This is Part II of a two-part series. Read Part I here.
In this increasingly VUCA world, governments and businesses across the globe are still looking to ramp up their digital transformation to better citizens and clients in the post-COVID-19 era. This was the focal point of the discussion during the Philippine OpenGov Leadership Forum 2021 – Virtual Edition Day 2 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 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.
Philippines’ Road to Digital Government in the New Normal: Citizen-centric and service-oriented
The opening presentation was from Raymund Enriquez Liboro, Privacy Commissioner and Chairman, National Privacy Commission. He shared how digital transformation is being promoted as a national strategy to navigate the new normal and to achieve service orientation, procedural efficiency, and behavioural transformation into the very fabric of government operations.
Modern medical science now relies heavily on data and technology. For example, data and technology helped scientist determine the immune responses against the virus. Similarly, Raymund noted that about nine months into the pandemic, humanity was able to create a COVID-19 vaccine at record speed – in fact, several viable candidates were on the table. As in the health sector, information derived from data is crucial in the public sector’s decision-making procedures and service development.
Knowing its role in citizen welfare, the Philippine government utilised data and technology when it launched an online contact tracing app called StaySafe.PH in the battle against COVID-19. the app is the nation’s official health condition reporting, contact tracing and social distancing system that empowers the public in the fight against COVID-19.
By aggregating all reports, StaySafe.PH enables the government to immediately respond to peoples’ needs and make informed and timely decisions to keep Filipinos safe during this pandemic. The system, which is made available in desktop and mobile version, aims to complement the management of COVID-19 cases, remind individuals to observe distancing measures, record and monitor possible COVID-19 symptoms, and augment manual contact tracing processes.
Raymund firmly believes that digitising the government offers great benefit to the Filipino people and that data is the most powerful asset for any institution in this modern age. But just any asset or resource, data must be managed correctly to be useful. No matter how much data is collected and processed, if it is not analysed or made sense of, it cannot nor will not serve the intended purpose.
The country’s National Privacy Commission (NPC), therefore, endeavours to protect personal data – especially COVID-19 related – from misuse that can lead to discrimination, physical assault and other outcomes more harmful than the virus itself. Positioned as an enabler and as a protector, the NPC issues policies and guidelines to steer the government as well as the private sector in terms of data management during the pandemic.
In the age of COVID-19, poor data governance can do more harm than good. Poor data may give inaccurate views of a situation leading to poor decision-making. Lack of understanding of trends makes it hard to identify future opportunities and bad data prevents immediate responses in fast-developing situations. The government must adopt a digital data governance framework that will define data standards, its required roles and responsibilities within the government for governing and managing digital data. The framework can help determine a holistic way to control data assets so that the government can get the most value from the data.
A digital government should be citizen-centric and service-oriented. It should focus on providing the best services to Filipinos and these services should be accessible and integrated within different government agencies trying to respond to citizen needs despite changing times. A digital government promotes transparency, public accountability and access to information.
A digital government provides its citizens with accurate information uploaded almost in real-time through government webpages and portals. Digitally-enabled services allow the government to function with minimal dependence on the traditional work setup. The digital government ensures citizens have a seamless experience with interacting with the government for services in the digital space.
Only as good as its team, the government should set proper foundations in place and prepare its people for a complete digital transformation.
In terms of a digital government being integrated with the same digital data and information, Raymund cited the example of the country’s Philippine Identification System – PhilSys. Designed as an enabling platform, the system boosts digital transformation of existing services and systems to reduce costs, time and fraud.
It underpins sectoral IDs and databases to enhance accuracy, interoperability, and integrity. The PhilSys unlocks new services and systems for the digital economy, especially online transactions. 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.
Finally, perhaps the most important factor in a digital government is its ability to protect data. A digital government should not sacrifice data protection and data privacy resilience in its mission to digitise its services and trying to make information accessible.
It must be aware that while data may offer tremendous benefits to society, it is always accompanied by data privacy threats, risks, and harm that is directly proportional to the amount of the data collected used and processed. Recognising the importance of personal data for the benefit of society while at the same time mitigating and preventing risks should be at the heart of every government’s digital transformation. Governments have complete faith in systems, making citizens feel less threatened of availing public services that access their data.
To end his presentation, Raymund said that the government must continue to protect its citizens in the new normal and should be responsible stewards of data. With the help of technology and data, the world will beat the COVID-19 crisis.
Smarter, Safer, and Resilient Cities: Re-opening Our Cities in the Face of COVID-19
The session moved to a presentation from Sameer Sharma, Global General Manager, Smart Cities, Intelligent Transportation & IoT, Intel Corporation about learning how the Internet of Things and data can be leveraged to monitor, alert and protect citizens in modern cities as they begin to re-open.
Data clearly shows there is an explosion in populations in major cities all over the world; 55% of the world’s population lives in cities and is expected to rise to 68% by 2050. With this surge, governments have been striving to find ways to make urban systems and infrastructure more efficient and effective. However, with COVID-19 hitting the world at the end of 2019 Q4, it has created a major pause in city innovation in specific areas.
