Singapore remains on track to deploy two nationwide 5G standalone (SA) networks by 2025, with 5G SA capabilities covering at least half of Singapore by end-2022.
5G SA networks are completely independent of 4G networks, and can deliver a full suite of 5G capabilities including network slicing to support different use-case requirements, significant improvement in speeds, as well as ultra-reliable and low latency communications.
In the interim, Mobile Network Operators have indicated an interest in using Non-Standalone (NSA) networks as a short-term and transitory arrangement, while the SA networks are being deployed.
5G NSA networks are built over existing 4G networks. Its features are limited to faster speeds, instead of the full suite of 5G capabilities that SA networks can deliver.
Mr Lew Chuen Hong, Chief Executive, IMDA, said “We have made good progress on our journey to roll out the future-ready full-fledged 5G SA networks critical to maintaining Singapore’s competitive edge. We welcome, and are supportive of our operators’ interest to make incremental investment in the meantime and leverage 5G NSA technology to offer their customers some early 5G benefits such as faster mobile broadband experience while they build their SA network. These 5G NSA capabilities will also enable them to work with industry to develop early innovative business use cases to meet early demand.”
Riding on existing 4G networks, the 5G NSA networks will enable consumers to enjoy some 5G benefits such as faster mobile speeds on 5G-enabled devices. Upon IMDA’s approval, operators will be allowed to conduct market trials and offer some early commercial 5G services to consumers.
Meanwhile, IMDA will work closely with MNOs to develop a regulatory framework that ensures a smooth transition from NSA to the eventual SA networks.
The Infocomm Media Development Authority (IMDA) will support Mobile Network Operators’ (MNOs) plan to ride on existing 4G networks to deploy 5G Non-Standalone (NSA) networks as part of trials to allow consumers to enjoy partial 5G experiences in the short-term, with faster mobile speeds as a key feature.
When ready by 2025, 5G SA networks will support the growth of a thriving innovation ecosystem that fuels the creation of a diverse range of 5G applications and use-cases across various industries, including remote surgery, autonomous vehicles, and cloud gaming.
The global spread of COVID-19 has been a disaster of unparalleled proportions. Not only has it halted the world economy, but it has also made even the most optimistic leaders reconsider how soon things would return to how they were before the outbreak.
Even as the pandemic disrupted businesses and services around the world, a sudden and dramatic increase in internet consumption was observed. Businesses had to shift to digital communications and tools as the key medium for maintaining productive and interesting relationships with their many stakeholders – internal and external.
While the private sector was quicker to alter procedures in the early phases of the pandemic, the public eventually successfully adapted and innovated to continue citizen service delivery. Of course, early on, most governments rapidly put into place digital communication and emergency response platforms.
By allowing users to access their data and applications from any internet-connected device, cloud computing expands the scope of digital transformation beyond simple technology adoption to encompass a comprehensive redesign of all related procedures, resources and user interactions.
The cloud and digital transformation are now inextricably linked. Organisations across the board need to adopt a cloud-first strategy if they want to ensure the longevity of their operations and realise their transformation objectives.
Most organisations and agencies have benefited from the digital change, but some industries are behind the curve. To keep up with the fierce competition in their industries, they must guarantee the reliable operation of the cloud communication platforms that serve as a direct line of contact between the organisations and their consumers and aid in the promotion of their offerings.
The OpenGov Breakfast Insight on 25 November 2022 at M Hotel Singapore provided Singapore’s public, education, financial and healthcare sectors with the advantages of the most recent cloud technology.
Simplifying Things via Cloud Communication
Mohit Sagar, CEO & Editor-in-Chief, OpenGov Asia believes that the cloud has transformed the way organisations communicate, cooperate and carry out many other critical business and service functions.
Cloud communications are voice and data communications solutions that organisations employ to manage cloud-hosted applications, storage and switching.
“Cloud communications services are becoming an increasingly intrinsic choice for organisations looking to streamline their operations and enable their remote workforces to stay connected and productive,” observes Mohit.
Cloud communications enable organisations to interact with their employees and customers over many channels, including email, audio calls, chat and video. All of these leverage internet-based connectivity to minimise faulty connections and lag in communication.
This communication model has become the go-to option for addressing the growing need for efficient internal communications in the hybrid workplace. As numerous workers are returning to the office, and for many of those who have remote work capabilities, hybrid work arrangements are swiftly becoming the new standard.
Organisations are figuring out ways to make hybrid work as interesting and effective as they can. Leaning into what is working, changing what is not working and adapting as lessons are gained are the first steps in creating an effective hybrid strategy, work environment, and culture.
Employee access to the system from anywhere on any device is the need of a mixed work environment. Regardless of the apparatus they are using or their location, employees need to be able to connect to the system.
“User-friendly features in cloud communications make it simpler for staff to become used to the technology,” Mohit explains. “Up until now, better work-life balance, more effective time management, control over working hours and location, prevention of burnout and higher productivity have been the main benefits of hybrid work.”
Having the appropriate tools to be productive at work, feeling less a part of the organisation’s culture, poor cooperation and relationships, and disturbing work processes are some of the biggest obstacles to hybrid work.
Apart from the initial expenditure, virtual meetings result in reduced expenses because of the decline in maintenance and transportation costs. Moreover, integrations of cloud telephony enable companies to place and receive calls from any device that is connected to the Internet.
