This is Part I of a two-part series. Read Part II here.
Technology today is shaping every aspect of how the world works, communicates and lives. Entering into the new norm, a new digital society is emerging, connecting everyone and everything like never before. Digitalisation and technology adoption has been increasing at a steady rate over the last few years, and the onset of the COVID-19 pandemic has only accelerated the rate of adoption.
Tech-driven innovation and disruptive technologies have been integral parts of the crisis response and mitigation efforts. The private and public sector as well as citizens now rely on digital channels to provide and access goods, services, information and entertainment.
In this increasingly VUCA world, everyone is ramping up their digital transformation efforts to better serve citizens and clients. Governments and organisations across the globe continue to find innovative and effective ways to adapt to the new normal and the post-COVID-19 environment. This was the focal point of discussions during the Philippine 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 Philippine OpenGov Leadership Forum offered a unique way of tackling challenges in its first 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.
Cultural Shifts amid the Pandemic
To kickstart the session, Mohit Sagar, Group Managing Director and Editor-in-Chief at OpenGov Asia delivered opening remarks.
Well before the pandemic, there was consensus on the benefits of remote models – working from anywhere, anytime. The discussion was vigorous on how to bring this about effectively and securely but ultimately, it did not happen in any significant way. Then, at the end of 2019 came a 500-mile tailwind so devastating that it forced the world to pause. The virus respected no border, industry or community – ravaging 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 across sectors and industries. However, the demand on the public sector shot up dramatically as citizens, forced to stay at home, looking 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 cultural 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, or some may call “band-aid technologies”. 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 increased 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 look beyond the adoption of technologies to the comprehensive integration of technology, processes, and people?
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.
The PhilSys: A Foundational Identity Platform for an Inclusive and Resilient Digital Philippines
After Mohit’s opening remarks, the forum heard from Denis F. Villorente, Undersecretary for the National Information & Communications Technology Assets Index, Department of Information and Communications Technology (DICT).
Denis acknowledged that digital transformation was already happening before the pandemic – COVID-19 accelerated it. There were many initiatives in place or the pipeline.
Denis spoke about the potential of a robust national ID system that could facilitate multiple types of transactions necessary for digital ecosystems and societies, saving people, government and businesses time and money and unlock new drivers of economic value and growth.
Exploring the rationale of the Philippines’ national ID system, he conceded that there was a need for a foundational ID system. The over 25 functional ID systems do not offer digital authentication services to third parties and highly dependent on paper-based and manual processes. This has led to high costs and fraud in service delivery and prevents the shift to online services.
In terms of public services, the current identification landscape in the Philippines has not just created exclusion but also exacerbated inequality. Citizens often need to provide two or more matching physical documents which is a barrier for many to access services. About 1 in 5 of the poorest (40% ) Filipinos have been unable to apply for government services because they lacked the required IDs. Similarly, 1 in 6 of this group have been unable to receive government financial support because they lacked the required IDs.
Knowing this, the need for a foundational ID was glaringly obvious. Therefore, Republic Act No. 11055 or the Philippine Identification Act was signed into law. The law establishes a single national identification system that aims to provide valid proof of identity for Filipino citizens and resident aliens of the Philippines. The Philippine Identification System (PhilSys) is the government’s central identification platform.
The PhilSys has two functions. One is the PhilSys Number (PSN) that creates a unique digital identity for all Filipinos and resident aliens via the PSN. The other is to provide reliable authentication of that identity for secure digital transactions.
PhilSys is designed as an enabling platform that unlocks new services and systems for the digital economy, especially online transactions. It underpins sectoral IDs and databases to enhance accuracy, interoperability and integrity. The system boosts the digital transformation of existing services and systems reducing cost, time and fraud.
The PhilSys-enabled services will allow governments and businesses to use technology to change how they do business, shifting to transactions that are paperless, automated, and online.
In terms of security, as a permanent and irrevocable unique identifier, the PSN is very sensitive. If it is collected and widely used in its raw format, greater risk of it being leaked or stolen, with consequences for security and privacy. To mitigate these risks and learning from the experience of other countries, the PhilSys is adopting tokenisation as a strategy to protect the PSN from misuse while maintaining the same functionalities. Tokenisation involves the generation of PSN tokens with the power of the user that obfuscate or mask the PSN and serve the same function as the PSN.
The PhilSys aims to provide efficient and reliable authentication services by having the PSN microprinted on a PhilID card to allow holders to retrieve the number when needed. The number is used to facilitate authentication and the relationship is like that of an ATM card and bank account numbers.
A PhilSys mobile app develops an “Alyas” PSN that can be generated by the user via the app. This is like virtual credit card numbers. Data is stored in databases that generate back-end tokens unique to each relying party and can be mapped to others.
Designed with privacy in mind, access to personal data in the ID system is strictly limited by the Data Privacy Act and the PhilSys Act. The country’s National Privacy Commission (NPC) also supervises its compliance. Privacy best practices are embedded in its technical architecture, such as data minimisation and proportionality, tokenisation, and encryption. The system will also adopt security measures per the ISO 27000-family standards.
To end his presentation, Denis said that by the end of 2021, up to 70 million Filipinos will have been registered to PhilSys and been issued their PSN and PhilIDs. He emphasised that the PhilSys present opportunities for service providers to simplify, secure, and reduce the cost-of-service delivery to citizens/clients. Government CIOs have a critical role to play in ensuring the preparedness and readiness of their agencies in unlocking the opportunities and value of the system.
From Artificial to Real: AI Stories in the Fight Against COVID-19
The forum moved to a presentation from Dr Steve Bennett, Director, Public Sector & Financial Services Practice, SAS. He discussed how Artificial Intelligence (AI) helped during the pandemic.
Governments initially adopted operations research, Steve explained, as a scientific method of providing executive departments with a quantitative basis for decisions regarding the operations under their control. It then evolved to AI that could provide better decisions by training systems to emulate specific human tasks through learning and automation. Technology then transformed from artificial to real in the battle against COVID-19.
First, AI and data analytics helped governments in their responses against the pandemic by Epidemiological Modelling and Medical Resource Optimisation. Governments used data analytics to flatten the infection curve while preserving limited resources crucial in the COVID-19 era. AI and data analytics also assisted governments regarding contact tracing efforts by connecting and understanding data available to help mitigate the spread of the virus. Utilising these technologies can also make outbreak predictions by knowing the areas where large communities are residing and are vulnerable to possible contagion. Governments can utilise machine learning and AI to help them make predictions and anticipate future outbreaks.
Second, AI and data analytics aided governments in the recovery phase, more specifically in delivering citizen benefits. Citing the example of the United Kingdom, Steven said the British government offered a range of benefits to people in need. like other governments, the nation, too, wanted to make sure that benefits were delivered to the right people. AI and data analytics were successfully deployed to quickly score and validate the right beneficiaries that all those resources went to.
Steve agreed that the re-imagining of government, including digital transformation, is happening all over the world and was accelerated by COVID-19. At the core of this, AI and data analytics are helping governments to determine what it means to focus on services for their citizens.
In terms of citizen centricity, Steve gave the example of a large city in Denmark. The city wants to get people back to work in 13 weeks or less if they lose their job. This vision is tailor-made for machine learning and AI to optimally match the mix of programmes to the right citizens. Knowing the background of people and by having AI/ML map appropriate programmes, the government has seen great results in terms of getting people back to work.
AI and data analytics has helped governments when it comes to producing tailored citizen services and benefits optimisation. For example, the New Zealand government noticed that people who entered the benefits programme were children or under the age of 18. They wanted to know how they could change the trajectory of children and families in New Zealand.
So, they started to use data analytics technology that the retail industry has been using for years, where companies gather and understand data that can help them identify what products are most fitted for their customers. Adopting this logic and technology to the public sector, helped them offer the best tailor-made services for their citizens, saving the government a lot of resources.
Confident that these examples about AI and data analytics would inspire delegates, Steve closed by emphasising that these technologies are not just theoretical. They can make and have made a practical difference in the lives of citizens and in government missions.
On the agenda to discuss was public services in the new normal and what does the word “Reboot” mean. Open to debate was the kind of transformation the panellists were expecting to see and how did they think technology would support the reshaping of the world with lessons learned from COVID-19.
Agnes said that the new normal means not going back to the old norm. The working environment will continue to be hybrid; using a lot of ICT, incorporating shared value creation in governments and organisations will equate to better business processes and client services. Agnes conceded that there will always be a need to evolve and adapt to change and embrace new technologies. AI and predictive analytics, she felt, will play a vital role in the post-COVID 19 environment.
There was already a global trend of remote working, Kuldip acknowledged; COVID-19 magnified and accelerated this trend. Humans are averse to change and are creatures of habit so it is up to leaders to continue and improve this trend going forward. Along with the evolution of technologies and practices, there is a huge concern about the associated risks that are evolving alongside. For example, from robberies using guns, it has evolved to laptops and the internet. Knowing this, society needs to be more careful going forward.
Henry agreed with Agnes and Kuldip that practices during the new norm are here to stay. From a financial sector perspective, the industry can adopt a banking work from anywhere approach because banks follow their customers. If it is a work-from-home setup, they will introduce banking-from-home. The banking sector will adjust to the current norm. However, he cautioned that this transition needs to be secure enough to mitigate possible risks and threats associated with this change.
