Program Support Center gains momentum as one of the leading Shared Services Providers in the US

The U.S. Department of Health and Human Services Program Support Center (PSC) provides over 40 products and services on a competitive, fee-for-service basis for HHS, as well as approximately 14 other executive departments and 20 independent Federal Agencies.

PSC works to provide the essential functions needed to keep government agencies operating. Doing everything from managing Federal employee health clinics to delivering mail; from digital archiving to negotiating contracts; and from financial reporting to storing and distributing medical supplies.

OpenGov recently caught up withMr. Paul Bartley, Deputy Assistant Secretary for Program Support, Program Support Center (PSC), U.S. Department of Health and Human Services.

Prior to becoming Director of the PSC, Mr. Bartley served as Deputy Director of the PSC. Before this, he worked for L-3 Communications, where he led a media program that included a diverse 75+ member project team with a budget of $16 million.

Prior to that, he was Chief of Staff to the Director of the International Broadcasting Bureau and Senior Advisor for Management to the Director of Voice of America. Earlier in his career, Mr. Bartley served as a senior manager at Ernst & Young, a professional services firm.

We asked Mr. Bartley a series of questions to learn more about his role, his current focus, the range of shared services PSC provides, and his advice for counterparts in the Asia Pacific region.

What is your current area of focus for the next 1-3 years?

The Program Support Center (PSC) is keenly focused on its stated mission, which is to provide a full range of shared services to the U.S. Department of Health and Human Services (HHS) and other U.S. federal agencies, enabling them to better focus on their core missions.

In doing so, we aim to create a differentiating experience by providing the best services to meet our customer’s individual needs while at the same time making it easy and beneficial to do business with us and gain the efficiencies of a shared service model.

Our strategic goal is to grow our operations by 10 percent in market share each year by creating value that most organizations cannot attain independently by delivering a high level of expertise, performance and efficiency.

We know that growth will follow if we provide excellent customer service through products and services that our customers value. It’s an ambitious goal; however, we truly believe that moving a dollar’s worth of activity from a poorly performing environment at an individual agency to PSC will increase the quality and ultimately lower the cost to government as a whole.

In FY 2015, PSC grew 11 percent. Over the next three years, we will continuously evaluate the range of administrative services to see which ones have the most potential for growth and will focus our energy on trying to grow those services.

What are you and your department currently working on? What is the outcome you are looking to achieve?

PSC is rooted in our mission as I described, and renewing our focus and energy toward its fulfillment is vital to our continued success.

Our focus is on what we can control: providing our customers with the best service, and seeking out new customers to leverage our services so they focus their resources on things like curing cancer, preventing food contamination, and providing access to health services for the American people.

The outcome we want to achieve is that at every turn we are successfully answer the question – Does this help us to meet or exceed our customer’s expectations?

How many government organizations are you collaborating with?

We provide services to agencies across all three branches of the U.S. federal government. We serve every cabinet level agency to at least some degree and most small and independent agencies, with special attention paid to our host, HHS.

PSC is one of ten major shared services providers (SSPs) in the U.S. federal government. Of the ten, PSC is the largest, providing over 40 products and services. I estimate that only 10 percent of the administrative activities of the U.S. federal government that should be performed by a U.S. federal shared service provider are currently handled by one. So we have a long way to go.

That being said, with the amount of potential business to be gained in the market, I do not view PSC as being in direct competition with the other SSPs. Rather, PSC is collaborating with the other providers in a variety of ways to include:

Benchmarking initiatives that look to create tools where agencies not using a shared services provider can identify potential opportunities to gain efficiencies and cost reductions by switching to a SSP.
·Participating on a “Provider Council” which provides input to the new government-wide shared-services governance body known as the Unified Shared Services Management (USSM), which was created by the Office of Management and Budget (OMB). This body, which is hosted by the General Services Administration (GSA), will help set the strategy and create the road map for shared services for the next several years.
Collaborating with key leaders in the U.S. federal shared service community through quarterly “Executive Roundtable” meetings to promote shared services to the rest of the U.S. federal government.

There is a need for us to collaborate beyond our federal community. The shared services model was first used in the private sector. We collaborated with them, learned from their processes, and adapted our own version of the model.

If PSC is to continue being a leader in shared services, we need to collaborate, build connections, and learn from local, state and international governments like we did with our first collaborators.

Please describe the range of shared services that your department provides

PSC’s business approach centers on listening to our customers and utilizing our expertise in responding to their needs with high-quality solutions at the lowest possible cost. We have experienced significant growth over the course of our 20 year history.

Today, we are a $720M operation and we offer over 40 products and services in five key markets:

· Real Estate and Logistics

· Financial Management

· Occupational Health

· Procurement Management

· Administrative Operations

Our depth and breadth of services sets us apart from the other U.S. federal shared service providers, who mainly focus on finance, IT, and HR service offerings.

We do everything from managing 300 health clinics to delivering mail; from sustainability programs to negotiated contracts; and from financial reporting to a pharmacy repackaging line.

It is that diversity of services and the expertise behind those services that enable PSC to distribute operating costs over a large customer base, and to deliver a level of performance and cost effectiveness that most organizations cannot attain independently.

Please describe a recent offering that PSC provides

Many of our customer agencies are seeking to reduce their real estate footprint and costs. The federal government is transforming paper-based processes into more automated systems because it saves storage space, conserves natural resources and saves money.

Going paperless transforms a company’s processes. This is where PSC is stepping in. PSC’s Mail and Publishing Services team takes stacks and stacks of documents and overflowing filing cabinets and puts them in a digital form that can be searched and shared throughout the office.