This means that cloud communications can potentially maximise resources for organisations. Procedures, implementation and adaptability can all be accelerated with a cloud communications strategy, which also offers limitless high-volume information transmission.
According to Mohit, cloud communications must have robust security components to ensure compliance with data privacy laws and the security of all stakeholders. “To assist in safeguarding data in the cloud, emerging cybersecurity tools should also be taken into account.”
These include Artificial Intelligence (AI) for IT Operations (AIOps) and Network Detection and Response (NDR). Both programmes gather data on the security and stability of cloud infrastructure. After data analysis, AI notifies administrators of any unusual behaviour that might represent a threat.
Ultimately a well-thought-out cloud communication strategy with strong security features can serve organisations and gain a competitive advantage in an increasingly digital landscape and VUCA environment.
According to Lucas Lu, Head of Asia, Zoom, if communication fails to give the greatest possible experience, everyone suffers – from employees to consumers to investors. And neglecting to address this essential avenue has ever-worsening implications.
Organisations are going through some significant changes, he explains. The first is in the general business environment. Organisations are under tremendous pressure to boost efficiency, adapt fast as competition rises and keep up with the rapid pace of innovation and technological advancements.
This problem is becoming even more pressing because of economic uncertainties. Furthermore, solving these problems requires effective communication between consumers, prospects and staff.
The workforce is likewise seeing a paradigm shift. People desire the option of remote employment and are asking for the cutting-edge equipment and communication systems they need to do their jobs.
HR managers concur that a high-performing workplace’s future requirements would include collaboration, regular communication and a mentorship culture between managers and teams. “You run the risk of losing the ‘War for Talent’ if you don’t deliver,” Lucas asserts.
With every new tool and software that is made available, communication becomes more difficult and complex. Employees, clients and potential consumers are just a few of the stakeholders who have preferences and expectations about how, when and where they conduct business.
Due to this, many businesses choose their battles carefully when it comes to facilitating communication. They follow a variety of routes, including:
- Maintaining already-established systems that are deemed adequate
- Making use of the fundamental, built-in communication capabilities that are provided with other software packages, even if they don’t entirely satisfy the organisation’s demands
- Using different approaches based on the circumstances. You might, for instance, employ one communication tool for internal cooperation and another for clients, investors, and outside events
“All these strategies are meant to provide organisations with fundamental communication,” says Lucas. “These methods provide some flexibility, but they also change the environment for prospects, employees and consumers. People are compelled to alternate between various options based on their needs as a result.”
This causes unneeded annoyance, rework, expenditures and misunderstanding. Employees may feel alienated and impatient. Customers’ interactions with the brand are disorganised and unprofessional. And various instruments frequently make business slower.
In this uncertain business environment, organisations that can move beyond basic communication into universal communication have extraordinary potential. They can develop intuitive connections to all parties, employees, customers and investors, regardless of location, technology or business activity.
This will be accomplished by integrating the individual and organisational connection demands that will result in a) Delivering a consistent and quality experience for all participants, b) Making human connection effortless, and c) Enabling rapid innovation to maintain relevance.
These results may:
- Satisfy both the primary business requirements and the consumers’ expectations
- Redirect internal resources from managing communications to new services and capabilities; and
- Increase the marketability and perceived agility within the organisation and in the market.
An organisation’s reputation is directly related to the quality of its communication services. In addition to the fact that employees, clients and customers can work remotely, those returning to the office do not t want to compromise on the at-home office environment to which they have grown accustomed.
Organisations must adapt to this new hybrid environment to guarantee that everyone receives high-quality service regardless of circumstance or location. Expectations are simply greater and it is unacceptable if a session fails due to dropped participants or subpar audio or video.
“With Zoom, you may use a top-notch infrastructure that is specially made to prevent failures to safeguard your company from communications disruptions. You eliminate a work-limiting unpredictability risk by doing this,” Lucas says confidently.
When communications are down nowadays, it is impossible to conduct business. Hence, organisations may provide a controlled experience by enabling their staff to work without being concerned about the underlying technology. Additionally, they can analyse the underlying cause of any problems in their surroundings and take preventative measures.
With this, employees can concentrate on their work without unneeded interruptions or ambiguity and will have faith that the communication solution their organisation has deployed will work as planned.
“Partnering with Zoom enables quick innovation to keep up with the times. You can take advantage of a constant flow of fresh features that correspond to actual user requirements,” Lucas says. “Moreover, by frequently communicating with their support group, organisations will rapidly realise what is possible.”
Fireside Chat: How to Prepare for the Transition to the “Cloud Culture”
Geetha Gopal, Head of Infrastructure Projects Delivery and Digital Transformation, Panasonic Asia Pacific believes that every day, new technologies emerge and the culture of change is driving a paradigm shift for which an organisation must be prepared.
“As the COVID-19 outbreak rocked the world and we were unsure of what to do, our investments in technology became our strength,” says Geetha.
As the trend toward digitisation of remote work transforms the traditional office culture, a cloud culture has evolved. Likewise, cloud computing has become a competitive advantage for these organisations.
Every step toward better efficiency in the manufacturing sector increases competitiveness. Because of this, the industry’s embrace of cloud communications has become a crucial turning point. Cloud communications have changed the game for manufacturing by enabling increased efficiency while lowering IT expenditures.
