This is Part 1 of a two-part series covering the Malaysia OpenGov Leadership Forum 2021 – Virtual Edition. Read Part 2 here.
COVID-19 has advanced digital transition by years and has foundationally altered the way both the public and private sector across the world deliver services, products and programmes. Government agencies and institutions have fast-tracked digitisation of internal operations and delivery of citizen services. Businesses made temporary solutions, that are morphing into more permanent ones, to meet changing and new demands – far more quickly than was thought possible before the crisis.
Yet, to stay relevant, competitive and, indeed, survive, in this new business and economic environment, requires adopting new technologies, formulating evolving strategies and deploying best practices. In this increasingly VUCA world, governments and businesses across the globe are looking to ramp up their digital transformation to better citizens and clients in the post-COVID-19 era. This was the focal point of the discussion during the Malaysia OpenGov Leadership Forum 2021 – Virtual Edition Day 1 that brought the key decision-makers and influencers together for a strategic level discussion on the issues that matter the most.
Convening the brightest digital minds for a strategic level discussion on the issues that matter the most, the Malaysia OpenGov Leadership Forum offered a unique way of tackling challenges in its virtual edition. Intentionally planned, every activity and facet of the event was designed to let delegates garner exclusive insights from the digital leaders as well as demonstrate their thought-leadership.
As always, the forum provided intimate interaction between key ICT leaders from the Public Sector and the Financial Services Industry who influence and determine digital strategies across agencies and organisations.
Apart from informative presentations from renowned speakers, this year’s Forum continued its award-winning OpenGov Gamification Table (OGT) format in the new OpenGov Gamification Virtual Rooms (OGVRs). Every OpenGov Gamification Virtual Room was a virtual heuristic exercise allowing delegates to learn from varying decision-making scenarios just as they would in the physical world.
Digital transformation in the new normal
To kickstart the session, Mohit Sagar, Group Managing Director and Editor-in-Chief at OpenGov Asia delivered his opening remarks.
As early as 2018, there was consensus on the benefits of remote working and discussion on how to bring this about effectively and securely – but it did not happen in any significant way. Then, at the end of 2019 came a crisis so debilitating that it forced the world to come to a grinding halt almost overnight. Hit by COVID-19, the virus respected no borders, industries or community – devastating all with equal ferocity.
The public and the private sectors worked independently and together to fight the pandemic, coming up with a slew of ad-hoc solutions. Digital initiatives and tech platforms were launched left and right. The demand on the public sector shot up dramatically as citizens, forced to stay at home, looked to the government for necessities to survive. Compounding the situation was the need to urgently manage the sick, the vulnerable and the inaccessible population.
In the early stages, people were excited at the opportunity to work from home, a shift that had been in the offing for a while. Interestingly though, the step was considered a “pivot” – with the connotation of reaction rather than strategic. People and organisations were said to be “pivoting” to manage and mitigate the issues the pandemic brought.
Beyond a doubt, both sectors did their jobs in terms of providing relevant programmes and initiatives throughout the age of COVID-19. But the question remains, were those initiatives innovative and intentional? Was enough done with the available tech? Additionally, as the initial euphoria of remote working wears thin, people, once happy about the shift, realise that the new normal disrupts their work-life balance and their well-being.
The good brings with it the bad, the unsafe and the difficult. Deployment, in normal circumstances, of technology like AI, Cloud and Data Analytics are accompanied by cybersecurity challenges. In the pandemic where almost everything has moved online, cybercrime has mushroomed astronomically.
Knowing this, Mohit challenged the delegates, if you put digital transformation at the heart of your plan, is everything going to be magically in place? Or do we need to take technologies more seriously?
Organisations and institutions must find the right balance in their digital transformation journey using technology. They must also find leadership to achieve the ultimate end goal of a complete digital transformation in the new normal.
In closing, Mohit emphasised the need for agencies and organisations to find the right partner in this digital journey. Not just from the tech sector, but also the government, banking and FSI, to ensure that everyone is on the right path to an ideal digital transformation.
Public services at the centre of digital transformation in the post-COVID-19 era
After Mohit’s opening remarks, the forum heard from Azih Bin Yusof, Deputy Director-General, Information and Communication Technology, Malaysian Administrative Modernisation and Management Planning Unit.
Confirmed by the World Health Organisation on January 12, 2020, Azih acknowledged that the pandemic took the world by storm. In Malaysia, the government enforced a Movement Control Order that started on March 18, 2020, to break the chain of COVID-19. As of February 28, 2021, the nation reported two waves of COVID-19, with the first wave being successfully suppressed in less than 2 months.
Right from the start, as would be expected, there was increased demand for services and rising expectations of virtual services. As remote working became a necessity, there was an urgent need to test the resilience of working virtually and the need to protect data. Additionally, other disrupted sectors were looking to the government to provide adaptive and dynamic regulatory models.
Making the best of the situation, the Malaysian government took the crisis as an opportunities to move towards digital technology to enable government service in the future, fundamentally reshaping the government’s workforce and reinventing the future of regulations.