The rapid spread of the virus affected countries globally on a massive scale. It severely hit areas like trade where the value of global exports increased by 4,000% in the last century; and the travel industry where 4.5 billion passengers boarded flights in 2019 pre-COVID. And on a personal level, human interaction was also reduced by the pandemic.
The pandemic made governments and policymakers looked at their vision for cities – such as better access to education, better healthcare and more opportunities for their citizens – in a whole new light.
Across the world, there are currently 33 megacities (>10 million people), 4,000 cities with 100K+ population and 2.5M towns. Serving this global population are 1.4 billion cars, 246 million trucks, 17 million buses, over 50,000 ships, 25,000 commercial planes and 1.3 million kilometres of railways.
All of these must be and can be managed even in an ongoing crisis. Improving and strengthening cities where the working society is in will be the key and, in the age of COVID-19, Sameer is convinced, that resilience will be critical; new threats and challenges must be anticipated and planned for.
Agencies and organisations across the board have tried to mitigate the effects of the pandemic by using technologies and new operational frameworks. Sameer reminded the delegates that legacy infrastructure cannot scale but disruptive technologies can make everything possible. Digital technologies must overlay the physical world, especially cities.
COVID-19 created shifted the focus specific sector improvement to overall infrastructure upgrade – that is, transforming ‘spaces’ to ‘smart spaces’. It is imperative to learn how to adopt technologies like AI, Cloud, 5G and IoT.
With the re-opening of the economy, safety and sanitisation will take precedence. Automated air filtration systems will be the norm in offices, commercial spaces, and industries where the physical presence of people is a must.
Organisations that use these spaces can utilise technology to upgrade their infrastructure. There are a plethora of tech-based solutions that enable smarter spaces: automated room access, keyless and touchless entry, touchless and on-demand elevators, ambient temperature control, fresh air circulation and quality monitoring, UVD disinfecting robotics, face mask and fever detection using AI, people-counting and spacing-analytics and digital contact tracing initiatives just to name a few.
With fears of the virus in public transport, for local, shorter commutes, most likely, people will use personal vehicles. Where longer travel is necessary by air, road, rail or sea, security agencies will add healthcare checks and screenings.
Schools and universities will opt to use online tools; hotels and restaurants will transition to digital menus, delivery models and contactless payments; retail will be increasingly driven online.
Intel’s Smart City Vision, Sameer shared, is built on effective policies, governance and financing. Transportation, buildings and energy, environment, healthcare, public services and homes stress citizen wellbeing and safety. Intel is a strong advocate for and champions the use of sensors and edge computing, wireless tech, access and core networks, cloud and analytics and AI and Automation to achieve their dreams of a Smart City.
Nations must understand that resiliency is the key and technology enable it. Decision-makers should think big, not just thinking about smarter cities, but better cities. The mantra is to start small and get going with obvious projects and opportunities; then learn, adjust, and iterate.
Sameer urges governments and organisations to the right partners across the industry to build sustainable cities for citizens. In closing, he quoted Nelson Mandela, “It always seems impossible until it’s done.”
Smarter Way Forward – Essential Technology Solutions for a Digitally Connected Environment
The forum next welcomed Yasser Helmy, APAC Commercial IoT Solutions Sales Director, Lenovo who spoke on the future of work that is connected and organisations needing an ecosystem of solutions to make it easier for their employees to get back to a new, safe, and productive workplace.
Yasser conceded that COVID-19 redefined how we think about knowledge work. Now, there is a more dynamic workforce; a workforce with different expressions because of lockdowns and restrictions. The new workforce now has greater flexibility, able to work from anywhere -, be it at home, the office or even third options like dedicated workspaces, cafes, etc. The priority has shifted to a workplace’s experience and safety. And in the new normal brought by the pandemic, digital workplace tools are becoming more essential.
A study says that 72% of knowledge workers prefer a mix of remote and office work, promoting a hybrid approach. About 50% are happy to work remotely between 3-5 days a week without impacting productivity. However, 54% miss collaboration and quality of relationships in the office. The inference is that over half will return to the old working setup sooner than later.
Now, more than ever, employees expect flexibility and safety in addition to a more personalised experience in the workplace. In terms of organisational operations, more companies are trying to take advantage of this new norm working setup by increasing on-demand workplaces and by reducing traditional office spaces that reduce their operational costs. These new workplaces have transformed into destinations that attract and retain talent, support innovation and productivity – unleashing employees and collaboration. People are found to be happier in these creative and innovative workspaces.
Yasser expanded on a three-step framework to help organisations that have people who are returning to their workplaces amid the new normal. First is controlling who gets into the locations, by conducting elevated temperature screenings and touchless building access points such as wave to unlock doors, smartwatches, and mobile apps. The second step is managing behaviours within the space with policy communications such as information regarding certain emergencies and urgent issues that involve employees and thorough workspace monitoring from macro down to a micro perspective. Lastly is being prepared to respond to incidents via onsite contact tracing efforts.