Sean said the good thing about the new normal is that it allows new things to occur. A huge proponent of biodiversity, one of the most promising things, he noted, is the decoupling of our economic growth from carbon. The world managed to do it during the COVID-19 era supported by disruptive technologies. Sean hopes that the speed of change complements these purposes.
IoT – The Smart City Technology
After the engaging Power Talk section, the forum heard from David Graham, Chief Innovation Officer, City of Carlsbad on how the Internet of Things boosted smart city technology in the city of Carlsbad.
The concept of smart cities has been around for a long time, David agreed and the pandemic further magnified the ideas around it. Governments found work virtually, deliver citizen services via tech and deploy a slew of online tools. Countries also saw drastic adjustments needed to address climate change and similar issues. All in all, the pandemic accelerated and promoted change.
With innovation ramping up during the crisis, it impacted residents, visitors, business and governments. There was a need for rapid adaptation of new technologies to get work done as the way work got done changed. New ways to engage with the public were discovered that can move from temporary to long-term. Insights that contribute to continuous improvement and advanced data-driven decision making have been obtained. To summarise, innovation principles to get the job done were learned.
There were several ways the city of Carlsbad adapted to the new normal. First is they adopted a new city app, Carlsbad Connects, an easy way for citizens to report things that attention around town – like potholes, sidewalk cracks, traffic light outages, graffiti or code enforcement issues.
The city replaced landlines with Voiceover IP increasing capabilities and flexibility. They conducted virtual inspections and upgraded cybersecurity. A Business Centre for online payments was established.
The city council continued its analysis of the effects of the pandemic by issuing an updated survey of Carlsbad businesses during COVID-19, data collection and analysis of changing business needs and financial assistance that needs re-assessment. The council provided rapid lifelines to local businesses like a COVID-19 restaurant map that connects residents with safe dining locations, information on food delivery/takeout options, that are accessible on a phone, tablet or computer.
They had initiatives to address COVID-19 hot spots which cater to the calls for services related to 19 health order violations, identification of focus areas for increased outreach or education, and track and monitor changes in patterns in districts.
Some of Carlsbad’s city-wide initiatives include operations and performance monitoring, community risk reduction, pre-planning, after-action mission analysis, hazard reduction, predictive analytics and proactive interdiction.
The city adopted a Drone Programme for city-wide operations that could highlight possible emergencies within the community beyond the physical line of sight. It also uses these drones for package and service deliveries.
David believes that strategic digital transformation must include an equally strategic digital transformation investment programme. Governments should approach investment in digital infrastructure the same way they see investments in physical infrastructures. A capital improvement strategy for technology and digital should be a five-year plan with project descriptions, timelines, cost and funding sources.
Governments must make consistent investments crucial to adapting to emergencies and crises, David concluded. They must evaluate residents, businesses, visitors and staff experiences to reduce friction on future continuous improvement efforts. Leaders must let the crucible of crisis accelerate change management while making temporary responses a long-term improvement. People must not focus on the phrase “back to normal” but must instead create a “better normal” to achieve that future.
Increase Your Agility with Multi-Cloud Flexibility
The forum welcomed Ryan Tassotti, Enterprise Architect and Principal Engineer, Dell Technologies to share how governments and organisations can utilise the flexibility of a multi-cloud system to increase their agility.
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.
Ryan explained that the Philippine Cloud Policy is up to date in terms of digital innovations and services, aiming to improve citizen’s experience with the government. It is data-centric and classification level is important. He was firm in his opinion that no Philippine government created data should be subject to foreign laws, regardless of the cloud deployment model.
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 Philippine Cloud Policy embraces these advancements.
New Zealand’s Integrated Data Infrastructure – Strategies, Implementation, Successes, Challenges and Road Ahead
Next, delegates heard a presentation from Chris Buxton, Chief Digital Officer, Statistics New Zealand on the strategies and challenges behind the implementation of New Zealand’s integrated data infrastructure.
Chris shared that New Zealand’s integrated data infrastructure has two parts. One is the Integrated Data Infrastructure (IDI), an integrated database containing de-identified longitudinal microdata about people and households. The other is the Longitudinal Business Database (LBD), an integrated database containing de-identified longitudinal microdata about businesses. Linking these datasets together is called the Spine, created by linking births, tax, and visa data together, other sources (aka nodes) are linked with the spine.
The flow of data in the IDI and LBD is by collecting data from all sources, processing and linking the data, and identifying data available for research. The data is kept safe within a ‘five safes’ framework to ensure that access to the IDI and LBD is only provided if all the following conditions can be met:
- safe people (background checks on citizens)
- safe projects (inspections on infrastructures)
- safe settings (adept data storage systems)
- safe data (anonymising the data)
- safe output (nobody can take out data from the system)
Researchers from government agencies, universities, the private sector use the information derived from these data to study studying issues like child vulnerability, education and employment outcomes, the impact of health conditions and business productivity.
Researchers use anonymous data from IDI and present it in a comprehensible way, allowing users to visualise integrated government data at a detailed geographical level. The information also influences employment pathways and outcomes by letting researchers know how the workforce is changing over time.
However, while there are benefits, there are also limitations. Researchers can tackle previously ‘unanswerable’ questions via longitudinal view, cross-sector view, and geographical views all while reducing research cost and burden. But various administrative data quality issues are also present and these processes demand high time and skill investments.
Chris also shed light on the new Datahub. The hub is a centralised data management platform that stores, verifies and analyses data. Based on the Cloudera technology stack, it feeds data into new and existing statistical and analytic systems such as the R and Python programming languages and tools such as SAS and Microsoft’s Power BI. Errors in data are detected early through automated validation and checking systems that also extract relevant metadata and prepare the data for use. With no restrictions on how data is formatted, the Datahub provides increased flexibility around how data is stored and used.
Chris shared lessons and enabling factors from the implementation of the IDI and LBD. They found the “If you build it, they will come” phrase to be true. He explained that when leaders decide to build a system dedicated to data, then the information needed from that data will come. He also added that data providers are generally willing to make their data available. However, they found that technical skills are a barrier to extracting true value from data. For systems to succeed, there must a be social licence, informed trust and flexibility is key.
At the end of his presentation, Chris advised governments and organisations to improve their infrastructures, improve access to these services, make legislation reviews, and create international access to create improved awareness.
Blazing the Trail in AI Talent Development
Koo Seng Meng, Senior Deputy Director – AI Innovation, AI Singapore was next to discuss how AI Singapore blazed the trail in AI talent and literacy development in Singapore.
Seng Meng started by confirming that AI Singapore’s National programme intends to educate all nationalities, not just Singaporeans, on AI and to harness the scientific and economic potentials of AI for Singapore. They work closely with the government’s lead ministries and economic agencies as well as the private sector’s research institutions and enterprises to build local AI talents.
By staying true to their mission called “Grow our own timber”, Seng Meng said that Singapore must develop their people to meet the national demands on AI. For example, at a primary level, AI Singapore launched AI for Kids (AI4K). On the secondary level, they let schools adopt AI for Everyone (AI4E) as an AI foundation baseline. There is also AI for Students (AI4S) dedicated to young learners. In an industry setup, there is AI for Industry (AI4I) where universities use the course with academic credits, pushing them to an AI Apprenticeship Programme (AIAP).
AI Singapore have done these talent programmes for 3 years, but the question is, is it enough?
Seng Meng believes that there should e an increase in the supply of AI Engineers, not students to go into the workforce. The nation must grow an AI–literate population to grow an Ai-trained workforce to increase the number of AI capable individuals.
This can be achieved by understanding AI basics presented in AI for Everyone, AI for Students, and AI for Kids. AI skills can grow with AI for Industry and co-developed AI curriculum with schools and institutes of higher learning. By growing the AI-capable workforce, the country gets a chance to work on real-world AI such as the AIAP.
AI Singapore and the AI Professionals Association (AIP) have set a competency standard and career pathway for AI learners and aspirants. They also qualify AI Engineer talents that industries need, and through this partnership, they create a national registry of qualified AI engineers for national policymakers.
The AIP is the foremost professional society for practitioners, organisations, and students in AI. The association also started the Chartered AI Engineer profession. They intend to help companies and countries by giving them a national standard for professionally qualified AI engineering talents.
The Chartered AI Engineer profession is broken down into three categories. First is the Associate AI Engineer; they are students or working professionals who have the necessary skills & knowledge to start working on an AI Project. They are not required to display the relevance of their technical skills to business. Rather they are deemed to be proficient in the required technical skills to start working for a business organisation that has some data capabilities.
The second one is the Chartered AI Engineer Level 1; working professionals who have the necessary technical skills to develop AI solutions. They can draw a relationship between an AI project and its relevance to business and design the solution to meet the deliverables, and lastly is the Chartered AI Engineer Level 2; they are working professionals who are team leads for AI engineers. They align project outcomes to fit into the business process and able to set up the appropriate process to monitor the effectiveness of the AI models put into production. They also lead or involve in the final solution architecture to ensure successful deployment that delivers business value.
To end, Seng Meng advised governments and organisations to have an AI Readiness Index (AIRI), that tackles an organisation’s readiness with AI talent, literacy, governance and management support, as well as data readiness that ensures the quality of data, and infrastructure readiness with a data warehouse and computing resources.
The Democratisation of Data & Insights
Taking over the session was Kate Carruthers, Chief Data and Insights Officer, University of New South Wales who spoke on how the democratisation of data can help governments and organisations in their digital transformation journeys.