“Cloud computing is the future, and organisations are successfully transitioning from the traditional office culture to the cloud culture,” Geetha says firmly.
Streamlining operations using scalable technological solutions for essential tasks and process optimisation not only helps reduce costs but also frees up time for businesses to devote to value-adding endeavours.
This is crucial now more than ever as operations teams struggle to keep up with the quickening speed of product and investment strategy development being observed among clients.
The new service-focused, client-centric operating model for investment operations will be made possible by technology, data and scalability. Organisations need to realise that the greatest way to prepare for the future is to create it as they deal with this period of constant innovation.
As a result, operations leaders who are taking steps to redesign, reinvent and adapt their operations may ultimately be in a stronger position.
Geetha emphasises that collaboration, communication and connectivity are crucial for success in today’s work environment. The key to maximising these contacts is digital communication. “For efficient communication and productivity, your company primarily depends on specific systems, platforms, and applications.”
More organisations are understanding the enormous advantages of migrating their systems to the cloud as technology continues to progress. In addition to allowing organisations to remain relevant in a competitive market, innovation plays a vital role in economic growth. Innovations are required to solve key problems.
One of the tactics that may be employed to save money while maximising organisational resources and extending communication skills and reach is advance planning.
An advantage of cloud communications for aiding staff members in a hybrid workforce is the reduction in time spent travelling to the workplace. Employees can save time travelling with the hybrid model simultaneously offering the chance to be more productive.
Despite the importance of enabling technology, it is the human workforce that will not only execute the organisation’s digital transformation strategy but also ensure its long-term success.
Guaranteeing that personnel are up to the task, however, needs not only technical training but also a radical transformation in thinking and decision-making.
It is important to focus on organisational culture by changing the management programme and making concerted efforts to close the gap between the internal aspect and employees.
Organisations that are unable to develop and achieve new goals that will assist their employees and business to thrive are those that are unwilling to alter existing practices.
“The pandemic can no longer be an excuse or the reason – remote work is here to stay. If we want skilled employees then we need to concentrate on their needs – we must empower our employees,” Geetha concludes.
Lucas believes that every problem has a solution since most organisations fail to connect their strategy to their innovation objectives. “Change is a constant process, and what we say today might leave a legacy tomorrow. Any plan for digital transformation, in our opinion, must be built around digital innovation.”
The road of digital transformation must involve a competitive advantage that can only be sustained by introducing innovations and contemporary methods if it is to stay modern and please clients with cutting-edge goods and services.
For every change, there is a call for managerial backing to be successful and transformative. Zoom is happy to discuss how digital transformation budgets differ from traditional business or IT budgets to meet the demands of any organisation.
Lucas believes that cloud computing is transforming not only how many organisations access and store data, but also how many of these businesses run. It provides greater protection, flexibility, data recovery, minimal to no maintenance and ease of access.
“Although many people used to hesitate the cloud computing, they have now realised how important it has become to organisations,” Lucas has observed.
Mohit believes that changes in computers and how technologies are distributed are altering the ecosystem, especially for those who work in a hybrid environment. He encourages delegates to start establishing a strategy to utilise the cloud’s benefits for their businesses and services. “Organisations should determine the types of cloud services for which you require solutions, then meet with cloud service providers to determine the best long-term match.”
Both public and private organisations benefit from the adaptability, efficiency, scalability, security, improved collaboration and cost savings that cloud computing offers. “The COVID-19 pandemic has accelerated cloud adoption, but it is anticipated that cloud computing is here to stay, especially since hybrid work assumes a central role,” Mohit concludes.
Hybrid networking took place in Hai Phong city earlier this week, connecting Vietnamese and Republic of Korean (RoK) businesses with the supply capacity and demand for technology. The event was co-organised by the municipal Department of Science and Technology and the Korea Trade and Investment Promotion Agency (KOTRA Hanoi). Many participants joined remotely from the RoK’s Incheon, Gyeonggi, Busan, and Seoul.
At the event, more than 50 networking sessions were scheduled to introduce a series of technologies such as dry ice blasting for industrial cleaning, product error detection technology to control and monitor the production process, and solutions for smart factories and machinery manufacturing.
According to the Department, the organisation of the networking was based on a survey of demand from more than 100 Vietnamese firms, most of whom lauded the RoK’s sci-tech products for their diversity and easy application. The Director of the department, Tran Quang Tuan, noted that applying science, technology, and innovation is an important role in business development, as the world and Vietnam no longer rely on available resources and advantages such as land and labour for economic growth.
This year, the department organised four networking events to connect Vietnamese enterprises to their peers from Taiwan, Israel, Japan, and the RoK. As a result, more than 200 working sessions between the sides took place and over 50 foreign technological solutions found customers in Vietnam.
In October, a Republic of Korea-Vietnam digital transformation forum was organised by the Ministry of Information and Communications (MIC) and the RoK Ministry of Science and ICT (MIST), as part of Vietnam International Digital Week. Vietnamese and Korean information technology enterprises shared digital transformation solutions in manufacturing industries at the forum.
