Mr S Iswaran, Minister of Communications and Information spoke at the launch of the Developer Space @ Google Singapore on Friday 22 February. The three main topics he focused on were developing business, developing talent and global partnerships, with the common thread of digitalisation and Singapore digital economy running through all three focus areas.
Mr Iswaran spoke of how industry investments are important to complement government efforts in supporting the digital economy
“Complementing the efforts of the government, contributions and investments from the industry such as Google have been important in bolstering our economic growth and efforts to develop new industry segments. These investments and initiatives bring with them the talent, resources and capabilities that are essential for our industries.”
He continued by congratulating Google for launching its first-ever Developer Space @ Google in Singapore and said he thought it will be an important catalyst for the development and the nurturing of the developer community in Singapore.
Singapore government continues to invest in the digital economy
He stated that the Government remains committed to helping businesses and people translate these opportunities into opportunities by providing the support and infrastructure that is needed to ensure that Singaporeans are equipped with the digital skills to seize the opportunities offered by the digital economy.
He mentioned the introduction of the Digital Economy Framework for Action last year to prepare local enterprises and the workforce to capitalise on opportunities arising from the digital economy.
He also highlighted as part of the governments digital transformation efforts, the roll out of 23 Industry Transformation Maps to help companies innovate and also boost their productivity. At the enterprise level, they launched the Start Digital initiative last month, the aim being that businesses are digitally enabled from the get-go. This complements the other industry development programme which is “SMEs Go Digital” and to promote the digital message across the whole spectrum of enterprises.
Singapore Government pushing to enhance AI capabilities
Mr Iswaran spoke of how frontier technologies, such as Artificial Intelligence (AI), offer unparalleled transformative potential.
“To drive AI adoption and grow our capabilities in this area, we have invested S$150 million in AI Singapore as a national programme that enhances Singapore’s AI capabilities by bringing together Singapore-based research institutions, and AI start-ups and companies.”
He said that the key point and value proposition of this initiative is in the fact that it is working on defined problem statements – practical applications of AI. And that this “helps to enliven the technology, make it relevant, and bring it closer to industry and enterprises.”
Investing in tech talent is key to the successful digitalisation of businesses and the economy
“The backbone of our digitalisation efforts is tech talent who are able to sense make and apply these new digital tools. Talent and the development of tech skills are critical areas in supporting companies moving towards the digital economy. “
In addition to strengthening horizontal capabilities and tech skills such as Data analytics, machine-learning or programming to support the economy’s broad spectrum of needs, the government also want ato develop deep skills and competencies within the industry. Having deep capabilities in technologies such as AI and machine-learning, and being able to effectively adopt and deploy them, what really set industries and businesses apart andgive Singaporeans and Singapore a competitive advantage.
Global partnerships are critical to helping our enterprises and pool of local talents become world class
The Minister went on to say that the partnerships Singapore has with leading international companies is going to be an important part of positioning them well for the future. These partnerships will provide a foothold for local small and medium enterprises to expand overseas and spark new opportunities for Singaporeans.
He added that the Google Developer Space will also make available opportunities for collaboration and sharing of ideas with regional and international tech professionals. .
Mr Iswaran concluded by saying that the government is keen to work with the private sector in order to more opportunities to Singapore and its people.
He said “What you will find in Singapore is really a government that is willing to work very closely with you [Google] in the industry to build the ecosystem, challenge the boundaries of innovation, and pursue more opportunities for our people.”
Singapore’s Infocomm Media Development Authority (IMDA) has recently updated its platform known as Chief Technology Officer-as-a-Service (CTO-as-a-Service). The platform enables SMEs to self-assess their digital readiness and needs at any time and from any location, as well as access market-proven and cost-effective digital solutions and engage digital consultants for in-depth advisory and project management services.
This is for any business entity that wants to know how to start going digital, understand what type of solutions to adopt for its specific business challenge, or choose the solution that best meets its needs.
An enterprise can benefit from CTO-as-a-Service through:
- Conduct a self-evaluation of its digital readiness and pinpoint its gaps and needs in terms of digitalisation;
- Study other Small and Medium Sized Enterprises (SMEs) that have carried out digitalisation projects successfully;
- Receive digital solution suggestions based on the business’s needs and profile; and
- Evaluate the features and costs of various digital solutions.
There are more than 450 subsidised digital solutions available for selection, including those that address industry-specific or general business needs, as well as those that serve to streamline operations, increase business sales revenue, or ensure business resiliency.
The business can also work with digital consultants from the designated operators through CTO-as-a-Service, for digital advisory to assist:
- Seek a deeper comprehension of its business priorities and needs;
- Create training plans and digital solutions specifically for its businesses;
- Include fundamental data usage, protection, and cybersecurity risks in the digitalisation process.