Data democratisation is the process of transforming data into information and making the information accessible organisation-wide. Data, and the universal access to it, is the key to fully transform organisations, Kate opines. Democratised data will create new opportunities and unlock the value embedded within organisations.
A study says that most organisations are not data-driven and will not be anytime soon. The business adoption of Big Data and AI initiatives must be viewed through a long-term lens – as a process and a journey. Only 31.0% of companies say they are data-driven. The research says that the world is headed in the wrong direction as this number has declined from 37.1% in 2017 and 32.4% in 2018.
Firms need to adopt a long-term approach, focusing on the complex cultural challenges as a starting point. Beyond a doubt, complexity is a defining feature of the digital era but governance structures to manage are not being adjusted accordingly.
Kate proposed several key pillars for data: data governance, data security (including cybersecurity, information security), data platforms and data culture.
Data Governance (DataGov) underpins everything ad is defined as the organisation and implementation of policies, procedures, structure, roles, and responsibilities which outline and enforce rules of engagement, decision rights and accountabilities for the effective management of information assets. It helps by identifying data at risk, locating sensitive data, ensuring that sensitive data is stored and managed properly, identifying sensitive data users, and ensuring consistent data access processes and safer access to sensitive data.
DataGov, privacy, risk, ethics and IT must all be aligned regarding information literacy. This will include uniformity in policies and standards, establishing decision rights, information quality, stewardship, privacy, compliance, security, assess risk and define controls as well as architecture, integration, and consistent data definitions.
There are five essential aspects to data management:
- cyber and information security
- risk management
- data and information governance
A good data strategy must be focused on people, technologies and processes. It is critical to understand how data generates value. This does not mean merely financial value; it means value to people and insights that are not otherwise available. Organisations should also know what their critical data assets are with data– and system– classification. Finally, an organisation must know its data ecosystem.
The principles of a successful data strategy include knowing how data generates value, knowing critical data assets and data ecosystems, and ways on how to govern the said data. Data ecosystems must have data capabilities that are about people who create and manage usable, high-quality enterprise information assets.
Capabilities should include tools, data, and processes for management reporting and advanced analytics, as well as action capabilities that automate the provision of data and enable business intelligence and insights to be delivered.
A good data management model must include security architecture, an automated user management system and data pipelines, regular penetration testing, and agile DevOps. Kate said that the democratisation of data also helps in the introduction of self-help dashboards for the following areas:
- Student Admissions & Recruitment
- Student Load Reporting
- Faculty Student Reporting
- Academic Administration
- HR & Recruitment
To end her presentation, Kate said that we must methodically focus on delivering value to people by doing something better today than yesterday. Agility and developmental operations matter and data democratisation is a team sport. Data needs a platform armed with data governance that is aligned with the issues on risk, ethics, privacy, and IT to work collaboratively.
In conclusion, she said, data is a journey, not a destination.
Read Part II of The Philippine OpenGov Leadership Forum Virtual Edition: “Embracing Digitalisation to Navigate the New Normal”.
In the new normal, everything is moving online, including employee workloads, leadership insights, and how the services and businesses interact with customers or clients. Organisations must undergo a digital transformation to create entirely digital processes, better experiences and streamlined operations.
Successful digital transformation allows all processes and systems to communicate with one another. Users have a single source of truth, updates occur in real-time, and data is integrated.
The transformation enables organisations to effortlessly pivot when necessary because all their systems and teams are interconnected. Everything can be done quickly and without impacting the operations – whether it is to add more users, connect new business software or begin automating tasks.
In a cloud-first strategy, organisations are not merely adding a new layer of technology when they transform. They are expanding their IT capability in an entirely new way. Data and systems are hosted in the cloud, allowing for a seamless, effective and adaptable connection of all their IT.
Increasingly, companies of all sizes are aware of the potential and power of the cloud. Due to the increased security, scalability and convenience, more businesses and services are moving their apps and data onto the cloud.
Within this suite, that offers consumers a significant advantage is cloud communications. As remote and hybrid work models become the norm, cloud communication is quickly gaining importance.
The OpenGov Breakfast Insight with Indonesia’s top public sector leaders on 1 December 2022 at the Westin Jakarta provided the current information on the benefits of the most recent cloud technology that can help the nation’s public, education, financial services and healthcare sectors.
The Cloud at the Heart of the Digital Transformation
Mohit Sagar, CEO & Editor-in-Chief OpenGov Asia, believes cloud-based strategies are being adopted and implemented by companies of all sizes to spur growth and increase profits. Cloud has fundamentally altered business communications.
Cloud transforms how people communicate, collaborate and conduct business in today’s digital world. It has sparked advancements in machine learning, the Internet of Things (IoT), devices, healthcare and autonomous vehicles.
“The cloud offers cutting-edge features and functionality that let staff members collaborate and communicate in ways – and places – they never imagined,” says Mohit. “Organisations can outsource systems management tasks like provisioning, switching, data storage, and security to cloud communications providers.”
Moreover, with remote and hybrid models, employees report higher productivity and greater satisfaction.
Nonetheless, according to Mohit, even though remote and hybrid models are becoming increasingly popular, they will not be successful if they are not based on the right technology. Cloud communications are a crucial component of any hybrid or remote work environment.
With cloud-based communication tools, staff can easily switch to working remotely, teams can keep meeting, and operations can go on as usual.
“Technology for collaboration will be more crucial than ever with employees working in different time zones and locations. Hence, teams have the resources to connect with coworkers across boundaries thanks to cloud communications,” Mohit explains.
Organisations can make the most of their resources with cloud communications, which can quicken implementation, increase flexibility, and provide limitless high-volume information exchange. Moreover, cloud communication security features guarantee adherence to data privacy laws.
The technology, protocols and best practices that safeguard cloud computing environments, cloud-based applications and cloud-stored data collectively constitute cloud security. Understanding exactly what needs to be secured and the system components that must be managed is the first step in securing cloud services.
As an overview, cloud service providers are responsible for backend development against security vulnerabilities. Clients should concentrate primarily on the proper service configuration, safe use habits, and selecting a security-conscious provider.
“Clients should also confirm that any end-user networks and hardware are properly secured,” Mohit says.
Every step taken to secure the cloud aims to facilitate data recovery in the event of data loss; guard against malicious data theft on networks and storage; prevent human error or carelessness that results in data leaks, and minimise the effects of any data or system compromise.
The transition to cloud-based computing has resulted in a significant evolution of traditional IT security. While cloud models offer greater convenience, always-on connectivity necessitates new security measures. There are a few ways in which cloud security differs from conventional IT models as a modernised cyber security solution.
According to Nathan Guy, Zoom Phone Leader, Asia Pacific, Zoom, the macro business environment has significantly changed. Businesses are under tremendous pressure to increase productivity, adapt quickly as competition heats up and be productive to keep up with the rapid pace of innovation and technological advancements.
This problem is becoming even more pressing because of economic uncertainty. Without effective communication between customers, prospects and employees, it will be impossible to address these issues.
Nathan highlighted that the workforce is also experiencing a generational shift. People prefer the option of remote employment. And they are asking for cutting-edge equipment and communication systems as they need to do their jobs.
With every new tool and app that is made available, communication becomes more complex and confusing. Employees, clients, and potential customers are just a few stakeholders with preferences and expectations about how, when, and where they conduct business.
“Due to this, many businesses choose their battles carefully when it comes to facilitating communication,’ says Nathan.
Among the routes they take are keeping up with currently used systems deemed adequate; embedded communication tools included with other software packages; exploring multiple solutions depending on the situation; among others. “These strategies are meant to provide the organisation with fundamental communication.”
Such methods allow for some flexibility but also change the environment for prospects, employees and customers. People are compelled to alternate between various solutions based on their needs.
Some consumers “separate” from a favourite brand after just one disappointing interaction. Today’s harsh reality is that communication is a critical path activity; your business will also fail if it fails. A path that is crucial to the business failure.
Nathan believes that organisations must go beyond essential communication to universal communication. Creating intuitive connections to all parties – employees, customers, and investors – regardless of location, device, or business activity – will have a tremendous advantage in this uncertain business environment.
“You do this by combining the connection needs of the individual and organisation by delivering a consistent and quality experience for all participants, making human connection effortless, and enabling rapid innovation to maintain relevance,” says Nathan.
These steps could result in:
- Meeting both the organisations’ core business needs and the demands of their customers;
- Refocusing internal resources away from administering communications and towards new services and capabilities; and
- Improving the agility and the perceived value both in the company and the market
An organisation’s reputation is directly linked to the quality of its communication services. In addition to the fact that employees, clients, and customers can work from anywhere, people returning to the office do not want them to be disappointed by the home office environment to which they have grown accustomed.
Expectations have increased; a session that fails due to dropped participants or subpar audio/video is unacceptable and embarrassing. Organisations must adapt to this new hybrid environment and guarantee that everyone receives high-quality service regardless of circumstance or location.
“When communications are disrupted in today’s world, business transactions become impossible,” claims Nathan. “Organisations can eliminate a work-limiting unpredictability risk by doing this. They provide a controlled experience by enabling the staff to work without concern about the underlying technology.”
By using a top-notch infrastructure specially built to prevent failures, Zoom will protect organisations from communications breakdowns. Organisations could troubleshoot the underlying cause of environmental problems and take preventative measures. This allows the workforce to concentrate on their work without unneeded interruptions or uncertainty. Hence, employees will have confidence that the communication system they provide will work as expected.
