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The role of Chief Financial Officers (CFOs) has moved beyond traditional financial and accounting supervision. They now operate in the centre of the organisation delivering relevant insights on business performances that underpin and guide the entire company functioning. CFOs are increasingly becoming key advisers to business, making near real-time, data-enabled decisions.
As data becomes more distributed, dynamic and diverse, data no longer resides in a single enterprise repository. Instead, it is likely to be housed and processed in multiple parallel operating locations, such as ERP systems, billing systems or commerce platforms.
It is imperative to develop advanced forecasting capabilities and new finance management technique which provides the opportunity to take analytics capability and data beyond the finance function to support the enterprise holistically.
Along with developing new talent and skillsets, and through investment in technology, using analytics in finance enables CFOs and finance teams to generate a competitive advantage and growth for the entire enterprise.
Analytic Process Automation (APA) is the key. APA enables easy data sharing, automates tedious processes and unlocks predictive insights that drive timely attainment of goals. It eliminates the need to use multiple discreet tools to manage data, processes and people, making it easier and faster for governments to take care of the citizens.
APA is an effective tool for the public sector industry to track and fight the pandemic outbreak, improve data accountability, increase transparency in procurement and facilitates effective disaster recovery and relief.
By intelligently automating the hundreds of repetitive and complex analytic processes, the finance team can save hours of manual work and be able to spend more time on delivering vital outcomes. On top of that, the accuracy and flow of data would significantly be improved in its operation as APA streamlines entire data-driven processes in a preferred consumption format.
The full visibility of data across key financial management systems enables every function in the finance team to take advantage of data and easily collaborate across departments, where the analytic effort can be shared and reused.
Knowing this, the core question remains: how can CFOs and the finance team leverage Analytic Process Automation without dependencies on the IT department?
This was the focal point of the OpenGovLive! Virtual Breakfast Insight held on 09 June 2021. The event aimed to impart knowledge on the democratisation of data and analytics in the office of finance and explore best practices to achieve a culture of analytics, upskilling of employees and service efficiency.
The session served as a great peer-to-peer learning platform to gain insights and practical to implement Analytic Process Automation to enable more efficient data processing while reducing the complexity and cost.
Digital Transformation Within the Office of Finance


Mohit acknowledged that life in financial organisations is filled with challenges. Financial officers juggle many roles, responsibilities and requirements. Not only do they need to understand the numbers, but they are supposed to make sense out of those numbers.
At the same time, technology is moving so fast and comes at a significant cost. Previously considered a somewhat unnecessary expense, tech has now become the backbone of every business. In these current times, organisations welcome technology as an investment.
Along with the rise in technologies, more data than ever before is being collected. But in and of itself, data can do nothing. Mohit emphasised users must fully understand what data can do for them. Data must be unlocked to achieve better business outcomes.
Most people do not know where to start – that is where problems come from. Users need to investigate the depth and scale of data and not merely play on its surface. Data must be democratised through three mega pillars: comfort, tools and culture. Financial offices need to understand that data must be democratised and made accessible so more people can use it.
Organisations from all over the world came up with a slew of ad-hoc solutions and band-aid technologies to further their digital transformation journeys during the pandemic. Digital initiatives and tech platforms were launched left and right but COVID-19 taught us that there is room for change.
Mohit emphasised that this is the time to recognise what organisations can automate and this is the perfect time for comprehensive digital transformation.
In closing, Mohit urged the delegates to find the right partners for their data and digital journey. If they want to stay ahead of the curve, it is vital to work with experts who can guide them along the right path.
The Convergence of Data, Process and People


After the opening address, the session heard from Philip Madgwick, Regional Director (ASEAN), Alteryx, who talked about the state of the analytics market and the journey to analytic process automation.
He believes that the process of utilising data is built on three key pillars. First is the idea of data democratisation which means making data accessible for anyone in the organisation to drive digital transformation initiatives. The second is process automation that ensures that the organisation can automate repetitive processes, increasing overall efficiency and decision-making. Thirdly is upskilling that promotes the improvement and capabilities of people handling the data within the organisation.
For Philip, CFOs have a unique vantage point that ensures investments are aligned to outcomes and growth. The process starts with purchasing, spending on analysis and vendor management. Next are business units, margin erosion analysis, pricing analytics, service level and customer profitability alignment.
Sales and marketing also come into play. Price-point, revenue leakage, revenue driver, demand/price elasticity, customer retention and churn analyses are vital in the process. Another one is the supply chain. Sales and finance-linked forecasting, new product introduction, profitability and dollarisation effect. Lastly, is IT or the organisation’s technological investment planning and prioritisation.
With these steps, financial offices can ensure an efficient operational execution from operational decision-making, strategic decision-making and driving profit lost in operational execution.
There are, of course, organisational challenges that stand in the way of achieving these desired outcomes. A disconnected approach between data, process and people prevents ideal outcomes. Challenges also include limitation of data, slow data curation, analytics and data science, processes that are manual and unoptimised, disjointed and unengaged people with no sign of upskilling.
To rise above these challenges, Philip emphasised that the three pillars – data, process and people – must converge into one priority. Data and analytics must be open to democratisation to allow easier access to data and automated machine learning for analysts and data scientists. Automating processes is key to minimise manual intervention, achieving high efficiency and minimal error.
Last but not least, is upskilling people. Governments must have a robust analytics community, enriched step by step with a classroom curriculum and by utilising intuitive and engaged platforms to help build confidence among the workforces.
To end his presentation, Philip shared how Alteryx automates an Office of the CFO. It starts with tax automation, risk, audit and compliance monitoring and optimising accounting and operations. By automating these processes, the office of finance saved on resources like manpower hours and allowed them to focus on tasks that require more human intervention.
Philip is positive that the automation procedure helps organisations in advancing their digital transformation journey. He conceded that the office of finance must continuously embrace the innovation of the three key pillars of digital transformation moving forward.
