Kristof Geerkens, Software Product Manager, Barco, Discusses the Difference Between Cloud and On-Premises Solutions

Local or on-premises software solutions run on a local network, an on-premises PC or a physical server with hardware to run and store your data. Cloud software solutions, on the other hand, refer to an online solution owned by a third party that allows you to access the software wirelessly using the Internet. In this case, the data collected by the “things” on the Internet of Things is pushed to the cloud environment where it is being stored and analysed. In short, it is where the “smart” processing takes places.

Kristof Geerkens is an experienced Product & Solutions Manager with a demonstrated track record in the telecommunications & ICT industry. He has deep expertise in different domains like fleet management software, IPTV, Digital Signage, Cloud, Storage and Backup solutions, Data Centre, IT Strategy and Wholesale. In his current role with Barco, he is responsible for helping clients bring efficiency, reliability and flexibility with Barco’s connected projector solution: ‘Projector Management Suite’.

Cloud vs. on-premises: key differences

BYOD and hybrid work

The greatest strength of cloud technology is that it allows you to easily access your solution anywhere and from any device with an internet connection. With the Bring Your Own Device (BYOD) idea on the rise, most businesses want to be able to easily share information across devices – in the office or in the field. And the 2020 ‘home office’-trend, has certainly pushed the needle for technologies that enable remote work and hybrid solutions. Cloud services and remote access to your tools also brings the opportunity to move fast and react immediately when needed. It means fewer travel hours, saving you considerable time and money.

Infrastructure and costs

For some applications, local solutions mean a significant investment in hardware (e.g., a rack or server room/closet), a challenging setup of the network with lots of cables and switches, and dedicated IT support. In addition, with on-premises servers and systems, you are responsible for maintaining the hardware, software, data backups, recovery, etc. These additional maintenance expenses could easily be forgotten but should always be considered in your final calculations.

Cloud solutions require less (to no) upfront infrastructural costs, and you don’t have to pay high energy bills to power on-premises infrastructure. The solutions are often on-demand, which also makes them more scalable for the future. You only pay for what you need/use with regular fixed payments (OPEX principle), and based on the analysed data, predictive support and maintenance services can be scheduled when necessary.

Reliability and data recovery

There is no Internet-of-Things without the internet of course… So, one important element for cloud solutions is reliable internet connectivity. If the Internet goes down on your side or on your cloud provider’s side, you will not have access to any of your information. With on-premises systems, you do not rely on internet connectivity or external factors to access your data. Nevertheless, local architecture also relies on many links in a communication chain to move data from the physical world of our assets into the digital world of information technology. Each link in that communication chain is a potential point of failure.

In addition, local solutions may be more susceptible to data loss during disaster situations due to their in-house location. There are no recovery guarantees. With your data backed up and stored in the cloud, you do minimise data losses in unfortunate events.

Cybersecurity and privacy

Finally, we need to tackle the concerns on data privacy and potential data security breaches with IoT and cloud-based solutions. It is true these aspects should be treated as a great priority in the development and adoption of IoT devices and services.

Relying on local solutions entails that your data, hardware and software platforms are all yours. It keeps critical and sensitive data in-house. But in the end, even local solutions/infrastructure can be hacked…

And did you know that most cloud data centres employ such high-standard security measures, they are reaching beyond the affordability of most businesses? So, in fact, in some cases, your data might be safer in the cloud than on a server (or a PC) in your offices.

Barco Projector Management Suite: a cloud-based IoT platform for remote projector management

Now which one’s best for IoT applications: cloud or on-premises? As always, there is no one-size-fits-all solution, with each its pros and cons. But there are clearly some substantial benefits in cloud connectivity for many IoT use cases. For our remote projector management system, Barco Projector Management Suite, we’re convinced that the benefits of a remote solution answer some of the most important requirements of our AV partners and customers.

Our (IoT connection) Projector Management Suite platform is built to facilitate remote asset management. Monitor, diagnose and control – anywhere and anytime. The Management Suite dashboard gives real-time information on the operating and environmental conditions of the projectors for effective device analysis and proactive maintenance. You have all the tools available for prompt remote assistance before the projector even gets the chance to break down. It minimizes the downtime of your equipment, lowers time-consuming back-and-forth communication and eliminates unnecessary travel costs.

What is more, by using the Projector Management Suite API, the data can easily be combined with your own tools and current processes. And to conclude, we kept a very close eye on the security of our IoT solution to deliver a safe and worry-free platform. Be safe thanks to the encrypted communication and turn off connectivity at any moment in the device settings. You are in control! You can find more on the topic of security in this whitepaper.

Barco’s Projector Management Suite is available for our UDM and UDX series and is based on a subscription model with three levels: Monitor, Diagnose and Control. The first-level “Monitor” is automatically included for free in the purchase of your UDM or UDX projector for the first 2 years of usage (after registration). You can upgrade and extend your subscription whenever you want to benefit from the extra functionalities each level has to offer. You choose the package that serves your needs and budget.

Learn more about this revolutionary Projector Management Suite platform here.

EXCLUSIVE: E-wallet to Facilitate Government Transaction

GovTech has been recognised by OpenGov Asia for its innovative use of digital technology in transforming the public sector. Through the GovWallet initiative, GovTech has simplified government operations and unlocked new opportunities.

This effort forms part of GovTech’s ongoing work to develop a digital wallet module that enables government entities to securely and promptly distribute funds and credits to citizens and beneficiaries. Agencies no longer must build their own payment systems, and people can get their government payments quickly through apps they already use.

GovWallet facilitates payment tracking for government agencies while providing payment recipients with multiple options to monitor their payment and spending records. Notably, one of its key features empowers agencies to select authorised merchants and regulate payout usage.

GovWallet serves as a backend service module that seamlessly integrates with any government mobile application, including LifeSG and Singpass. This allows users to utilise their credits at PayNow and NETS accepting stores and withdraw cash from ATMs, facilitating financial access for individuals without bank accounts.

Essential insight to build digital payment

While working on SupplyAlly, a system that coordinates the distribution of tangible items like food packs, TT Tokens, and reusable masks during the pandemic, the GovWallet team initiated the Know Your Customer (KYC) research.

Through their collaboration with government agencies, the GovWallet team found that agencies are not only interested in managing the distribution of physical goods but also in disbursing government benefits to eligible recipients. The team discovered that there were limited locations where recipients could utilise their payouts, the widespread acceptance of digital vouchers in the commercial sector.

GovWallet was created to enable citizens to access the widely used SGQR and well-established payment ecosystems, such as PayNow and NETS, without the need for a bank account to complete the transactions. The aim was to expand the range of retailers where beneficiaries could utilise their payouts.

They recognised that a comprehensive approach to addressing security, fraud, compliance and monitoring concerns necessitates a risk assessment. The team engaged with various stakeholders to validate their strategy and output, encompassing both the technical implementation and policy framework.

As part of their pre-rollout plan, they used a separate team to conduct vulnerability analyses and penetration tests simultaneously. These assessments proved valuable in gauging risks, and their insights would inform the future rollout and expansion of GovWallet.

GovWallet is hosted on the Government on Commercial Cloud (GCC) platform and is deployed on Amazon Web Services (AWS). A typical disbursement campaign may require up to 1,600 man-hours to complete.

Their architecture, which is based on AWS’ Serverless framework, allowed them to scale up and down as needed, reducing the amount of manpower required to monitor, maintain and operate the system. Adopting a serverless architecture allowed them to concentrate on making GovWallet more cost-effective, high-performing and responsive to traffic vagaries.

GovWallet has been gaining popularity among both government agencies and citizens. However, as with any other product that requires integration with multiple parties, the GovWallet team needed to maintain close communication with agencies to avoid a drop in collaboration.

They have scheduled regular meetings with various parties, such as government agencies and banks, to keep track of progress and address issues as they arise. They have also worked on numerous disbursement campaigns with multiple agencies.

A noteworthy application of GovWallet was its collaboration with the Ministries of Defence and Home Affairs to disburse S$100 digital credits to over 1 million past and present national servicemen. The system successfully processed up to 1.1 million disbursements and payments, with minimal lag or disruption.

According to the team, communication is critical to the success of any project, regardless of its size. Onboarding a government agency onto GovWallet typically entails the agency, the GovWallet team and a frontend interface for citizens to access payouts, such as LifeSG or a commercial bank.