Differences in network performance and bandwidth can seriously impair audio and video quality and lead to intermittent problems, preventing some users from participating fully. Even with severe packet loss, organisations can use Zoom to deliver a productive meeting experience. This makes it possible to eliminate local network and infrastructure variability, which is crucial when doing business internationally.
More complexity is being added to communications. “Now you have workers returning to the office, frequently in a hotel setting, as well as those travelling or working remotely,” says Nathan.
Three main contexts have been produced as a result: remote, office and mobile. Unfortunately, all too frequently, people are forced to juggle a patchwork of disjointed point solutions created during the pandemic. This includes a personal cellphone, a videoconferencing option for small meetings and another tool for significant events.
Nathan believes that employees and clients must learn to use a different interface. Even if the organisations stick with a single vendor, many have expanded through acquisitions, leading to various products with no shared characteristics.
“There’s no doubt that communication platforms are a big part of how hybrid teams work,” Nathan asserts. “A modern communications platform like Zoom could help boost productivity, add to what can be done, and show how engaged employees are.”
Fireside Chat: How to Prepare for the Transition to the “Cloud Culture”
According to Deddy Kartika Utama, Head of Information Security, Ministry of Home Affairs (Kemendagri), policies regarding political and general governance and regional autonomy are developed, determined and implemented by the Ministry of Home Affairs.
The Ministry also plays a role in establishing regional and village administration, governing issues, regional finance, demographics and civil records.
Given the number of parties involved and the nature of the hybrid organisation, including the Ministry, maintaining consistency may prove difficult. Because of this, compelling and trustworthy means of communication are crucial.
Cloud communications, Deddy emphasised, continue to be the preferred method of meeting the growing demand for efficient organisational communications, considering the advent of the hybrid workplace. With cloud computing and communications, organisations can quickly expand or contract to meet fluctuating demand.
In the public sector, by using internet-based connectivity to reduce lag time and unreliable connections, organisations can communicate with their team and customers through various channels, including email, voice calls, chat and video.
Through the advancements in IT, organisations now have access to a flexible, instant, scalable, stable, and conveniently located environment. Organisations that switch to cloud-based communication technology can take advantage of full cloud communication’s mobility, scalability, security, reliability, and cost-effectiveness.
The rapid development of cloud computing services and collaboration technologies has apparent benefits for remote and hybrid workforces. It enables teams to work together and achieve their shared goals even when they are not physically present in the same office.
“Using a cloud collaboration strategy, coworkers can work together on documents stored in the cloud while having access to the same files and making changes to them in real-time,” Deddy explains. “One method for cutting costs while maximising organisational resources despite growing communication capabilities and reach is to concentrate on the quality of the technology.”
By utilising the cloud, businesses have found cheaper alternatives while ensuring that their customers can access their data and systems from any location at any time. Transitioning from traditional to cloud office culture is exciting and promising. To protect the organisations and their operations, a solid security foundation must first be established.
According to Deddy, the potential of cloud computing is becoming increasingly apparent to various organisations, and it is also growing. “Organisations are already transitioning from the traditional office culture to the cloud culture, and doing so is profitable. They can save money and space by switching to cloud technology.”
Nathan emphasised the significance of cloud security, albeit that most organisations are already utilising cloud computing in some form. “Organisations are still hesitant to move more data and applications to the cloud due to security, governance, and compliance concerns when storing their content in the cloud.”
By partnering with Zoom, the human connection could be simplified and security could be included. Organisations can capitalise on the habits and competencies individuals have developed over the past two years. Additionally, they will ensure consistency across multiple use cases.
“By partnering with Zoom, businesses will be able to maintain their relevance through rapid innovation. They have access to a constant stream of new capabilities that reflect actual user requirements,” Nathan claims.
According to Mohit, a critical component of cloud security is the protection of data and business content such as customer orders, secret design documents and financial records, among others.
Preventing leaks and data theft is critical for maintaining customer trust and safeguarding assets that contribute to competitive advantage. “The ability of cloud security to protect your data and assets makes it critical for any organisations that are transitioning to the cloud.”
Development partners can assist organisations in meeting a broader range of customer needs, resulting in increased market reach. As a result, when developing cloud applications, make sure to include platform or integration capabilities as well as a partner strategy.
“Your cloud partner strategy should be based on business potential, engineering capability, and platform marketing. A balanced strategy will enable a larger partner ecosystem, more comprehensive customer solutions, and increased revenue potential,” Mohit concludes.
Enterprise transformation refers to a significant shift in the way a company conducts its day-to-day operations. This could involve adjusting an organisation’s fundamental technology, the structure of the company’s workforce or the way the company creates and markets its goods.
Enterprise transformation can take many different forms, one of the most prevalent of which is when an organisation makes a significant change in the products or services it offers. Currently, with digital technology, adjustments like this are occurring more frequently.
Companies are realising that they need to modify their approaches to meet the ever-evolving requirements of their customers as well as the consistently expanding standards set by their rivals.
Simultaneously, several Digital technologies, including Artificial Intelligence, the Internet of Things, Blockchain, Big Data, Virtual reality, Augmented Reality, Robotics and automation, among others, have the potential to transform how businesses operate. They can transform various functions of the value chain, such as logistics & supply, manufacturing, engineering, marketing, customer service, corporate management and support functions.
With their versatility and agility, these technologies can be deployed to numerous industries, among these are Healthcare, Food & Beverage, Manufacturing, Services and Mobility.
Innovative Business: What Lies Ahead?
“Businesses need innovation, not only for survival but for future growth,” says Vikram. “Innovation could emerge as product innovation, process innovation, service innovation or business model innovation to create a long-term sustainable advantage.”
Enterprises have been creating legacies based on research and development (R&D) which has LED them to incremental innovations. However, innovation is disruptive or transformational and it can be around product processes, services and business models.
Transformational innovation represents innovation that transforms businesses and innovates processes to create long-term sustainable, competitive, profitable business models. Disruptive innovation is targeted more towards identifying and inventing new mechanisms to solve existing and anticipated problem statements in businesses, which is also expected to have a business impact.
Many businesses do not distinguish between R&D and innovation. Enterprises today, however, are better able to distinguish themselves from one another and can understand and appreciate the impact that innovation has in comparison to R&D’s function.
R&D is an essential part of most businesses, and the benefits it brings are usually small and mostly limited to the people who work in R&D.
Innovation, on the other hand, isn’t just a function; it’s also a way of thinking for the whole organisation. It affects everything from the process to the product to the service to the business model, and the expected size of its effects is disruptive rather than incremental.
This further demonstrates how the current difficult business and economic environment has forced companies with lower levels of technology adoption and digital maturity to rethink their operations.
Enterprises can now assess the possibilities that technology integration may bring about, not only to address their current problem statements but also to consider new opportunities, whether it takes the form of a product, service, or business model.
There are a few common KPIs that should be measured regularly to gauge an organisation’s and its employees’ level of digital maturity. Vikram believes that because every organisation is unique, the KPIs used for assessments will vary.
For example, the key metrics for some common functions, like customer experience, data and insights, strategic and leadership, technology, operations, digital skill sets and so on, would need to be customised based on how they have changed and how they are changing now.
“We can get innovations which can predict based on the data analytics for the next 10 years,” Vikram reveals. “Every organisation should think out-of-the-box. Then they only need the right set of people who can guide them for the KPIs to be defined.”
Additionally, a variety of industries, including those in healthcare, food and beverage, manufacturing, services, FMCG, mobility, hospitality, and many more, can adapt to new technologies.
The following are crucial actions that businesses need to take today to digitally transform their futures:
- Identify your key employees’ level of digital maturity
- Research the technologies that are currently being used by the Enterprise’s various functions
- Select current issue citations
- Sort the problem statements according to priority
- Assess a system for locating, evaluating, and integrating digital technologies
- After a framework has been chosen and put into place, make the process iterative
- Establish it as the Enterprise’s mentality
Urban Ideas and Solutions Through LKYGBPC
When it comes to entrepreneurs who are truly pushing the envelope, Vikram is looking for certain characteristics. One of these is how the participants interact with businesses, which is determined by a unique set of criteria.
“And because we engage with various sets of parameters when looking at entrepreneurs, we can combine their efforts with those of the business,” Vikram explains.
Therefore, they bring the enterprise work and the entrepreneurs together when looking at the entrepreneurs, especially in the GHV DX LAB framework – they are the project managers and the system integrator for GHV.
The digital transformation, specifically the adoption of online business models and the general shift of economic and social activities online, particularly during the COVID-19 pandemic, has altered how economies operate, businesses function and societies interact.
The exploitation of data is the driving force behind the emergence of a new type of data-driven economy. It creates new opportunities for international cooperation to leapfrog the intermediate infrastructure of the industrial age, taking advantage of the new markets made available by digital platforms and the improved service delivery made possible by smart technologies.
In addition, the most effective mechanism in education would be to integrate innovation and entrepreneurship at the earliest possible stages of the educational system. In today’s context, entrepreneurship is about more than just passion, raising capital, or coding something; it’s about building a network around yourself to support your entrepreneurial journey. The network is critical.
Vikram spent sixteen years in Japan before relocating to Singapore and India to establish a business. He has realised that he must contribute significantly to society. For Vikram, LKYGBPC is a fantastic platform that can be an integral part of any entrepreneur’s entrepreneurial journey.