Analytic Process Automation for Finance Functions


The delegates moved to a presentation from Rinrat Pasavekin, Partner, PwC Thailand. She discussed the process of delivering actionable insights with Analytic Process Automation in the office of finance.
Rinrat is firm in her conviction that the office of finance needs to transform its processes. She emphasised that finance is perversely impacted by several global trends creating an urgent need for finance to transform to better support the business.
Typical triggers for transformation are:
- Workforce Skills Gap (Source and retain new skills, Managing an ageing workforce)
- Emerging Technologies (Siloed information systems, Increasing data volumes)
- Investor / Cost pressures (Decrease costs to serve, Business enablement)
- Reporting and Analytics (Integrated information, Improved decision making)
Typically, the office of finance responds to these triggers by exploding data volumes, changing regulations, radical automation, industry convergence, settling with unstructured data and building B2B to B2C business models.
Rinrat believes that the office of finance’s digital transformation is enabled by a seven-point Modern Finance Agenda. She underlined that this agenda requires a strategic shift in the operating model to be digitally enabled:
- Finance Workforce of Future
- Finance Organisation and Structures
- Process Excellence and Automation
- Cloud ERP and Digital Platforms
- Automated and Predictive Controls
- Advanced Analytics, Insights and Action and,
- Insightful Finance Business Partnering
In her experience, clients have a proclivity driven by their culture, values and objectives which drives their focus on what key aspect to start their digital transformation on. Ideally, finance offices must start leading with people, leading with the process and ultimately leading with performance.
Leading with people involves a digital finance workforce. Upskilling finance workforces to be digitally savvy and supplemented with new human and machine-based roles. It also deals with modern finance workplaces. Re-thinking collaboration spaces and structures for finance employees and external parties (e.g., suppliers).
Leading with process means utilising intelligent automation. Finance organisations must learn to apply automation to simplify, accelerate, or re-design processes. The capability to predict enterprise risks is also key. Applying automation to rationalise and re-design control structures to shift from detective to predictive controls must be focused on. Lastly, is utilising a pre-configured Cloud ERP, shifting and upgrading the existing ERP to deliver new finance capabilities in public/private clouds.
Leading with performance on the other hand is by using a connected, self-service data, enabling the enterprise’s digital core by connecting ERP/EPM tools, data lakes and self-service, voice-activated information supported by Artificial Intelligence (AI). Assisted insights and performance must also be looked upon. Applying analytics and machine-based models to deliver business function insights and financial planning and analysis improvements will help a finance office in any organisation in a big way.
She acknowledged that there are certain challenges in trying to implement digital transformation within the office of finance. One is identifying and consolidating data, which takes a lot of time and resources. Another issue is that data owners may be hesitant and/or unable to provide quality data.
Rinrat advised the delegates to always evaluate the integrity and organisation of current data for them to recommend the accurate timeline and they must look to reach out to required data resources as quickly as possible. With leadership support, they can further the office of finance’s digital and data journey.
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 impart professional learning and development for participants.
The opening poll asked how delegates would rate their organisation’s use of data and data analytic tools for decision-making. Half of the delegates (50%) said that it is fair and they use data in their decision-making process. However, they acknowledge that the analysis is primarily a manual process as they do not have enough data analysts/scientists. About 28% said it is good and they have some tools in place but are still learning how to optimise them fully. Just over a fifth (22%) indicated that it needs improvement and they need better tools to analyse and are currently relying mainly on Excel.
The delegates were asked what they consider the greatest barrier to integrating more data and analytics into their day-to-day decision-making? A third (32%) indicated that the lack of trained people to do actual analysis is the greatest barrier. Around 29% conceded that they have limited access to data because they are kept in silos or disparate locations while 21% said that the available data are not accurate or updated.
The next poll was about the delegates’ top drivers of data and analytics usage in their respective organisations. About 43% acceded that removing inefficiency in processes and speeding up decision-making is their desired outcome, 39% said that achieving better organisational decisions and outcomes are the main drivers, while 11% said that ensuring compliance with laws, rules and policies is their main priority.
On being asked what their biggest barrier to progress in their organisations’ data journeys was, more than half of the delegates (54%) said that the disconnect between IT & business / organisational requirements is the biggest hindrance. Just over a fifth (21%) said that poor quality and availability of data causes them to further their data journeys, while 11% said that a non-data-literate workforce is the biggest barrier.
The delegates voted on four strategies that they are thinking of implementing or interested in. A significant 43% are interested in reviewing existing processes and identifying which ones can be automated and can be made more efficient. A shade over a third (35%) are contemplating upskilling thei workforce to scale use of data analytics on their own, while 11% are interested in consolidating current analytic tools to simplify adoption across the entire organisation.
In terms of their strength in the use of data analytics, about 31% of the delegates said that understanding, support and commitment from top management remains their biggest strengths. A quarter (26%) voted for the deployment of powerful tools and efficient process to facilitate good data analytics projects, while another 26% of the delegates said that deriving meaningful insights through data analytics is their biggest asset.
Conclusion
The session concluded with closing remarks from Philip and Rinrat.
Philip reminded the delegates to always focus on the three key aspects- data, people and processes – in their digital transformation journeys. He further advised the delegates who were just starting their digital transformation journeys to remember that they can always reach out for partnerships; not just to Alteryx, but to other service providers. Organisations who were well on the path to a true digital transformation would also make great advisers.
Rinrat thanked the delegates for attending and the wonderful time of discussion. She stressed that true digital transformation involves partnerships that ensure an organisation’s desired outcomes. She invited delegates to contact PWC for any concerns, especially those regarding finance offices’ data and digital journeys.


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Launched in 2019, CrowdTaskSG aims to harness the collective intelligence of Singaporeans to provide government agencies with useful insights into national issues and addresses the prevalent notion that citizens’ voices are often overlooked. The platform serves as a bridge between citizens and agencies, offering a centralised platform for citizens to share their thoughts and ideas.
The initiative operates on the premise that Singaporeans can have an active and meaningful role in co-creation, collaboration and crowdsourcing, rather than being passive recipients of government schemes and services.