The business may also ask digital consultants to assist with project managing the rollout of its digitalisation initiatives.
Eligible businesses can use digital advisory and project management services for free for the first time. Should the businesses want to keep using digital consultants, future usage or service enhancement will be based on commercial agreements.
Any company that satisfies the requirements below is qualified to use free project management and digital advisory services for the first time:
- Licensed and active in Singapore;
- A minimum of 30 per cent local shareholding;
- Enterprise’s group employment size is no more than 200 employees, or the group’s annual sales turnover is no more than S$100 million;
- Has never previously used CTO-as-a-Service digital consultants.
Meanwhile, SMEs are the backbone of Singapore’s economy. They employ two-thirds of the country’s workers and contribute almost half of Singapore’s GDP. Since digital technology is changing every part of Singapore’s economy, SMEs need to take advantage of digital technologies to grow and do well.
The SMEs Go Digital programme, which was started by the IMDA in April 2017, is meant to make going digital easy for SMEs. More than 80,000 SMEs have used the programme’s digital solutions.
Enterprises can also use advanced and integrated solutions to improve their capabilities, strengthen business continuity measures, and build longer-term resilience. Solutions that are supported by government agencies solve common problems at the enterprise level on a large scale, help enterprises adopt new technologies, and make it easier for enterprises to do business within or across sectors.
IMDA works with sector-led agencies and industry players to find advanced and integrated digital solutions that can be supported and are relevant to their sectors. Companies that want to use these solutions can check the IMDA website to find out when they can apply for each one.
Costs for hardware, software, infrastructure, connectivity, cybersecurity, integrations, development, improvement, and project management can be covered by funding support. With this, the agency has kept helping businesses, and the list of solutions that are supported will grow, with an emphasis on AI-enabled and cloud-based solutions.
The Counter Ransomware Task Force (CRTF), which was formed to bring together Singapore Government agencies from various domains to strengthen Singapore’s counter-ransomware efforts, has issued its report.
Singapore’s efforts to promote a resilient and secure cyber environment, both domestically and internationally, to combat the rising ransomware threat are guided by the recommendations in the CRTF report.
According to David Koh, Commissioner of Cybersecurity, Chief Executive of CSA and Chairman of the CRTF, ransomware poses a threat to both businesses and individuals. Economically, socially, and even in terms of national security, it can be detrimental. Both internationally and across domains, ransomware is a problem.
“It requires us to collaborate and draw on our knowledge in a variety of fields, including cybersecurity, law enforcement, and financial supervision. It also necessitates that we work with like-minded international partners to identify a common problem and develop solutions,” David explains.
He exhorts businesses and individuals to contribute as well, strengthening the nation’s overall defence against the ransomware scourge.
Cybercriminals use malicious software known as ransomware. When ransomware infects a computer or network, it either locks the system or encrypts the data on it. For the release of the data, cybercriminals demand ransom money from their victims.
A vigilant eye and security software are advised to prevent ransomware infection. Following an infection, malware victims have three options: either they can pay the ransom, attempt to remove the malware, or restart the device.
Extortion Trojans frequently employ the Remote Desktop Protocol, phishing emails, and software vulnerabilities as their attack vectors. Therefore, a ransomware attack can target both people and businesses.
The ransomware threat has significantly increased in scope and effect, and it is now a pressing issue for nations all over the world, including Singapore.
The fact that attackers operate internationally to elude justice makes it a global issue. Ransomware has created a criminal ecosystem that offers criminal services ranging from unauthorised access to targeted networks to money laundering services, all fed by illicit financial gains.
Singapore must approach the ransomware issue as a cross-border and cross-domain problem if it is to effectively combat the ransomware threat.
Other nations should adopt comparable domestic measures to coordinate their financial regulatory, law enforcement, and cybersecurity agencies to combat the ransomware issue and promote international cooperation.
Three significant results were the culmination of the CRTF’s work. For government agencies to collaborate and create anti-ransomware solutions, they first developed a comprehensive understanding of the ransomware kill chain.
Second, it examined Singapore’s stance on paying ransom to cybercriminals. Third, for the government to effectively combat ransomware, the CRTF suggested the following policies, operational plans, and capabilities under four main headings:
Pillar 1: Enhances the security of potential targets (such as government institutions, critical infrastructure, and commercial organisations, especially small and medium-sized businesses) to make it more difficult for ransomware attackers to carry out successful attacks.
Pillar 2: To lower the reward for ransomware attacks, disrupt the ransomware business model.