To be able to move and adapt quickly, all teams must be on the same page in terms of objectives and changes. This allows them to remain agile, quickly adapt to user needs, and benefit more citizens.

When designing the infrastructure or developing the code, the GovWallet team draws on market best practices. Additionally, they conduct routine security reviews of their products to ensure that they remain current with the latest security practices and vulnerabilities.

GovWallet is currently developing a self-service dashboard for agencies onboarding its platforms. This provides greater flexibility in administering government disbursement schemes without necessitating a system-to-system integration with the backend.

They are not restricting their expansion to support digital currency transactions on GovWallet and will continue to collaborate with banks to provide such services as needed.

About the team

GovWallet was originally created as a solution to the issues of higher costs, administrative workload and carbon emissions associated with the issuance of cheques and physical vouchers. As the team resolved these challenges, they partnered with industry players to integrate PayNow and NETS payment gateways into the platform, providing GovWallet beneficiaries access to around 200,000 merchants.

While the product team needs to be aligned with the mission and objectives of the initiative, it is equally critical for senior leadership within each organisation to support the initiative. This support enables the product team to reduce or eliminate potential roadblocks and achieve success.

When it comes to product roadmap planning and the development of user-centric solutions, GovTech collaborates closely with the Smart Nation Digital Government Office (SNDGO).

The GovWallet team places a strong emphasis on close collaboration and maintains open lines of communication with all functional roles involved in the initiative. For example, a developer can communicate directly with the product owner without the need for any intermediaries. This approach reduces the potential for misunderstandings and accelerates the feedback loop.

Regular dedicated checkpoints such as scrum and sprint retrospectives are held by the GovWallet team. During these meetings, the team members are given dedicated and safe time to reflect on and inspect the features they liked and areas for improvement. This practice encourages open communication and helps the team identify ways to improve their workflow and product development process.

In the same vein, the GovWallet team promotes effective interaction by establishing direct communication channels with other teams or departments. They also share their scrum cadence for keeping track of and aligning dependent activities. This enables everyone involved to stay on the same page, fosters collaboration and helps in delivering the project efficiently.

Scrum aided the team by dividing the delivery into two-week sprints. This resulted in a shorter feedback loop, allowing the team to adapt to changes more quickly, especially when deconflicting with other teams.

GovTech fosters an environment where all team members are urged to share their ideas for improving the way things are done or launching new initiatives. They have open communication channels with senior management, who are receptive to feedback and suggestions.

During the planning of their subsequent project phases, the team regularly carries out user research. Team members are encouraged to share any discoveries, improvements or trends they observed with the rest of the team.

The team values one another’s suggestions and takes them seriously, incorporating them into the work backlog when applicable. GovTech provides funding resources for its teams to test their ideas. This fosters an environment of transparency and openness where everyone is seen as a peer and can explore genuine possibilities.

GovTech encourages all employees to be agile, bold, and collaborative. By encouraging a culture of innovation and creativity, they have been able to tap into the diverse perspectives and experiences of its employees, resulting in new and effective solutions.

Through regular forums and open communication, the organisation has created an environment where everyone is empowered to contribute to its mission of using technology to improve the lives of citizens. This approach has not only improved the quality of the organisation’s work but also increased employee engagement and satisfaction.

EKSKLUSIF! GovWallet, Dompet Digital Singapura Efektif Salurkan Dana Bansos

GovTech meluncurkan inisiatif dompet digital GovWallet yang bisa digunakan Singapura untuk mengirim uang dan kredit kepada warga penerima program dana bantuan sosial (bansos) pemerintah dengan aman dan cepat. Dompet digital ini membuat pemerintah bisa melacak proses penyaluran bantuan sosial. Sementara bagi warga penerima bantuan, mereka dapat mengetahui pembayaran yang diterima dan melacak riwayat pengeluaran mereka.

Dengan GovWallet, lembaga dan badan pemerintah bisa mengatur bagaimana dana bantuan yang mereka salurkan dipakai oleh penerima. Mereka bisa membatasi agar pembayaran yang dilakukan lewat GovWallet hanya bisa dilakukan di tempat-tempat tertentu saja. Dengan demikian, dana bantuan bisa digunakan untuk hal-hal yang lebih tepat sasaran.

GovWallet bisa digunakan di toko-toko yang menerima pembayaran PayNow dan NETS. Dengan PayNow, warga Singapura bisa melakukan transaksi pengiriman uang menggunakan nomor telepon. Sementara NETS adalah penyedia layanan pembayaran elektronik lokal di Singapura, mirip VISA atau Mastercard. GovWallet juga bisa digunakan di mesin ATM, sehingga warga yang tidak memiliki rekening bank bisa mengambil uang tunai.

GovWallet dikembangkan sebagai modul layanan backend, sehingga layanan ini bisa ditautkan ke aplikasi instansi lain, seperti LifeSG dan Singpass. Sehingga, tiap instansi pemerintah tak perlu lagi membuat sistem pembayaran mereka sendiri untuk mendistribusikan pembayaran.

Cara GovWallet dikembangkan

Inisiatif untuk mengembangkan layanan dompet digital GovWallet muncul ketika mengembangkan SupplyAlly. Seperti namanya, SupplyAlly merupakan sistem yang mengelola distribusi barang fisik, seperti paket makanan, Token TT (token fisik untuk layanan pelacakan COVID-19 Trace Together), dan masker pakai ulang (reusable). Sistem ini dikembangkan saat pandemi COVID-19 dan bisa digunakan untuk kebutuhan serupa setelah pandemi berakhir.

“Saat bekerja dengan lembaga pemerintah, kami mengetahui bahwa mereka tidak hanya tertarik dalam mengelola distribusi barang fisik tetapi juga menyalurkan pembayaran pemerintah kepada warga yang membutuhkan,” jelas tim GovWallet dalam wawancara dengan OpenGov Asia.

Selain itu, GovWallet juga menjadi jawaban GovTech untuk mengurangi emisi karbon dan biaya mahal imbas penerbitan cek dan voucher fisik untuk menyalurkan bantuan pemerintah. Untuk menyediakan layanan dompet digital, tim GovWallet bermitra dengan gateway pembayaran PayNow dan NETS.

Kolaborasi ini memudahkan warga penerima bantuan, sebab mereka bisa membelanjakan dana bantuan di GovWallet yang bisa ditransaksikan ke sekitar 200.000 toko yang sudah terintegrasi di jaringan PayNow dan NETS. Sebelumnya, voucher digital hanya bisa ditukar di sejumlah toko saja. Kini, dengan fitur SGQR di GovWallet penerima dana bisa melakukan transaksi di lebih banyak toko, tanpa harus memiliki rekening bank.

Selain itu, cara ini juga membantu meringankan penyaluran dan pengawasan dana dari pemerintah. Contohnya adalah kolaborasi dengan Kementerian Pertahanan dan Kementerian Dalam Negeri untuk menyalurkan kredit digital sebesar S$100 (Rp1,13 juta) kepada lebih dari 1,1 juta prajurit nasional.

Sistem ini pun berhasil menghemat waktu penyaluran bantuan dari rata-rata 1.600 jam kerja, kini bisa diselesaikan dalam sekejap. Sebagai contoh pada proses pembayaran jutaan prajurit nasional yang disebutkan sebelumnya, kini bisa diselesaikan hampir bersamaan, dengan minim gangguan dan jeda.

Penghematan lain yang dirasakan pemerintah adalah penghematan tenaga kerja yang diperlukan untuk memelihara sistem yang digunakan untuk membangun GovWallet. Tim pengembang memanfaatkan layanan cloud dari salah satu penyedia asal Amerika Serikat yang di-hosting di platform Government on Commercial Cloud (GCC).

Dengan membuat sistem berdasarkan arsitektur tanpa server (serverless framework), membuat sistem GovWallet bisa berperforma tinggi lantaran bisa bekerja fleksibel dan responsif terhadap lonjakan lalu lintas, namun lebih hemat biaya.

Sebagai layanan pembayaran digital yang rentan dengan kejahatan siber, tim GovWallet menyebut kode dan infrastruktur yang mereka rancang sudah menggunakan praktik terbaik di pasar saat ini. Di masa prapeluncuran, mereka melibatkan tim terpisah untuk melakukan penilaian kerentanan dan pengujian penetrasi. Hal ini berguna untuk membantu mereka melakukan penilaian risiko. Pemantauan keamanan terus dilakukan bahkan setelah layanan diluncurkan dan dipakai luas.