Citizens have a range of ways to participate, including surveys, polls and questionnaires focused on government policies and issues. In addition, they can take part in testing prototypes for new government websites, providing feedback on areas that require improvement and assisting with translation requests.
This diverse set of options aims to cater to various interests and expertise levels, making it easier for citizens to engage with the platform in a meaningful way. By doing so, CrowdTaskSG endeavours to foster greater interaction and participation from citizens, while also providing agencies with a more comprehensive understanding of public sentiment on various issues.
To broaden the scope of citizen participation, the CrowdTaskSG team is actively exploring additional tasks that can be performed through the platform. The team collaborates with other agencies to identify opportunities to optimise the platform for a wider range of crowdsourcing initiatives.
GovTech method to better engage citizens
The CrowdTaskSG team has been inspired by the widespread popularity of the mobile game Pokemon Go, which employs GPS technology to allow players to discover real-world locations, capture virtual creatures and engage with other players.
Gamification was the secret ingredient that propelled the success of Pokemon Go, as it transformed the simple act of walking into a social experience. The game tracks users’ daily steps and incentivises movement by rewarding them with new monsters.
What made Pokemon Go’s success truly remarkable was not only how quickly it became a worldwide phenomenon, but also how it motivated people to participate in physical activity – a pursuit that many individuals were previously averse to. The CrowdTaskSG team was intrigued by this philosophy and wondered whether a similar approach could be adopted to foster the development of a smart nation.
Undoubtedly, many Singaporeans possess a wealth of skills, ideas and feedback that could support Singapore’s transition towards becoming a smart nation. However, they may lack the motivation to engage in these activities.
CrowdTaskSG bridges the gap between citizens and agencies by integrating gamification elements to make the engagement process more enjoyable and rewarding. Through these efforts, they aim to create a more interactive and captivating platform that inspires citizens to take an active role in shaping national policies and improving their personal well-being.
By incorporating gaming elements, CrowdTaskSG takes completing surveys or tasks on the platform to a whole new level of fun – making mundane tasks far more enjoyable and rewarding. Users can earn experience points to level up and virtual coins for NETS QR purchases after completing a task.
The team has adopted simple gamification concepts to ensure that they appeal to individuals of all ages. To make the platform user-friendly and accessible to all, the team has designed a clean and straightforward user interface that minimises distractions and enhances accessibility.
As a product that is designed to prioritise citizen engagement, the CrowdTaskSG team places great importance on delivering a seamless user experience. In addition to collecting feedback and suggestions through the platform, the team frequently conducts user interviews with CrowdTaskSG users to gain insights into evolving user needs and identify areas for improvement.
The CrowdTaskSG team is committed to carefully considering the needs of government agencies as well as user feedback to continuously add new features and improvements to the platform. After the user interviews and testing sessions, the team works consistently on making the platform easier to use and making sure that information and instructions are clear and easy to understand.
The team recently introduced a Leaderboard feature in their referral campaign, which led to a 10% surge in user participation. They also revamped the reward system, making it more convenient for citizens to redeem their virtual coins.
CrowdTaskSG offers government agencies a cost-effective solution as they can currently utilise the portal free of charge. It is a user-friendly, self-service platform that not only enables government employees to submit tasks easily but also allows them to review responses with the built-in data visualiser.
The platform uses MyInfo verification to ensure that all participants are genuine, and its screener function simplifies the process of reaching specific groups of people for government agencies.
The platform has received positive feedback, with many users citing how it has facilitated fast and efficient communication with participants. This is particularly advantageous for User Experience (UX) and Design Thinking teams, who rely heavily on user testing and feedback throughout their design process.
The technology infrastructure that CrowdTaskSG uses has also been employed to develop the SG Translate Together (SGTT) web portal, which is a distinct product from CrowdTaskSG. This has enabled the Ministry of Communications and Information to collaborate with the public to gather translation data through crowdsourcing.
The data collected is utilised to enhance and train SG Translate, the Machine Translation Engine, resulting in more translations that cater to local needs. Additionally, SGTT provides translation resources and a form platform to engage with the local translation community.
The CrowdTaskSG team places a high priority on ensuring that the onboarding process for new users is easy and seamless when developing a product that is intended for widespread use. Therefore, deciding between a mobile application or a web-based application was a crucial consideration for the CrowdTaskSG team when they began the project.
There were several reasons why a mobile-responsive web platform was ultimately chosen for CrowdTaskSG:
- Because there are more steps to go through, downloading a mobile application to answer a survey is a huge barrier for new users. If it is a web-based platform, new users can log in by scanning a QR code, which is a quick touch-and-go.
- As a result of the pandemic, most Singaporeans are now accustomed to scanning QR codes to open websites in a browser, which became one of the onboarding workflows.
- Having a web-based platform enabled to reach users not only on mobile phones but also on desktop computers and even fixed kiosks in the form of touch-screen TVs and tablets when agencies conduct road shows and engage citizens.
To ensure that CrowdTaskSG could be accessed on various screen sizes, including desktops, mobile phones, tablets, and TVs, the team put a great deal of thought into the design of their components to maintain a consistent user experience across all platforms.
TypeScript is the main programming language used by the CrowdTaskSG team, and React is used for the front end, while NodeJS is used for the back end. Using a single language across the stack makes it easier for developers to switch between frontend and backend development with minimal contextual overhead.
A robust audit trail is crucial for a mass-market application as it helps developers quickly identify and resolve technical issues that users might encounter. Moreover, regular performance testing ensures that the application can handle high volumes of traffic and load spikes that may coincide with marketing efforts. By doing so, the team can avoid any performance issues that might lead to a poor user experience and ultimately impact the success of the application.
Constantly being wary of malicious activities is a common challenge with gamification in crowdsourcing platforms. Users could be inclined to cheat the system by submitting tasks multiple times or completing unassigned tasks to gain an advantage in their pursuit of rewards. While not a technical challenge, it is burdensome.