Azih shared the various initiatives taken by his government to combat the effects of the pandemic. MySejahtera is an application to assist in monitoring the COVID-19 outbreak in the country. It allows users to assess their health risk against COVID-19 and provides the Ministry of Health with the necessary information to plan for early and effective countermeasures and registering for vaccination. The government also launched a National Data Analysis Centre (DOSM) and the Public Sector Data Sharing Policy.
The government has been strong on adopting emerging technologies such as Facial Recognition tech, AI and Automation, a National Digital ID system and big data analytics to improve efficiency and productivity. They improved the government service delivery system through increased digitisation of services.
Malaysia is also focused on digital infrastructure, including their Hybrid Cloud collaboration between private cloud and public cloud systems. The Cloud Service Provider (CSP) services cover Infrastructure as A Service (IAAS), Platform as A Service (PaaS), and Software as A Service (SaaS). MAMPU also implemented a Cloud-First Policy where the value of cloud computing is magnified by requiring agencies to evaluate safe, secure, cloud computing options before making any new investments.
Malaysia aspires to compete and succeed in this new world by ensuring ‘Kemakmuran Bersama’ (Shared Prosperity). The nation firmly believes that digital government plays a critical role in the new normal and should focus on its digital leadership, data, services, infrastructure, and innovation. To this end, it has empowered MAMPU as the sole agency to drive the public sector digital transformation agenda.
Azih conceded that a viable digital government must provide platforms for small scale innovations, improve existing business process, new solutions, develop talent and disperse capabilities. It must have a vision for the future that defines the leadership and collaboration needed between all stakeholders.
COVID-19 impacts on Data Collection, Digitisation and Analytics
After the informative presentation from Azih, the forum moved to a presentation from J.R Helmig, Innovation Lead Global Security Intelligence SAS Institute on how the pandemic affected data collection, digitisation, and analytics.
J.R started by confirming that people, processes, tech, and data make up the ecosystem of data analytics. Analytical foundations, practical outcomes and future-focussed mindsets must take the helm in an effective ecosystem. While not all analytical opportunities apply to all locations, organisations or agencies every time, they are critical to success overall.
COVID-19 accelerated the need for a viable ecosystem of data analytics – not only in terms of healthcare, workforce, and public services but also to combat the rise of online fraud and cybercrimes. Data standardisation and modernisation with proper training would be key to combat these crimes in addition to automating investigative responses.
It was pertinent to note, pre-COVID problems still exist in current analytical efforts. Challenges such as the high volume of incoming data, low quality of incoming report data, a wide variety of data sources being manually integrated, inefficient ways to investigate and handle suspicious cases, limited resources with increasing pressure to perform more efficiently and effectively, manual checks of technical matches to identify the right business match, limited analytics capabilities to identify and analyse networks and relationships and so on.
Organisations must go from being reactive to being observant of what is happening to shape future outcomes. J.R and his team help create an analytical pathway that helps organisations identify their analytical baseline. This analytic continuum acts as the knowledge hub or library for organisations. This greatly reduces tech implementation risks as well as costs.
J.R suggested that organisations should adopt a case management system. An effective case management system must generate solutions whether be it automatically or manually. It must also be populated with any of the data available in the solution that is needed to successfully the desired result.
J.R encouraged everyone to predict and plan their new normal. They should be proactive with ongoing issues such as facial recognition efforts, fake personal protective equipment, news to manipulate stock prices, threats to military readiness or asymmetrical national security threats, just to name a few. Every organisation must anticipate criminality during COVID – both near term and long term – for both direct and indirect impacts, document and improve business processes during the recovery period, and plan for ongoing change – in business operations and consumer behaviour.
What makes Digital Transformation Successful and Sustainable
Moving on from the informative presentation of J.R Helmig, the delegates had an opportunity to hear from Dr Dzaharudin Mansor, National Technology Officer, Microsoft Malaysia.
AI and Automation kick-started during the 4th industrial revolution, and digital transformation is right at the centre of that change, was his opening premise. In today’s day and age, the competition between tech companies and organisations have changed because various transformative technologies are now democratised. Smartphones, drones, sensors, 3D printers, industrial robotics, solar-powered systems, mixed realities, and DNA sequencing are all made available to each user given by different companies, regardless of their structure.
With the increased adoption of these technologies, there are socio-economic trends that drive the need for digital government. The increase in expectations of digital culture is such that everyone expects the ability to interact and receive services in a fully digital operating model.
Cultural migration and urbanisation, where personal mobility creates multi-cultural urban centres, require new models to communicate and serve diverse populations. Citizen trust in government s fundamental – if citizens perceive a lack of digital maturity as an issue of competence it generates distrust in government.
Local and regional economies failing to effectively maintain public systems and infrastructure, create hurdles in attracting businesses and residents. Knowing all these factors, governments need to embrace digital transformation to stay relevant. To be efficient and effective in today’s complex, interlinked and fast-changing environment, governments need to redesign their structures and processes to capitalise on a new set of actors and tools.
Dr Mansor mentioned six tech trends that can enable an open digital government.
- Cloud provides an agile, flexible platform with unlimited scale for innovating quickly, maintaining compliance, and adapting to the latest security threats.