“Kami melakukan tinjauan keamanan secara berkala pada produk untuk memastikan produk kami yang sudah ada diperbarui dengan kerentanan dan praktik keamanan terbaru. Saat ini, kami belum mengadaptasi AI atau pembelajaran mesin dalam upaya pencegahan penipuan, namun kami terbuka untuk menjajaki hal itu di masa mendatang jika diperlukan,” jelas tim lagi.

Dalam waktu dekat, tim GovWallet tengah membangun dasbor, sehingga instansi pemerintah yang memanfaatkan GovWallet bisa mengatur sendiri bagaimana skema pencairan dana yang ingin mereka lakukan. Dengan dasbor ini, mereka pun tidak perlu melakukan integrasi sistem ke backend GovWallet. Ketika ditanya soal ekspansi ke blockchain dan mata uang crypto, GovWallet menyebut mereka terbuka untuk mendukung kedua hal itu dan siap bermitra dengan bank jika memang diperlukan.

Membangun efektivitas dan kreativitas tim

Tim GovWallet menyatakan komunikasi adalah hal terpenting untuk menjamin keberhasilan proyek dalam skala apapun. Berdasarkan pengalaman mereka, sinkronisasi informasi dengan sesama anggota tim lain membuat mereka bisa lebih gesit dan memastikan aplikasi menjawab kebutuhan pengguna dan memberi manfaat bagi lebih banyak warga.

Meski GovWallet telah mendapatkan apresiasi warga dan instansi pemerintah lain, namun tim GovWallet tetap memastikan komunikasi yang erat dengan semua pihak agar bisa tetap responsif mengatasi kemungkinan masalah dan mengikuti perkembangan yang terjadi.

Untuk menjaga agar aplikasi dompet digital ini tetap memenuhi kebutuhan pengguna, tim GovWallet, kerap melakukan riset pengguna secara reguler. Tim didorong untuk berbagi insight mengenai tren terbaru dan peningkatan yang bisa mereka lakukan untuk mengembangkan produk. Masukan dari riset ini akan mereka gunakan untuk merencanakan proyek fase berikutnya. Tiap masukan ditanggapi dengan serius dan akan menjadi bagian dari pekerjaan tim jika relevan.

Mereka mengembangkan budaya yang transparan dan terbuka dalam tim, di mana setiap orang menjadi rekan satu sama lain. Sementara pemimpin senior dari setiap organisasi menjadi pendukung inisiatif yang akan dijalankan dan mendorong tim untuk menyatukan upaya mencapai tujuan tersebut. Hal ini dilakukan untuk mengurangi dan menghilangkan kemungkinan terjadinya boikot atas program pemerintah.

Untuk menjaga keselarasan, GovTech juga bekerja sama dengan Smart Nation Digital Government Office (SNDGO) untuk pengambilan keputusan teknologi-kebijakan dalam hal perencanaan peta jalan dan dan pengembangan produk serta solusi yang berpusat pada pengguna.

Komunikasi dan kolaborasi terbuka dengan berbagai pihak juga dilakukan untuk memvalidasi pendekatan yang digunakan dan produk yang dikembangkan. Validasi dilakukan pada aspek kebijakan hingga implementasi teknis. Untuk menjaga keterbukaan, mereka mengimplementasikan jalur komunikasi langsung dengan peran fungsional apa pun dalam tim.

“Misalnya, pengembang kami dapat berkomunikasi dengan pemilik produk secara langsung tanpa harus melalui perantara apa pun. Ini membantu mengurangi kemungkinan kesalahpahaman dan mempercepat putaran umpan balik.”

Untuk meningkatkan layanan, mereka memiliki pos pemeriksaan khusus yang melakukan inspeksi secara reguler dengan metode scrum dan sprint retrospective. Dengan metode ini, tim didorong untuk melakukan refleksi dan inspeksi dengan mendiskusikan fitur yang mereka sukai dan mengkritisi fitur yang harus ditingkatkan.

Untuk mendukung komunikasi yang lebih efektif dengan tim di departemen lain, mereka juga membagikan metode scrum dengan mereka. Dengan demikian, semua tim yang terlibat memiliki kesadaran mengenai urgensi sebuah tugas dan tujuan yang akan dicapai.

“Scrum membantu kami dengan membagi penyelesaian tugas menjadi bagian yang lebih kecil dan menjadikannya sprint per dua minggu. Kami memiliki jarak yang lebih pendek untuk mendapat umpan balik dan tim bisa segera beradaptasi dengan perubahan, terutama ketika terjadi bentrok dengan tim lain.”

Sebagai penutup, tim menyebut GovTech pun mendorong setiap karyawan untuk gesit, berani, dan kolaboratif. Tiap staf didorong untuk memunculkan ide-ide baru untuk menyelesaikan suatu masalah dan mengembangkan komunikasi terbuka. Kedua hal inilah yang mendorong kreativitas karyawan.

Komunikasi terbuka dengan manajemen senior membantu menurunkan hambatan kreativitas para staf, sebab mereka merasa diberdayakan untuk berinovasi dan berkreasi. Mereka menggelar forum triwulanan untuk memaparkan ide-ide inovatif kepada tim kepemimpinan senior. Mereka juga bisa memanfaatkan sumber pendanaan dari GovTech yang bisa dimanfaatkan untuk menguji gagasan mereka.

EXCLUSIVE! Technology to Engage the Community

Launched in 2019, CrowdTaskSG aims to harness the collective intelligence of Singaporeans to provide government agencies with useful insights into national issues and addresses the prevalent notion that citizens’ voices are often overlooked. The platform serves as a bridge between citizens and agencies, offering a centralised platform for citizens to share their thoughts and ideas.

The initiative operates on the premise that Singaporeans can have an active and meaningful role in co-creation, collaboration and crowdsourcing, rather than being passive recipients of government schemes and services.

Citizens have a range of ways to participate, including surveys, polls and questionnaires focused on government policies and issues. In addition, they can take part in testing prototypes for new government websites, providing feedback on areas that require improvement and assisting with translation requests.

This diverse set of options aims to cater to various interests and expertise levels, making it easier for citizens to engage with the platform in a meaningful way. By doing so, CrowdTaskSG endeavours to foster greater interaction and participation from citizens, while also providing agencies with a more comprehensive understanding of public sentiment on various issues.

To broaden the scope of citizen participation, the CrowdTaskSG team is actively exploring additional tasks that can be performed through the platform. The team collaborates with other agencies to identify opportunities to optimise the platform for a wider range of crowdsourcing initiatives.

GovTech method to better engage citizens

The CrowdTaskSG team has been inspired by the widespread popularity of the mobile game Pokemon Go, which employs GPS technology to allow players to discover real-world locations, capture virtual creatures and engage with other players.

Gamification was the secret ingredient that propelled the success of Pokemon Go, as it transformed the simple act of walking into a social experience. The game tracks users’ daily steps and incentivises movement by rewarding them with new monsters.

What made Pokemon Go’s success truly remarkable was not only how quickly it became a worldwide phenomenon, but also how it motivated people to participate in physical activity – a pursuit that many individuals were previously averse to. The CrowdTaskSG team was intrigued by this philosophy and wondered whether a similar approach could be adopted to foster the development of a smart nation.

Undoubtedly, many Singaporeans possess a wealth of skills, ideas and feedback that could support Singapore’s transition towards becoming a smart nation. However, they may lack the motivation to engage in these activities.

CrowdTaskSG bridges the gap between citizens and agencies by integrating gamification elements to make the engagement process more enjoyable and rewarding. Through these efforts, they aim to create a more interactive and captivating platform that inspires citizens to take an active role in shaping national policies and improving their personal well-being.

By incorporating gaming elements, CrowdTaskSG takes completing surveys or tasks on the platform to a whole new level of fun – making mundane tasks far more enjoyable and rewarding. Users can earn experience points to level up and virtual coins for NETS QR purchases after completing a task.

The team has adopted simple gamification concepts to ensure that they appeal to individuals of all ages. To make the platform user-friendly and accessible to all, the team has designed a clean and straightforward user interface that minimises distractions and enhances accessibility.