Pillar 3: To prevent ransomware attack victims from feeling pressured to pay the ransom, which feeds the ransomware industry, support recovery.
Pillar 4: Assemble a coordinated international strategy to combat ransomware by cooperating with international partners. Singapore should concentrate on and support efforts to promote international cooperation in three areas that have been identified by the CRTF: law enforcement, anti-money laundering measures, and discouraging ransom payments.
The appropriate government agencies will take the recommendations of the CRTF under consideration for additional research and action.
Thailand’s Electronic Transactions Development Agency (ETDA) has recently launched the AI Governance Clinic (AIGC) which will serve as a source of Thai and overseas knowledge and expertise on governance related to artificial intelligence (AI) and its adoption.
ETDA is joining forces with the nation’s National Electronics and Computer Technology Centre (NECTEC), the Ministry of Public Health’s Department of Medical Services, and the Department of Health Service Support. A memorandum of understanding (MoU) between ETDA and the three partners was signed during the nation’s “Building Trust and Partnership in AI Governance” event.
AI is currently having a significant impact on almost every aspect of people’s lives, including work, business, education, finance, health, and electronic transactions, according to ETDA Executive Director Dr Chaichana Mitrpant. “These issues all involve the application of AI.”
A six-year national AI implementation plan for national development between 2022 and 2027 was recently approved by the Cabinet. The adoption of AI with governance along with pertinent laws and regulations is one strategy outlined in the plan for ensuring that users understand social responsibility.
Thailand is getting ready to adopt AI, another cutting-edge technology that is gaining popularity and relevance. ETDA is an organisation that supports a secure and reliable ecosystem for electronic transactions.
To achieve the objectives outlined in the implementation plan, the agency is collaborating with NECTEC. A study on Thailand’s AI standard landscape to develop AI adoption measures and a study on measures to assess AI-based computer programmes to increase the capacity of Thai entrepreneurs in all industries in accordance with international standards are among their important joint projects.
To create a framework for AI governance regarding electronic transactions that are in line with Thailand’s context and international standards, ETDA and its partners – both in Thailand and abroad – established the Clinic.
The Clinic is collaborating with the Academy of Digital Transformation by ETDA to provide resources for capacity development at all levels. Additionally, the AIGC has a substantial library of knowledge sources on pertinent topics, as well as experts from numerous nations who are prepared to provide guidance on AI policies and governance.
An additional Memorandum of Understanding (MoU) was signed by ETDA and its partners NECTEC, the Department of Medical Services, and the Department of Health Service Support for the joint development of an AI governance framework that is appropriate for the Thai context for the country’s healthcare industry.
The collaboration aims to advance the sharing of innovation and AI technology knowledge among the participating agencies and to inform pertinent agencies about AI governance. Thailand’s AI strategy was inspired by a desire to boost the nation’s economy and the quality of life for its people as well as a competitive spirit.
Thailand strives to develop the human capacity and skills required for an AI ecosystem despite the difficulties it faces in developing AI capabilities. They created a formal network and consortium as a result. Thailand will train future AI professionals through structured academic programmes in Thai universities, in addition to bridging the gap between existing academic and industrial experts.
ETDA is the primary agency responsible for developing, promoting, and supporting electronic transactions and it is part of the Ministry of Information and Communication Technology. Its primary responsibility is to research, study, and support the operation of the Electronic Transaction Committee and other related agencies, hence, it contributes to the development and promotion of Thailand’s electronic transactions.
The Cyberspace Administration of China (CAC) announced a new certification for personal information protection and implementation. The office has decided to implement such certification to enhance its information protection capabilities and to promote the rational processing of personal information.
The certification implementation follows the Personal Information Protection Certification Implementation Rules. The implementation rules clarify that personal information processors must comply with the requirements of GB/T 35273 Information Security Technology Personal Information Security Specifications. The rules outline requirements for on-site audits, the evaluation and approval of certification results, post-certification supervision and certification time limits.
Organisations engaged in personal information protection certification work need approvals to carry out activities. The regulation applies to every personal information processor that carries out private information collection, storage, use, processing, transmission, provision, disclosure, deletion and cross-border processing activities.
The State Administration for Market Regulation and the State Internet Information Office decided to implement personal Information protection certification. The step is relevant to provisions of the Personal Information Protection Law of the People’s Republic of China (‘PIPL’). The body requires the Specifications for Security Certification of Cross-Border Processing of Personal Information for cross-border personal information processing.
The latest versions of the standards include technical verification, on-site audit, and post-certification supervision. In addition, the certification body shall clarify the requirements for certification entrustment materials, including but not limited to the basic materials of the certification client, the certification power of attorney, and relevant certification documents.