- Open data and advanced analytics paves way for new capabilities for analytics allowing significant improvements in decision making, performance analysis, policy development and financial management.
- AI maturity presents the capability to deliver and govern new models for community living, ranging from transportation optimisation to environmental stewardship.
- Service architecture with new design models allows rapid improvement of services by creating small applications that leverage an integrated data platform (moving away from silos).
- Cybersecurity implies governments can be trusted with public data.
- Mobility, where hardware tools and software platforms support the ability for many jobs to be performed in remote locations and with virtual communications.
Governments can adapt and become more resilient in the new normal by thinking in three basic phases. The first is to respond and navigate the flow of events. Adapt and respond to immediate challenges in real-time, enable remote work, maintain productivity and business continuity. The second is to recover and plan the comeback. Return business to scale quickly, adapt products, services, and business models, focus on value and cost reduction, restart customer demand. The third is to reimagine and shape the new normal. Reimagine and position people, processes, and technology for growth and new opportunities to build resilience post-COVID-19.
Artificial Intelligence and Automation
Taking over, Peter Buckmaster, Director of Digital Experience Design Department of Education New South Wales discussed how Artificial Intelligence has now a part of normal life and specifically education – where traditional methods are changing drastically.
Peter started by saying that AI began in classical philosophy to describe human thinking in a symbolic system. In Jungian psychology, symbols, (and is by interpreting these), symbols were a primary method for making sense of the world. They represented meaning, information and actions. In technology, AI is a machines’ ability to simulate natural intelligence (NI).
AI changing the way we interact and AI changing the way education is delivered. The evolution of AI and Automation has influenced the education sector in many ways. Cognitive Intelligence now plays multiple roles in the sector including grade assessments, improving personalised learning, facilitating connected analytics and programming.
Peter agreed that the academic world is becoming more convenient and personalised thanks to the numerous applications of AI for education and as educational material becomes accessible to all through different technologies.
The usage of bots and automation in the education sector has become widespread while AI and automation are being increasingly used in transcription. AI automates administrative duties, minimising the need for staff to complete mundane, repetitive tasks thus freeing educators to spend more quality time with students.
Customers, (citizens, customers or students), in the new normal expect to engage with service providers 24/7. Digital transformation is the way to be always on and its efficiency is moving us past simple automation to RF and cognitive intelligence. It changes the way education is developed and redefines the way we teach.
Increasing Your Agility with Multi-Cloud Flexibility
After Peter Buckmaster, the delegates were given a presentation from Ryan Tassotti, Enterprise Architect and Principal Engineer, Dell Technologies on how organisations can increase their agility by utilising multi-cloud systems.
Ryan defines the cloud as an on-demand self-service that has broad network access, resource pooling capability, rapid elasticity and can measure services. The cloud has four deployment models – private cloud, community cloud, public cloud and hybrid cloud. The Top 3 objectives driving cloud spending for Asia Pacific’s customers are New technology, Digital Transformation and Cloud-First Strategy.
As an example of Cloud-first policies, Ryan pointed to Malaysia’s MyDigital blueprint. This framework accelerated innovation in the country, allowed eCommerce imperatives for micro and SMEs and promoted better experiences for its citizens.
The fact is, Ryan noted, that the pandemic ushered the world into a new era. The new normal brings new demands and the cloud is set to provide solutions to these new necessities. The world has made a paradigm shift and digital transformation must accelerate with it. Close to three-quarters (74%) of all organisations are investing in on-demand digital services, two-thirds ( 65%) of global GDP will be from digital by 2022 and on-demand models by 2023 will be 15%, up from less than 1% in 2019.
A recent survey of 900 IT leaders across verticals and regions found that 96% of organisations have an executive mandate to leverage cloud technologies. While 89% plan to deploy private cloud infrastructure in the next 12 months, 76% of organisations will leverage multiple clouds environments over the next two years.
Utilising a multi-cloud strategy caters to different workloads. Some organisations value performance, some prioritise data services, while some look at costs and data sovereignty. While hybrid-cloud seems to be the way forward, a hybrid-cloud platform must bring stability. It must stabilise workloads, apps, and data spread across multiple clouds – all in all, a consistent cloud experience for everything.
Ryan advised organisations to find partners in cloud adoption. “There are experts who can help you migrate without pain – why do it alone?”
Cloud adopters must ensure that the platform is consistent throughout. They must avoid hiccups throughout an application’s lifecycle with platforms that extend seamlessly, End-users do not want to be surprised by a new management interface so they must be informed.
Ryan and his team in Dell Technologies promote consistency. They facilitate consulting services, deployment services that accelerate technology adoption, managed services realising digital transformation value for client systems, storage, backup, and converged infrastructure, and education services that develop and retain valuable IT talent through continuous learning.
Ryan is firmly convinced that the future is hybrid, the future is multi-cloud and the Malaysia MyDigital blueprint embraces these advancements.
Cloud Computing for Service Innovation
Ryan Tassotti’s presentation was followed by one from Prof Eric Tsui, Professor and Co-Chair on Deployment of E-Learning, Hong Kong Polytechnic University who discussed how organisations must use the cloud for service innovation.