As opportunities for entrepreneurs are created through this platform, a global network of mentors and other ecosystem partners are integrated with LKYGBPC to focus on the entrepreneurs. “I think it’s a fantastic platform that is desperately needed right now, not just in the context of Singapore or Southeast Asia, but for the global market,” Vikram is convinced.
He believes that a combination of all these factors pushed him into the venture capital world. “I enjoy being a techie. But I’m enjoying my current role as a mentor to thousands of Asian entrepreneurs.”
Vikram has mentored over 1200 startups to date, including 3 that will soon be unicorns. He has personally invested in over 50 startups, and through the GHV Fund, he has invested in over 20 startups. “Every day, I learn something new and give it back to society in the same way.”
Building intellectual property (IP) rights has been the best part of his digital journey so far, and he hopes to keep doing this. “The level of self-satisfaction I feel is never as high as when I say IP is greater. You can make a lot of money consulting, but that doesn’t get me excited if you can’t create IP and work together. And that’s why what we’ve been doing around it can be great,” Vikram concludes.
With the introduction of its Kooha Version 2.0 during the recently held 2022 National Science and Technology Week celebration, the Department of Science and Technology-Advanced Science and Technology Institute (DOST-ASTI) showered photo enthusiasts with helpful tips on interactive smartphone photography.
Kooha is a photo-sharing app derived from the Filipino word “kuha,” which means “to take.” It capitalises on the Philippines’ status as “the selfie capital of the world,” with thousands of photographs shared on various social media platforms every day.
With the help of the camera app Kooha, users may take pictures that go beyond simple snapshots. Multiple sensors are embedded into mobile devices; Kooha uses these sensor data while users snap pictures and embeds them in the image.
Users will be able to quickly learn the location where the photo was shot, the background noise when they shoot a selfie, the network provider’s signal strength, the device battery level, camera settings, environment sensor data, motion sensor, and more. All the photographs captured by the app are shared on Kooha Community. Users’ photos become more than just images when they post them to the community; they become contributions.
When the sensor data from the images is combined with the large pool of sensor data from other users, the data becomes societally important. The data can assist data scientists in generating insights and fresh knowledge that can be used by decision-makers across the country. Kooha is a free app that can be downloaded from Google Play.
According to the DOST-ASTI, Kooha uses the built-in sensors of a mobile device to gather real-time data like sound level, temperature, and humidity and embeds it into a snapshot, making it particularly valuable in research operations across industries thanks to the fresh knowledge it produces.
It added that even more useful Kooha features include the ability to contribute images to the community section, rate shared photos based on “awards” from other users, map the locations of pinned photos, and unlock “badges” by completing specific “achievements.”
As a useful tool application, Kooha reflects the reality that science and the arts may collaborate effectively to produce meaningful results. In addition, the DOST- ASTI’s Quality Management System (QMS) was recertified in accordance with the ISO 9001:2015 standard.
Director of DOST-ASTI Franz A. de Leon stated that the ISO recertification demonstrates the DOST-ASTI’s dedication to continuously enhance its operations and assure successful service delivery – bringing science and technology closer to the people.
He added that their partners and stakeholders can be confident that the institute will constantly offer high-quality products and services because they adhere to the quality policy of developing relevant, timely, and impactful ICT- and electronics-based innovations.
The ISO certificate was the result of the DOST-ASTI management and staff’s collaborative efforts to expand its technologies and ensure the smooth execution of its mandate and functions. Reviewing and improving processes is critical to achieving the agency’s purpose of contributing to the achievement of national development priorities and the growth of Philippine firms through the provision of creative solutions centred on ICT and electronics technology.
This is DOST-ASTI’s second recertification since transitioning to the ISO 9001:2015 standard in 2018. Subject to regular surveillance assessments, the certificate is valid until November 2025.
The global spread of COVID-19 has been a disaster of unparalleled proportions. Not only has it halted the world economy, but it has also made even the most optimistic leaders reconsider how soon things would return to how they were before the outbreak.
Even as the pandemic disrupted businesses and services around the world, a sudden and dramatic increase in internet consumption was observed. Businesses had to shift to digital communications and tools as the key medium for maintaining productive and interesting relationships with their many stakeholders – internal and external.
While the private sector was quicker to alter procedures in the early phases of the pandemic, the public eventually successfully adapted and innovated to continue citizen service delivery. Of course, early on, most governments rapidly put into place digital communication and emergency response platforms.
By allowing users to access their data and applications from any internet-connected device, cloud computing expands the scope of digital transformation beyond simple technology adoption to encompass a comprehensive redesign of all related procedures, resources and user interactions.
The cloud and digital transformation are now inextricably linked. Organisations across the board need to adopt a cloud-first strategy if they want to ensure the longevity of their operations and realise their transformation objectives.
Most organisations and agencies have benefited from the digital change, but some industries are behind the curve. To keep up with the fierce competition in their industries, they must guarantee the reliable operation of the cloud communication platforms that serve as a direct line of contact between the organisations and their consumers and aid in the promotion of their offerings.
The OpenGov Breakfast Insight on 25 November 2022 at M Hotel Singapore provided Singapore’s public, education, financial and healthcare sectors with the advantages of the most recent cloud technology.
Simplifying Things via Cloud Communication
Mohit Sagar, CEO & Editor-in-Chief, OpenGov Asia believes that the cloud has transformed the way organisations communicate, cooperate and carry out many other critical business and service functions.
Cloud communications are voice and data communications solutions that organisations employ to manage cloud-hosted applications, storage and switching.
“Cloud communications services are becoming an increasingly intrinsic choice for organisations looking to streamline their operations and enable their remote workforces to stay connected and productive,” observes Mohit.
Cloud communications enable organisations to interact with their employees and customers over many channels, including email, audio calls, chat and video. All of these leverage internet-based connectivity to minimise faulty connections and lag in communication.
This communication model has become the go-to option for addressing the growing need for efficient internal communications in the hybrid workplace. As numerous workers are returning to the office, and for many of those who have remote work capabilities, hybrid work arrangements are swiftly becoming the new standard.
Organisations are figuring out ways to make hybrid work as interesting and effective as they can. Leaning into what is working, changing what is not working and adapting as lessons are gained are the first steps in creating an effective hybrid strategy, work environment, and culture.
Employee access to the system from anywhere on any device is the need of a mixed work environment. Regardless of the apparatus they are using or their location, employees need to be able to connect to the system.
“User-friendly features in cloud communications make it simpler for staff to become used to the technology,” Mohit explains. “Up until now, better work-life balance, more effective time management, control over working hours and location, prevention of burnout and higher productivity have been the main benefits of hybrid work.”
Having the appropriate tools to be productive at work, feeling less a part of the organisation’s culture, poor cooperation and relationships, and disturbing work processes are some of the biggest obstacles to hybrid work.
Apart from the initial expenditure, virtual meetings result in reduced expenses because of the decline in maintenance and transportation costs. Moreover, integrations of cloud telephony enable companies to place and receive calls from any device that is connected to the Internet.
This means that cloud communications can potentially maximise resources for organisations. Procedures, implementation and adaptability can all be accelerated with a cloud communications strategy, which also offers limitless high-volume information transmission.
According to Mohit, cloud communications must have robust security components to ensure compliance with data privacy laws and the security of all stakeholders. “To assist in safeguarding data in the cloud, emerging cybersecurity tools should also be taken into account.”
These include Artificial Intelligence (AI) for IT Operations (AIOps) and Network Detection and Response (NDR). Both programmes gather data on the security and stability of cloud infrastructure. After data analysis, AI notifies administrators of any unusual behaviour that might represent a threat.
Ultimately a well-thought-out cloud communication strategy with strong security features can serve organisations and gain a competitive advantage in an increasingly digital landscape and VUCA environment.
According to Lucas Lu, Head of Asia, Zoom, if communication fails to give the greatest possible experience, everyone suffers – from employees to consumers to investors. And neglecting to address this essential avenue has ever-worsening implications.
Organisations are going through some significant changes, he explains. The first is in the general business environment. Organisations are under tremendous pressure to boost efficiency, adapt fast as competition rises and keep up with the rapid pace of innovation and technological advancements.
This problem is becoming even more pressing because of economic uncertainties. Furthermore, solving these problems requires effective communication between consumers, prospects and staff.
The workforce is likewise seeing a paradigm shift. People desire the option of remote employment and are asking for the cutting-edge equipment and communication systems they need to do their jobs.
HR managers concur that a high-performing workplace’s future requirements would include collaboration, regular communication and a mentorship culture between managers and teams. “You run the risk of losing the ‘War for Talent’ if you don’t deliver,” Lucas asserts.
With every new tool and software that is made available, communication becomes more difficult and complex. Employees, clients and potential consumers are just a few of the stakeholders who have preferences and expectations about how, when and where they conduct business.
Due to this, many businesses choose their battles carefully when it comes to facilitating communication. They follow a variety of routes, including:
- Maintaining already-established systems that are deemed adequate
- Making use of the fundamental, built-in communication capabilities that are provided with other software packages, even if they don’t entirely satisfy the organisation’s demands
- Using different approaches based on the circumstances. You might, for instance, employ one communication tool for internal cooperation and another for clients, investors, and outside events
“All these strategies are meant to provide organisations with fundamental communication,” says Lucas. “These methods provide some flexibility, but they also change the environment for prospects, employees and consumers. People are compelled to alternate between various options based on their needs as a result.”