To get certified, an organisation must submit certification entrustment materials according to the certification body’s requirements and the certification body shall give timely feedback on whether it is accepted after reviewing the materials.
The materials are then used for determining the certification plan, including the type and quantity of personal information, the scope of personal information processing activities, information on technical verification institutions, etc., before notifying the organisation seeking certification.
The CAC stated certification is valid for three years. An organisation must submit a certification commission within six months before the expiration of the validity period. The certification body shall adopt the method of post-certification supervision and reissue new certificates to those that meet the certification requirements.
Violations, cheating, and other behaviours that seriously affect the implementation of the certification on the certification client or personal information processor will cancel the certificate. Therefore, certification bodies shall adopt appropriate methods to implement post-certification supervision to ensure that certified personal information processors continue to meet certification requirements. The certification body comprehensively evaluates the post-certification surveillance conclusions and other relevant information. If the evaluation is passed, the certification certificate can continue to be maintained.
The organisation shall actively cooperate with the certification activities. During the validity period of the certification certificate. If the name and registered address of the certified personal information processor, or the certification requirements, certification scope, etc., change, the certification principal shall submit a change entrustment to the certification body.
When changes happen, the certification body must evaluate the change in entrustment materials. The result will determine whether the body can approve the change. If technical verification or on-site audit is required, the body shall conduct technical and on-site audits before the change is approved.
When a certified personal information processor no longer meets the certification requirements, the certification body will promptly suspend or revoke the certification certificate. The certification principal can apply for the suspension and cancellation of the certification certificate within the validity period of the certification certificate.
The CSIRO’s Next Generation Graduates Programmes are industry-university partnerships aimed at developing a pipeline of home-grown, job-ready graduates to unlock the immense economic opportunity offered by AI and emerging technologies.
In this latest round, 14 programmes were funded, with RMIT leading four, including two by its Centre for Industrial AI Research and Innovation (CIAIRI), one by its Enterprise AI and Data Analytics Hub, and one by the Sir Lawrence Wackett Defence and Aerospace Centre. RMIT will also support a further three.
These programs will provide generous scholarships to domestic PhD students which allows them to be part of a multi-disciplinary team aimed at solving real-world challenges. The programmes are:
1. AI for Next Generation Food & Waste Systems (RMIT led, La Trobe supported)
This programme addresses the skills shortage in adopting advanced AI technologies in the areas of food and waste, a critical national manufacturing priority. This will boost food productivity, improve food quality control and logistics, reduce, and better manage waste generated during the life cycle of food production and consumption.
Through a range of industry-driven research activities, this program will produce a cohort of graduates that are not only equipped with practical AI skills but also ready to integrate into food and waste related industry sectors to generate real impact.
2. Developing Digital Capabilities to Support the Aged Care Sector (RMIT led, Victoria and Newcastle supported)
One of the recommendations in the Royal Commission into Aged Care Quality and Safety is to adopt technology to transform the aged care system so that carers’ time can be best used to deliver quality care. The report also recommended the use of technology to increase the connectedness of older Australians – to one another, families and carers, and to the broader community.
This programme aims to reimagine the role of technologies like AI, AR/VR and sensors which are critical in ensuring the sustainability of the sector. Our industry partners are driven by these challenges every day thus, the research undertaken in this programme will have great significance and impact.
3. AI Techniques for Emergency Management and Critical Infrastructure (RMIT led, Sydney Uni supported)
This programme will produce a cohort of graduates with much-needed skills in AI to support critical infrastructure and community safety. Some of the common AI techniques across the selected projects are:
- computer vision -creating 3D reconstructions from 2D images of interior designs and detecting potential hazards and threats via surveillance videos
- agent-based modelling and simulation (ABMS) – which is becoming increasingly popular to model and simulate the management of disaster events such as floods and bushfires and
- digital twin technology – which involves complementary approaches of digitising models of infrastructure, people, and business processes and one of the projects investigates the integration of all three aspects.
4. Applied AI and Digital Innovation for Defence and Aerospace Applications (RMIT led, Charles Darwin supported)
This programme will deliver graduates capable of tackling Australia’s pressing current and future challenges in the defence and aerospace sectors through the application of AI and digital technologies. It will expand opportunities for diverse communities of students and create workers skilled in emerging technologies, including applied AI, digital twins and threads, machine learning, robotics, cyber security, and modern manufacturing.
This interdisciplinary program builds on the strategic partnership between RMIT University and Charles Darwin University (CDU), which will see the creation of a joint Aerospace and Defence Industries 4.0 TestLab in the Northern Territory.