Using the cloud to manage data is no longer an option, it has become imperative for organisations today. This is more so for the public sector that is striving to stay agile and ensure seamless service delivery to the citizens while continuing to innovating concurrently.
Prof Eric felt that the cloud was the perfect knowledge storm; meaning, data growth from IoT and social media, application and tools in the cloud are growing as time goes by. However, software and hardware alone are not enough to create a successful cloud system. Organisations must know that the people accessing services via the cloud are as important as the tech itself. A trusted network of people and computational resources must be integrated to mix to make the cloud the best digital business model available.
Pertinently, there are different types of cloud connections. First is the machine-to-machine, where hardware is king; second is people-to-machine, where people are utilising services; and lastly is the people-to-people connection where users create their networks using the cloud.
Eric reiterated that The Knowledge Cloud is more than just hardware and software. It encompasses people that invest their trust in the technology and involves the storage of data vital to organisations conducting their digital transformation. People build communities for problem-solving, utilising social media for marketing, exploring, and building new business models, executing strategies at low risk and in real-time, and delivering personalised services.
In light of this, organisations must think outside the box. Cloud technology is disruptive. Adopters must perceive the cloud as a massively scalable backend resource with low upfront costs. They must perceive the cloud as an intelligent knowledge centre with massive data and problem-solving skills such as processors and human integration needs, that has a dynamic computational power.
Eric stressed the key concepts in service innovation – the co-creation of value, dynamic capabilities, enabling vs disruptive, open business models and customer experience. Cloud technology is the perfect digital adjustment to these key concepts.
Organisations use the cloud for cost reduction and data integration, innovation and transforming new segments using the knowledge cloud. But there must be a collaborative effort to achieve higher rewards from the tech. The integration of humans to solve complex problems using the cloud, letting the computer do the problem solving that it is capable to do, and the integration between humans and computers to create solutions.
Eric concluded his presentation by sharing various cloud service providers that organisations could partner with on their journey in cloud adoption and digital transformation in the new normal.
Embracing Big Data and Analytics Today for a Resilient Tomorrow
Brett Aimers, Adjunct Associate Professor, James Cook University Australia followed Eric with a presentation about Big Data and Analytics, exploring how to embrace big data and analytics today for a more resilient tomorrow.
Setting the tone for his session, Brett said major disasters would occur more frequently as time goes by. While COVID-19 has, undoubtedly, been the most disruptive global event since World War II, climate and weather patterns are changing adversely. Therefore, thinking about a resilient society is simply not enough.
In 2019, 396 natural disasters occurred across the globe. Costing more than US$ 146 billion, over 12,000 people lost their lives in these disasters. In a more regional context, Asia experienced 40% of natural disasters and 45% of all attributed deaths in the same year.
With data and information on hand, organisations must utilise big data and analytics more effectively to predict critical events and their impact; and must share this information. Big data, analytics and information sharing are key to survival and economic recovery.
Major disasters lead to major disruptions, loss of life, a sense of helplessness and lack of trust. Big Data and Analytics can create countermeasures to help mitigate these – early detection, advanced warning, maps and layers, decision making and effective communication – creating confidence within the community.
Decision-makers get relevant and timely insights about possible disasters, enabling early decision making that can protect critical assets, (including relocation of their resources) contribute to impact assessment and support economic recovery.
Brett urged the public and private sectors to acknowledge the significant drivers for change. The first is that research indicates that two-thirds of the global population will live in cities by 2050. Another is that spending on disaster recovery is nine times higher than spending on prevention…literally, a stitch in time saves nine.
Brett concluded his presentation on a positive note. While COVID-19 may have an end date, climate change and natural disasters – of the scale critical events are inevitable. But big data, analytics and efficient information sharing can save lives and promote economic recovery.
This is Part 1 of a two-part series covering the Malaysia OpenGov Leadership Forum 2021 – Virtual Edition. Read Part 2 here.
Science, engineering, technology, and innovation give people the power to develop a country and its quality of life. Investment in these areas is vital for economic growth and social progress.
Research and development in smart tech can help build greener cities with better access to essential systems and services for all. Moreover, infrastructure development, technology transfer and public and private R&D must be supported and regulated by good policies if they are to work.
To ensure scientific progress is encouraged and embraced at all levels of government decision-making, the Academy of Sciences Malaysia (ASM) is tasked with giving strategic advice to the government and stakeholders, as well as pursuing excellence in science, engineering, and technology for the benefit of everyone.
Malaysia’s S.E.T.I. Initiatives
One of the contributions of the ASM is to incorporate interactive learning of STEM into the pedagogy of education in Malaysian schools. “To see the performance and results, inquiry-based science education (IBSE) will create an interactive learning environment in the physical classroom. Therefore, we want to have this kind of ecosystem and environment in schools.”
She is eager to see more collaboration between tertiary education and industry so that any courses and curricula provided by universities are both industry-required and future-proof. This is why their organisation is working with the government to create collaboration between industry and academia. “I believe that will help us advance more.”
ASM is currently working with the Malaysian government, in particular the central agency, to begin evaluating public decision-making universities based on data. Hence, using facts, metrics, and data to inform strategic business decisions that align with goals, objectives, and initiatives is the most effective data-driven decision-making.