The benefits of a workplace transformation are real, Yasser noted emphatically. He cited examples of global corporations that have already begun to optimise workspace and are now able to provide near real-time occupancy insights with space analytics.
Global energy technology companies leverage augmented reality solutions for employee training and incident-response drills. Some are enabling building operators to deliver frictionless/contactless access, further reducing on-premises cost with the use of mobile-based access controls.
Yasser concedes that most organisations think of the new normal as strictly working from home, but that is not the case. The new normal means that there should be an integration between the old office setup pre-COVID-19 and the ability to work from anywhere. Ultimately, people must have the best experience, regardless of the setup of their workplaces.
After the informative presentations from renowned speakers, the forum moved to an interactive discussion session a time of high-level engagement with delegates from various government agencies, FSI, education and healthcare organisations. Aided by polling questions, this session is designed to provide live-audience interaction, promote engagement, hear real-life experiences and impart professional learning and development for the participants. It an opportunity for delegates to gain insight from subject matter experts, share their stories and take back strategies that can be implemented in their organisations.
The opening poll inquired about delegates’ primary objective in their digital transformation strategies. Close to half (48%) of the delegates said their digital transformation is meant to improve their business processes while 43% said it is for the improvement of citizen and customer experiences.
On the question about the biggest challenges delegates face in implementing digital strategies, a third ( 32%) voted legacy systems and technologies that lack integration capabilities were the biggest. Just under a quarter (24%) signalled that the lack of skilled teams is their primary obstacle.
Participants were asked how they measure the success of their digital transformation efforts. Over two-thirds (68%) said that they are still looking for ways to measure it effectively while a fourth (25%) indicated they already have qualitative and quantitative methods in place.
Delegates were then asked about their most important IT priorities. A majority of the delegates (64%) said digital transformation and innovation are their top priorities while 33% said that improving efficiencies and reducing maintenance costs were the most pressing aspects of their IT strategies.
In terms of IT structures, delegates were asked how AI and Data Analytics impact or improve their current digital transformation strategies. Again a majority (64%) voted faster access to data to improve pre-emptive analysis can be achieved using AI and Data Analytics while 23% said that they need AI-ready infrastructures to manage large sets of data.
On being requested to share their organisations’ biggest pain points in the Big Data value chain, 45% went with data accessibility and sharing as their biggest pain points while 27% said data integrity was the real problem for their organisations.
Regarding the maturity of their data strategies, 40% conceded that it was currently siloed with pockets of data all around the organisation. Over a quarter (26%) indicated that a traditional approach with a central team managing data with all the analytics drivers through their data warehouse.
When asked to rate their organisations’ use of data and data analytics tools for decision-making purposes, 48% said that they needed improvement and better tools while 26% said they were doing good with adequate tools were in place.
Differentiating cloud providers for various workloads got a mixed bag of responses with voters almost evenly divided between price, service, performance and integration.
This led to delegates being asked how much of their organisations’ mission-critical/data-sensitive workloads are to be put onto public clouds this year. About 39% said that less than half of their workloads are set to be put onto the public cloud while 32% said more than half is earmarked for public cloud adoption.
On the issue of cloud adoption, delegates were polled on the biggest challenge CIOs face when complying with the government’s direction to go on the public cloud. About 40% agreed that security poses the biggest challenge, 25% said governance was an issue and 21% said skills to mitigates are lacking.
More mixed results were seen regarding delegates’ main concern for security operations in their organisations. The votes were almost evenly divided among advance and zero-day attacks, difficulties in determining actual attacks due to noise, cybersecurity skills shortages, automating responses and actionable threat intelligence.
Respondents were asked to rate their current level of security operations efficiency to detect and respond to attacks. Almost 44% said their security operations are currently based on log management, correlation aggregation, and basic reporting, while 37% said it was very good in terms of a partial mapping of the prediction, detection and response areas, but needs improvement.
Questioned on what drives their cyber resilience plans, almost half (49%) indicated compliance and incidents were critical factors for their cybersecurity strategies and programmes.
With COVID-19 still making its presence felt in most parts of the world, the delegates were asked about the areas most impacted by the ongoing pandemic. Over 38% said the well-being of their staff took a hit, 35% said their productivity was greatly affected, while 27% said they were able to launch new initiatives because of COVID-19.
Knowing that the pandemic accelerated the digital transformation especially for the working sector, delegates were asked about their perceived outcomes of a digital and automated workplace. About 42% believed that there will higher productivity in the future. The remaining votes were divided into greater collaborations, greater digitalisation, improved employee engagement and resource savings.
On the current challenges they face in the adoption of a digital workplace, 44% said the lack of effective technologies to optimise staff productivity and performance is an issue. Over 38% said the lack of executive leadership to drive a culture of process improvement and effective change management is their biggest challenge. Only 18% said that no clear articulation of digital workplace benefits and a supporting business case hinder their adoption of the new working setup.