This causes unneeded annoyance, rework, expenditures and misunderstanding. Employees may feel alienated and impatient. Customers’ interactions with the brand are disorganised and unprofessional. And various instruments frequently make business slower.
In this uncertain business environment, organisations that can move beyond basic communication into universal communication have extraordinary potential. They can develop intuitive connections to all parties, employees, customers and investors, regardless of location, technology or business activity.
This will be accomplished by integrating the individual and organisational connection demands that will result in a) Delivering a consistent and quality experience for all participants, b) Making human connection effortless, and c) Enabling rapid innovation to maintain relevance.
These results may:
- Satisfy both the primary business requirements and the consumers’ expectations
- Redirect internal resources from managing communications to new services and capabilities; and
- Increase the marketability and perceived agility within the organisation and in the market.
An organisation’s reputation is directly related to the quality of its communication services. In addition to the fact that employees, clients and customers can work remotely, those returning to the office do not t want to compromise on the at-home office environment to which they have grown accustomed.
Organisations must adapt to this new hybrid environment to guarantee that everyone receives high-quality service regardless of circumstance or location. Expectations are simply greater and it is unacceptable if a session fails due to dropped participants or subpar audio or video.
“With Zoom, you may use a top-notch infrastructure that is specially made to prevent failures to safeguard your company from communications disruptions. You eliminate a work-limiting unpredictability risk by doing this,” Lucas says confidently.
When communications are down nowadays, it is impossible to conduct business. Hence, organisations may provide a controlled experience by enabling their staff to work without being concerned about the underlying technology. Additionally, they can analyse the underlying cause of any problems in their surroundings and take preventative measures.
With this, employees can concentrate on their work without unneeded interruptions or ambiguity and will have faith that the communication solution their organisation has deployed will work as planned.
“Partnering with Zoom enables quick innovation to keep up with the times. You can take advantage of a constant flow of fresh features that correspond to actual user requirements,” Lucas says. “Moreover, by frequently communicating with their support group, organisations will rapidly realise what is possible.”
Fireside Chat: How to Prepare for the Transition to the “Cloud Culture”
Geetha Gopal, Head of Infrastructure Projects Delivery and Digital Transformation, Panasonic Asia Pacific believes that every day, new technologies emerge and the culture of change is driving a paradigm shift for which an organisation must be prepared.
“As the COVID-19 outbreak rocked the world and we were unsure of what to do, our investments in technology became our strength,” says Geetha.
As the trend toward digitisation of remote work transforms the traditional office culture, a cloud culture has evolved. Likewise, cloud computing has become a competitive advantage for these organisations.
Every step toward better efficiency in the manufacturing sector increases competitiveness. Because of this, the industry’s embrace of cloud communications has become a crucial turning point. Cloud communications have changed the game for manufacturing by enabling increased efficiency while lowering IT expenditures.
“Cloud computing is the future, and organisations are successfully transitioning from the traditional office culture to the cloud culture,” Geetha says firmly.
Streamlining operations using scalable technological solutions for essential tasks and process optimisation not only helps reduce costs but also frees up time for businesses to devote to value-adding endeavours.
This is crucial now more than ever as operations teams struggle to keep up with the quickening speed of product and investment strategy development being observed among clients.
The new service-focused, client-centric operating model for investment operations will be made possible by technology, data and scalability. Organisations need to realise that the greatest way to prepare for the future is to create it as they deal with this period of constant innovation.
As a result, operations leaders who are taking steps to redesign, reinvent and adapt their operations may ultimately be in a stronger position.
Geetha emphasises that collaboration, communication and connectivity are crucial for success in today’s work environment. The key to maximising these contacts is digital communication. “For efficient communication and productivity, your company primarily depends on specific systems, platforms, and applications.”
More organisations are understanding the enormous advantages of migrating their systems to the cloud as technology continues to progress. In addition to allowing organisations to remain relevant in a competitive market, innovation plays a vital role in economic growth. Innovations are required to solve key problems.
One of the tactics that may be employed to save money while maximising organisational resources and extending communication skills and reach is advance planning.
An advantage of cloud communications for aiding staff members in a hybrid workforce is the reduction in time spent travelling to the workplace. Employees can save time travelling with the hybrid model simultaneously offering the chance to be more productive.
Despite the importance of enabling technology, it is the human workforce that will not only execute the organisation’s digital transformation strategy but also ensure its long-term success.
Guaranteeing that personnel are up to the task, however, needs not only technical training but also a radical transformation in thinking and decision-making.
It is important to focus on organisational culture by changing the management programme and making concerted efforts to close the gap between the internal aspect and employees.
Organisations that are unable to develop and achieve new goals that will assist their employees and business to thrive are those that are unwilling to alter existing practices.
“The pandemic can no longer be an excuse or the reason – remote work is here to stay. If we want skilled employees then we need to concentrate on their needs – we must empower our employees,” Geetha concludes.
Lucas believes that every problem has a solution since most organisations fail to connect their strategy to their innovation objectives. “Change is a constant process, and what we say today might leave a legacy tomorrow. Any plan for digital transformation, in our opinion, must be built around digital innovation.”
The road of digital transformation must involve a competitive advantage that can only be sustained by introducing innovations and contemporary methods if it is to stay modern and please clients with cutting-edge goods and services.
For every change, there is a call for managerial backing to be successful and transformative. Zoom is happy to discuss how digital transformation budgets differ from traditional business or IT budgets to meet the demands of any organisation.
Lucas believes that cloud computing is transforming not only how many organisations access and store data, but also how many of these businesses run. It provides greater protection, flexibility, data recovery, minimal to no maintenance and ease of access.
“Although many people used to hesitate the cloud computing, they have now realised how important it has become to organisations,” Lucas has observed.
Mohit believes that changes in computers and how technologies are distributed are altering the ecosystem, especially for those who work in a hybrid environment. He encourages delegates to start establishing a strategy to utilise the cloud’s benefits for their businesses and services. “Organisations should determine the types of cloud services for which you require solutions, then meet with cloud service providers to determine the best long-term match.”
Both public and private organisations benefit from the adaptability, efficiency, scalability, security, improved collaboration and cost savings that cloud computing offers. “The COVID-19 pandemic has accelerated cloud adoption, but it is anticipated that cloud computing is here to stay, especially since hybrid work assumes a central role,” Mohit concludes.
The Philippines was selected as one of the pilot nations to be connected to the Arterial Research and Educational Network in the Asia Pacific (ARENA-PAC) through its national research and education network (NREN).
The Philippine Research, Education and Government Information Network (PREGINET) will be linked to a global NREN hub in Guam as part of a Memorandum of Understanding (MoU) signed between Secretary Renato Solidum, Jr of the Department of Science and Technology Institute (DOST) and Prof Jun Murai of Keio University.
Prof Murai, known as the Internet Samurai and widely regarded as the inventor of the internet in Japan, has played a key role in establishing network testbeds across the Asia Pacific to support innovation and cutting-edge technologies on the global internet.
ARENA-PAC is a backbone network that currently connects Tokyo, the Philippines, Indonesia, and Singapore to a hub in Guam via several 100Gbps circuits. Future membership is anticipated to increase.
The next phase of ARENA-PAC’s advancement of science and technology, which will benefit not only the Asia Pacific region but also the world’s research and educational communities, will begin with this new process for high-speed additional internet connectivity in collaboration with DOST-ASTI.
These kinds of cooperation, according to DOST Secretary Renato, are crucial for the nation, particularly in the field of research and development, where cooperation with other nations in the Asia-Pacific region is crucial.
The fact that this collaboration with the Japanese counterparts is a direct result of the DOST-long-standing ASTI’s relationship with them makes it particularly significant. “Because any cooperation activities will be based on trust and a positive working relationship, it is crucial that we nurture our relationships with our collaborators,” says DOST Secretary Renato.
The precursor to the collection of science infrastructures that ASTI maintains, PREGINET has been igniting research and educational activities across the nation.
Numerous research projects have been conducted in the fields and applications of disaster risk reduction management, bioinformatics, health, and distance learning thanks to these scientific infrastructures. The ARENA-PAC offers members and partners of PREGINET the chance to maximise research opportunities and create successful partnerships within the networked world.
Meanwhile, a new version of the BIR Digital Assistant – Chatbot REVIE is now available and includes TIN Verification/Validation, RDO Finder, and an eComplaint facility, according to the country’s Bureau of Internal Revenue (BIR).
The eComplaint, on the other hand, is a service that enables taxpayers to file complaints against businesses for failing to issue receipts or invoices, engaging in tax evasion, and other violations of the Tax Code.
The eComplaint facility can also be used to file complaints against incompetent BIR employees or officials.
Revie, the BIR’s digital assistant, was introduced in June 2021 to address general inquiries from taxpayers as well as frequently asked questions about registration, BIR Forms, the zonal value of properties, and BIR eServices.
The BIR website’s home page provides 24/7 access to this artificial intelligence. If a taxpayer using the service needs more clarification on Revie’s responses, they can also chat with a live agent.
The enhancement of Chatbot “Revie” is part of the BIR’s Digital Transformation (DX) Programme, which aims to improve taxpayers’ experiences when transacting with the BIR by providing additional channels through which they can raise questions and concerns about their tax compliance obligations.
The public sector across the world is undergoing the most extensive digital transformation ever. The urgency with which citizen services must be updated and improved during the previous two years is a direct result of global events. Moreover, the expectation for instantaneous, significant, and individualised digital experiences has also been increased by the epidemic.