Making data-driven decisions the norm within an organisation is necessary to foster a climate that values scepticism and curiosity. “Data is the starting point of conversations at every level, and people improve their data skills through practice and application,” says Hazami.
At its core, this calls for a self-service model where users can access the data they require while maintaining a balance between security and governance. Additionally, it necessitates proficiency, resulting in opportunities for training and development for workers to acquire data skills.
Additionally, ASM has developed a Responsible Conduct of Research module which acts as a benchmark to have this code of ethics in research taught to all graduates, whether they are in hard sciences or the social sciences.
“We want that because every piece of knowledge we incorporate in the future will be based on good science and value. Therefore, we must consider bioethics, biosecurity, and training modules on ethics in research,” Hazami explains.
ASM has recently directed its scientists to provide solutions in close collaboration with the ministries. Citing as an example is their committee on water, energy, health, agriculture, and biodiversity (WEHAB++). For instance, when Malaysia faces issues such as the price hike for chicken feed which causes societal dissatisfaction, solutions to food security issues such as this can be provided by the Academy’s expert network through science and technology directly to the government and stakeholders.
In addition to providing policies and strategies to decision-makers, the ASM also teaches them how to carry out those policies and strategies by applying their knowledge.
Hazami highlighted the growing movement called “Open Science” which aims to open scientific data and research to the public. In addition to democratising knowledge, the international principle of making research data findable, accessible, interoperable, and reusable (FAIR) will support open scientific inquiry and integrity, facilitate improved research management, and encourage data-intensive research.
Unprecedented insights and solutions to local, regional, and global complex challenges are made possible by integrating numerous data streams and enormous datasets across numerous disciplines.
Through the Malaysia Open Science Alliance, the Ministry of Energy, Science, Technology, Environment & Climate Change (MESTECC), now known as the Ministry of Science, Technology, and Innovation (MOSTI) and the ASM are laying the groundwork for the realisation of the Malaysia Open Science Platform (MOSP), a strategic transformative project to strengthen Malaysia’s STI Collaborative Ecosystem.
“The Malaysia Open Science Platform or MOSP aims to connect raw research data, then collaborate and share,” Hazami explains. “By creating a reliable platform that enables accessibility and sharing of research data aligned to national priorities and international best practices, this initiative seeks to transform Malaysia’s research data into a valuable national asset.”
Hazami is passionate about science and technology because it has the power to change the nation. “I’m attempting to make a change, and one of those changes is in the area of science and technology.”
For her, the most meaningful contribution in her 26 years in the academy was when the government accepted 80% of their recommendations for transforming and creating change and an ecosystem. “For now, our current areas of focus are strengthening governance, the innovation ecosystem and the sustainability of R&D funding.”
A change in paradigm towards a growth mindset among policymakers, scientists and the younger generations is her greatest challenge and greatest passion. She believes that when decision-making is based on data, it can provide the best solution possible.
Hazami strongly believes that Malaysian women are more than capable of pursuing careers in science and technology. They hope to have a strong support network to help them succeed in those fields, whether as practitioners or scientists.
“Our goal is flexibility. We need to have an open work environment and open innovation because we can work from home as researchers and scientists. We are more adaptable now. If we can accomplish this, more and more women will contribute to the workforce more effectively,” she says emphatically.
By reaching out to the top management and demystifying technical terms, OpenGov Asia, a steadfast supporter of Malaysia’s digital transformation journey and an advocate for citizen-centric development, will continue to help bring about change. Hazami concludes by urging top leaders to practice a growth mindset for the betterment of the country.
Hazami strongly believes that over the course of the next five years, ASM will continue to serve as a catalyst for change and create the science, technology, innovation, and economy (STIE) ecosystem for the entire nation towards the full potential of digital transformation, including the Malaysian transformation and the humanisation of the economy. “Leaders’ courageous decisions pave the road to successful digital transformation.”
The Institute for Digital Molecular Analytics and Science (IDMxS), which aims to promote the science of analysing biological molecules (biomolecules) using information technology and data science, was recently established by Nanyang Technological University, Singapore (NTU Singapore). This could pave the way for real-time environmental or health data monitoring and analysis, like how real-time traffic data can be obtained on mobile devices.
IDMxS, NTU’s newest national Research Centre of Excellence (RCE), is funded with a total investment of over S$160 million over 10 years, with the majority coming from NTU and the National University of Singapore and S$94 million coming from the Singapore Ministry of Education.
Digital molecular analytics, a novel scientific discipline that analyses individual molecules to discover, identify, and measure biomolecules with extraordinary accuracy, is at the core of the work done at IDMxS.
Such a science will open many new areas of research, such as the creation of diagnostic testing capabilities that may then inspire the creation of new technologies and commercial spinoffs, including blood testing kits that can generate findings instantly using nothing more than a smartphone camera.
The interdisciplinary centre is anticipated to house 100 full-time researchers and employees with backgrounds ranging throughout the spectrum of engineering and science, from optics, computer science, and artificial intelligence (AI) to biology, medical technology, and chemistry.