Finally, delegates shared their organisations’ capabilities in supporting a remote workforce. Just over half (54%) indicated a lack of collaboration tools for seamless remote work (but they are looking for solutions). A quarter (26%) said they are not looking to implement a fully remote workforce while 20% said they already have the tools to implement a seamless remote working setup.
The Philippine OpenGov Leadership Forum 2021 Virtual Edition ended with the closing remarks from Mohit who thanked the delegates, speakers and sponsors for their active participation and keen insights.
Feedback and conversations with participants clearly showed the need and demand for such interactive forums. With ongoing crisis-mitigation efforts and vaccination rollouts from both the public and private sector, Mohit was optimistic that OpenGov would once be able to host physical sessions or, at the very least, organise a hybrid version in the near future.
In this rapidly evolving and VUCA environment, it is important to learn from one another and also support each other. Adoption and adaptation of existing solutions, platforms and models is a far quicker way of getting things done. And what better space to collaborate than events like the OpenGov Leadership Forum.
For more of The Philippine OpenGov Leadership Forum Virtual Edition: “Embracing Digitalisation to Navigate the New Normal” read Part I here.
The Victoria University of Wellington’s division of Science, Health, Engineering, Architecture, and Design Innovation (SHEADI) will inaugurate a Centre of Data Science and Artificial Intelligence in the first half of 2023.
According to a statement from the University, the centre will offer areas of expertise in modelling and statistical learning; evolutionary and multi-objective learning; deep learning and transfer learning; image, text, signal, and language processing; scheduling and combinational optimisation; and interpretable AI/ML learning.
These technological themes will be applied across a wide range of areas including primary industry, climate change and environment; health, biology, medical outcomes; security, energy, high-value manufacturing; and social, public policy, and ethics applications. On top of traditional research, the centre will also establish a pipeline of scholarships/internships for Maori students, train early career researchers, and focus on industry, intellectual property, and commercialisation.
The centre will build on the current success and international leadership in this space at the University, the Pro Vice-Chancellor of the division, Ehsan Mesbahi, stated. The institute is continuing to grow its national and international partnerships to create local and global value. The centre will provide a distinctive identity for the growing excellence and innovation in data science and AI research at the University, capabilities which domestic and global partners are increasingly demanding across a vast array of application domains.
In May, the University announced it would offer the first undergraduate major in Artificial Intelligence in the country. It provides students with knowledge of AI concepts, techniques, and tools. They learn how to apply that knowledge to solve problems, combined with programming skills that will enable them to build software tools incorporating AI technology that will help shape the future.
Students studying AI at the University are taught by academics from its internationally renowned AI/ML research group, which is one of the largest in the southern hemisphere. The major is designed to open doors for graduates to opportunities nationally and around the world. There has been an increase in the adoption of AI technologies globally, and a growing demand for people who can apply AI techniques to address a wide range of problems, which the University aims to address.
After completing their degree, graduates will have a wide variety of career options, such as AI scientist, business consultant, AI architect, data analyst, machine learning engineer, and robotic scientist among others. They will also have the option to further their study through the University’s Master of Artificial Intelligence.
OpenGov Asia reported earlier that New Zealand’s Education Technology (EdTech) is set to become one of the country’s key industries. Worth NZ$ 173.6 million in 2020, EdTech software is poised to grow to NZ$ 319.6 million by 2025. At the heart of the digital transformation of education technology has been the pandemic. COVID-19 is seen as the driving force behind the digital transformation of learning, permanently changing the way education is consumed and delivered — right from preschool through post-tertiary education and lifelong learning. The global EdTech market size was valued at US$ 254.8 billion in 2021. Experts believe the market will reach US$ 605.4 billion by 2027.
Public-Private Partnerships (PPPs) in education have the potential to enhance how education is provided, financed, and managed as well as offer easier access to the community.
A PPP system operates under the construct that market mechanisms, in conjunction with government inputs, are better for providing education. One of the rationales behind PPPs, which are supported by international organisations, development agencies and academics, is that competition between public and private education providers is a good way to improve the quality and efficiency of education.
PPP policy frameworks should therefore create real market dynamics in which education service providers continue to innovate and improve the quality of their services to attract learners, young and old, who are seen as benefit maximisers and well-informed consumers.
New Era of Partnerships, Building Talent Pipeline
“The structure and framework for any university to launch degree programmes can be fairly onerous, given the emphasis on quality assurance and relevance,” says Annie who is also a Professor Emeritus of Finance (Practice), Lee Kong Chian School of Business and Senior Advisor at the Business Families Institute in Singapore Management University (SMU).
However, academic-industry partnerships play a crucial role in building the future of students and facilitating the transition of young people from school to work. Students need to be exposed to a variety of jobs and workplaces to develop interest and discover where their studies and passion may lead.
Industry partnerships with different sectors offer a variety of experiences, such as simulated job interviews, career development activities, challenge-based learning projects, curriculum-aligned activities, and work-study programmes. In addition, internships have become a vital opportunity for candidates to distinguish themselves prior to full-time employment.