5. AI for Clean Energy and Sustainability (Monash led, RMIT supported)
Delivering clean and sustainable energy and enabling energy transition is a global challenge. AI is expected to play a significant role in this transition by enabling more effective models and tools, accurately predicting reliable supply, optimising maintenance and operations, making smarter decisions and assessing risk.
This programme will focus on the Recycling and Clean Energy National Manufacturing Priority to teach a variety of HDR students innovative AI technologies driven by these industry priorities.
6. Central Bank Digital Currency – Infrastructure & Applications (Macquarie led, RMIT and UTS supported)
A Central Bank Digital Currency (CBDC) would be a new digital form of money issued by the Reserve Bank. It could be designed for retail or general use, like a digital version of banknotes.
The development and deployment of robust, efficient and trusted CBDC requires the design, engineering, proving and integration of a suite of technologies including blockchain, security and privacy-preserving solutions and regtech (surveillance, alerting and compliance) technologies and the skilled graduates to help implement them.
7. Artificial Intelligence of Things Empowering Industrial Digital Twin (La Trobe led, RMIT and Swinburne supported)
This programme will develop new digital twin solutions powered by a combination of AI and the Internet of Things (IoT), to meet the needs of industry partners, seeking improved productivity and reduced maintenance and management costs.
By representing physical objects digitally, digital twins can harness real-time IoT data and optimise performance using AI and data analytics. Several research and industry challenges will be addressed, including accurate 3D modelling, digital twin model optimisation, reliable connectivity between the physical world and the digital world, and edge AI models.
In the new normal, everything is moving online, including employee workloads, leadership insights, and how the services and businesses interact with customers or clients. Organisations must undergo a digital transformation to create entirely digital processes, better experiences and streamlined operations.
Successful digital transformation allows all processes and systems to communicate with one another. Users have a single source of truth, updates occur in real-time, and data is integrated.
The transformation enables organisations to effortlessly pivot when necessary because all their systems and teams are interconnected. Everything can be done quickly and without impacting the operations – whether it is to add more users, connect new business software or begin automating tasks.
In a cloud-first strategy, organisations are not merely adding a new layer of technology when they transform. They are expanding their IT capability in an entirely new way. Data and systems are hosted in the cloud, allowing for a seamless, effective and adaptable connection of all their IT.
Increasingly, companies of all sizes are aware of the potential and power of the cloud. Due to the increased security, scalability and convenience, more businesses and services are moving their apps and data onto the cloud.
Within this suite, that offers consumers a significant advantage is cloud communications. As remote and hybrid work models become the norm, cloud communication is quickly gaining importance.
The OpenGov Breakfast Insight with Indonesia’s top public sector leaders on 1 December 2022 at the Westin Jakarta provided the current information on the benefits of the most recent cloud technology that can help the nation’s public, education, financial services and healthcare sectors.
The Cloud at the Heart of the Digital Transformation
Mohit Sagar, CEO & Editor-in-Chief OpenGov Asia, believes cloud-based strategies are being adopted and implemented by companies of all sizes to spur growth and increase profits. Cloud has fundamentally altered business communications.
Cloud transforms how people communicate, collaborate and conduct business in today’s digital world. It has sparked advancements in machine learning, the Internet of Things (IoT), devices, healthcare and autonomous vehicles.
“The cloud offers cutting-edge features and functionality that let staff members collaborate and communicate in ways – and places – they never imagined,” says Mohit. “Organisations can outsource systems management tasks like provisioning, switching, data storage, and security to cloud communications providers.”
Moreover, with remote and hybrid models, employees report higher productivity and greater satisfaction.
Nonetheless, according to Mohit, even though remote and hybrid models are becoming increasingly popular, they will not be successful if they are not based on the right technology. Cloud communications are a crucial component of any hybrid or remote work environment.
With cloud-based communication tools, staff can easily switch to working remotely, teams can keep meeting, and operations can go on as usual.
“Technology for collaboration will be more crucial than ever with employees working in different time zones and locations. Hence, teams have the resources to connect with coworkers across boundaries thanks to cloud communications,” Mohit explains.
Organisations can make the most of their resources with cloud communications, which can quicken implementation, increase flexibility, and provide limitless high-volume information exchange. Moreover, cloud communication security features guarantee adherence to data privacy laws.
The technology, protocols and best practices that safeguard cloud computing environments, cloud-based applications and cloud-stored data collectively constitute cloud security. Understanding exactly what needs to be secured and the system components that must be managed is the first step in securing cloud services.
As an overview, cloud service providers are responsible for backend development against security vulnerabilities. Clients should concentrate primarily on the proper service configuration, safe use habits, and selecting a security-conscious provider.