As OpenGov Asia reported, the Director of the Authority of Radio Frequency Management suggested that businesses from RoK share their experiences in the implementation of digital transformation with their Vietnamese counterparts. He said that digital transformation is one of the breakthrough strategic solutions implemented by the Vietnamese government. One of the key targets of the country’s digital transformation is to put peoples’ and businesses’ activities on digital platforms and encourage businesses to use digital technologies, especially those relating to artificial intelligence (AI) and digital platforms to improve productivity and operational efficiency.
Digital technology and digital transformation will enhance administrative reform, help people access public services more easily and conveniently, and bring the government closer to the people. That is the basic goal of Vietnam’s digital transformation.
In 2020, Vietnam approved a National Digital Transformation Programme by 2025, with an orientation toward 2030. The strategy helps accelerate digital transformation through changes in awareness, enterprise strategies, and incentives toward the digitalisation of businesses, administration, and production activities.
The programme targets businesses, cooperatives, and business households that want to adopt digital transformation to improve their production, business efficiency, and competitiveness. The plan aims to have 80% of public services at level 4 online. Over 90% of work records at ministerial and provincial levels will be online while 80% of work records at the district level and 60% of work records at the commune level will be processed online.
Scientists from Nanyang Technological University in Singapore (NTU Singapore) have created a method to transform wastepaper from cardboard boxes and single-use packaging into a vital component of lithium-ion batteries.
The NTU researchers used a process called carbonisation, which turns paper into pure carbon, to transform the paper’s fibres into electrodes that can be used to create rechargeable batteries for electric cars, medical equipment, and mobile devices.
Paper is used in many aspects of daily life, from gift wrapping and crafts to a wide range of industrial uses, including heavy-duty packaging, protective wrapping, and the filling of voids in construction, according to Assistant Professor Lai Changquan of NTU’s School of Mechanical & Aerospace Engineering and the project’s coordinator.
However, besides incineration, which produces high levels of carbon emissions because of its composition, not much is done to manage it when it is disposed of. “Our method to give kraft paper another lease of life, funnelling it into the growing need for devices such as electric vehicles and smartphones, would not only help cut down on carbon emissions but would also ease the reliance on mining and heavy industrial methods,” says Ass Prof Lai.
The team heated the paper to high temperatures to carbonise it, which turns it into pure carbon, water vapour and oils that can be used to make biofuel. As carbonisation occurs in the absence of oxygen and produces very little carbon dioxide, it is a more environmentally friendly method of disposal for kraft paper than incineration, which releases a lot of greenhouse gases.
The carbon anodes created by the research team also demonstrated superior durability, flexibility, and electrochemical properties. According to laboratory tests, the anodes are at least twice as durable as the anodes in today’s phone batteries and could withstand 1,200 charges and discharges.
The NTU-produced anode-based batteries could withstand physical stress better than their rivals, absorbing crushing energy up to five times better. In comparison to current industrial techniques for producing battery anodes, the NTU-developed method also employs less energy-intensive processes and heavy metals. This newest technique, which uses a cheap waste material, is anticipated to lower the cost of manufacturing lithium-ion batteries because the anode accounts for 10% to 15% of their overall cost.
Using wastepaper as the raw material for battery anodes would also reduce reliance on traditional carbon sources, such as carbonaceous fillers and carbon-yielding binders, which are mined and then processed with harsh chemicals and machinery.
In 2020, paper waste, which includes discarded paper bags, cardboard, newspaper, and other paper packaging, comprised nearly one-fifth of the waste generated in Singapore. A separate 2020 NTU study discovered that kraft paper bags, which account for most of Singapore’s paper waste, have large environmental footprints when compared to cotton and plastic counterparts, due to their greater contribution to global warming when incinerated and the eco-toxicity potential in their production.
The current innovation, which provides an opportunity to upcycle waste products and reduce our reliance on fossil fuels while accelerating our transition to a circular economy, green materials, and clean energy, reflects NTU’s commitment to reducing our environmental impact, which is one of four grand challenges that the University seeks to address through its NTU 2025 strategic plan.
The NTU team will carry out additional research to increase the material’s capacity for storing energy and lower the amount of heat energy needed to turn paper into carbon.
The Australian National University (ANU) is hosting a new training centre aimed at upskilling the next generation of researchers in cutting-edge 3D imaging and analysis technology to help repair bones, safely store CO2, deactivate viruses on surfaces and recycle car parts among a range of critical applications.
The ARC Training Centre for Multiscale 3D Imaging, Modelling and Manufacturing, M3D Innovation, is using a “disruptive” digital imaging, analysis, modelling and manufacturing technology developed at ANU for more than 15 years.
The micro-imaging technology provides users with 3D “supervision” into a range of materials at scales ranging from metres to 10 nanometres – a measurement 1,000 times smaller than the width of a human hair.
The technology was originally developed by a team of researchers with M3D Innovation Director, Professor Mark Knackstedt, who has won a Eureka Prize as well as an ENI award – the ‘Nobel prize’ for energy resources research – for his innovation.
He noted that the aim is to gather researchers from ANU and Queensland University of Technology, 15 industry partners and end users to harness the ‘super-power’ of advanced imaging and analysis technologies. He added that a vibrant research training environment is being built and a workforce that is expert in applying the new technology to a range of new industry sectors is being created. Moreover, PhD students and early career researchers in industrial collaboration and commercialisation are being mentored.