As a product that is designed to prioritise citizen engagement, the CrowdTaskSG team places great importance on delivering a seamless user experience. In addition to collecting feedback and suggestions through the platform, the team frequently conducts user interviews with CrowdTaskSG users to gain insights into evolving user needs and identify areas for improvement.

The CrowdTaskSG team is committed to carefully considering the needs of government agencies as well as user feedback to continuously add new features and improvements to the platform. After the user interviews and testing sessions, the team works consistently on making the platform easier to use and making sure that information and instructions are clear and easy to understand.

The team recently introduced a Leaderboard feature in their referral campaign, which led to a 10% surge in user participation. They also revamped the reward system, making it more convenient for citizens to redeem their virtual coins.

CrowdTaskSG offers government agencies a cost-effective solution as they can currently utilise the portal free of charge. It is a user-friendly, self-service platform that not only enables government employees to submit tasks easily but also allows them to review responses with the built-in data visualiser.

The platform uses MyInfo verification to ensure that all participants are genuine, and its screener function simplifies the process of reaching specific groups of people for government agencies.

The platform has received positive feedback, with many users citing how it has facilitated fast and efficient communication with participants. This is particularly advantageous for User Experience (UX) and Design Thinking teams, who rely heavily on user testing and feedback throughout their design process.

The technology infrastructure that CrowdTaskSG uses has also been employed to develop the SG Translate Together (SGTT) web portal, which is a distinct product from CrowdTaskSG. This has enabled the Ministry of Communications and Information to collaborate with the public to gather translation data through crowdsourcing.

The data collected is utilised to enhance and train SG Translate, the Machine Translation Engine, resulting in more translations that cater to local needs. Additionally, SGTT provides translation resources and a form platform to engage with the local translation community.

The CrowdTaskSG team places a high priority on ensuring that the onboarding process for new users is easy and seamless when developing a product that is intended for widespread use. Therefore, deciding between a mobile application or a web-based application was a crucial consideration for the CrowdTaskSG team when they began the project.

There were several reasons why a mobile-responsive web platform was ultimately chosen for CrowdTaskSG:

Because there are more steps to go through, downloading a mobile application to answer a survey is a huge barrier for new users. If it is a web-based platform, new users can log in by scanning a QR code, which is a quick touch-and-go.
As a result of the pandemic, most Singaporeans are now accustomed to scanning QR codes to open websites in a browser, which became one of the onboarding workflows.
Having a web-based platform enabled to reach users not only on mobile phones but also on desktop computers and even fixed kiosks in the form of touch-screen TVs and tablets when agencies conduct road shows and engage citizens.

To ensure that CrowdTaskSG could be accessed on various screen sizes, including desktops, mobile phones, tablets, and TVs, the team put a great deal of thought into the design of their components to maintain a consistent user experience across all platforms.

TypeScript is the main programming language used by the CrowdTaskSG team, and React is used for the front end, while NodeJS is used for the back end. Using a single language across the stack makes it easier for developers to switch between frontend and backend development with minimal contextual overhead.

A robust audit trail is crucial for a mass-market application as it helps developers quickly identify and resolve technical issues that users might encounter. Moreover, regular performance testing ensures that the application can handle high volumes of traffic and load spikes that may coincide with marketing efforts. By doing so, the team can avoid any performance issues that might lead to a poor user experience and ultimately impact the success of the application.

Constantly being wary of malicious activities is a common challenge with gamification in crowdsourcing platforms. Users could be inclined to cheat the system by submitting tasks multiple times or completing unassigned tasks to gain an advantage in their pursuit of rewards. While not a technical challenge, it is burdensome.

To prevent such behaviour, measures have been put in place to ensure that task submissions on CrowdTaskSG are unchanged or idempotent; submitting the same task multiple times does not benefit the user nor are they rewarded for completing tasks that are not assigned to them.

Nonetheless, security is of paramount importance for the CrowdTaskSG team as they are deploying a government product. Hence, every major release undergoes professional vulnerability assessments and penetration testing before distribution.

In addition to these pre-release tests, the team conducts monthly risk assessments using open-source scans and other risk surveillance tools. The team also has a surveillance bot that monitors traffic and potential attacks in real-time to ensure that any suspicious or unusual activities are promptly investigated.

About the team

For a diverse team to function effectively, a strong product vision and shared goals that inspire collective buy-in are crucial, beyond just support and resources. Creating a culture that embraces and celebrates diversity is essential in acknowledging that each individual brings unique perspectives and expertise to the table.

This recognition helps ensure that every team member can make meaningful contributions to the various domains. Support and resources can be generated from within the team if the right culture and communication are in place.

CrowdTaskSG’s work methodology is heavily influenced by GovTech’s Agile, Bold, and Collaborative values. The team convenes every two weeks for “retrospectives,” during which they discuss the previous sprint and exchange fresh concepts regarding the product and their work approach. To capture spontaneous ideas, they also maintain idea boards to jot down any potentially useful insights for future reference.

Regular and open communication is important and members talk to each other often (at least once a day). The team values a “no-blame” culture, which creates a safe space for members to express their thoughts and concerns.

Trust is a cornerstone of the team’s work culture, with everyone aware that they are working together for the best of the product. The team takes a collaborative approach to problem-solving, with all domain leads gathering to discuss various perspectives before arriving at decisions and working through problems quickly and efficiently.

The CrowdTaskSG team proactively helps each other to overcome any obstacles that may impede their progress. A conducive culture and effective communication facilitate this internal support system, enabling team members to assist one another in achieving their shared goals.

EKSKLUSIF! CrowdTaskSG: Tarik Partisipasi Warga Lewat Gim untuk Bangun Singapura

Pemerintah Singapura meluncurkan CrowdTaskSG pada 2019. Sesuai namanya, CrowdTaskSG memang ditujukan agar pemerintah bisa lebih melibatkan partisipasi warga untuk menyelesaikan masalah nasional dan pembangunan di Singapura, sehingga kontribusi dan masukan dari warga bisa digunakan sebagai dasar penentuan keputusan dan tindak lanjut lembaga pemerintah.

Inisiatif ini meluncur dengan premis bahwa warga Singapura bisa memainkan peran aktif dalam pemerintahan. Mereka tidak hanya sebagai pemain pasif yang menerima skema dan layanan pemerintah. Namun, warga bisa berkreasi bersama, berkolaborasi, dan menjadi sumber informasi bagi pemerintah.

Inisiatif ini meluncur sebagai respons atas pendapat yang umum beredar kalau pemerintah Singapura kurang memerhatikan aspirasi warga. Oleh karena itu, CrowdTaskSG diciptakan untuk menjembatani kesenjangan antara warga dan lembaga pemerintahan. Lewat platform ini, pemerintah menyediakan satu platform terintegrasi untuk berbagi pendapat dan ide.

Hal ini diwujudkan dengan memberi kesempatan bagi warga untuk berkontribusi dalam survei, jajak pendapat, atau kuesioner tentang kebijakan dan masalah pemerintah lewat CrowdTaskSG. Selain itu, warga juga bisa melakukan tugas seperti menguji prototipe fitur atau produk baru di situs web pemerintah, memberi umpan balik tentang wilayah kerja yang perlu peningkatan, dan ikut terlibat untuk kebutuhan penerjemahan. Sebab, Singapura biasanya perlu menyosialisasikan kebijakan pemerintah dalam empat bahasa, Inggris, Melayu, Mandarin dan Tamil.

Tim CrowdTaskSG terus berupaya meningkatkan minat warga untuk berkontribusi aktif di platform ini. Mereka juga terus mengeksplorasi tugas-tugas bersama (crowd task) lain yang bisa diintegrasikan di platform ini. Untuk itu, tim CrowdTaskSG kerap menjalin komunikasi dan kolaborasi dengan instansi lain untuk mempelajari dan menggali ide bagaimana platform ini bisa lebih dioptimalkan untuk mendukung berbagai inisiatif crowdsourcing.

Gamification untuk menarik partisipasi warga

Sejak pertama meluncur, GovTech sudah menyertakan gamification pada platform ini. Mereka terinspirasi untuk memasukkan faktor permainan dalam platform ini lantaran terinspirasi oleh kepopuleran gim Pokemon GO.

