurs, equipping them with the skills and knowledge needed to drive innovation in AI.
To support its research and educational endeavours, NUS has allocated significant resources to NAII, including external research grants and institutional funding. Moreover, the institute will collaborate closely with government agencies and industry partners to amplify its impact and drive innovation. Strategic partnerships with leading companies such as IBM and Google Cloud will enable NAII to leverage industry expertise and resources, accelerating the translation of research outcomes into real-world applications.
In alignment with Singapore’s Research, Innovation, and Enterprise (RIE) strategy, NAII aims to contribute to the nation’s AI ecosystem by fostering collaboration, innovation, and talent development. By positioning NUS as a global leader in AI research and application, the institute seeks to drive positive societal change and economic growth.
The establishment of NAII represents a significant milestone in NUS’s journey towards harnessing the power of AI for societal benefit. Through cutting-edge research, education, and collaboration, the institute aims to unlock the full potential of AI and pave the way for a more innovative, sustainable, and inclusive future. With its interdisciplinary approach and commitment to excellence, NAII is poised to make a lasting impact on Singapore and the global AI landscape.
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The Vietnam Posts and Telecommunications Group (VNPT) has reached a significant milestone with its artificial intelligence (AI) platform, VNPT eKYC, logging over 1 billion user authentication requests. This accomplishment solidifies VNPT’s position as a pioneer in electronic identification and verification solutions within Vietnam.
Since its inception, VNPT eKYC has been at the forefront of electronic Know Your Customer (eKYC) services for over five years, serving a diverse range of clients including banks, financial institutions, telecommunications companies, and e-commerce entities. With over 100 organisations utilising its services, VNPT eKYC has facilitated electronic identification for more than 40 million individuals across the country.
On average, the VNPT eKYC system processes an impressive 600,000 requests daily, with peak days witnessing over a million requests being handled seamlessly. This demonstrates the platform’s robustness and reliability in managing high volumes of authentication transactions efficiently.
The significance of VNPT eKYC extends beyond its technological capabilities, particularly in the context of evolving regulatory requirements. The State Bank of Vietnam’s decision mandating biometric authentication for transactions exceeding 10 million VND (approximately 416 USD) and other significant transactions from July 1, 2024, underscores the critical role of advanced authentication solutions like VNPT eKYC in ensuring compliance and security in financial transactions.
Moreover, the platform’s success highlights the increasing importance of domestically developed solutions in the banking and financial sector. Domestic solutions such as VNPT eKYC offer several advantages, including rapid implementation, cost-effectiveness, adherence to global technology standards, scalability, and high readiness to meet evolving regulatory requirements.
Central to the effectiveness of VNPT eKYC is its advanced AI models, which enable the verification of facial biometric data with an impressive accuracy rate of up to 99.99%. This high level of accuracy not only enhances the security of authentication processes but also contributes to building trust and confidence among users and regulatory authorities.
As Vietnam’s digital economy continues to grow and evolve, the role of advanced authentication and verification solutions like VNPT eKYC becomes increasingly indispensable. Beyond facilitating seamless and secure electronic transactions, these solutions contribute to enhancing the overall digital infrastructure and ecosystem of the country, paving the way for further innovation and economic growth.
Looking ahead, VNPT remains committed to advancing its AI platform and expanding its capabilities to meet the evolving needs of its clients and the regulatory landscape. With a strong focus on innovation, reliability, and security, VNPT eKYC is poised to play a pivotal role in shaping the future of electronic identification and verification in Vietnam’s dynamic digital economy.
VNPT’s achievement of logging over 1 billion authentication requests with its AI platform, VNPT eKYC, marks a significant milestone in Vietnam’s journey towards digital transformation.
Amid a swiftly changing global landscape, Vietnam emerges as a frontrunner in a digital revolution, strategically positioned to harness technology’s transformative power for economic progress and societal development.