Already, incredible strides have been made through a range of exciting projects. This includes using the technology to investigate green steel production via hydrogen-based processes; safely storing CO2 in aquifers to fight climate change, recycling car parts for a circular economy, regenerating bones with biodegradable scaffolds and designing custom bone implants.
Partners at QUT have developed new technology during the COVID-19 pandemic, using etching techniques to roughen surfaces to deactivate bacteria and viruses. This is a technique that could be used to deactivate COVID-19 on metal surfaces in hospitals and clinical settings.
M3D Innovation is funded by the Australian Government under the Australian Research Council Industrial Transformation Training Centres scheme. Professor Knackstedt said they are grateful for the Australian Government’s investment and support for this important field of science and for the translation to industry partners.
ANU and Australia are world leaders in this space. Their work at M3D Innovation will boost the country’s capacity and deliver new graduates and researchers with critical skills and knowledge across novel manufacturing, modelling and imaging.
The global 3D imaging market size was valued at US$25.7 billion in 2021 and is expected to grow at a compound annual growth rate (CAGR) of 18.2% from 2022 to 2030. 3D imaging is the procedure of rendering a three-dimensional image to create the optical illusion of depth.
During the 3D imaging process, two or more motion cameras are employed to capture a three-dimensional object for these 3D images to be produced. High-resolution images are created by combining 3D image sensors, cameras, and screens. As a result, 3D imaging is widely used in hospitals, the entertainment industry, architecture, construction, and automotive.
While the COVID-19 pandemic negatively impacted market growth, ongoing technological developments in the field of 3D imaging and the widespread adoption of and need for 3D imaging systems in different sectors are expected to drive the market in the coming future.
The growing prevalence of chronic diseases worldwide coupled with increased awareness of the benefits of 3D imaging technology are also factors contributing to the growth in demand for 3D imaging solutions.
The MIDA-MPMA conference on Government Assistance at MIDA’s headquarters aimed to provide insights to participants on various government policies, facilitations and assistance for the manufacturing sector specifically the plastics industry. As the plastics industry continues to grow, it is important that companies, particularly SMEs, focus on innovation and raise productivity to compete and capture new opportunities.
The initiative was co-organised by the Malaysian Investment Development Authority (MIDA) and the Malaysian Plastics Manufacturers Association (MPMA). MIDA’s Chief Executive Officer, in his keynote address, highlighted that the agency has proactively taken the initiative to ensure investors have the necessary access to the right infrastructure, proper facilities and skilled talent to cater to the requirements of businesses.
Among the initiatives and assistance provided by MIDA to manufacturers of plastics products include the Smart Automation Grant Industry4WRD Intervention Fund, Automation Capital Allowance (ACA) and Domestic Investment Coordination Platform (DICP). Besides innovation, companies have also adopted automation by leveraging on ACA to increase productivity and address challenges in a tight labour market, he said.
Malaysia is committed to achieving net zero carbon by 2050. For this, MIDA and MPMA are working closely together to drive industry collaboration and understand the demand and supply of recycled plastics resources.
Speaking at the opening of the Conference, the MPMA’s Vice-President stated that the plastics industry continues to face tremendous challenges including a shortage of labour, an increase in cost arising from the increase in minimum wages and rising interest rates as well as a slump in overseas demand, particularly, from the developed countries which are experiencing an economic slowdown.
Looking ahead, plastics manufacturers shifting towards high technologies and factory efficiency to reduce their dependency on foreign workers and low-skilled labour is unavoidable. Investing in the latest technology and human skills is one of the options for companies to continue to move up the value chain. The ability of the plastics industry to produce high-quality products at competitive prices will strengthen Malaysia’s role as a supporting industry, and in turn, attract more foreign direct investments.
As investing in high technology and automation is a long-term process and given the fact that 90% of plastics companies are SMEs, continued assistance and support from the government in the form of grants, incentives and financing is crucial. This will enable more plastics companies to have sufficient resources to invest in advanced machinery and new product development for sustainable growth.
The MIDA-MPMA Conference on Government Assistance featured sessions by speakers from MIDA, Inland Revenue Board of Malaysia (IRBM), Malaysian Industrial Development Finance Berhad (MIDF), Malaysia External Trade Development Corporation (MATRADE), Ministry of Science, Technology and Innovation (MOSTI), United Overseas Bank Limited and TalentCorp Malaysia.
Malaysian plastics products exhibited resilience through the pandemic and continue a steady growth due to their properties and functionality as one versatile material despite the COVID-19 pandemic. As of June 2022, 33 projects were approved in this sub-sector with an accumulated investment of RM503.5 million.
Moving ahead, the synergies between MIDA and MPMA would continue for years to come to help in accelerating Malaysia’s advancement in the plastic industry.
The public sector across the world is undergoing the most extensive digital transformation ever. The urgency with which citizen services must be updated and improved during the previous two years is a direct result of global events. Moreover, the expectation for instantaneous, significant, and individualised digital experiences has also been increased by the epidemic.
As a result of the pandemic, governments have had to rethink services with more innovation and creativity to meet the increased need for faster time-to-value structures that are more agile and collaborative. On the other hand, many organisations in the public and nonprofit sectors felt pressured to improve their digital services to meet rising expectations.