Postgraduate students from NTU will have exceptional chances for interdisciplinary education and training that spans the molecular sciences and information technology through the graduate programme of IDMxS. More than 30 PhD students will receive support from the Centre, four of whom have already begun their studies. As clinical diagnostics become more digital, IDMxS will also create continuing education programmes aimed at developing and modernising the healthcare workforce.
By fusing the fields of biology and information technology – which have each recently undergone revolutionary changes – IDMxS will create the new science of digital molecular analytics. The objective is to develop tools that can track environmental data, such as air and water quality, and health information, like viral infections or molecular signatures that signal the existence of a disease, in real-time. To develop innovative solutions for issues with health, sickness, and environmental monitoring, this process begins with the development of fundamental science.
The ability to simultaneously gather a variety of data types from a biological sample and use tools like AI and machine learning algorithms to analyse and interpret the enormous volume of data that would otherwise be impossible for humans to make sense of is at the core of IDMxS’ digital molecular analytical strategies. The research centre intends to someday spin out solutions like widely used software using digital molecular analytics.
Moreover, making blood sample test kits is one potential use for digital molecular analytics that IDMxS is investigating. The goal of this research is to create a tool that can recognise the various chemicals responsible for illnesses, infections, and diseases.
This suggests that a physician might someday be able to take a blood sample, analyse it with a smartphone camera, and obtain an accurate, real-time reading next to the patient at the doctor’s table. A similar idea might do away with the necessity for additional time-consuming laboratory tests.
The extensive surveillance of illnesses spread by insects like dengue and malaria is another project that is now under development. Researchers can one day create an imaging system that can swiftly detect and monitor dengue among the mosquito population by recognising and analysing the chemicals that make up the dengue virus. Such studies might also be used to track other airborne infections and infectious diseases, in addition to insect-borne diseases that affect urban health.
In a bid to become a digital airline, the Vietnam Airlines Engineering Company Ltd (VAECO), a subsidiary of Vietnam Airlines, has signed a cooperation agreement with private players to deploy an aircraft maintenance and engineering management software system. Under the agreement, the system will provide technical management tools, manage the maintenance programme more closely, and more efficiently synchronise data. This will contribute to reducing maintenance costs and time, improving the operational readiness factor for the fleet.
The software also provides tools for planning, controlling maintenance procedures, and managing human resources to optimise production processes. It will minimise labour costs for recording and data entry and work control, leading to an overall increase in labour productivity, by an estimated 15-20%
The software provides synchronous information about failure status, maintenance history, and the status of spare parts. This enables technicians to make effective and timely repair decisions. It is expected to reduce flight stoppages, delays, and cancellations.
Furthermore, the system will shorten the aircraft maintenance time and create favourable conditions for the airline to concentrate human resources to expand the outside maintenance market share. The Deputy General Director of Vietnam Airlines, Nguyen Chien Thang, noted that the new technology will make an important contribution to helping VAECO become a leading aircraft maintenance service provider in the region while accelerating digital transformation.
Currently, Vietnam Airlines is the airline with the largest fleet in Vietnam, with more than 100 aircraft including Boeing 787, Airbus A350, A321, A321neom, and ATR72. The airline is constantly modernising its fleet, as well as improving its aircraft maintenance capacity and mastering new technologies.
In January, the airline launched two e-commerce platforms VNAMAZING, VNAMALL as well as its Vietnam Airlines Gift Card. The services were the first of their kind in the domestic aviation sector. VNAMAZING offers online tourism services including tour and accommodation bookings. VNAMALL provides a wide range of aviation and non-aviation goods and services.
As OpenGov Asia reported, the Vietnam Airlines Gift Card is a product available on VNAMALL, which can be used to exchange airline tickets or avail of business class upgrade benefits on flights operated by Vietnam Airlines, Pacific Airlines, and VASCO. An official from Vietnam Airlines said that the airline considers e-commerce development one of its top priorities.
In August, the carrier announced that passengers using the airline’s air service can now access a free-of-charge news-reader application called PressReader for Vietnamese and international publications. The application provides more than 7,000 digital newspaper and magazine titles available in over 70 languages. According to Vietnam Airlines, passengers can use the application 24 hours before the scheduled departure time and 24 hours after landing.
To use the app, passengers must download the Vietnam Airlines app, choose the PressReader button, and verify their booking code and flight information. Articles can be read online or downloaded for offline reading.
Most recently, Vietnam Airlines launched an online check-in service for passengers departing from Phu Bai airport in the central province of Thua Thien-Hue. The move increases efficiency and improves customer experience and convenience. Passengers are now able to check in via the official portal or the Vietnam Airlines application within 24 hours to one hour ahead of departure.
New technology will be keeping beachgoers safer this summer with the Smart Beaches project providing real-time data to almost 50 beaches in NSW, helping the region’s lifeguards more accurately predict beach conditions using GPS and smart cameras.
The Minister for Customer Service and Digital Government stated that the NSW government had invested AU$ 1.6 million to expand the project beyond the Northern Beaches and Lake Macquarie to five new council areas up and down the coast this swim season.