Pokemon GO adalah gim berbasis lokasi dan augmented reality. Lewat gim ini, pemain diajak untuk menangkap dan mengumpulkan berbagai monster unik khas Pokemon. Memanfaatkan GPS di perangkat pengguna, mereka harus menjelajah ke tempat-tempat berbeda untuk menemukan berbagai monster langka itu. Monster Pokemon yang terkumpul bisa dilatih dan dipertarungkan. Gim ini sekaligus menghitung jumlah langkah yang dilakukan dalam sehari untuk menangkap monster-monster itu.

Kesuksesan Pokemon GO berhasil mengangkat gim ini menjadi fenomena dunia. Menariknya, gamification permainan itu berhasil menarik orang untuk keluar rumah dan lebih aktif melakukan kegiatan fisik. Hal yang kian jarang dilakukan di kehidupan modern sebelum popularitas gim ini meledak.

Resep rahasianya tentu terletak pada gamification yang berhasil dieksekusi dengan baik oleh pembuat permainan ini. Pokemon Go sukses mengubah kegiatan berjalan keluar rumah yang menjemukan menjadi kegiatan sosialisasi yang menyenangkan.

“Hal inilah yang membuat kami berpikir apakah kita bisa memanfaatkan cara yang sama untuk membantu membangun misi Smart Nation di Singapura,” jelas tim pengembang CrowdTaskSG dalam wawancara dengan OpenGovAsia.

Lewat CrowdTaskSG, tim ingin memberi ruang bagi talenta-talenta terbaik Singapura untuk memberikan kontribusi mewujudkan Smart Nation. Sebab, mereka percaya banyak warga Singapura yang memiliki potensi, ide, dan masukan berharga untuk membantu membangun negara. Namun, talenta itu tersiakan karena kurang difasilitasi oleh platform yang tepat dan kurangnya motivasi untuk ambil bagian.

Tim CrowdTaskSG berharap dengan berbagai gamification yang dihadirkan bisa menjembatani kebutuhan pemerintah dan keinginan warga untuk berkontribusi. Mereka pun ingin membuat proses kontribusi itu menjadi sesuatu yang menyenangkan.

Tim mengintegrasikan gamification ke dalam berbagai tugas yang ada di CrowdTaskSG. Misal, ketika warga membantu menyelesaikan survei atau tugas tertentu, mereka akan mendapat poin untuk naik level. Adopsi leaderboard ini diklaim berhasil meningkatkan pertumbuhan pengguna hingga 10 persen.

Mereka juga bisa mendapat koin virtual yang bisa digunakan berbelanja lewat NETS QR (jejaring pembayaran elektronik menggunakan kode QR di Singapura). Sejauh ini, tim sudah mengadopsi konsep gamification sederhana yang cocok untuk semua umur.

Sebagai layanan self-service, tiap instansi pemerintah di Singapura bisa membuat tugas atau survey yang mereka perlukan di CrowdTaskSG. Tim berpendapat mereka mendapat repons positif dari instansi pemerintahan yang memakai platform ini. Sebab, mereka mendapat cara yang efisien dan cepat untuk mendapat umpan balik warga.

“CrowdTaskSG sangat berguna untuk tim pengalaman pengguna (User Experience/ UX) dan tim Design Thinking yang ingin mengetes pengguna dan mendapat tanggapan mendalam dalam proses desain mereka,” jelas tim lagi.

Selain itu, CrowdtaskSG Tech Stack juga dimanfaatkan untuk membuat dan menyempurnakan situs SG Translate Together (SGTT). Lewat portal ini, Kementerian Komunikasi dan Informatika Singapura bisa berkolaborasi dengan warga untuk melakukan translasi data. Data ini lantas digunakan untuk melatih dan memperbaiki kemampuan SG Translate, the Machine Translation Engine, agar hasil terjemahan terasa lebih lokal. SGTT menyediakan sumber daya translasi dan forum sebagai tempat bersosialisasi komunitas para penerjemah.

Untuk membuat platform ini menarik dan berguna bagi pengguna, CrowdTaskSG aktif mencari umpan balik dan saran pengguna.

“Kami kerap melakukan wawancara pengguna untuk memahami kebutuhan mereka dan bagaimana meningkatkan kenyamanan mereka. Kami juga menjaga agar antarmuka layanan kami tetap bersih dan sederhana untuk mengurangi distraksi dan kemudahan pemahaman pengguna.”

Untuk menjaga keamanan, platform ini menggunakan verifikasi pengguna. Sementara bagi instansi pemerintahan yang ingin menggunakan platform ini, mereka bisa memanfaatkan fitur pemindaian untuk mendapat responden yang tepat.

Ketika berbicara pengembangan CrowdTaskSG ke depan, tim berkomitmen untuk senantiasa menerima umpan balik pengguna, baik warga atau instansi pemerintah, untuk terus memperbaiki layanan mereka dengan fitur baru.

Teknis pengembangan CrowdTaskSG

Tim CrowdTaskSG membagikan sejumlah tips ketika membuat layanan yang akan diakses secara massal. Menurut mereka, hal utama yang harus dipertimbangkan adalah kemudahan akses pengguna. Dengan pertimbangan itu, mereka membangun CrowdTaskSG sebagai situs web yang mobile-responsive agar bisa digunakan oleh pengguna yang menggunakan berbagai perangkat, baik ponsel maupun desktop.

“Jika dibuat sebagai aplikasi mobile, akan menambah kesulitan pengguna yang ingin berpartisipasi. Mereka mesti mengunduh aplikasi itu terlebih dahulu. Hal ini bisa menjadi penghalang besar bagi warga untuk berpartisipasi. Dengan membuat , pengguna baru cukup memindai kode QR, login, dan bisa langsung berpartisipasi.”

Untuk bahasa pemrograman, mereka menggunakan TypeScript, dengan frontend berjalan menggunakan React dan backend menggunakan NodeJS. “Memiliki bahasa yang sama di seluruh stack membantu pengembang kami beralih dengan cepat ketika mengembangkan frontend dan backend dengan sedikit contextual overhead.”

Untuk mempercepat respons ketika pengguna manghadapi kendala teknis, tim CrowdTaskSG menyarankan perlu dilakukan audit yang kuat agar bisa segera dilakukan identifikasi masalah. Mereka juga melakukan pengujian secara rutin untuk memastikan aplikasi mampu menampung ketika terjadi lonjakan lalu lintas.

Meski gamification dipercaya bisa meningkatkan interaksi warga, namun kendalanya adalah bagaimana cara mengatasi kecurangan. Sebab, ada saja warga yang ingin mencurangi sistem dengan mengirimkan tugas berkali-kali atau menyelesaikan tugas yang tidak ditujukan kepada mereka demi mengejar hadiah.

Untuk mengatasi hal ini, tim memastikan tugas yang dibagikan di CrowdTaskSG bersifat idempotent. Artinya, warga hanya bisa mengirim tugas sekali. Jika lebih dari itu, maka tidak akan berpengaruh pada peringkat atau nilai pengguna. Selain itu, mereka juga melakukan pemeriksaan validasi secara ekstensif untuk memastikan pengguna tidak diberi imbalan untuk melakukan tugas yang tidak ditugaskan kepada mereka.

Terkait dengan masalah keamanan, tim memastikan melakukan serangkaian ujian penetrasi dan menilai potensi kerentanan pada setiap perilisan besar. Selain uji pra-rilis, setiap bulan mereka juga menilai risiko keamanan melalui pemindaian open source dan alat pengawasan risiko lain. Tim juga memiliki bot untuk melacak lalu lintas dan potensi serangan secara real-time untuk memastikan penyelidikan tepat waktu terhadap aktivitas yang mencurigakan atau tidak biasa.

Membangun tim kreatif

Tim CrowdTaskSG dilatih untuk tak takut berinovasi. “Tim kami berpedoman pada nilai-nilai organisasi kami untuk menjadi Gesit, Berani, dan Kolaboratif. Kami melakukan dengan cepat, menguji dengan cepat, dan gagal dengan cepat.”

Mereka juga melakukan retrospektif per dua minggu sebagai momen untuk mengevaluasi hasil Sprint sebelumnya dan berbagi ide baru. Ide-ide ini tidak terbatas pada produk yang tengah dikembangkan tapi juga cara bekerja. Mereka juga memiliki papan ide yang akan menampung ide semua anggota tim yang mungkin bisa berguna di masa depan.