To prevent such behaviour, measures have been put in place to ensure that task submissions on CrowdTaskSG are unchanged or idempotent; submitting the same task multiple times does not benefit the user nor are they rewarded for completing tasks that are not assigned to them.
Nonetheless, security is of paramount importance for the CrowdTaskSG team as they are deploying a government product. Hence, every major release undergoes professional vulnerability assessments and penetration testing before distribution.
In addition to these pre-release tests, the team conducts monthly risk assessments using open-source scans and other risk surveillance tools. The team also has a surveillance bot that monitors traffic and potential attacks in real-time to ensure that any suspicious or unusual activities are promptly investigated.
About the team
For a diverse team to function effectively, a strong product vision and shared goals that inspire collective buy-in are crucial, beyond just support and resources. Creating a culture that embraces and celebrates diversity is essential in acknowledging that each individual brings unique perspectives and expertise to the table.
This recognition helps ensure that every team member can make meaningful contributions to the various domains. Support and resources can be generated from within the team if the right culture and communication are in place.
CrowdTaskSG’s work methodology is heavily influenced by GovTech’s Agile, Bold, and Collaborative values. The team convenes every two weeks for “retrospectives,” during which they discuss the previous sprint and exchange fresh concepts regarding the product and their work approach. To capture spontaneous ideas, they also maintain idea boards to jot down any potentially useful insights for future reference.
Regular and open communication is important and members talk to each other often (at least once a day). The team values a “no-blame” culture, which creates a safe space for members to express their thoughts and concerns.
Trust is a cornerstone of the team’s work culture, with everyone aware that they are working together for the best of the product. The team takes a collaborative approach to problem-solving, with all domain leads gathering to discuss various perspectives before arriving at decisions and working through problems quickly and efficiently.
The CrowdTaskSG team proactively helps each other to overcome any obstacles that may impede their progress. A conducive culture and effective communication facilitate this internal support system, enabling team members to assist one another in achieving their shared goals.
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Pemerintah Singapura meluncurkan CrowdTaskSG pada 2019. Sesuai namanya, CrowdTaskSG memang ditujukan agar pemerintah bisa lebih melibatkan partisipasi warga untuk menyelesaikan masalah nasional dan pembangunan di Singapura, sehingga kontribusi dan masukan dari warga bisa digunakan sebagai dasar penentuan keputusan dan tindak lanjut lembaga pemerintah.
Inisiatif ini meluncur dengan premis bahwa warga Singapura bisa memainkan peran aktif dalam pemerintahan. Mereka tidak hanya sebagai pemain pasif yang menerima skema dan layanan pemerintah. Namun, warga bisa berkreasi bersama, berkolaborasi, dan menjadi sumber informasi bagi pemerintah.
Inisiatif ini meluncur sebagai respons atas pendapat yang umum beredar kalau pemerintah Singapura kurang memerhatikan aspirasi warga. Oleh karena itu, CrowdTaskSG diciptakan untuk menjembatani kesenjangan antara warga dan lembaga pemerintahan. Lewat platform ini, pemerintah menyediakan satu platform terintegrasi untuk berbagi pendapat dan ide.
Hal ini diwujudkan dengan memberi kesempatan bagi warga untuk berkontribusi dalam survei, jajak pendapat, atau kuesioner tentang kebijakan dan masalah pemerintah lewat CrowdTaskSG. Selain itu, warga juga bisa melakukan tugas seperti menguji prototipe fitur atau produk baru di situs web pemerintah, memberi umpan balik tentang wilayah kerja yang perlu peningkatan, dan ikut terlibat untuk kebutuhan penerjemahan. Sebab, Singapura biasanya perlu menyosialisasikan kebijakan pemerintah dalam empat bahasa, Inggris, Melayu, Mandarin dan Tamil.
Tim CrowdTaskSG terus berupaya meningkatkan minat warga untuk berkontribusi aktif di platform ini. Mereka juga terus mengeksplorasi tugas-tugas bersama (crowd task) lain yang bisa diintegrasikan di platform ini. Untuk itu, tim CrowdTaskSG kerap menjalin komunikasi dan kolaborasi dengan instansi lain untuk mempelajari dan menggali ide bagaimana platform ini bisa lebih dioptimalkan untuk mendukung berbagai inisiatif crowdsourcing.
Gamification untuk menarik partisipasi warga
Sejak pertama meluncur, GovTech sudah menyertakan gamification pada platform ini. Mereka terinspirasi untuk memasukkan faktor permainan dalam platform ini lantaran terinspirasi oleh kepopuleran gim Pokemon GO.
Pokemon GO adalah gim berbasis lokasi dan augmented reality. Lewat gim ini, pemain diajak untuk menangkap dan mengumpulkan berbagai monster unik khas Pokemon. Memanfaatkan GPS di perangkat pengguna, mereka harus menjelajah ke tempat-tempat berbeda untuk menemukan berbagai monster langka itu. Monster Pokemon yang terkumpul bisa dilatih dan dipertarungkan. Gim ini sekaligus menghitung jumlah langkah yang dilakukan dalam sehari untuk menangkap monster-monster itu.
Kesuksesan Pokemon GO berhasil mengangkat gim ini menjadi fenomena dunia. Menariknya, gamification permainan itu berhasil menarik orang untuk keluar rumah dan lebih aktif melakukan kegiatan fisik. Hal yang kian jarang dilakukan di kehidupan modern sebelum popularitas gim ini meledak.
Resep rahasianya tentu terletak pada gamification yang berhasil dieksekusi dengan baik oleh pembuat permainan ini. Pokemon Go sukses mengubah kegiatan berjalan keluar rumah yang menjemukan menjadi kegiatan sosialisasi yang menyenangkan.
“Hal inilah yang membuat kami berpikir apakah kita bisa memanfaatkan cara yang sama untuk membantu membangun misi Smart Nation di Singapura,” jelas tim pengembang CrowdTaskSG dalam wawancara dengan OpenGovAsia.