A PPP is mutually beneficial, allowing industry access to fresh talent and looking at the industry’s challenges from the perspective of future consumers or employees acknowledges Annie. In fact, the private sector has indicated to all institutions that they need future talent in the area of data analytics, so SMU has recently launched a track in data analytics hosted in both their business school and computer and info systems school so universities also benefit from the insights from the industry to stay relevant in our curricula.
With the help of data analytics tools, a company may take unstructured raw data and use this information to discover patterns, draw conclusions and turned into useful insights. Therefore, data analysis aids businesses in so many ways, including making educated judgments, developing a more successful marketing plan, enhancing the customer experience and streamlining processes.
Education is not only under the charge of the Ministry of Education but also needs the support of other ministries since future jobs and capacity building are expected of the Ministries of Trade and Industry, Finance, Maritime, Health and others. Partnering with the whole of government allows for students’ skillsets to be increased and all students become more relevant, valuable and workplace ready.
Prof Annie knows that no one has a monopoly on knowledge, and no one knows the exact skills which will be needed in the future. Thus, PPPs have the most value when it forms a part of “lifelong learning.”
The exciting thing about lifelong learning, Annie believes “…is that when you get your degree, you think you’re done, but you’re just getting started. Even as you gain experience and learn on the job, you’ll need to keep reinventing yourself and the skills needed to extend your runway will keep changing.”
Passion extends beyond degrees and ongoing learning is a crucial element to keep employees engaged That’s why higher education now permits a variety of pathways to marry passion with career aspirations and is no longer a paper chase, she explains.
Two good cases to illustrate the value of PPP in the context of SMU’s innovative programmes that Prof Annie is very proud of are the partnership approach in launching the International Trading track and the Maritime Business Operations track under the Finance and Operations majors in SMU’s business school.
In accordance with the creation of a strong Singaporean core, wholesale trade and maritime businesses have been focusing on both skillset development and attracting new talent supply to ensure a pipeline of sustainable human capital. So, the trading and maritime sectors do need to build a case for making the jobs in their sectors more appealing – particularly with the assistance of government grants and scholarships.
Companies can play a crucial role by showing how an organisation can provide a feeling of purpose with support and development opportunities available to make building a career in their organisations appealing and attractive to the candidate
A part of Annie’s challenge in the early days was to set up an International Trading Institute (ITI) where students could take for-credit classes under the business school and get a certificate of completion for the non-credit practice-oriented sessions, learning from practitioners in the evenings.
“My goal at SMU is to link external relevance to internal degree requirements while upholding the quality assurance requirements of the education system. Different industry partners help us with this mission to co-create and deliver the applied learning content with us.”
SMU is therefore a strategic asset for the country and both the tracks had, over the last decade, created a pool of more than 300 alumni who are knowledgeable about wholesale trading, largely in the commodities trading space and maritime operations. Now, there is available talent who are able to speak and work with more confidence up and down the trade value chain and contribute to Singapore’s relevance as a trade and maritime hub.
Another great example of PPP was manifested during the last three years of the COVID-19 crisis which saw a spate of job cuts and many experienced PMETs were laid off. Annie worked with her teams at ITI and BFI to design a nine-month Business and Digital Transformation programme which combined in-class training modules with a capstone project for candidates who are matched to SMEs to also deliver a project for these sponsoring companies. Candidates have a chance to learn and apply the knowledge and sponsoring companies also benefit from the capstone projects delivered. In addition, 70% to 90% of the programme fees are supported by SSG grants, while WSG grants provide funding support towards the candidates’ commensurate salaries.
All these partnerships were possible because a pool of companies is available and can be accessed to match the candidates as a result of SMU’s external network of trusted companies, which was strengthened by the BFI that Annie had set up 10 years ago with the support of SMU’s senior leadership. Many of Asia’s SMEs are family owned with different sets of challenges and aspirations other than the usual business issues. In addition, many of these business families have longer horizons and they are the ones that countries depend on to build businesses sustainably as they think beyond current generations.
Therefore, business families with an entrepreneurial spirit, not only make money but also contribute to changing the world through their businesses and other new ventures, including building social enterprises and philanthropic activities.
By addressing business family-specific issues such as succession, family governance, entrepreneurship and wealth management, BFI aims to strengthen the ecosystem of entrepreneurial business families and stakeholders in their creation of sustainable impact by leveraging SMU’s core competence as a thought leader. In turn, BFI has been a strong partner to the LKYGBPC. Many of LKYGBPC’s sponsors are family-owned businesses, such as Wilmar International and Frasers.
In addition, many of these family enterprises have footprints beyond Singapore and are always on the lookout for quality start-ups to invest in or be part of their accelerator programmes. Innovation is essential for a company to improve its operations, introduce new and enhanced products and services to the market, raise its efficiency, and most crucially, boost its profitability.