As a result of the pandemic, governments have had to rethink services with more innovation and creativity to meet the increased need for faster time-to-value structures that are more agile and collaborative. On the other hand, many organisations in the public and nonprofit sectors felt pressured to improve their digital services to meet rising expectations.
Singaporean government agencies have done an excellent job of providing citizens with cutting-edge, trustworthy digital services in the fields of healthcare, education, and social support. These agencies provided residents with seamless service by utilising cutting-edge digital tools and services such as telemedicine, intelligent chatbots, mobile apps like TraceTogether and distance learning.
While there is still a way to go in transforming many offline services, there is much potential to innovate and provide residents with more user-friendly services. When looking for government services, citizens do not want to fill out numerous forms and browse multiple websites. People have come to anticipate a level of service that is both consistent and easily accessible via the internet.
It is becoming increasingly apparent that government agencies need to better use innovative digital tools and platforms to foster more strategic and all-encompassing community interaction. While this transition is underway, efforts are being made to make sure that those folks who are not technologically savvy are not left behind.
The OpenGov Breakfast Insight on 23 November 2022 at the M Hotel Singapore provided the most up-to-date information on how government agencies may develop seamless, personalised, citizen-centric digital experiences.
Digital Government Provides Simple, Secure, Citizen-Centric Services
According to Mohit Sagar, CEO and Editor-in-Chief of OpenGov Asia, the ultimate test of digital government success is the importance of simple, seamless and secure citizen-centric services.
Adopting a human-centred strategy for every step of the digitalisation process, making sure that the citizens were served with compassion rather than being overly thorough when digitalising every analogue process cannot be overstated.
“We must strive for human-centeredness in our digital government by incorporating service journey mapping and reimagining services and processes along the way to meet citizens and businesses where they are,” believes Mohit.
By adopting agile technological development, organisations are better able to respond to rapid changes and provide better solutions for the current situation.
To ensure that no citizen is excluded, governments are adopting an omnichannel approach to provide seamless, personalised delivery and/or communication of key government services across multiple agencies via digital, phone and physical channels that integrate high-tech functions.
In meeting the public’s expectations for inclusive, equitable and accessible digital services, government agencies are modernising their technology infrastructures. Access to equal and inclusive online and in-person services is a significant focus as they increase their emphasis on the customer experience.
Having rich analysis, content management and hyper-personalisation tools allow both private and public organisations to make their services accessible to everyone.
The public deserves an intuitive digital experience, so the government organisation must make its services available to everyone using tools for hyper-personalisation, content management and rich analysis.
“The Singpass app is the best example of this in Singapore which the government made to ensure a more inclusive and diverse public service,” Mohit shares. “With such solutions, platforms and apps, Singapore’s public sector enjoys high levels of citizen satisfaction, which bodes well for the future.”
A successful digital government will measure citizen satisfaction through key digital services provided by the government and pinpoint areas that need improvement. The main goal is to promote an innovative culture and use new technologies to improve the lives of the citizens.
It is becoming increasingly important that a government comprehends the user experience and impact of its digital services as more people interact with it through websites and mobile applications.
Governments are placing extra emphasis on digital transformation. Offering a seamless digital experience makes sure that the public sector can continue to serve the citizens and be useful and accessible in the future. “An organisation can easily stagnate without a concerted effort when it comes to digital transformation.”
Shashank Sharma, Head – Digital Experience Business, Adobe South East Asia recognises that the pandemic increased the need to modernise and innovate more quickly than ever before. It also raised the bar for agile open team structures across all industries, including telcos, intending to have faster go-to-market than in the financial and public sectors.
“We’ve been pushed to think creatively and with ingenuity. But the biggest problems we face in the public sector or public service agencies are outdated systems,” says Shashank. “There are legacy systems and databases that are siloed between various government agencies.”
The COVID-19 crisis highlighted the importance of a broad-based strategy for digital transformation. The trade-offs between policy goals may have changed as the health and economic crisis developed.
The fact is that most local governments rely on siloed software systems with data stores that are frequently redundant for decades. The systems never interact with one another or exchange data. Although it might have appeared that this was the best way to maintain the accuracy of the data in each system, in practice it results in duplicate data, errors and workflow issues.
Citizens now have high expectations for government services because they have been enjoying an exceptional digital experience in the private sector where their needs are met immediately – anywhere, anytime on any device.
The term “citizen-centric” refers to a change in the focus of service delivery from the interests of the government to those of the citizens. Although the quality of public services may be comparable across socioeconomic classes, citizens may draw different conclusions about service because of differences in how those services are perceived and expected to perform.
To make digital transformation work for growth and well-being, policies are required. Cross-cutting concerns like gender, skills, digital governance, and data governance must also be considered.
A country can create a coordinated, whole-of-government approach to digital transformation with the aid of a government digital policy that takes into account all citizens’ needs and preferences.
Establishing a governance framework that supports coordination, articulating a strategic vision, evaluating important digital trends and policies and developing and implementing a comprehensive strategy are all necessary steps in the process of reevaluating current digital policies.
To ensure equity and inclusiveness in the projects and services that are delivered, the government is looking to change the policies that affect people’s lives. “As more and more digital services join the public sector, you can be sure that the guidelines will increase.”
John Mackenney, Practice Director – Digital Strategy APAC at Adobe, discussed the company’s creation of a Rapid Response Programme and COVID resources hub. These were designed to assist the government in adapting to the needs of their workforce and the people they serve when the pandemic hits in 2020.
“At Adobe, partnering across industries to improve digital customer experiences is a significant part of who we are. And we have partnered with governments to unleash creativity, accelerate document productivity, and power the digital business with our platforms,” John reveals.
They have accomplished a goal worth celebrating after a year. In all 50 states of the U.S., Adobe is now collaborating with the federal government as well as with specific agencies at the state, county and city levels – from e-signatures to powering customised communications to constituents.
According to John, citizens expect more individualised digital experiences since they demand more open, dependable, accessible and responsive service. Governments, therefore, must empower citizens and concentrate on increasing public satisfaction while lowering service costs.
Governments today have become more citizen-centric, data-driven, proactive, and responsive to help citizens and businesses, especially during difficult times.
“Making data available that can enhance experiences and economic outcomes is one of the government’s initiatives, as is ensuring that citizens receive consistent and understandable information,” John asserts.
Most countries are concentrated at the emerging level when it comes to customer experience. There is no centralised customer portal for any state, but leaders set themselves apart by customising the user experience (top services, searches, portals) and by digitising high-priority applications.
Moreover, countries are predominantly at the emerging maturity level, like customer experience. Overall, they discovered that most government websites are designed with desktops in mind rather than mobile. As most constituents will attempt to access government websites and information via their mobile device, this is at odds with an accessible strategy. Mobile site speeds typically lag desktop site speeds by 44%.
“We have the widest range of scores across all states in our digital social equity dimension,” says John.
In terms of digital equity, more than half of the states are in the early stages and by focusing on user experience (high contrast, readability, large text, text-only pages), as well as by providing a wide range of language options and services, websites can be made much easier to understand.
Three crucial capabilities are needed to deliver personalised experiences. The first is the data and insights about citizen journeys through both assisted and unassisted channels. Connecting data from various government agencies makes insights accessible to all.
The collaboration and content come in second. Creating content more quickly and widely across all channels (online and off) will maximise cooperation between departments and within agencies when reusing materials.
The third is the journeys – where governments customise the experience on the terms of the citizens and use context to make sure each journey is pertinent, unique, and accessible.
Personalisation of government services, according to John, is enabled by email and web personalisation tools. Both tools enable government agencies to better adapt to citizen needs.
Any personalisation strategy must provide genuine value to citizens and should ideally achieve the following: Make it easier for citizens to find relevant information: make useful information available to citizens who may not be aware of it; reduce information entry that is repeated or unnecessary and assist citizens with complicated transactions.
John suggests that governments should personalise the experience of their citizens for three reasons:
- Time savings due to content accessibility will result in increasing service usage due to streamlined application procedures;
- Time savings and compliance through the fusion of information from various government agencies;
- Time savings by delivering the most pertinent content.
Personalising citizen experiences will enhance the interaction with government services, resulting in quicker and more satisfying decisions and outcomes. “Increased use of government goods and services, then citizens satisfaction follows from this,” concludes John.
According to Lucy Poole, General Manager – Digital Strategy, Architecture and Discovery Division, Digital Transformation Agency, Australia, to facilitate improved decision-making, streamlined engagement, increased efficiency, and the rollout of a slew of new digital government services to citizens and businesses, it is essential to recognise data as a critical enabler and to share this data on a whole-government basis.
“Public service organisations must deal with too much complexity and rapid change to effectively respond with what they already have on hand,” Lucy feels.
However, these very same organisations are in a prime position to connect with ecosystem allies who have access to a wealth of resources and skills. This will lead to the operations, services and technologies being expanded into partner organisations.
The Australian government is looking into different ways to build trust, which is crucial as countries recover from the global pandemic and prepare for new challenges. This citizen trust is essential for ensuring the success of a variety of public policies that rely on the public’s behavioural responses.
In this context, the importance of data sharing cannot be underestimated. The pandemic has demonstrated that accelerated data sharing is feasible. The current challenge for government leaders is to institutionalise these data-sharing advancements to support the upcoming innovation wave and the general welfare.