Selain itu, mereka menjalin komunikasi yang terbuka dengan tim dan berusaha mengadopsi budaya tanpa menyalahkan. Dengan demikian, mereka bisa memupuk ruang aman bagi anggota tim untuk berbagi pemikiran dan keprihatinan secara terbuka. Mereka juga menanamkan pola pikir untuk mengutamakan kepentingan pengembangan produk dalam cara kerja mereka.

Bekerja dengan tim yang berbeda latar belakang, tim CrowdTaskSG mengutamakan kebersamaan dan mengumpulkan perspektif dari berbagai sisi lewat diskusi yang cepat dan efektif. Selain itu, memiliki visi dan tujuan produk yang kuat juga mempersatukan tim yang berbeda latar belakang ini.

Mereka juga mengutamakan budaya yang saling merangkul dan merayakan keberagaman, karena anggota tim sadar mereka semua memang menyumbang perspektif dan keahlian yang berbeda ke dalam tim. Budaya gotong royong untuk menyelesaikan masalah satu sama lain juga dilakukan agar proyek yang tengah dikerjakan bisa bergerak maju.

Growing Singapore’s Economy as a Tech Hub with Jacqueline Poh, Managing Director, Economic Development Board

Singapore has grown into one of the world’s most advanced economies in just five decades, actively updating pro-business policies to keep pace with global advancements. As a highly open economy dependent on international trade, the Southeast Asian economic powerhouse is frequently regarded as a bellwether of world growth.

Robust investment in the tech sector has aided the country’s development. According to the Global Data Foreign Direct Investment (FDI) Projects Database, Singapore was the leading destination in the Association of Southeast Asian Nations (ASEAN) bloc for foreign investment in manufacturing, software and IT services in 2022. Semiconductors accounted for more than half of FDI, with 142 projects worth $8.2 billion in the first six months last year.

The country is continuing its efforts to be at the forefront of developing and adopting cutting-edge technology. Singapore launched the Smart Nation initiative in 2014 with one overarching goal: to support the development of people and businesses in an increasingly digital landscape. The initiative leverages developments in digital technologies to create seamless, tech-driven experiences.

Collaboration with businesses is critical to achieving the city-state’s goals. Enterprises with AI and data analytics capabilities, cybersecurity, immersive media, and the Internet of Things will be central to Singapore’s Smart Nation digital transformation.

Regulation, infrastructure, and people

Its commitment to development built on solid policies has allowed Singapore to grow into a regional – and now an increasingly global hub – for economic activity. And with a 60-year legacy, the Singapore Economic Development Board (EDB) is one of the drivers of this national transformation.

EDB has an established reputation for fostering economic vibrancy and relevance by attracting corporate or individual investors to use Singapore as a launchpad for their business ambitions in Asia and globally. The city-state has become a favoured location for major technology companies to establish their global or regional headquarters.

Jacqueline Poh, Managing Director of EDB, discussed the Singapore Government’s strategies for enhancing the nation’s appeal to global investment and technology development in an interview with Mohit Sagar, CEO and Editor-in-Chief of OpenGov Asia.

Jacqueline believes that one of the key factors contributing to Singapore’s success is its pro-business regulatory environment. The nation’s commitment to the rule of law ensures stability and predictability, which is highly attractive to businesses.

“Regulation in Singapore is extremely progressive and pushes the envelope. Tech companies are looking for a place that has facilitative regulation that allows data, for example, to flow and be analysed easily. Singapore does not have specific rules related to data residency. We want to be a data hub and a place where data analytics can be done without much hindrance. We have also set up frameworks to both facilitate the development and use of AI and are thinking of ways in which to think about governance and ethical use of AI,” Jacqueline explains.

Additionally, Singapore’s robust infrastructure and talented workforce are crucial elements that support the nation’s continued growth and prosperity.

Infrastructure is critical for any country aspiring to become a tech-empowered powerhouse. Renowned for its excellent infrastructure and connectivity, Singapore is a top choice for companies looking for a reliable base. As a result, the city-state has emerged as a hub for submarine cables and data centres, with the widespread availability of high-speed wireless broadband access, including 5G and 4G networks.

The Singapore Government also promotes experimentation and innovation by establishing regulatory sandboxes to test new and innovative initiatives and technologies. These sandboxes allow for experimentation in a live environment, with guardrails to protect the public.

“We’ve got sandboxes in various areas. And one of the more famous ones is in fintech. For example, the Monetary Authority of Singapore has set up a sandbox for FinTech innovation over several years, resulting in some interesting developments and ventures that have gone on to do big things,” Jaqueline shares.

Leading technology companies offer exciting projects and the right scale to attract software developers, UI/UX designers, machine learning experts, and IoT specialists.

To attract talent and help companies build their A-team here, Singapore has introduced various employment passes and made the application process smoother and more transparent.

“If you’ve got enough of a base of people doing big and interesting things, they attract other people who want to learn from them and take part in that journey. Cutting-edge projects can come from big tech companies or MNCs but we’re very proud to say that some of the tech startups we incubate are also working on interesting things,” says Jaqueline.

Southeast Asia is emerging as a digital innovation and startup hub for the world, given the region’s population of approximately 650 million, most of whom are under 35 years old. This demographic, combined with the region’s economic growth and increasing technology adoption, creates a conducive environment for digital innovation and startups to thrive.

As a result, Southeast Asia is attracting significant interest from investors and entrepreneurs worldwide, making it a hotspot for digital innovation and startups. However, with competing countries in the region, Singapore needs to ensure that it remains an attractive destination for top-tier talent by fostering an environment that supports innovation and growth.

Jacqueline and her team are also championing advanced manufacturing, which already has exciting developments in robotics and IoT. There are also interesting innovations in various technological fields, such as AI, cybersecurity, Web 3, and fintech. These areas present new opportunities for Singapore to remain at the forefront of technological innovation and attract top talent and leading technology companies.

“Another big emerging area for Southeast Asia is SaaS. There will be a lot of cloud computing solutions adoption and exciting developments in B2B SaaS over the next decade, says Jacqueline, adding that she is convinced there will be growth in this area amid the current slowdown in the global economy. Even though the tech sector globally is facing some current headwinds, its long-term prospects remain strong. Previous market corrections have also shown that some of the best and strongest companies emerge from within a down cycle.

With its conducive environment for digital innovation and startup growth, Singapore is well-positioned to take advantage of these developments and emerge as a leader in these emerging technological fields.

Technological advancements create exciting opportunities for small businesses. The availability of top talent, a supportive regulatory environment, and access to funding make Singapore an attractive destination for companies looking to capitalise on tech innovation and achieve long-term success.

LKYGBPC to refine the business

Jacqueline has been involved with the Lee Kuan Yew Global Business Plan Competition (LKYGBPC) as a judge for some years. Her involvement with the competition demonstrates her commitment to fostering entrepreneurship and supporting the growth of startups in Singapore and beyond.

The LKYGBPC provides aspiring entrepreneurs and startups a platform to showcase their innovative ideas and gain exposure to investors, mentors, and industry experts.

She has been impressed by the high quality of submissions – from startups to post-revenue companies to businesses with fully-fledged minimum viable products evaluated in the marketplace. They reveal a level of maturity in terms of having a solid business plan and demonstrating a use case in real life, including finding a market for their product.

The competition provides an excellent opportunity for entrepreneurs and startups to refine and improve their business concepts and gain exposure to investors and industry experts who can provide valuable advice and support.

“It’s a great opportunity to get feedback from judges. And if you win, it’s a great opportunity for you to market your startup, your concept and your product,” she states emphatically.

In Southeast Asia, many issues need to be addressed, which present significant potential for entrepreneurship and innovation. Jacqueline believes that entrepreneurs should focus on developing products and services that solve real-world problems. By creating solutions to these problems, entrepreneurs can contribute to the digital economy in the region and have a positive impact on society.

Jacqueline’s emphasis on problem-solving highlights the importance of creating products and services that have a tangible impact on people’s lives. Entrepreneurs can create solutions that benefit society and drive sustainable growth and development.

“There are many problems to solve – digital payments, wealth management, asset management and investment insurance,” Jaqueline acknowledges. “Moreover, there is much potential in the sustainability space, particularly in carbon services, monitoring, verification, and reporting for carbon credits. With the Southeast Asia region’s growing focus on sustainability, entrepreneurs can develop innovative solutions to help address the pressing environmental challenges facing the world today.”