Singaporean government agencies have done an excellent job of providing citizens with cutting-edge, trustworthy digital services in the fields of healthcare, education, and social support. These agencies provided residents with seamless service by utilising cutting-edge digital tools and services such as telemedicine, intelligent chatbots, mobile apps like TraceTogether and distance learning.
While there is still a way to go in transforming many offline services, there is much potential to innovate and provide residents with more user-friendly services. When looking for government services, citizens do not want to fill out numerous forms and browse multiple websites. People have come to anticipate a level of service that is both consistent and easily accessible via the internet.
It is becoming increasingly apparent that government agencies need to better use innovative digital tools and platforms to foster more strategic and all-encompassing community interaction. While this transition is underway, efforts are being made to make sure that those folks who are not technologically savvy are not left behind.
The OpenGov Breakfast Insight on 23 November 2022 at the M Hotel Singapore provided the most up-to-date information on how government agencies may develop seamless, personalised, citizen-centric digital experiences.
Digital Government Provides Simple, Secure, Citizen-Centric Services
According to Mohit Sagar, CEO and Editor-in-Chief of OpenGov Asia, the ultimate test of digital government success is the importance of simple, seamless and secure citizen-centric services.
Adopting a human-centred strategy for every step of the digitalisation process, making sure that the citizens were served with compassion rather than being overly thorough when digitalising every analogue process cannot be overstated.
“We must strive for human-centeredness in our digital government by incorporating service journey mapping and reimagining services and processes along the way to meet citizens and businesses where they are,” believes Mohit.
By adopting agile technological development, organisations are better able to respond to rapid changes and provide better solutions for the current situation.
To ensure that no citizen is excluded, governments are adopting an omnichannel approach to provide seamless, personalised delivery and/or communication of key government services across multiple agencies via digital, phone and physical channels that integrate high-tech functions.
In meeting the public’s expectations for inclusive, equitable and accessible digital services, government agencies are modernising their technology infrastructures. Access to equal and inclusive online and in-person services is a significant focus as they increase their emphasis on the customer experience.
Having rich analysis, content management and hyper-personalisation tools allow both private and public organisations to make their services accessible to everyone.
The public deserves an intuitive digital experience, so the government organisation must make its services available to everyone using tools for hyper-personalisation, content management and rich analysis.
“The Singpass app is the best example of this in Singapore which the government made to ensure a more inclusive and diverse public service,” Mohit shares. “With such solutions, platforms and apps, Singapore’s public sector enjoys high levels of citizen satisfaction, which bodes well for the future.”
A successful digital government will measure citizen satisfaction through key digital services provided by the government and pinpoint areas that need improvement. The main goal is to promote an innovative culture and use new technologies to improve the lives of the citizens.
It is becoming increasingly important that a government comprehends the user experience and impact of its digital services as more people interact with it through websites and mobile applications.
Governments are placing extra emphasis on digital transformation. Offering a seamless digital experience makes sure that the public sector can continue to serve the citizens and be useful and accessible in the future. “An organisation can easily stagnate without a concerted effort when it comes to digital transformation.”
Shashank Sharma, Head – Digital Experience Business, Adobe South East Asia recognises that the pandemic increased the need to modernise and innovate more quickly than ever before. It also raised the bar for agile open team structures across all industries, including telcos, intending to have faster go-to-market than in the financial and public sectors.
“We’ve been pushed to think creatively and with ingenuity. But the biggest problems we face in the public sector or public service agencies are outdated systems,” says Shashank. “There are legacy systems and databases that are siloed between various government agencies.”
The COVID-19 crisis highlighted the importance of a broad-based strategy for digital transformation. The trade-offs between policy goals may have changed as the health and economic crisis developed.
The fact is that most local governments rely on siloed software systems with data stores that are frequently redundant for decades. The systems never interact with one another or exchange data. Although it might have appeared that this was the best way to maintain the accuracy of the data in each system, in practice it results in duplicate data, errors and workflow issues.
Citizens now have high expectations for government services because they have been enjoying an exceptional digital experience in the private sector where their needs are met immediately – anywhere, anytime on any device.
The term “citizen-centric” refers to a change in the focus of service delivery from the interests of the government to those of the citizens. Although the quality of public services may be comparable across socioeconomic classes, citizens may draw different conclusions about service because of differences in how those services are perceived and expected to perform.
To make digital transformation work for growth and well-being, policies are required. Cross-cutting concerns like gender, skills, digital governance, and data governance must also be considered.
A country can create a coordinated, whole-of-government approach to digital transformation with the aid of a government digital policy that takes into account all citizens’ needs and preferences.
Establishing a governance framework that supports coordination, articulating a strategic vision, evaluating important digital trends and policies and developing and implementing a comprehensive strategy are all necessary steps in the process of reevaluating current digital policies.
To ensure equity and inclusiveness in the projects and services that are delivered, the government is looking to change the policies that affect people’s lives. “As more and more digital services join the public sector, you can be sure that the guidelines will increase.”
John Mackenney, Practice Director – Digital Strategy APAC at Adobe, discussed the company’s creation of a Rapid Response Programme and COVID resources hub. These were designed to assist the government in adapting to the needs of their workforce and the people they serve when the pandemic hits in 2020.