It is embracing its digital transformation journey, highlighting collaborative efforts to drive the nation’s digital transformation. The nation’s digital technology industry aims to propel Vietnam towards high-income status by 2045 through technology mastery, innovation, and indigenous manufacturing capabilities.
Moreover, the nation is working to harmonise its regulations, streamline laws, and promote consistency in its legal framework to foster a more favourable and appealing cyber environment.
As the country continues to embrace technology-driven solutions to address emerging challenges, VNPT eKYC stands as a testament to the potential of domestic innovation in driving progress and excellence in the digital era.
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In a significant scientific breakthrough in a space sector, Dr Sarah Kessans has developed hardware designed to operate autonomously in orbit, transforming the study of protein crystallisation in microgravity. This technology provides scientists on Earth with unprecedented insights into protein behaviour, with far-reaching implications for developing more effective medicines and vaccines, among other applications.
Minister for Space Dr Megan Collins lauds Dr Kessans’ research as an inspiring example of how space technology can drive innovation on Earth. This achievement follows the recent successful launch of MethaneSAT, a satellite designed to track and monitor global emissions from space, highlighting the significant potential of space technology in addressing some of the world’s most pressing challenges while bolstering our globally competitive space sector.
The MethaneSAT satellite will be equipped with a highly sensitive spectrometre that can detect concentrations as low as two parts per billion, and it will have high-spatial resolution coupled with a broad, 200-kilometre view path, allowing it to quantify even small emission sources over large areas.
Dr Kessans’ research culminated in successfully launching her hardware on a rocket from the Kennedy Space Centre at Cape Canaveral, USA. This mission also included protein experiments from leading New Zealand universities, including Canterbury, Otago, Victoria, and Waikato, showcasing the collaborative efforts of the country’s academic institutions in advancing space science and technology.
The launch of Dr Kessans’ project results from a strategic agreement between the Ministry of Business, Innovation and Employment (MBIE) and the US commercial space company Axiom Space. This partnership aims to facilitate New Zealand researchers’ advancement in space science and technology, fostering innovation and driving collaboration between academia, government, and private enterprise.
Dr Kessans’ project has also received government funding for further development through the MBIE-administered Endeavour Fund, highlighting the government’s commitment to supporting cutting-edge research and innovation in the space sector. This collaborative effort between academia, government, and private enterprise is a testament to New Zealand’s growing presence in the global space economy, positioning the country as a key player in space research and technology development.
Previously, New Zealand had collaborated with several countries, including Australia, to advance space research, as reported by OpenGov. The collaboration between SmartSat and the New Zealand Space Agency (NZSA) is an important development. The signing of a Memorandum of Understanding (MoU) between the two entities aims to accelerate the growth and technological advancement of the Australian and New Zealand space industries, marking a pivotal moment in the evolution of space exploration and innovation in the Australasian region.
This partnership is underpinned by a shared commitment to fostering innovation, driving research and development (R&D), and nurturing a skilled workforce capable of propelling technological breakthroughs in the space sector. The MoU, ceremoniously signed at the NZSA headquarters in Wellington, signifies a strategic alignment between SmartSat and NZSA to leverage their combined resources and expertise.
At the core of this collaboration, it is designated to support joint research initiatives in three key technological domains: Earth Observation, Space Situational Awareness, and Optical Communications. These areas represent the forefront of space exploration, offering immense potential to revolutionise humanity’s perception and interaction with the cosmos.
Minister Judith Collins, New Zealand’s Minister for Space, praised the new agreement as a testament to the enduring collaboration between Australia and New Zealand in space exploration. In a statement on her official website, she reiterated her commitment to fostering innovation and collaboration, recognising the transformative potential of space technology in addressing global challenges.
Minister Collins reaffirmed the government’s dedication to developing the country’s space sector, promoting innovation, and strengthening partnerships with the New Zealand research community, international space agencies, and commercial collaborators. These collaborative approaches underscore New Zealand’s commitment to advancing space science and technology to benefit society and the economy, paving the way for future breakthroughs in the field.