Lewat CrowdTaskSG, tim ingin memberi ruang bagi talenta-talenta terbaik Singapura untuk memberikan kontribusi mewujudkan Smart Nation. Sebab, mereka percaya banyak warga Singapura yang memiliki potensi, ide, dan masukan berharga untuk membantu membangun negara. Namun, talenta itu tersiakan karena kurang difasilitasi oleh platform yang tepat dan kurangnya motivasi untuk ambil bagian.
Tim CrowdTaskSG berharap dengan berbagai gamification yang dihadirkan bisa menjembatani kebutuhan pemerintah dan keinginan warga untuk berkontribusi. Mereka pun ingin membuat proses kontribusi itu menjadi sesuatu yang menyenangkan.
Tim mengintegrasikan gamification ke dalam berbagai tugas yang ada di CrowdTaskSG. Misal, ketika warga membantu menyelesaikan survei atau tugas tertentu, mereka akan mendapat poin untuk naik level. Adopsi leaderboard ini diklaim berhasil meningkatkan pertumbuhan pengguna hingga 10 persen.
Mereka juga bisa mendapat koin virtual yang bisa digunakan berbelanja lewat NETS QR (jejaring pembayaran elektronik menggunakan kode QR di Singapura). Sejauh ini, tim sudah mengadopsi konsep gamification sederhana yang cocok untuk semua umur.
Sebagai layanan self-service, tiap instansi pemerintah di Singapura bisa membuat tugas atau survey yang mereka perlukan di CrowdTaskSG. Tim berpendapat mereka mendapat repons positif dari instansi pemerintahan yang memakai platform ini. Sebab, mereka mendapat cara yang efisien dan cepat untuk mendapat umpan balik warga.
“CrowdTaskSG sangat berguna untuk tim pengalaman pengguna (User Experience/ UX) dan tim Design Thinking yang ingin mengetes pengguna dan mendapat tanggapan mendalam dalam proses desain mereka,” jelas tim lagi.
Selain itu, CrowdtaskSG Tech Stack juga dimanfaatkan untuk membuat dan menyempurnakan situs SG Translate Together (SGTT). Lewat portal ini, Kementerian Komunikasi dan Informatika Singapura bisa berkolaborasi dengan warga untuk melakukan translasi data. Data ini lantas digunakan untuk melatih dan memperbaiki kemampuan SG Translate, the Machine Translation Engine, agar hasil terjemahan terasa lebih lokal. SGTT menyediakan sumber daya translasi dan forum sebagai tempat bersosialisasi komunitas para penerjemah.
Untuk membuat platform ini menarik dan berguna bagi pengguna, CrowdTaskSG aktif mencari umpan balik dan saran pengguna.
“Kami kerap melakukan wawancara pengguna untuk memahami kebutuhan mereka dan bagaimana meningkatkan kenyamanan mereka. Kami juga menjaga agar antarmuka layanan kami tetap bersih dan sederhana untuk mengurangi distraksi dan kemudahan pemahaman pengguna.”
Untuk menjaga keamanan, platform ini menggunakan verifikasi pengguna. Sementara bagi instansi pemerintahan yang ingin menggunakan platform ini, mereka bisa memanfaatkan fitur pemindaian untuk mendapat responden yang tepat.
Ketika berbicara pengembangan CrowdTaskSG ke depan, tim berkomitmen untuk senantiasa menerima umpan balik pengguna, baik warga atau instansi pemerintah, untuk terus memperbaiki layanan mereka dengan fitur baru.
Teknis pengembangan CrowdTaskSG
Tim CrowdTaskSG membagikan sejumlah tips ketika membuat layanan yang akan diakses secara massal. Menurut mereka, hal utama yang harus dipertimbangkan adalah kemudahan akses pengguna. Dengan pertimbangan itu, mereka membangun CrowdTaskSG sebagai situs web yang mobile-responsive agar bisa digunakan oleh pengguna yang menggunakan berbagai perangkat, baik ponsel maupun desktop.
“Jika dibuat sebagai aplikasi mobile, akan menambah kesulitan pengguna yang ingin berpartisipasi. Mereka mesti mengunduh aplikasi itu terlebih dahulu. Hal ini bisa menjadi penghalang besar bagi warga untuk berpartisipasi. Dengan membuat , pengguna baru cukup memindai kode QR, login, dan bisa langsung berpartisipasi.”
Untuk bahasa pemrograman, mereka menggunakan TypeScript, dengan frontend berjalan menggunakan React dan backend menggunakan NodeJS. “Memiliki bahasa yang sama di seluruh stack membantu pengembang kami beralih dengan cepat ketika mengembangkan frontend dan backend dengan sedikit contextual overhead.”
Untuk mempercepat respons ketika pengguna manghadapi kendala teknis, tim CrowdTaskSG menyarankan perlu dilakukan audit yang kuat agar bisa segera dilakukan identifikasi masalah. Mereka juga melakukan pengujian secara rutin untuk memastikan aplikasi mampu menampung ketika terjadi lonjakan lalu lintas.
Meski gamification dipercaya bisa meningkatkan interaksi warga, namun kendalanya adalah bagaimana cara mengatasi kecurangan. Sebab, ada saja warga yang ingin mencurangi sistem dengan mengirimkan tugas berkali-kali atau menyelesaikan tugas yang tidak ditujukan kepada mereka demi mengejar hadiah.
Untuk mengatasi hal ini, tim memastikan tugas yang dibagikan di CrowdTaskSG bersifat idempotent. Artinya, warga hanya bisa mengirim tugas sekali. Jika lebih dari itu, maka tidak akan berpengaruh pada peringkat atau nilai pengguna. Selain itu, mereka juga melakukan pemeriksaan validasi secara ekstensif untuk memastikan pengguna tidak diberi imbalan untuk melakukan tugas yang tidak ditugaskan kepada mereka.