“At Adobe, partnering across industries to improve digital customer experiences is a significant part of who we are. And we have partnered with governments to unleash creativity, accelerate document productivity, and power the digital business with our platforms,” John reveals.
They have accomplished a goal worth celebrating after a year. In all 50 states of the U.S., Adobe is now collaborating with the federal government as well as with specific agencies at the state, county and city levels – from e-signatures to powering customised communications to constituents.
According to John, citizens expect more individualised digital experiences since they demand more open, dependable, accessible and responsive service. Governments, therefore, must empower citizens and concentrate on increasing public satisfaction while lowering service costs.
Governments today have become more citizen-centric, data-driven, proactive, and responsive to help citizens and businesses, especially during difficult times.
“Making data available that can enhance experiences and economic outcomes is one of the government’s initiatives, as is ensuring that citizens receive consistent and understandable information,” John asserts.
Most countries are concentrated at the emerging level when it comes to customer experience. There is no centralised customer portal for any state, but leaders set themselves apart by customising the user experience (top services, searches, portals) and by digitising high-priority applications.
Moreover, countries are predominantly at the emerging maturity level, like customer experience. Overall, they discovered that most government websites are designed with desktops in mind rather than mobile. As most constituents will attempt to access government websites and information via their mobile device, this is at odds with an accessible strategy. Mobile site speeds typically lag desktop site speeds by 44%.
“We have the widest range of scores across all states in our digital social equity dimension,” says John.
In terms of digital equity, more than half of the states are in the early stages and by focusing on user experience (high contrast, readability, large text, text-only pages), as well as by providing a wide range of language options and services, websites can be made much easier to understand.
Three crucial capabilities are needed to deliver personalised experiences. The first is the data and insights about citizen journeys through both assisted and unassisted channels. Connecting data from various government agencies makes insights accessible to all.
The collaboration and content come in second. Creating content more quickly and widely across all channels (online and off) will maximise cooperation between departments and within agencies when reusing materials.
The third is the journeys – where governments customise the experience on the terms of the citizens and use context to make sure each journey is pertinent, unique, and accessible.
Personalisation of government services, according to John, is enabled by email and web personalisation tools. Both tools enable government agencies to better adapt to citizen needs.
Any personalisation strategy must provide genuine value to citizens and should ideally achieve the following: Make it easier for citizens to find relevant information: make useful information available to citizens who may not be aware of it; reduce information entry that is repeated or unnecessary and assist citizens with complicated transactions.
John suggests that governments should personalise the experience of their citizens for three reasons:
- Time savings due to content accessibility will result in increasing service usage due to streamlined application procedures;
- Time savings and compliance through the fusion of information from various government agencies;
- Time savings by delivering the most pertinent content.
Personalising citizen experiences will enhance the interaction with government services, resulting in quicker and more satisfying decisions and outcomes. “Increased use of government goods and services, then citizens satisfaction follows from this,” concludes John.
According to Lucy Poole, General Manager – Digital Strategy, Architecture and Discovery Division, Digital Transformation Agency, Australia, to facilitate improved decision-making, streamlined engagement, increased efficiency, and the rollout of a slew of new digital government services to citizens and businesses, it is essential to recognise data as a critical enabler and to share this data on a whole-government basis.
“Public service organisations must deal with too much complexity and rapid change to effectively respond with what they already have on hand,” Lucy feels.
However, these very same organisations are in a prime position to connect with ecosystem allies who have access to a wealth of resources and skills. This will lead to the operations, services and technologies being expanded into partner organisations.
The Australian government is looking into different ways to build trust, which is crucial as countries recover from the global pandemic and prepare for new challenges. This citizen trust is essential for ensuring the success of a variety of public policies that rely on the public’s behavioural responses.
In this context, the importance of data sharing cannot be underestimated. The pandemic has demonstrated that accelerated data sharing is feasible. The current challenge for government leaders is to institutionalise these data-sharing advancements to support the upcoming innovation wave and the general welfare.
“Governments should start by assuming that the public will find value in data and that it should be shared,” Lucy asserts.
The Australian government has pledged to lead the world’s digital economy and society by 2030 and rank among the top three digital governments by 2025.
With its vision for 2030, the way the government helps its people transition into adulthood, start higher education or training, start a family, retire, take care of a loved one and go through other significant life events is being reexamined and improved.
Additionally, the public will have the option to share information across pertinent services and personalise services. By pre-filling and submitting their forms upon request, pre-evaluating their eligibility and initiating automatic payments, will offer a seamless experience.
Personalised government services will benefit those who need them most while also being more convenient for everyone.
The country aspires to improve its ability to collaborate with its organisations and community to enable better service outcomes. “To streamline our engagement and free up the public to concentrate on achieving the results they are passionate about; we will use technology-enabled platforms,” Lucy opines.
To achieve this, the Australian government is looking to make the appropriate investments in digital and ICT-enabled infrastructure at the appropriate time and approach. The Digital Transformation Agency of Australia will help agencies to harness the true potential of advanced technologies.
The Digital Transformation Agency provides strategic advice and assurance to the Australian Government on its digital and ICT-enabled investments to help drive the transformation of public services.
Some of the benefits and challenges of coordinating investment across government are that government employees and contractors must possess the necessary skills to spearhead the government’s efforts to transform into a digital economy. Using both established and emerging technologies, they must aid in building better services.