“Clients should also confirm that any end-user networks and hardware are properly secured,” Mohit says.
Every step taken to secure the cloud aims to facilitate data recovery in the event of data loss; guard against malicious data theft on networks and storage; prevent human error or carelessness that results in data leaks, and minimise the effects of any data or system compromise.
The transition to cloud-based computing has resulted in a significant evolution of traditional IT security. While cloud models offer greater convenience, always-on connectivity necessitates new security measures. There are a few ways in which cloud security differs from conventional IT models as a modernised cyber security solution.
According to Nathan Guy, Zoom Phone Leader, Asia Pacific, Zoom, the macro business environment has significantly changed. Businesses are under tremendous pressure to increase productivity, adapt quickly as competition heats up and be productive to keep up with the rapid pace of innovation and technological advancements.
This problem is becoming even more pressing because of economic uncertainty. Without effective communication between customers, prospects and employees, it will be impossible to address these issues.
Nathan highlighted that the workforce is also experiencing a generational shift. People prefer the option of remote employment. And they are asking for cutting-edge equipment and communication systems as they need to do their jobs.
With every new tool and app that is made available, communication becomes more complex and confusing. Employees, clients, and potential customers are just a few stakeholders with 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,’ says Nathan.
Among the routes they take are keeping up with currently used systems deemed adequate; embedded communication tools included with other software packages; exploring multiple solutions depending on the situation; among others. “These strategies are meant to provide the organisation with fundamental communication.”
Such methods allow for some flexibility but also change the environment for prospects, employees and customers. People are compelled to alternate between various solutions based on their needs.
Some consumers “separate” from a favourite brand after just one disappointing interaction. Today’s harsh reality is that communication is a critical path activity; your business will also fail if it fails. A path that is crucial to the business failure.
Nathan believes that organisations must go beyond essential communication to universal communication. Creating intuitive connections to all parties – employees, customers, and investors – regardless of location, device, or business activity – will have a tremendous advantage in this uncertain business environment.
“You do this by combining the connection needs of the individual and organisation by delivering a consistent and quality experience for all participants, making human connection effortless, and enabling rapid innovation to maintain relevance,” says Nathan.
These steps could result in:
- Meeting both the organisations’ core business needs and the demands of their customers;
- Refocusing internal resources away from administering communications and towards new services and capabilities; and
- Improving the agility and the perceived value both in the company and the market
An organisation’s reputation is directly linked to the quality of its communication services. In addition to the fact that employees, clients, and customers can work from anywhere, people returning to the office do not want them to be disappointed by the home office environment to which they have grown accustomed.
Expectations have increased; a session that fails due to dropped participants or subpar audio/video is unacceptable and embarrassing. Organisations must adapt to this new hybrid environment and guarantee that everyone receives high-quality service regardless of circumstance or location.
“When communications are disrupted in today’s world, business transactions become impossible,” claims Nathan. “Organisations can eliminate a work-limiting unpredictability risk by doing this. They provide a controlled experience by enabling the staff to work without concern about the underlying technology.”
By using a top-notch infrastructure specially built to prevent failures, Zoom will protect organisations from communications breakdowns. Organisations could troubleshoot the underlying cause of environmental problems and take preventative measures. This allows the workforce to concentrate on their work without unneeded interruptions or uncertainty. Hence, employees will have confidence that the communication system they provide will work as expected.
Differences in network performance and bandwidth can seriously impair audio and video quality and lead to intermittent problems, preventing some users from participating fully. Even with severe packet loss, organisations can use Zoom to deliver a productive meeting experience. This makes it possible to eliminate local network and infrastructure variability, which is crucial when doing business internationally.
More complexity is being added to communications. “Now you have workers returning to the office, frequently in a hotel setting, as well as those travelling or working remotely,” says Nathan.
Three main contexts have been produced as a result: remote, office and mobile. Unfortunately, all too frequently, people are forced to juggle a patchwork of disjointed point solutions created during the pandemic. This includes a personal cellphone, a videoconferencing option for small meetings and another tool for significant events.
Nathan believes that employees and clients must learn to use a different interface. Even if the organisations stick with a single vendor, many have expanded through acquisitions, leading to various products with no shared characteristics.
“There’s no doubt that communication platforms are a big part of how hybrid teams work,” Nathan asserts. “A modern communications platform like Zoom could help boost productivity, add to what can be done, and show how engaged employees are.”
Fireside Chat: How to Prepare for the Transition to the “Cloud Culture”
According to Deddy Kartika Utama, Head of Information Security, Ministry of Home Affairs (Kemendagri), policies regarding political and general governance and regional autonomy are developed, determined and implemented by the Ministry of Home Affairs.