Terkait dengan masalah keamanan, tim memastikan melakukan serangkaian ujian penetrasi dan menilai potensi kerentanan pada setiap perilisan besar. Selain uji pra-rilis, setiap bulan mereka juga menilai risiko keamanan melalui pemindaian open source dan alat pengawasan risiko lain. Tim juga memiliki bot untuk melacak lalu lintas dan potensi serangan secara real-time untuk memastikan penyelidikan tepat waktu terhadap aktivitas yang mencurigakan atau tidak biasa.
Membangun tim kreatif
Tim CrowdTaskSG dilatih untuk tak takut berinovasi. “Tim kami berpedoman pada nilai-nilai organisasi kami untuk menjadi Gesit, Berani, dan Kolaboratif. Kami melakukan dengan cepat, menguji dengan cepat, dan gagal dengan cepat.”
Mereka juga melakukan retrospektif per dua minggu sebagai momen untuk mengevaluasi hasil Sprint sebelumnya dan berbagi ide baru. Ide-ide ini tidak terbatas pada produk yang tengah dikembangkan tapi juga cara bekerja. Mereka juga memiliki papan ide yang akan menampung ide semua anggota tim yang mungkin bisa berguna di masa depan.
Selain itu, mereka menjalin komunikasi yang terbuka dengan tim dan berusaha mengadopsi budaya tanpa menyalahkan. Dengan demikian, mereka bisa memupuk ruang aman bagi anggota tim untuk berbagi pemikiran dan keprihatinan secara terbuka. Mereka juga menanamkan pola pikir untuk mengutamakan kepentingan pengembangan produk dalam cara kerja mereka.
Bekerja dengan tim yang berbeda latar belakang, tim CrowdTaskSG mengutamakan kebersamaan dan mengumpulkan perspektif dari berbagai sisi lewat diskusi yang cepat dan efektif. Selain itu, memiliki visi dan tujuan produk yang kuat juga mempersatukan tim yang berbeda latar belakang ini.
Mereka juga mengutamakan budaya yang saling merangkul dan merayakan keberagaman, karena anggota tim sadar mereka semua memang menyumbang perspektif dan keahlian yang berbeda ke dalam tim. Budaya gotong royong untuk menyelesaikan masalah satu sama lain juga dilakukan agar proyek yang tengah dikerjakan bisa bergerak maju.
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Anto Satriyo Nugroho, Head of PR at KAKS BRIN, believes that AI technology can be highly beneficial for measuring and interpreting external data. This, in turn, can facilitate the extraction of valuable insights and aid in achieving specific objectives.
Over the past few years, there has been an increasing global interest in the field of AI technology. With ongoing developments in the field, AI is becoming increasingly versatile and can now be deployed in many more areas and industries. From healthcare and transportation to finance and education, the potential applications of AI are seemingly limitless.
According to Anto, the impact of AI on society is inevitable and will likely bring about significant changes in the nature of available jobs. As a result, there will be a growing need for the workforce to better prepare themselves to adapt to these changes. He recommends that Indonesia take steps to prepare for the impact of AI technology.
This growing trend has resulted in a rising demand for skilled AI professionals and experts in the country, underscoring the need for Indonesia to continue investing in AI research and development to remain competitive in the global marketplace.
Given that humans remain at the centre of the equation, he stressed the importance of diligence, continuous learning, and research to foster innovation and facilitate ongoing growth.
Many research labs in academia and private industry are now creating AI software. One of these AI is the subject of study at the National Research and Innovation Agency’s (BRIN) Research Centre for Artificial Intelligence and Cyber Security (PR KAKS). ITB, UGM, Jenderal Soedirman University, UPI, and others have all collaborated with PR KAKS BRIN on various research projects.
With more investment, Indonesia can position itself to take advantage of the opportunities that arise from the increasing use of AI technology while mitigating any potential negative effects. Anto recommended that anybody interested in learning more about AI connect with the Indonesian Artificial Intelligence Society (IAIS), a group of AI enthusiasts, and the Indonesian Association for Pattern Recognition (INAPR).
Artificial intelligence’s strengths lie in its ability to retain and relay information, which gives it an edge over human memory. Artificial intelligence (AI) has various uses and advantages. Some of them include assisting individuals with impairments in communicating and saving time. Anto recognises that AI could be applied in a wide variety of contexts, from learning new tasks and solving problems to listening to information and making plans.
Anto cited several examples of simple AI activities, such as translation, navigation, fingerprint identification for digital forensics to identify victims of accidents and crimes, and the use of mathematical methods to solve arithmetic problems.
However, he also acknowledged that the accuracy of AI-powered devices can vary widely, making them unsuitable for certain applications, such as map suggestions.
It should be noted that in certain instances, the accuracy of AI can be quite high. For instance, in Japan, electronic manufacturers have collaborated with experts in the field of handwriting recognition to develop a system that can accurately identify an individual’s handwritten numerals from 0 to 9 on facsimiles, with an accuracy rate of approximately 99%.
The Indonesian government has implemented regulations from the Ministry of Home Affairs and Disdukcapil that mandate a maximum error rate of 3% for AI-powered systems analysing electronic KTPs in the country.
Anto provided insight into the extent of AI development in Indonesia and the country has made significant progress in this area, with various industries and sectors already adopting AI-based solutions to optimise their operations and enhance their productivity.
AI has been utilised in the healthcare industry to detect the emergence of new diseases and epidemics worldwide. At the urging of Indonesia’s National Research and Innovation Agency, the country’s leaders have resolved to prepare for the possibility of a pandemic by creating the resources it would need to respond effectively.
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The PANRB Ministry of State Apparatus Empowerment and Bureaucratic Reform in coordination with The Ministry of Communication and Information Technology has developed the Public Services Portal. The portal serves as a unified online hub for public services.
This portal’s development has progressed to enhance the outcomes of IT security assessment and usability testing. The public will soon be able to use the site and apps that combine several public services with a single login, eliminating the need to maintain separate accounts for each.
The service’s app has been submitted to the mobile application store but is still under maintenance after their feedback. The Public Service Portal will be demonstrated for use after the fixes. The Public Service Portal will be available to the general public in April and May.