Annie feels that her journey in academia is more about building entrepreneurship and Technology, Talent and Trust (3Ts) are important drivers in helping companies in their transformation journeys. As such, public-private-people partnerships are even more relevant in today’s challenging and uncertain times to build back better and broader for everyone.
According to Annie, the road to digital and business transformation success is paved with courageous actions by caring and forward-looking leaders. The right leaders will build a firm sustainably and attract the right people, the right leaders will inspire and motivate the right people to learn, improve and grow.
“Developing people is my calling but learning to develop people is everyone’s responsibility. And because the world is bigger than yourself, you need to be big-hearted, purpose-oriented, and have an open mind to be successful on any path you choose,” Annie concludes.
Cleveland train users will be the next to benefit as the rollout of the Smart Ticketing system continues. Customers travelling from Central station and Cleveland station will have access to the system from 30 November 2022. Queensland’s Minister for Transport and Main Roads stated that the AU$ 371 million project continued to gather pace, with Cleveland line customers now having more ways to pay.
He said that delivering better public transport services for Queenslanders is not just about acquiring more trains or buses but about making it easier for people to use the trains without barriers. This trial allows adult customers to use their credit card, debit card, smartphone, or smartwatch to pay for their train journey – meaning you do not need to think before hopping on a train, you can just tap and go.
The Member for Capalaba stated that the system would put Queensland on par with major cities like London, Singapore, and New York. He said that record levels of investment in the region mean that commuters can get home safer and sooner, spending more time with family and friends.
Meanwhile, the Member for Lytton encouraged commuters to use the new system. She said that there is no doubt this trial is proving to be immensely popular with public transport users. She looks forward to seeing the rollout extend onto local buses, which is set to take place next year.
The project will replace 1300 fixed devices and 12,000 onboard readers to bring 18 different payment systems across the regional bus network together under one Smart Ticketing umbrella. Whether commuters are visiting family and friends in Cairns, Bowen, Rockhampton or Bundaberg, there will be one seamless way to pay.
The Member for Bulimba praised the success of the trial, which had already clocked up more than two million trips. She said that commuters and tourists alike are finding it easy to use, and we’ve seen incredible numbers tap on and off using the system since it began.
The region will continue to develop the system to bring concession card holders onboard while also encouraging those who travel at a discounted rate to continue using the go card for the time being.
The Member for Greenslopes noted that the expansion added new destinations to the Smart Ticketing map, adding that this is another crucial step toward rolling out the system across the South East Queensland heavy rail network, following on from trials already underway.
Next, the South Brisbane and South Bank transport hubs will begin the rollout of the Smart Ticketing system. This will connect the area to the hospital and health precinct as well as South Bank businesses.
Smart Ticketing is already operational on the Ferny Grove, Ipswich/Rosewood, Springfield Central, Sunshine Coast/Caboolture, Redcliffe Peninsula, Doomben and Shorncliffe train lines. Next, it will launch at the Airport, Beenleigh, and Gold Coast lines, enabling customers to interconnect from the Gold Coast Light Rail through to Brisbane CBD and the airport, with buses and ferries set to follow next year.
Train users who prefer to pay with their go card will be able to continue doing so. Customers travelling on a child or concession fare should continue to use their go card for now, as should customers travelling to or from destinations not yet using the trial, or anyone using a connecting bus or ferry service.
What is smart ticketing?
Smart Ticketing is an innovative ticketing technology that enables more ways to pay for public transport across Queensland. Over time, more Queenslanders will be able to pay for travel with contactless payment methods using a Visa, Mastercard and American Express debit card, credit card, smartphone, or smart device. As a long-term project, the aim is to have more Queenslanders tap on and off to conveniently pay for everyday travel on train, tram, bus, and ferry.
The Second Minister for Trade and Industry, Tan See Leng, and the Republic of Korea (RoK) Minister for Trade, Dukgeun Ahn, have signed the Korea-Singapore Digital Partnership Agreement (KSDPA).
Under the agreement, the two sides will work to establish digital trade rules and norms to promote interoperability between digital systems. This will enable more seamless cross-border data flows and build a trusted and secure digital environment for businesses and consumers. A government press release wrote that KSDPA will also deepen bilateral cooperation in new emerging areas such as personal data protection, e-payments, artificial intelligence, and source code protection.
The Ministers also signed a memorandum of understanding (MoU) on Implementing the Korea-Singapore Digital Economy Dialogue, which will act as a platform to promote digital economy collaboration between industry players and academic experts from both sides. The MoU is part of bilateral efforts to develop cooperative projects to implement the KSDPA. Key features of the KSDPA include:
Facilitating end-to-end digital trade
Electronic Payments (e-payments): The two sides will adopt transparent and facilitative rules (e.g. encouraging open Application Programming Interfaces (APIs)) to promote secure cross-border e-payments.
Paperless Trading: Singapore and RoK will accept electronic versions of trade administration documents to support the digitalisation and seamless exchange of key commercial documents.