Jacqueline encourages more women to participate in the tech industry, knowing there is ample opportunity for them to contribute to both the engineering and non-engineering aspects of technology. As a prominent woman in tech herself, she recognises the value of diversity in the industry and the need to increase the representation of women in technology-related fields.

“Tech is everywhere. And that requires a whole range of skill sets. There’s a common misperception that tech means you need to be a software developer or a machine learning expert. If you’re interested in hardcore engineering, there are many places for you to be and very good job prospects, but tech is now a sort of broader concept. Tech needs soft skills,” she elaborates.

Jacqueline’s perspective highlights the value of diverse backgrounds and skill sets in the technology industry. At the top of the field, she says, quite a few CEOs come from non-engineering backgrounds, having studied History, Anthropology, English language and Literature.

This shows that doing well in the sector is not limited to individuals with just one type of educational background or expertise. There are many opportunities for people with different experiences and abilities to contribute to the growth and success of tech companies.

In addition, advanced technology like quantum and AI has far-reaching implications and requires technical skills and a broader understanding of governance, regulations, ethics, and other related areas. Jacqueline’s background in social science – she used to be an economist – has lent to her belief that it is essential to have individuals with diverse backgrounds and skill sets working together to ensure that these technologies are developed and used responsibly and ethically.

While technical expertise is crucial, the inclusion of social science and humanities backgrounds can provide a deeper understanding of the impact and implications of technology on society. It is essential to have a diverse and inclusive workforce that represents different backgrounds and experiences to drive inclusive and comprehensive innovation and success.

EXCLUSIVE! The Future of an Innovative Medical Industry with Prof Lawrence Ho Khek-Yu, Senior Consultant & Professor, National University Hospital, Singapore

Having robust, effective, and easily accessible healthcare is essential for enhancing the standard of living, achieving better treatment results and increasing lifespan. Tech-enabled progress made in the field of medicine has been a boon, with groundbreaking innovations and discoveries paving the future of healthcare.

The healthcare sector is witnessing a rapid transformation, with the emergence of new technologies that promise to tackle the most pressing global healthcare challenges. MedTech has become increasingly crucial in this context and has opened up a plethora of possibilities for healthcare professionals to advance their skills and knowledge and expand their reach to underserved regions.

The advent of innovative healthcare technology has empowered doctors to provide better care to a greater number of people, irrespective of their geographical location and help prevent and combat emerging diseases effectively.

Technological advancements offer more effective medication, more accurate diagnostics and improved drug delivery systems giving hope for better patient care and prognoses. Integrating healthcare components through technology can also lead to more efficient and accessible healthcare services while lowering costs.

The healthcare industry hugely benefits from technology, which has been the driving force behind the significant progress made thus far. Technology will continue to play a crucial role in catalysing further advancements in healthcare, enabling healthcare professionals to provide better care, develop innovative treatments and improve patient outcomes.

The Impact of Digital Technology on Healthcare

During an exclusive interview, Prof Lawrence Ho Khek-Yu, a Senior Consultant, Professor, and Director, Centre for Innovation in Healthcare at the National University Health System in Singapore acknowledged the significant influence of COVID-19 on healthcare practices. Social distancing measures have had a profound impact on healthcare delivery both inside and outside the hospital.

“The outbreak has brought about a significant transformation in the digital healthcare landscape. With social distancing measures in place, teleconsultations have become increasingly prevalent, and patients, as well as healthcare providers, have had to adjust to this new format of healthcare delivery,” Prof Lawrence explains.

While the adoption of teleconsultations has seen a good uptake, other digital systems such as digital identification for tracking hospital entry and exit have encountered hurdles during implementation.

Prof Lawrence has identified the lack of an integrated healthcare ecosystem as a major challenge to the successful implementation of telemedicine. While video consultations are prevalent, the scarcity of examination tools and delays in medication delivery remain major obstacles. The limited access to medical information and the inability to provide detailed explanations or drawings further impede the progress of telemedicine.

Additionally, elderly patients, and other segments of society, may have difficulty using technology. Moreover, telemedicine cannot replicate the nonverbal and emotional aspects of in-person interaction. To overcome these obstacles, he feels, telemedicine in healthcare consultations and visits must be refined and expanded.

Prof Lawrence emphasises the need for the medical industry to evolve and improve its diagnostic and treatment capability. Current diagnostic techniques are limited to the five senses but there is a significant potential to collect more accurate and comprehensive patient data through the integration of sensors and artificial intelligence (AI) technology. This could lead to more precise diagnoses and tailored treatment plans, ultimately improving patient outcomes.

“Telemedicine may have some advantages, such as reduced travel time and longer appointments, but it will only be successful if patients see it as a viable alternative to face-to-face consultations,” Prof Lawrence reiterates. “It is important to have a gradual evolution and improvement in the medical industry, as opposed to dramatic changes driven by hype.”

He believes current medical developments primarily focus on the developers and creators rather than the end-users. This approach needs to be reoriented towards a more user-centric model for future medical development, including its cost-effectiveness.

Systems should be developed that take into account the specific needs and preferences of patients, healthcare providers and other stakeholders. This would ensure that healthcare development is better aligned with the needs and goals of those who will ultimately benefit from it

Academia should be incentivised to look out for interests outside of its own research driven solely by academic interests such as self-serving publications and ranking are no longer practical nor justifiable by public funding. There is a growing consensus that the focus of research should shift towards the development of practical applications.

In addition, he stresses the importance of investors in promoting innovation and addressing gaps within the healthcare ecosystem. He suggests that investors should prioritise addressing population-level issues, rather than focusing solely on niche areas.

As people’s lifespans continue to extend, addressing the requirements of an ageing population has become increasingly critical. It is crucial for startups to thoroughly explore this market and develop innovations specifically tailored to the needs of this demographic.

Drawing on the example of Singapore, which has implemented technology to support its elderly population, he suggests investors consider this increasingly important and growing segment when evaluating potential startups for investment.

“To effectively address the complexity national healthcare poses, a systems approach to problem-solving is necessary, where sustainability and equality take precedence over profits,” advocates Prof Lawrence. “Rather than focusing on building more structures, it is important to prioritise addressing issues of affordability and inequality through technology.”

Urban Ideas and Solutions Through LKYGBPC

The Lee Kuan Yew Global Business Plan Competition (LKYGBPC), which began in 2001, is a biennial global university start-up competition hosted in Singapore. Organised by Singapore Management University’s Institute of Innovation and Entrepreneurship, focuses on urban ideas and solutions developed by student founders and early-stage start-ups.

Prof Lawrence, who serves as a member of the judging panel, believes assigning mentors to teams based on their area of expertise can offer valuable guidance and support. This is just one of the many initiatives undertaken by the panel to foster, encourage, and sustain the entrepreneurial drive of the LKYGBPC participants.

In his view, when discussing the fundamental contrast between innovation and entrepreneurship, he feels that innovation involves tackling issues with fresh perspectives and novel ways, while entrepreneurship requires both discipline and adaptability in managing growth.

“Many people fail in business because they lack discipline and work independently,” says Prof Lawrence. “Cultivating a larger community of individuals who are adaptable and capable of working as part of a team is critical to entrepreneurship success.”

He considers seeking advice and collaborating with others crucial to surmount obstacles in innovation and entrepreneurship. Innovators should be willing to seek the assistance and counsel of others, particularly those with expertise in areas such as regulation or commercialisation.

People must understand that there are unique challenges at each stage of the process and bringing them to the right people to help solve them is important. Moreover, entrepreneurship demands financial discipline that benefits from the guidance and mentorship of multiple individuals.

Singapore’s drive to remain competitive in the global arena is a case in point. The country, he says, serves as a springboard, connecting people and providing access to other countries. To attract and retain talent and expand into new markets, he recommends leveraging Singapore’s strengths, such as its robust education system and its position as a hub for the Asian ecosystem.

Prof Lawrence co-invented the revolutionary Master and Slave Transluminal Endoscopic Robot (MASTER), which has now been incorporated into Endomaster.

He has mentored three startups in the fields of photonics and medical technology to identify potential failures and early warning signs through his own experiences.