“The Public Service Portal provides information to the public regarding the rights obtained and the obligations that must be fulfilled,” said Deputy for Public Services of the Ministry of PANRB Diah Natalisa in the Focus Group Discussion (FGD) Synergy of Portal Development Public Service, in South Jakarta.
The Electronic Based Government System is bolstered by creating a Public Service Portal (SPBE). The Public Service Portal was designed with the community in mind, with the individual as a supporting character. Diah highlighted that in a citizen-centric setting, there are two services available.
An individual’s age, location, income, gender, level of education, and health status are just a few examples of the demographic factors that the public service portal considers when making personalisation suggestions in the doorway. The second type of service is predicated on a system of rights and duties.
Aligning with the National SPBE Team, which is based on Presidential Regulation no. 132/2022 about SPBE Architecture, the Public Service Portal’s service integration strategy has been refocused. The Presidential Decree includes several strategic measures, such as online SIM issuing, social aid, and education integration.
Moreover, the Draft Presidential Instruction on the Acceleration of the Implementation of the SPBE Architecture expands the locus through which integration is meant to be understood. The public service site has been updated to include cross-border services. The second quarter of the future is expected to concentrate on integrating transportation services, whether air, land, or sea.
We also welcome the Ministry of Transportation as the service owner that will be incorporated shortly,” Diah mentioned. The goal of the hybrid FGD meeting is to get a consensus on which services should be integrated first and how government service portals should be built and improved.
To avoid the concept of “one innovation, one application,” a single sign-in site is in keeping with the digital transformation strategy of PANRB Minister Abdullah Azwar Anas. The general public or businesses using the service do not need to go through unnecessary hoops like downloading several apps, making multiple accounts, or entering the same information more than once.
Anas claimed that SPBE was essential to improving how well the government served its citizens. Access to government services may be sped up and made more convenient with technology and digitalisation. Anas stated that, between 2020 and 2022, 10,799 complaints were lodged over the government’s digital services. “Among the complaints are protests from locals,” Anas explained. “Yesterday, they filled in the data in the prior application; today, another application from a related industry was entered; and today, they were told to fill in the data again.”
Future consolidation of digital services will be driven by population information. The Digital Public Service Mall (MPP) is the first to implement the concept of a “single sign-on” that eliminates the need for users to create different accounts and download various programmes.
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The Joint Office of the Yiwu Digital Renminbi Pilot Task Force put out the “Plan on Deepening Pilot Work on the Digital Renminbi” during the recently held Yiwu International Trade Market which lists 10 ways to improve the pilot.
Yiwu intends to create a digital renminbi circulation ecosystem with the assistance of various industries. It will accomplish this using its well-developed business and trade environment. The digital renminbi will be able to be used without any problems, which will help create a business environment that is easy, quick, fair, competitive, stable, and clear.
Yiwu trades with more than 230 nations and regions and has more than 2.1 million small and medium-sized businesses. With up to 65% of its buildings facing outward, the city has been called the “World Supermarket,” and there are many ways to pay there.
By the end of 2023, Yiwu hopes to have a 90% coverage rate for offline merchant payment scenarios and a 95% coverage rate for the online platform Chinagoods.
In addition, Zhejiang province intends to build three major platforms for digital renminbi prepaid fund supervision, supply chains, and trade supervision, as well as to develop replicable and scalable commercial application models.
The renminbi (RMB), China’s legal currency, has been transformed into the electronic Chinese yuan (e-CNY), also known as the digital yuan and officially known as the Digital Currency Electronic Payment (DC/EP). It is issued by the People’s Bank of China (PBOC), China’s central bank. It is intended primarily for high-frequency, small-scale retail purchases and transactions.
The e-CNY is part of the country’s monetary base (M0), which means it accounts for a portion of the ‘cash’ in circulation.
According to the China Academy of Information and Communications Technology, a government think tank, China’s digital economy is expected to exceed 60 trillion yuan ($8.84 trillion) by 2025.
This year, Shanghai and provinces like Zhejiang, Fujian, and Hebei have made plans for their economic growth. They emphasised the importance of developing the digital economy and called for the creation of blueprints for future industries, such as the metaverse, an immersive virtual world enabled by virtual reality and augmented reality.
Data from the Ministry of Industry and Information Technology indicates that by the end of 2022, China will have constructed more than 2,3 million 5G base stations and will be able to connect more than 500 million households to a gigabit optical network.
Also, the Ministry said that digital connections for the mobile Internet of Things (IoT) in China reached 1.84 billion in 2022. This made China the first major economy in the world to have more mobile IoT connections than mobile users. The IoT is a network of devices, vehicles, and other objects that are equipped with software or sensors that allow them to connect and exchange data.
Zhao Zhiguo, the Ministry’s spokesman, China’s mobile IoT connections account for 70% of the global total and have covered the 45 major categories of the national economy, while, Wang Zhiqin, Vice President of the China Academy of Information and Communications Technology, cited that the nation has built a good telecom infrastructure that will serve as a solid foundation for China’s digital economy’s high-quality development.
He added that previously, consumer-oriented internet applications such as e-commerce drove China’s digital economy, but now business-oriented applications such as industrial internet are playing a much larger role. This demonstrates that the digital economic structure has improved.
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The Digital Economy Promotion Agency’s (depa) 6th annual Digital Economy Promotion Leadership Program (Digital CEO) is keen to provide useful digital information across industries and technology to better the nation.
Depa understands that the strength of a country is proportional to its ability to invest in its top executives, both in the public and private sectors. Policy and planning administration in the age of the digital economy will be affected. High-level executives can better assess, synthesise, and apply knowledge to real-world problems and contribute to the future growth of their country if they have the education they need to do so.
As a result, the Digital Economy Promotion Leadership Program (Digital CEO) was launched to foster the next generation of digital leaders and boost the nation’s economic competitiveness. Since its inception in 2018, the Digital Economy Promotion Leadership Program (Digital CEO) has graduated five cohorts’ worth of executives from both the public and commercial sectors.