Open Government Data: Both countries will ensure that government data will be publicly available in a machine-readable and open format, with easy-to-use and freely available APIs.
Enabling trusted data flows
Cross-border Data Flows (including for financial services): Businesses in Singapore and RoK will be allowed to transfer information, including those which are generated or held by financial institutions, across borders if the requisite regulations are met and with adequate personal data protection safeguards in place.
Prohibiting Data Localisation: The two nations will establish rules against data localisation requirements so that businesses can choose where their data is stored and processed, and their cloud technology of choice.
Facilitate trust in digital systems and participation in the Digital Economy
Artificial Intelligence (AI): The countries will promote the adoption of AI governance and ethical frameworks that support the trusted, safe, and responsible use of AI-based technologies.
Cryptography: Neither country will require the transfer of or access to private keys and related technologies, as a condition of market access.
Source Code Protection: To ensure software developers can trust the market within which they operate and ensure that source code is protected, neither country will require the transfer of, or access to, source code as a condition of market access. This includes the algorithm expressed in the source code.
Online Consumer Protection: The two sides will adopt laws that guard against fraudulent or deceptive conduct that causes harm to consumers engaged in online commercial activities.
Small and Medium Enterprises Cooperation: Singapore and RoK will promote jobs and growth for SMEs. They will also encourage their participation in platforms that help link them with international suppliers, buyers, and other potential business partners.
Digital Identities: The countries will promote interoperability of digital identity regimes, which can lead to reliable identity verification and the faster processing of applications. This will enable businesses and consumers to navigate the digital economy with ease and security.
Hong Kong Science and Technology Parks Corporation (HKSTP) and an IT service management company jointly launched the “Idea Launcher” co-ideation initiative to foster and accelerate innovation and technology (I&T) development in Hong Kong through extensive support, mentoring and coaching to help early-stage start-ups nurture innovative ideas and research projects.
The project is another addition to HKTSP’s co-incubation mission with sector leaders, with the Idea Launcher being the first partnership with a corporate leader under HKSTP’s IDEATION Programme. The IT service management company collaborate closely with HKSTP to specifically support the development of early-stage ideas from emerging start-ups and next-generation entrepreneurs.
The Idea Launcher continues the strategic collaboration that the two parties began earlier this year, covering the four key pillars of Research & Development, Technology Simulation, Co-incubation, and Talent and Culture Cultivation. It is a six-month co-ideation initiative that provides early-stage start-ups and entrepreneurs with technical training, business consulting, capabilities assessment as well as project feasibility to optimise start-up solutions and concepts.
HKSTP will offer HK$ 100,000 in seed funding and incubation training to selected start-ups, while the IT service management company will provide tailor-made AWS innovation culture workshops to help start-ups build up their innovation capacity. Programme participants will also receive up to US$ 25,000 in the IT service management company’s cloud resources, as well as technical support and training through their Program, set up especially to help start-ups optimise their business models and fuel future development.
The Head of Business Development at the IT service management company’s Hong Kong and Macau branch stated that with its established start-up ecosystems and investment development teams in Hong Kong and beyond, the firm gathers talent with investment institution backgrounds and entrepreneurial experience that is geared to supporting start-ups throughout their growth cycle. He noted that the company looks forward to deepening its partnership with HKSTP to advance local start-ups and propel Hong Kong on its journey to international I&T hub status.
The Chief Corporate Development Officer of HKSTP stated in partnering with one of the world’s largest and most iconic start-ups, HKSTP is ready to elevate Hong Kong’s talented entrepreneurs onto the global stage.
About the IDEATION programme
The IDEATION programme was launched by HKSTP in 2019, furthering its support for early-stage research and development projects and innovative ideas. Well-received in the start-up community, the number of participating members and teams in the programme has more than tripled from 60 to over 230.
Start-ups will receive help turning realising their ideas and beginning their entrepreneurial journeys with the Ideation Programme – an up to one-year start-up support programme for tech-focused entrepreneurs. Through the programme, participants can develop the fundamental skills they need to kickstart their businesses. All-round support will be provided from designing a business model to finding investment. Participants will receive guidance along every step of the way, to fine-tune their ideas for technical development.
The programme provides seed funding in the form of a grant worth up to HK$ 100,000; a mentor for business advice; training on a variety of topics including Hong Kong’s start-up ecosystem, business modelling, pitching and investment, and more; access to centre facilities like co-working spaces (subject to availability), and potential to bridging programmes which means participants will be prepared for admission into other HKSTP incubation programmes.
Singapore and the United Kingdom held the 7th UK Singapore Financial Dialogue, where they renewed their commitment to deepening their financial partnership, which was agreed upon in 2021. They also discussed sustainable finance, fintech, and innovation.
The two sides signed a memorandum of understanding (MoU) on the UK-Singapore FinTech Bridge, which is based on an agreement signed in 2016, which removes barriers to fintech trade by opening new regular talks between regulators and businesses. The FinTech Bridge will build on the active interest of fintech players in the areas of payments, regulatory technology, and wealth management. It will also provide a structured engagement that will aid the development of policy actions, enhance assessments of emerging issues, such as the development of distributed ledger technologies and data sharing, and support trade and investment flow between respective markets.