He noted that wave detection buoys, artificial intelligence cameras and surf rescue boards fitted with GPS technology to gather accurate data will be used on beach conditions to enable lifeguards to be better prepared for the busy summer ahead.
These smart devices will provide real-time readings on tide conditions and wave patterns, as well as help to predict how many people will visit the beach, how long they will stay and the most popular times for a swim.
The Smart Beaches project will allow beachgoers to feel safer at the surf, knowing the lifeguards have the latest data on hand to be better prepared for dangerous conditions and prevent incidents both in and out of the water.
The Minister for Local Government stated that the expansion of the trial will mean more councils will benefit from new technology. The data insights help councils make better decisions about when and where to roster lifeguards, decisions that could save lives, she said. As a result, this programme will now be expanded to beaches in Randwick, Central Coast, Wollongong, Newcastle, and Sutherland.
The Member for Manly noted that the technology had been successfully trialled at Freshwater, Shelley, South Steyne and Dee Why beaches. Over the summer of 2020-2021, 88 lives were lost in the surf. Thus, the technology will help lifeguards make more informed decisions to reduce that toll.
The state’s lifeguards will require all help they can get monitoring the surf, conditions, crowd numbers and keeping our beachgoers safe. An app is also being developed for Summer 2023/2024 that will help councils streamline existing reporting and data systems into one, easy-to-interpret dashboard. Funding has been provided through the Smart Places Acceleration Programme, an AU$45 million allocation as part of the Digital Restart Fund.
About the Smart Places Acceleration Programme
The NSW government has launched the NSW Smart Places Acceleration Programme, an AU$45 million initiative that helps place owners – including councils, government agencies, property owners, and regional organisations – partner with the State Government to solve problems and improve the quality of life for communities across regional and metropolitan NSW.
The programme will seek to:
- Support economic and community recovery post COVID-19
- Encourage partnerships with and co-investment from local councils and industry to deliver smart place initiatives
- Support advancement and implementation of the NSW Smart Places Strategy
- Ensure NSW remains the leading state in implementing Smart Places initiatives
The Minister for Customer Service stated that this programme will connect and empower communities by driving investment in new technology and data. The aim is to use technology to make life easier for people. Be it busting congestion or improving health outcomes, the funding aims to strengthen communities. The government is calling on expressions of interest and encourages all relevant councils and place owners to bring forward ideas.
The seven best smart cities in Indonesia were announced at the Ministry of Communication and Informatics seminar and exhibition on the Movement Towards Smart Cities (Smart City) in 2022 in Jakarta. Representatives from 141 regencies attend the event in a framework for evaluating the implementation of the Smart City 2022 program.
District/city officials who have succeeded in developing a master plan under the Smart City development in their respective regions attended. The session was organised to showcase the commitment of all regional leaders so that the community see the benefits and progress, said Bambang Dwi Anggono, Director of Government Information Application Services (LAIP) of the Ministry of Communication and Information.
The five best cities and two districts took the Smart City award in the following categories:
- Smart Governance: City of Bandung,
- Smart Branding: Surakarta City,
- Smart Economy: Semarang City,
- Smart Society: City of Yogyakarta,
- Smart Living: Demak Regency,
- Smart Environment: Madiun City, and
- National Priority Tourism Area: Wonogiri
The Smart City initiative is a strategic step toward addressing development plans holistically. The programme aims to harmonise regional government sectors and regional initiative programmes with other regional governments, the central government, the business world, and even other countries. Local governments can work together with other local governments, businesses, academia, and the general public to launch various initiatives that will have a positive impact.
The Smart City Movement aims to guide regions and cities across Indonesia in designing digital-based development that considers each region’s potential and challenges. Furthermore, the Smart City programme can bring innovations from Jakarta to other areas, ensuring an even distribution of development programmes.
The Ministry of Communication and Information has facilitated interconnection with relevant parties in the Smart City development. In addition, the Ministry, through the LAIP Directorate, intends to include 50 regencies/cities in the Smart City master plan assistance in 2023.
“We hope that regional leaders (regents/mayors) will have the courage to innovate and make breakthroughs for the good of society. Correspondingly, we encourage regional heads to become change agents in these breakthroughs (SPBE),” said Bambang Dwi Anggono.
The Ministry intends to implement Smart Province next year. The Smart Province programme will select two provinces in 2023 to prepare the master plan. Smart Province development conceptualises development innovations at the provincial level and coordinates Smart City development at the district level within its jurisdiction. Two provinces will be selected to help prepare the master plan.
Semuel Abrijani Pangerapan, Director General of Informatics Applications at the Ministry of Communication and Information, emphasised the importance of digital transformation as a foundation for building smart cities.
“Creating a Smart City begins with digital transformation; from there, every local government understands what is required. Because each Regional Government has unique characteristics. But, in the end, everything will point to the holistic Smart City that we taught,” he was quoted as saying.
He also stressed the importance of creating a master plan for the long-term development of Smart Cities as establishing a smart city would take 15 to 20 years. As a result, the Ministry has created a programme to educate local entities on constructing a Smart City.