The Ministry also plays a role in establishing regional and village administration, governing issues, regional finance, demographics and civil records.
Given the number of parties involved and the nature of the hybrid organisation, including the Ministry, maintaining consistency may prove difficult. Because of this, compelling and trustworthy means of communication are crucial.
Cloud communications, Deddy emphasised, continue to be the preferred method of meeting the growing demand for efficient organisational communications, considering the advent of the hybrid workplace. With cloud computing and communications, organisations can quickly expand or contract to meet fluctuating demand.
In the public sector, by using internet-based connectivity to reduce lag time and unreliable connections, organisations can communicate with their team and customers through various channels, including email, voice calls, chat and video.
Through the advancements in IT, organisations now have access to a flexible, instant, scalable, stable, and conveniently located environment. Organisations that switch to cloud-based communication technology can take advantage of full cloud communication’s mobility, scalability, security, reliability, and cost-effectiveness.
The rapid development of cloud computing services and collaboration technologies has apparent benefits for remote and hybrid workforces. It enables teams to work together and achieve their shared goals even when they are not physically present in the same office.
“Using a cloud collaboration strategy, coworkers can work together on documents stored in the cloud while having access to the same files and making changes to them in real-time,” Deddy explains. “One method for cutting costs while maximising organisational resources despite growing communication capabilities and reach is to concentrate on the quality of the technology.”
By utilising the cloud, businesses have found cheaper alternatives while ensuring that their customers can access their data and systems from any location at any time. Transitioning from traditional to cloud office culture is exciting and promising. To protect the organisations and their operations, a solid security foundation must first be established.
According to Deddy, the potential of cloud computing is becoming increasingly apparent to various organisations, and it is also growing. “Organisations are already transitioning from the traditional office culture to the cloud culture, and doing so is profitable. They can save money and space by switching to cloud technology.”
Nathan emphasised the significance of cloud security, albeit that most organisations are already utilising cloud computing in some form. “Organisations are still hesitant to move more data and applications to the cloud due to security, governance, and compliance concerns when storing their content in the cloud.”
By partnering with Zoom, the human connection could be simplified and security could be included. Organisations can capitalise on the habits and competencies individuals have developed over the past two years. Additionally, they will ensure consistency across multiple use cases.
“By partnering with Zoom, businesses will be able to maintain their relevance through rapid innovation. They have access to a constant stream of new capabilities that reflect actual user requirements,” Nathan claims.
According to Mohit, a critical component of cloud security is the protection of data and business content such as customer orders, secret design documents and financial records, among others.
Preventing leaks and data theft is critical for maintaining customer trust and safeguarding assets that contribute to competitive advantage. “The ability of cloud security to protect your data and assets makes it critical for any organisations that are transitioning to the cloud.”
Development partners can assist organisations in meeting a broader range of customer needs, resulting in increased market reach. As a result, when developing cloud applications, make sure to include platform or integration capabilities as well as a partner strategy.
“Your cloud partner strategy should be based on business potential, engineering capability, and platform marketing. A balanced strategy will enable a larger partner ecosystem, more comprehensive customer solutions, and increased revenue potential,” Mohit concludes.
Enterprise transformation refers to a significant shift in the way a company conducts its day-to-day operations. This could involve adjusting an organisation’s fundamental technology, the structure of the company’s workforce or the way the company creates and markets its goods.
Enterprise transformation can take many different forms, one of the most prevalent of which is when an organisation makes a significant change in the products or services it offers. Currently, with digital technology, adjustments like this are occurring more frequently.
Companies are realising that they need to modify their approaches to meet the ever-evolving requirements of their customers as well as the consistently expanding standards set by their rivals.
Simultaneously, several Digital technologies, including Artificial Intelligence, the Internet of Things, Blockchain, Big Data, Virtual reality, Augmented Reality, Robotics and automation, among others, have the potential to transform how businesses operate. They can transform various functions of the value chain, such as logistics & supply, manufacturing, engineering, marketing, customer service, corporate management and support functions.
With their versatility and agility, these technologies can be deployed to numerous industries, among these are Healthcare, Food & Beverage, Manufacturing, Services and Mobility.
Innovative Business: What Lies Ahead?
“Businesses need innovation, not only for survival but for future growth,” says Vikram. “Innovation could emerge as product innovation, process innovation, service innovation or business model innovation to create a long-term sustainable advantage.”
Enterprises have been creating legacies based on research and development (R&D) which has LED them to incremental innovations. However, innovation is disruptive or transformational and it can be around product processes, services and business models.