Prof Lawrence has served as co-chair for the Gut & Obesity in Asia (Go Asia) Workgroup, which investigates the correlation between obesity and gastrointestinal and liver ailments in Asia.

In summation, he stresses the importance of perseverance in the face of adversity, as it enables individuals to learn and prepare for future challenges.

“Those who have never failed or struggled in the trenches may not be able to achieve long-term success,” Prof Lawrence concludes.

EKSKLUSIF! Menjajaki Potensi Teknologi Kesehatan Masa Depan bersama Lawrence Ho Khek-Yu, Konsultan Senior & Profesor National University Hospital, Singapura

Kemajuan teknologi dan sains telah membawa efektivitas dan efisiensi industri kesehatan sehingga bisa menjangkau lebih banyak orang di pelosok wilayah. Kemudahan akses pada layanan perawatan kesehatan ini diharapkan bisa meningkatkan kualitas hidup dan umur warga.

Telemedicine menjadi salah satu perkembangan terbaru di industri ini yang populer imbas pandemi COVID-19. Saat itu, telemedicine berhasil membantu pasien untuk berkonsultasi dengan dokter, melakukan diagnosis, dan pengobatan dari jarak jauh.

Perkembangan kecerdasan buatan (AI) ikut berkontribusi memodernisasi layanan kesehatan. AI berpotensi membantu dokter untuk membuat diagnosis yang lebih cepat dan akurat, memprediksi hasil kesehatan, dan melakukan asistensi rencana perawatan. Layanan berbasis AI seperti chatbots dan asisten virtual, juga bisa dimanfaatkan untuk menjembatani komunikasi layanan kesehatan dengan pasien.

Pengobatan yang efektif, teknik diagnostik yang lebih akurat, dan sistem pemberian obat yang lebih baik diarahkan untuk memperbaiki sistem perawatan, pengobatan, dan prognosis pasien. Selain itu, kemajuan teknologi juga diharapkan bisa mengurangi biaya perawatan kesehatan lantaran operasional yang makin efisien.

Menggali potensi dari celah di teknologi kesehatan

Lawrence Ho Khek-Yu, Konsultan Senior & Profesor National University Hospital, Singapura sepakat kalau COVID-19 memang membantu mempopulerkan telemedicine. Meski demikian, ia merasa layanan ini masih sulit untuk menggantikan layanan konsultasi tatap muka. Menurutnya, telemedicine saat ini memiliki peran penting dalam hal konsultasi, namun masih memiliki sejumlah kelemahan dibanding diagnosis tatap muka.

“Jika Anda menggunakan konsultasi video, Anda hanya dapat melihat tapi Anda tidak dapat memeriksa. Tentu saja pemeriksaan adalah hal yang penting. Semestinya kita bisa memiliki kemampuan yang sama serupa dengan pertemuan tatap muka. Menurut saya, alat pengujian untuk melakukan diagnosa masih kurang pada layanan telemedicine,” jelas Lawrence dalam wawancara dengan CEO & Pemimpin Redaksi OpenGov Asia, Mohit Sagar.

Kedua, layanan telemedicine masih harus mematangkan ekosistem pendukung, salah satunya terkait dengan pengantaran obat. Di Singapura, layanan pengantaran obat bisa dikirim dalam satu minggu. Hal ini tentu akan menghambat proses pengobatan ketimbang langsung datang dan diberi obat ketika melakukan kunjungan tatap muka.

Meski demikian, Lawrence menyebut layanan telemedicine masih dilakukan di masa setelah COVID-19 untuk pasien yang kondisinya sudah cukup stabil di rumah. Sementara sebagian besar pasien sudah kembali melakukan kunjungan tatap muka seperti biasa.

Selain itu, penjelasan yang bisa dilakukan lewat telemedicine menurut Lawrence masih terbatas. Ia merasa kesulitan jika harus melakukan penjelasan dengan tambahan gambar yang dengan mudah dilakukan dalam pertemuan tatap muka secara langsung.

Selain itu, ia pun menaruh perhatian pada kesulitan akses teknologi yang dialami oleh pasien lanjut usia. Telemedicine sulit untuk membaca dan menyampaikan aspek nonverbal dan emosional dari interaksi langsung.

Ia menekankan industri medis perlu mengembangkan dan meningkatkan metode untuk mendiagnosis dan merawat pasien. Ia berharap telemedicine bisa mendukung diagnosis dengan memanfaatkan sejumlah panca indera untuk memeriksa gejala. Dalam pertemuan tatap muka, dokter bisa langsung mengukur detak jantung dengan stetoskop, merasakan dengan sentuhan jari, pendengaran, atau diagnosis sensoris lain untuk mendapat data dari pasien. Kesamaan proses diagnosis seperti inilah yang perlu dikembangkan untuk layanan telemedicine ke depan.

Untuk memperbaiki layanan perawatan medis jarak jauh, semua kekurangan itu perlu ditambal. Tambahan sensor, metaverse dan kecerdasan buatan (AI) dapat dimungkinkan untuk melakukan hal ini dan membantu menganalisa data pasien yang lebih akurat dan komprehensif. Ia optimis kemajuan teknologi bisa mengatasi semua kelemahan itu karena saat ini kita sedang berevolusi untuk meningkatkan layanan telemedicine secara bertahap.

Sebagai seorang investor, menurut Lawrence, inovasi itu menjadi pendorong inovasi yang cukup besar. Namun, agar bisa lebih berdampak, menurutnya baik inovator, akademisi, dan startup mesti benar-benar menyentuh permasalahan di akar rumput. Selama ini, penelitian-penelitian yang dilakukan para edukator kurang peka dengan kebutuhan masyarakat. Mereka melupakan mengapa mereka ada di institusi akademis yang semestinya menelurkan solusi bagi masyarakat. Begitupula dengan para investor. Mereka pun mesti memiliki visi untuk melayani dan menyelesaikan masalah di masyarakat terlebih dulu sebelum menajamkan sasaran ke ceruk pasar yang lebih sempit.

LKYGBPC untuk majukan entrepreneurship

Bagi Lawrence, inovasi berangkat dari inisiatif untuk menyelesaikan masalah dan mengeksekusi ide solusi itu dengan kedisiplinan. Disiplin dalam memperbaiki produk, mengelola konsumen, membangun tim dan organisasi, serta mengelola keuangan. Lawrence menganggap kompetisi bisnis internasional seperti LKYGBPC bisa memberikan kesempatan bagi para pebisnis muda untuk melakukan ekspansi pasar ke negara lain.

Prof Lawrence menjadi investor di tiga startup. Pertama adalah Master and Slave Transluminal Endoscopic Robot (MASTER). MASTER kini telah diintegrasikan menjadi Endomaster, startup MedTech yang paling banyak mendapat kucuran dana di Asia pada 2017. Ia pun mendanai startup di bidang fotonik dan bioteknologi yang mengembangkan peringatan dini dibidang kesehatan.

Berdasarkan pengalaman memiliki tiga startup teknologi kesehatan, Lawrance menyarankan agar startup perlu fleksibel dan membuka diri. Mereka mesti bersedia menerima masukan dari konsumen, tim, dan mereka yang lebih ahli. “Saya merasa bahwa beberapa inovator sangat protektif terhadap produk mereka sendiri, mereka pikir ini adalah bayi mereka.”

Sebab, dari berbagai masukan itu, founder dan tim bisa memetakan dengan cepat berbagai tantangan yang mungkin mereka hadapi di sepanjang jalan. Setelah itu, mereka mesti menemukan orang yang tepat untuk memecahkan tantangan tersebut.

Mereka pun harus berjuang untuk mewujudkan apa yang mereka janjikan dari konsep yang diajukan. Menurut Lawrence, beberapa orang lebih jago menuliskan ide mereka di kertas dan Power Point ketimbang terjun langsung ke lapangan.

“Para pejuang kertas dan Power Point sangat sulit untuk berhasil. Anda harus benar-benar melakukannya hingga berdarah-darah, hingga Anda menguasai dan memenangkan pertempuran,” tegasnya.

Tantangan berikutnya untuk startup kesehatan adalah soal regulasi. Startup perlu menemukan ahli untuk membantu merancang uji klinis agar lolos berbagai uji klinis dan regulasi.

Tantangan yang terakhir adalah masalah komersialisasi produk. Bagaimana menghasilkan pendapatan dari produk yang akan dijual.

April 1, 2023

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