The Ministry of Digital Economy and Society (MDES) has sped up the development of technology to keep up with the fast changes in the economy, society, and way of life. This is especially important for the year 2023 when people’s activities around the world are expected to rely more on digital systems, such as finances, business, information management, transportation, and many other things.
The Digital Post ID was recently introduced by Chaiwut Thanakmanusorn, Minister of Digital Economy and Society (DES). The system is currently undergoing testing by the necessary organisations and is anticipated to be implemented by 2023.
The government agency is making strides to improve digital innovation infrastructure. According to the Digital Economy Promotion Master Plan (2018 – 2022), there is a proposal to alter the form of addressing information into a digital address, known as Digital Post ID by designating the Thai Post Office as a regulating body.
The MDES runs projects to improve Thailand’s delivery system, which has been based on five-digit postal codes for more than 40 years. This is done by making it easier to find people in Thailand with a digital 1post ID code that can be turned into their address coordinates down to the household level.
To facilitate having a digital post ID In the future, post offices or logistics providers will have QR code label printers that digitally affix a post ID to parcels or envelopes. Personal information will not be displayed on the box or envelope’s address, so both the recipient and sender may rest assured that their privacy will be protected.
The application must be installed on the device to scan the QR Code and display the sender-recipient information, and the QR Code has a single usage. In addition, access to various information is restricted in accordance with the Personal Data Protection Act 2019 principles. In addition, it will ensure the purchase of e-Commerce products more because it may connect the delivery routes.
The Digital Post ID service provided by Thailand Post is an extremely helpful one that helps to maintain the safety and confidentiality of the documents owned by individuals. In addition, Thailand is rapidly embracing digital technology, and the country is becoming increasingly well-connected. With a population of over 69 million, the country is home to a wide range of Internet users, and digital technology is growing rapidly.
The Thai government has been proactive in promoting digital technology and has implemented several initiatives to help the country keep up with the rest of the world. This includes increasing access to high-speed Internet, encouraging digital literacy, and investing in the development of digital infrastructure.
The government has also been encouraging the use of mobile phones, tablets and laptops. These devices are becoming increasingly popular and are being used by people of all ages to access information and services.
The Thai government has also been investing in the development of cloud computing services. This has enabled businesses in the country to store their data securely and access it quickly and easily. Cloud computing has also enabled businesses to reduce their costs, as they can access services without having to invest in physical infrastructure. Furthermore, the Thai government is promoting the development of e-commerce and online payment systems
Taiwan Premier Su Tseng-chang announced at a cabinet meeting that Taiwan’s contract chip manufacturing firms now have a 63% share of the global market. Furthermore, Taiwanese companies handle 58% of all global integrated circuit packaging and testing. As a result, Taiwan semiconductor manufacturing has emerged as a critical player in global supply chains.
Taiwan’s semiconductor industry has risen to first place in the world in chip manufacturing and integrated circuit packaging after four decades of hard work. Taiwan also ranks second globally in integrated circuit design, with a 22% market share. Furthermore, the domestic semiconductor industry is collaborating with foreign partners to serve global clients, demonstrating that Taiwan is an essential and irreplaceable partner due to the world’s most efficient and difficult-to-duplicate production model.
The achievement began three years ago when Taiwan took advantage of the global scenario. Taiwan persuaded related industry operations to relocate from China to Taiwan. Premier Su mentions the effort that resulted in three years of economic success.
According to recent data from global indexes, the premier also stated that Taiwan ranks among the top countries in the world on criteria such as investment environment and free democracy, with the country ranking among the best in Asia in many categories. These high marks enforce even more confidence in international partners.
Nonetheless, Su emphasises the importance of Taiwan remaining vigilant. The government is developing response measures to allow domestic chip manufacturers to maintain their competitive edge and vital positions in the industry. Premier Su stated that the government is consulting with the industry to develop a future development strategy. The strategy provides more generous tax incentives, encourages R&D investment, and eases restrictions on talent recruitment, in addition to delivering Taiwan-based semiconductor manufacturers with a high-quality investment environment, including the provision of water, electricity and land.
The government’s comprehensive support for the domestic semiconductor industry will enable Taiwan to maintain its lead in advanced technology and efficient fabrication methods, secure a substantial competitive advantage, and continue contributing to the world. The country will also adhere to international norms while reassuring allies. Taiwan will maintain this stance in the future, displaying critical strengths to the world and being a team player who inspires international trust.
Meanwhile, Taiwan and Slovakia recently signed three Memoranda of Understanding (MoUs) in Bratislava, pledging to increase bilateral trade, startup exchanges, and talent-nurturing collaborations in the semiconductor sector. The Memoranda of Understanding were signed by the Taipei Importers and Exporters Association and the Council of Slovak Exporters, Taiwan’s Startup Terrace and the Slovak Business Agency, National Sun Yat-sen University, and the Slovak University of Technology in Bratislava.
The MoUs were signed during the second session of the Taiwanese-Slovak Commission on Economic Cooperation, which was attended by a Taiwanese delegation led by Deputy Foreign Minister Tsai Ming-yen. During the meeting, Tsai and Peter Gerhart, Slovak State Secretary of the Ministry of Economy, discussed ways to expand bilaterally.