“Governments should start by assuming that the public will find value in data and that it should be shared,” Lucy asserts.
The Australian government has pledged to lead the world’s digital economy and society by 2030 and rank among the top three digital governments by 2025.
With its vision for 2030, the way the government helps its people transition into adulthood, start higher education or training, start a family, retire, take care of a loved one and go through other significant life events is being reexamined and improved.
Additionally, the public will have the option to share information across pertinent services and personalise services. By pre-filling and submitting their forms upon request, pre-evaluating their eligibility and initiating automatic payments, will offer a seamless experience.
Personalised government services will benefit those who need them most while also being more convenient for everyone.
The country aspires to improve its ability to collaborate with its organisations and community to enable better service outcomes. “To streamline our engagement and free up the public to concentrate on achieving the results they are passionate about; we will use technology-enabled platforms,” Lucy opines.
To achieve this, the Australian government is looking to make the appropriate investments in digital and ICT-enabled infrastructure at the appropriate time and approach. The Digital Transformation Agency of Australia will help agencies to harness the true potential of advanced technologies.
The Digital Transformation Agency provides strategic advice and assurance to the Australian Government on its digital and ICT-enabled investments to help drive the transformation of public services.
Some of the benefits and challenges of coordinating investment across government are that government employees and contractors must possess the necessary skills to spearhead the government’s efforts to transform into a digital economy. Using both established and emerging technologies, they must aid in building better services.
“To make training, hiring and career development for the Australian Public Service easier, we will identify and describe the digital skills we need. This includes initiatives to find new talent through cadetships, graduate placements, and internships,” Lucy explains.
These digital skills are being ingrained throughout the government. The investment is a part of the modernisation fund established by the Australian Government in partnership with the Australian Public Service Commission.
“We anticipate that as new skill requirements materialise, this capability will change,” says Lucy. “Cybersecurity and cloud computing management, as well as design and research skills, are emerging needs. To support Australian small and medium-sized businesses in the future, the nation needs to pinpoint areas where they can develop new capabilities.”
The delivery of digital transformation will be led by Australian businesses and their workforce. They will purchase cost-effective technology from around the world and implement it using Australian skills and ingenuity.
“We will manage risks for the government and our business partners through the way we interact with our suppliers, and we are changing our sourcing policies to make the government more business-friendly,” Lucy says. “This method of modern procurement is collaborative and iterative. It enables the government to purchase goods and services with less risk and for a better price.”
Shashank noted that all delegates agreed to prioritise digital experiences and he encouraged them to begin their seamless journey. Data connectivity, he is convinced, enables governments to drive relevant, personalised interactions and is becoming increasingly important in the realm of innovation. “It adds value to citizens.”
Governments should put the interoperability of services to make sure that the data and citizens relate to the digital journey. Essentially, interoperability is the fundamental capability of various computerised goods or systems to connect and exchange data with one another without hindrance in either implementation or access.
Shashank reiterated that equity and accessibility considerations for a digital journey are vital to success as were empowering policies and trust in the government.
“A key component of the developing global economy, which is increasingly dependent on connectivity, data use, and new technologies, is digital trust,” says Shashank. “Technology needs to be secure and used responsibly to be trusted.”
Mohit underscored the importance of a skillset in the digital journey. Relevant expertise will assist businesses and services in generating leads, increasing demand and attracting traffic. “With the appropriate strategy and execution, the right skill set will help people in all roles understand how their contributions can more effectively drive success.”
Moreover, he recognises the importance of cloud technology. The cloud allows organisations to scale and adapt at a rapid pace, accelerating innovation, driving business agility, streamlining operations and lowering costs.
Finally, in this ever-evolving landscape and VUCA environment, partnerships are essential and inevitable. Through the right alliances, every organisation will be able to reap the benefits of digital transformation.
“Because digital partnership enables them to modernise legacy processes, accelerate efficient workflows, bolster security, and increase profitability,” Mohit concludes.
Information and communication technology (ICT) is used in a smart city to improve government efficiency, public engagement and the standard of living for its residents.
Advanced technologies and data analytics are at the heart of the concept of a “smart city,” whose primary goals are the enhancement of city services, the promotion of economic growth, and the betterment of residents’ quality of life.
The recent pandemic and other critical events have forced the citizens of the Philippines, as it has in other countries, to rely on their government for a wide range of services to be offered innovatively.
Agencies moved rapidly to digitalise services and set standards for data storage, security and workflow. Central and local governments have implemented a wide range of ICT strategies to lessen the impact of these catastrophes.
For instance, Makati City, the business capital of the Philippines, launched the Makatizen Card and the Makatizen App to offer financial help and services, such as online legal assistance, teleconsultations, and online learning, to its residents.
Challenges Turn Inspiration: Embarking on Smart City Projects
“We will be able to increase our revenue and service efficiency through innovation,” Charles asserts, citing the recently launched “MakaTurismo” website to underscore his point, which was made to help the local tourism sector.
The website is Metro Manila’s first travel website focused on attracting tourists into a post-pandemic environment. Apart from the lifestyle centres, eateries, and hotels, the City of Makati is home to numerous undiscovered treasures, such as special historical sites.
Since it includes details about the city’s tourist attractions, lodging options and free walking tours, the project could significantly assist businesses in attracting clients and customers.
While discussions of digital transformation typically centre on improvements to remote working capabilities, Makati City has instead begun investing in infrastructure upgrades. As a result, they are modernising their server infrastructure by switching from a physical to a software-defined network (SDN) and merging various data centres.
Charles noted that Makati City is concerned with project implementation and database consolidation. In addition, they integrate analytics into all projects and increase automation to improve their functional services.
Makati City opened the Makatizen Hub in 2021, to further assist its citizens in their transactions during the ongoing pandemic. The local government has set up satellite offices so that everything can be done online.
Charles emphasises that, as they integrate technology in a variety of ways, they are centralising a strategic approach to planning and managing the direction of the city government’s use of technology.
To accommodate its diverse population, Makati provides a wide range of publicly available services. In addition, there are services designed exclusively for residents, catering to their unique requirements based on factors such as age, health, education and overall satisfaction with life.
The city has been able to successfully manage these programmes, but officials are always looking for ways to improve efficiency. This is made possible in large part by technological advancements. As the population of Makati expands, so do the city’s needs and the hopes and dreams of its residents.
The responsibility of the administration lies in anticipating the wants and needs of the people. By bolstering them with cutting-edge tech, agencies can reimagine service delivery and foresee what people will need in the future.
As an example of a programme designed for the future but implemented today, the Makatizen Card is a useful tool. The Makatizen Card is an innovative programme that provides residents of Makati with access to a variety of new social, informational, identifying and financial services.
For more than half a million people living in Makati, this single government-issued ID card unifies access to a wide range of economic and social services.
Charles is one of the authors of IT Security – the Security 3.0 book, published by Mithra Publishing in London. It discusses the infrastructure framework’s fundamentals that underpin the city’s primary data centre and the local government information system that has recently undergone upgrades.
“The data centre’s IT capabilities can only be improved through upgrades. By upgrading ageing or inefficient IT assets, they improve reliability, performance, efficiency, cost, security, and uptime -which resulted in serving the public efficiently,” Charles explains, further elaborating on the steps taken by the municipal government to improve flood and earthquake early warning systems.
Makati was named the first-ever Resilience Hub in the Philippines and the Southeast Asian Region by the United Nations Office for Disaster Risk Reduction (UNDRR) in the third quarter of this year.
According to the UNDRR, a resilience hub is a city, municipality, or local authority with the political will and expertise to take action to reduce vulnerability to disasters and climate change. With the help of the Making Cities Resilient Campaign (MCR), which Makati joined in 2010, the city has successfully integrated disaster risk reduction into all its strategic plans and programmes. The region’s cities have joined several international networks to learn from and implement its DRR best practices.
Additionally, in collaboration with the Department of Trade and Industry – Board of Investments (DTI-BOI), Digital Pilipinas officially launched its Innovative Cities initiative to technologically advance one city at a time. It does this by bringing together local government agencies, academic institutions and the private sector to establish numerous centres of excellence.
In association with the Resiliency Innovation Sustainability & Entrepreneurship (RISE) Certification Programme, the City of Makati was selected as the programme’s pilot location. With a focus on making the Philippines relevant in digitalisation and Web 3.0 conversation, the Innovative Cities initiative seeks to increase the Philippines’ innovation and technology quotient to support local economies and expand their industries.
The city’s digital transformation journey in local government has been completed at minimal or no cost. Public-private partnerships (PPPs) have been used to implement larger-scale projects and some solutions have been provided for free in exchange for Makati serving as a model for the adoption of these technologies by other LGUs and institutions. Even when the COVID-19 pandemic broke out in 2020, Makati was still able to serve its citizens efficiently without endangering their health.
A true and effective digitalisation strategy entails a fundamental rethinking of the traditional organisational structures of industrial activities and business models to make them significantly better.
With the help of Makati Mayor Abby Binay, who is very encouraging of digital transformation, these initiatives were able to come to fruition. Charles believes that the use of technology and innovations is merely a tool to accomplish this goal, so it’s critical to pick the approaches that can most effectively help an application achieve its objectives.
“Digital transformation is, at its core, a mindset. It is a long-term, ongoing journey rather than a single undertaking or endpoint. As the business changes and appropriate technologies become available, iteration is necessary.”