In the age of the digital economy, the deployment of strategies and plans will be affected by technological developments. Therefore, a top priority is building a more robust network of influential businesspeople who can dissect, examine and repurpose their strategies for the nation’s future.
At a recent iteration, depa shared expertise from some of the most prominent names in Blockchain technology, artificial intelligence, financial technology, digital manufacturing, and up-to-date corporate management.
Topics included Digital Transformation, Digital Innovation, Digital Economy, Digital Society, Smart City and Changes in Technology Application which touched on Blockchain, IoT, AI, Cyber Security, Data Analytics, 5G, the Cloud, and other emerging technologies.
Some key issues included coping in a post-pandemic world and deploying agile organisational transformation strategies to manage challenges that have arisen from COVID-19. Other frontiers in blockchain, FinTech and cryptocurrencies were also explored, as were some areas with great potential in the digital world like gaming, esports and eCommerce.
Business leaders that have completed the Digital Economy Promotion Leadership Program gain new knowledge to be better prepared for the future. They expect to take the lessons learned at the conference and implement them successfully inside their own company.
The Digital Economy Promotion Agency (depa) aims to promote and assist industrial development and digital innovation and the Digital Economy Promotion Leadership Programme (Digital CEO) does just that. They recognise to effectively propel the social economy, it is necessary to create and spread awareness of the use of digital technology to better the economy, society, culture, and national security.
Recently, as reported by OpenGov Asia, three provinces in Thailand – Phetchaburi, Chai Nat and Ratchaburi – have been urged to execute the swift implementation of the country’s smart city and digital economy initiatives. The Digital Economy Promotion Agency met with directors and representatives from each region to promote the proposed plans. Initial meetings and planning to promote digital economy regulation and smart city programmes were conducted for the three provinces and are in line with national digital ambitions.
Thailand has also expedited digitalisation in the tourism industry with a 5G use case pilot project in Phuket and had discussions on how to apply digital solutions in the tourism sector over the next ten years. The pilot project aims to use 5G technology to boost decision-making confidence in the tourism industry by providing real-time data.
The high-speed new-generation internet will aid in surveillance and environmental measurement, boosting company confidence domestically and internationally. Puchphong also visited and followed up on the findings of the National Emergency Call Center 191 Phuket, located within Phuket Sandbox Propulsion.
The nation has been supporting initiatives that will help them meet national ambitions. In an exclusive interview with OpenGov Asia, Dr Chris Aurand, Open Innovation Leader at Thai Union Group, PCL, shared the company’s strategies and solutions aimed at addressing gaps in the food sector. He is keen to explore the potential to drive innovation in the food industry while striking a balance between commercial viability, sustainability and health concerns.
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The Thai government’s Office of Economic Promotion and Assistance (depa) is preparing to train a new generation of technologically savvy farmers. The team led by Apichatbut Rodyang, Director of the Central and Eastern Regions, met with Chanawat Sitthoon, Agriculture and Cooperatives of the Chanthaburi Province, to explore ways to increase farmers’ and enterprises’ use of digital technology.
During a meeting of the Chanthaburi Integrated Provincial Administration Committee, which consists of government agencies and business agencies, Apichatbutr brought up the need for a plan to boost the digital economy in Chanthaburi Province. Many efforts for local agricultural communities and independent company owners have been nurtured and supported by the depa and the New Age Fruit Trade Association (MAFTA), and he updated the progress.
Seksan Phanboonmee, head of the digital economy strategy depa in Chanthaburi Province, proposed developing smart agriculture to boost the digital economy. In this way, the province’s potential and needs are met by its preparedness to join the digital economy.
New agricultural products and services may be created with the help of digital innovation, which benefits the commercial and service sectors and the smart tourism industry. In subsequent phases, the initiative integrated commercial and service sectors with the technology-reliant “smart tourism” field.
The notion may be put into action through the cultivation of human resources, the promotion of digital technology, and the construction of digital infrastructure and facilities. The next phase is for Chanthaburi to establish a city data platform, enhance cyber security, and construct a smart city.
In his role as meeting chairman, Chanthaburi Province Governor Monsit Phaisanthanawat expressed gratitude to depa for its contribution to the growth of the digital economy in the province. A strategy to enhance the digital economy in Chanthaburi Province was accepted during the meeting and prepared to be bundled with the provincial development plan.
Using the umbrella term “Digital Infinity,” the Chanthaburi Provincial Chamber of Commerce is preparing to promote various initiatives. In May, they’ll display alongside the Chanthaburi Provincial Administrative Organisation showcase their findings at the provincial agricultural fair.
Concurrently, in Suphan Buri province, depa kicked out a workshop to train company owners on “wing SMEs to drive business with digital” as part of the initiative “Transform Fresh Market in the New Normal (Expansion). Small business owners, shopkeepers, vendors, farmers’ market sellers, street vendors, and proprietors of other similar establishments were targeted by the Digital Economy Promotion Agency, which thus initiated the initiative. Bringing in more money while cutting expenses is essential.
The workshop’s agenda includes the following:
- Training in digital marketing strategies.
- Access to financial resources.
- The pairing of businesses with suppliers of digital services.
By introducing these applications, we hope to inspire local company owners to use digital tools better.
Up to 70% of the total participants at such events can be expected to develop business matching quickly. The provinces of Thailand will continue to host events for the Transform Fresh Market in the New Normal Era (Expansion) initiative.
Separately, the Director of Central and Eastern Regions Apichatbut Rodyang met with the Eastern Province Group 1 Public-Private Joint Committee to discuss economic issues. (Chachoengsao, Chonburi, Rayong). Regarding smart city development, Apichatbutr lays the groundwork by offering digital infrastructure, city data gathering and administration (City Data Platform), and management procedures.
Depa encouraged the eastern provinces to work together on creating a “smart city” to improve the effectiveness of municipal administration. For up to 13 years, he said, the Office of the Board of Investment (BOI) will exclude a portion of the Smart City area in the Eastern Economic Corridor’s (EEC) earnings from taxes.