“To make training, hiring and career development for the Australian Public Service easier, we will identify and describe the digital skills we need. This includes initiatives to find new talent through cadetships, graduate placements, and internships,” Lucy explains.
These digital skills are being ingrained throughout the government. The investment is a part of the modernisation fund established by the Australian Government in partnership with the Australian Public Service Commission.
“We anticipate that as new skill requirements materialise, this capability will change,” says Lucy. “Cybersecurity and cloud computing management, as well as design and research skills, are emerging needs. To support Australian small and medium-sized businesses in the future, the nation needs to pinpoint areas where they can develop new capabilities.”
The delivery of digital transformation will be led by Australian businesses and their workforce. They will purchase cost-effective technology from around the world and implement it using Australian skills and ingenuity.
“We will manage risks for the government and our business partners through the way we interact with our suppliers, and we are changing our sourcing policies to make the government more business-friendly,” Lucy says. “This method of modern procurement is collaborative and iterative. It enables the government to purchase goods and services with less risk and for a better price.”
Shashank noted that all delegates agreed to prioritise digital experiences and he encouraged them to begin their seamless journey. Data connectivity, he is convinced, enables governments to drive relevant, personalised interactions and is becoming increasingly important in the realm of innovation. “It adds value to citizens.”
Governments should put the interoperability of services to make sure that the data and citizens relate to the digital journey. Essentially, interoperability is the fundamental capability of various computerised goods or systems to connect and exchange data with one another without hindrance in either implementation or access.
Shashank reiterated that equity and accessibility considerations for a digital journey are vital to success as were empowering policies and trust in the government.
“A key component of the developing global economy, which is increasingly dependent on connectivity, data use, and new technologies, is digital trust,” says Shashank. “Technology needs to be secure and used responsibly to be trusted.”
Mohit underscored the importance of a skillset in the digital journey. Relevant expertise will assist businesses and services in generating leads, increasing demand and attracting traffic. “With the appropriate strategy and execution, the right skill set will help people in all roles understand how their contributions can more effectively drive success.”
Moreover, he recognises the importance of cloud technology. The cloud allows organisations to scale and adapt at a rapid pace, accelerating innovation, driving business agility, streamlining operations and lowering costs.
Finally, in this ever-evolving landscape and VUCA environment, partnerships are essential and inevitable. Through the right alliances, every organisation will be able to reap the benefits of digital transformation.
“Because digital partnership enables them to modernise legacy processes, accelerate efficient workflows, bolster security, and increase profitability,” Mohit concludes.
NSW businesses seeking to commercialise their innovative ideas can now help tackle some of the State’s most complex challenges through the second round of the NSW Government’s Small Business Innovation and Research (SBIR) programme. As part of the programme, NSW Government agencies outline specific problem areas that need to be addressed, with small businesses given the opportunity to propose solutions.
The NSW Minister for Science, Innovation and Technology stated that the AU$12 million programme would provide small businesses with grants of up to AU$100,000 as part of the first phase, to work alongside the government and undertake feasibility studies into their proposed solutions.
The minister said that the programme aims to leverage the region’s local businesses to improve social, environmental, health and economic outcomes while also creating high-value jobs, which will help grow the economy and secure a brighter future for NSW.
The SBIR programme has already seen 10 new technologies, addressing a wide range of issues, progress to a proof-of-concept phase. This next round of the programme will deliver more solutions and outcomes for our community.
Challenge areas outlined for round two of the programme include:
- Biosecurity Surveillance Challenge– NSW Department of Primary Industries is seeking innovative technology solutions that leverage the power of citizen surveillance to more accurately identify and validate threats to the biosecurity of primary industries and the environment in NSW.
- School Zones Alerting System Challenge– Transport for NSW is seeking innovative solutions to improve the existing School Zones Alerting System to further improve road safety around schools.
- Vital Sign Monitoring Challenge– Corrective Services NSW is seeking non-invasive technology solutions to monitor the vital health signs of inmates while in their cells. This technology will be used to monitor ‘at-risk’ inmates and help prevent inmates from committing self-harm, which could result in suicide.
- Recycled Content Verification Challenge– The Office of Energy and Climate Change is seeking a solution that could trace and verify recycled material to help NSW Government agencies procure local recycled products.
- Waste Recovery and Management Challenge– NSW Health is seeking resource recovery technologies and waste management solutions that: offer an innovative design for new facilities; redesign and reconfigure existing facilities; and uncover ways of modernising our waste collection and processing systems separation and collection of waste that can be implemented across NSW Health.
- Cultural and Linguistic Diversity Services Challenge– NSW Health is seeking Artificial Intelligence powered solutions to support the delivery of health services to Culturally and Linguistically Diverse communities.
- Urban Heat Island Challenge– the Greater Cities Commission is seeking innovative solutions that could be trialled at the Westmead Health and Innovation District to mitigate urban heat island effects and/or improve the resilience of our systems in response to extreme heat events.
The NSW Minister for Small Business noted that the programme harnesses the power of local innovation and supports small businesses by investing in ideas to grow high-tech industries now and into the future. He added that small businesses are a vital pillar of the State’s economy, and this funding will help many SMEs realise their potential and make the difficult leap from great ideas to commercial products and services that meet critical needs.