Transformational innovation represents innovation that transforms businesses and innovates processes to create long-term sustainable, competitive, profitable business models. Disruptive innovation is targeted more towards identifying and inventing new mechanisms to solve existing and anticipated problem statements in businesses, which is also expected to have a business impact.
Many businesses do not distinguish between R&D and innovation. Enterprises today, however, are better able to distinguish themselves from one another and can understand and appreciate the impact that innovation has in comparison to R&D’s function.
R&D is an essential part of most businesses, and the benefits it brings are usually small and mostly limited to the people who work in R&D.
Innovation, on the other hand, isn’t just a function; it’s also a way of thinking for the whole organisation. It affects everything from the process to the product to the service to the business model, and the expected size of its effects is disruptive rather than incremental.
This further demonstrates how the current difficult business and economic environment has forced companies with lower levels of technology adoption and digital maturity to rethink their operations.
Enterprises can now assess the possibilities that technology integration may bring about, not only to address their current problem statements but also to consider new opportunities, whether it takes the form of a product, service, or business model.
There are a few common KPIs that should be measured regularly to gauge an organisation’s and its employees’ level of digital maturity. Vikram believes that because every organisation is unique, the KPIs used for assessments will vary.
For example, the key metrics for some common functions, like customer experience, data and insights, strategic and leadership, technology, operations, digital skill sets and so on, would need to be customised based on how they have changed and how they are changing now.
“We can get innovations which can predict based on the data analytics for the next 10 years,” Vikram reveals. “Every organisation should think out-of-the-box. Then they only need the right set of people who can guide them for the KPIs to be defined.”
Additionally, a variety of industries, including those in healthcare, food and beverage, manufacturing, services, FMCG, mobility, hospitality, and many more, can adapt to new technologies.
The following are crucial actions that businesses need to take today to digitally transform their futures:
- Identify your key employees’ level of digital maturity
- Research the technologies that are currently being used by the Enterprise’s various functions
- Select current issue citations
- Sort the problem statements according to priority
- Assess a system for locating, evaluating, and integrating digital technologies
- After a framework has been chosen and put into place, make the process iterative
- Establish it as the Enterprise’s mentality
Urban Ideas and Solutions Through LKYGBPC
When it comes to entrepreneurs who are truly pushing the envelope, Vikram is looking for certain characteristics. One of these is how the participants interact with businesses, which is determined by a unique set of criteria.
“And because we engage with various sets of parameters when looking at entrepreneurs, we can combine their efforts with those of the business,” Vikram explains.
Therefore, they bring the enterprise work and the entrepreneurs together when looking at the entrepreneurs, especially in the GHV DX LAB framework – they are the project managers and the system integrator for GHV.
The digital transformation, specifically the adoption of online business models and the general shift of economic and social activities online, particularly during the COVID-19 pandemic, has altered how economies operate, businesses function and societies interact.
The exploitation of data is the driving force behind the emergence of a new type of data-driven economy. It creates new opportunities for international cooperation to leapfrog the intermediate infrastructure of the industrial age, taking advantage of the new markets made available by digital platforms and the improved service delivery made possible by smart technologies.
In addition, the most effective mechanism in education would be to integrate innovation and entrepreneurship at the earliest possible stages of the educational system. In today’s context, entrepreneurship is about more than just passion, raising capital, or coding something; it’s about building a network around yourself to support your entrepreneurial journey. The network is critical.
Vikram spent sixteen years in Japan before relocating to Singapore and India to establish a business. He has realised that he must contribute significantly to society. For Vikram, LKYGBPC is a fantastic platform that can be an integral part of any entrepreneur’s entrepreneurial journey.
As opportunities for entrepreneurs are created through this platform, a global network of mentors and other ecosystem partners are integrated with LKYGBPC to focus on the entrepreneurs. “I think it’s a fantastic platform that is desperately needed right now, not just in the context of Singapore or Southeast Asia, but for the global market,” Vikram is convinced.
He believes that a combination of all these factors pushed him into the venture capital world. “I enjoy being a techie. But I’m enjoying my current role as a mentor to thousands of Asian entrepreneurs.”
Vikram has mentored over 1200 startups to date, including 3 that will soon be unicorns. He has personally invested in over 50 startups, and through the GHV Fund, he has invested in over 20 startups. “Every day, I learn something new and give it back to society in the same way.”
Building intellectual property (IP) rights has been the best part of his digital journey so far, and he hopes to keep doing this. “The level of self-satisfaction I feel is never as high as when I say IP is greater. You can make a lot of money consulting, but that doesn’t get me excited if you can’t create IP and work together. And that’s why what we’ve been doing around it can be great,” Vikram concludes.