According to a press release, the countries recognised the importance of the UK-Singapore Digital Economy Agreement (DEA), which was signed earlier this year. They exchanged views on recent developments in the fintech sector, including advancements in crypto-assets, and agreed on priority areas for further cooperation. They shared their latest assessments of market developments, opportunities, trends, and longer-term expectations for the crypto-assets sector.
Further, the risks and challenges relating to financial stability and regulatory arbitrage were discussed. They shared their progress in strengthening rules on consumer protection and developing the regulation of stablecoins. Both sides agreed there is a strong need to support the safe development of a digital assets ecosystem while ensuring that risks posed by digital assets are consistently managed.
They will continue to actively participate in the shaping of robust global regulatory practices through engagement within international multilateral fora such as the Financial Stability Board (FSB), the Committee on Payments and Market Infrastructures (CPMI), and the International Organisation of Securities Commissions (IOSCO).
Regarding digital payments, Singapore provided updates on the progress of its review of e-wallet caps and the expected next steps. The event covered the recently released consultation, with the UK providing views on the key proposals. Singapore also updated on the new digital banks that recently launched their operations in Singapore.
Moreover, the sides have agreed to a roadmap for activities in sustainable finance, fintech and innovation, and other areas of mutual interest, leading up to the next Dialogue scheduled to take place in London in 2023.
The Financial Dialogue was co-chaired by the Deputy Managing Director (Markets and Development) of the Monetary Authority of Singapore (MAS), Leong Sing Chiong, and the Director General (Financial Services) of HM Treasury (HMT), Gwyneth Nurse.
Two industry-led UK-Singapore business roundtables on sustainable finance and FinTech took place on 24 November 2022. Industry participants from both countries participated in this discussion. The sustainable finance Roundtable examined the implementation challenges faced by corporates in meeting their net zero targets, and how the financial industry could help to address these challenges. The FinTech Roundtable discussed the opportunities and challenges faced by FinTech firms, and how these firms could better access overseas markets, including by partnering with financial institutions.
The Minister of State for Electronics and Information Technology (MeitY), Rajeev Chandrasekhar, has inaugurated a Digital India start-up hub at the Software Technology Parks of India (STPI) centre in Davanagere, Karnataka. According to a press release, this is the 63rd STPI centre in the country and the fifth in the state of Karnataka. STPIs are autonomous bodies under MeitY, established to encourage, promote, and boost software exports from India. They fuel a culture of tech entrepreneurship and innovation in the country.
The state government had provided 10,000 square feet of built-up space in the Karnataka State Open University (KSOU) Regional Centre to establish the STPI. Among other facilities, the centre has a plug-n-play 102-seater incubation facility, network operations centre (NOC), 16-seater conference room, 32-seater cafeteria and provisions for high-speed data communication facilities, and other amenities for export of software and services.
Speaking at the event, Chandrasekhar said that STPI, Davangere will usher in new opportunities for jobs and entrepreneurship for the people in the region. Over the past few years, the government’s emphasis has been on the growth of information technology (IT), IT-enabled services (ITeS), and the electronic system design and manufacturing (ESDM) industries in newer cities. This should not be confined to the metropolitan centres, he noted.
STPI centres across the state have IT exports of US $35 billion while just Karnataka state exports more than US $70 billion each year. India has the fastest-growing innovation system with more than 80,000 start-ups and over 107 unicorns, Chandrasekhar said. “We have assumed the presidency of the G20, a league of [the] world’s largest economies, and the GPAI an international initiative on artificial intelligence. It is the fastest growing major economy that has surpassed the UK to emerge as [the] fifth largest economy, receiving its highest ever FDIs of US $83 billion,” he explained.
India aims to transform its electronics production sector into a US $300 billion electronics manufacturing powerhouse by 2026. In August, Chandrasekhar launched a report that detailed how India can achieve this electronics production target and an export target of US $120 billion over the next few years. The report is titled, ‘Globalise to Localise: Exporting at Scale and Deepening the Ecosystem are Vital to Higher Domestic Value Addition’. It was prepared by the India Council for Research on International Economic Relations (ICRIER), in collaboration with the India Cellular and Electronics Association (ICEA).
As OpenGov Asia reported, to achieve its targets, the government has emphasised strengthening the country’s domestic manufacturing ecosystem to make it more resilient to supply chain disruptions. The aim is to emerge as a reliable and trusted partner in global value chains. The report postulates that the country must export aggressively to reach the scale in electronics manufacturing. “In addition to domestic production, and supplies and domestic consumption, the exports are [an] important way to get the scales of the other economies that are competing with us,” Chandrasekhar said. Exports will create a network effect of creating supply chain interests, and supply chain investments that in turn will increase value addition in the Indian electronics segment.