We offer digital conversion and archiving of large- and small-format documents, forms and images to a digital format. We provide paper document scanning, indexing and data entry services.

As an example, a federal agency was faced with moving to another location and had from 50 to 60 file cabinets full of paper — much more than the new space could accommodate. We came in and scanned all the files, verified that all the material was archived, destroyed the paper copies, and presented the customer 10 CDs that digitized all of the material that had previously resided in all of those file cabinets. Problem solved.

What advice would you offer your counterparts in Asia as they embark on their own shared services journey?

Implementation of shared services in the U.S. federal government has been a slow process. The best example of success to date has been payroll processing, yet that took over 25 years to consolidate from hundreds of agency-specific platforms to the four government-wide platforms we see today (which has delivered over $1 billion in savings so far).

But with this success and others, I’m happy to see that shared services as a concept is gaining momentum. The fact that it is now on the forefront of people’s minds in the U.S. federal government is very telling of how far we have come. So it is an exciting time to be in the shared services space.

The process of transitioning to a SSP is challenging and it’s our responsibility to ease the customer’s concerns and show them that we are here to help them and to serve as a partner. I have found that customers do not want to give up control and are sometimes willing to pay more for their own inefficient, customized solutions.

SSPs have to show potential customers the benefits that shared services can provide, including doing things better, cheaper and faster. My advice is to showcase those benefits in building the case for customers, including:

Workforce Can Focus on Core Mission– SSPs are able to manage administrative and operational tasks eliminating redundancies. Moreover, they have subject matter experts to eliminate time wasted on training or hiring employees. This allows organizations to relieve staff of these types of responsibilities and reallocate them to other roles that focus on core missions.
Economies of Scale– Customer agencies utilizing a SSP are able to pool purchasing power with all other provider customers to fund expensive but necessary enterprise systems. This allows smaller customers to enjoy the higher levels of service and capability that only large agencies could enjoy on their own.
Reduction in Costs– The ability to centralize and streamline procurement empowers providers to delivery of services at the best value.
Eliminate Redundant Technology Tools/Systems– The pressure to keep rates low motivates SSPs to utilize as few tools and systems as possible. Fewer systems mean less duplication and lower security and other maintenance costs.
Force Multiplier– Most customers can typically only hire a few on-staff experts. By taking advantage of a SSP, agencies can gain access to the expertise of a much broader group of resources with a deeper bench of skills, particularly in specialty areas such as acquisitions or real estate.

In addition to showing the benefits of shared services, ask your potential customers, “How might we … help you with …?” By asking “how might we?” — you are answering the customer’s question of “how do shared services help me achieve my mission?” and that is crucial to gaining their support.

What should we expect from you and your department in 2016?

2016 is going to be a big year for PSC. It’s an election year with a new Administration starting just after the end of 2016, so there will be new opportunities and priorities, and we have to ensure continuity between administrations.

As I mentioned earlier, PSC’s going forward approach centers on listening to our customers and utilizing our expertise in responding to customer needs with high-quality solutions at the lowest possible cost. In 2016, we are going to continue the growth of PSC through an intense focus on meeting or exceeding customer expectations.

Exclusive! Digital Government: The Key to Citizens’ Satisfaction with John Mackenney, Practise Director of Digital Strategy for APAC, Adobe

In an exclusive interview with OpenGov Asia, John Mackenney, Practise Director of Digital Strategy for APAC, Adobe shares insights from his deep experience into the changing landscape of public sector services and citizens’ satisfaction.

An expert in government initiatives and digital transformation, John delved into the shifts observed since the COVID-19 pandemic and explored the evolving government frameworks in Southeast Asia. He highlighted the recalibration of priorities and the emphasis on efficiency in the public sector, underscoring the need for a deeper understanding of the economic impact of digitalisation.

Reflecting on the impact of COVID-19 on government initiatives, John believes that the pandemic served as a major catalyst for change, driving rapid digital transformation across various sectors. He acknowledged the significance of the pandemic in shaping government agendas but also noted a notable shift in focus. There was a change in priorities, with a growing emphasis on achieving efficiency within the public sector.

John draws attention to the initial surge of government investments and rapid deployments witnessed during the peak of the pandemic. However, as the immediate crisis began to subside, governments globally began to reassess their strategies and budgets. This shift led to a recalibration of projects and a re-evaluation of the value proposition of digital initiatives in the public sector.

In reviewing the journey thus far, there is a clear inward focus that has emerged in the post-COVID era. Governments are now actively seeking ways to optimise operations within the public sector. While the return to physical offices may not be universal, flexible working arrangements have gained prominence. This flexibility aligns with the broader objective of improving efficiency within government bodies.

The observable trend of transformation programmes in the public sector is the slowing down from their initial pace. This deceleration can be attributed to various factors, including budget constraints and the need for a more comprehensive understanding of the value that digitalisation can bring.

One of the critical points is the evolving value proposition of digital government frameworks. While the initial messaging focused on time savings for citizens and efficient processes, there is a growing need to delve deeper into the economic impact of these initiatives.

“The absence of a comprehensive understanding of the economic drivers and benefits of digitisation can hinder investment and hinder potential progress,” John says.

To illustrate this, he uses the example of inclusion and reaching marginalised populations. While governments acknowledge the importance of inclusion, they may not fully comprehend the significance of quantifying the economic cost of exclusion. By calculating the economic implications of not including certain segments of society, governments can better comprehend the potential gains from digitalisation efforts.

“The move towards digitalisation in government services is not just about convenience; it’s about recognising and mitigating the hidden economic costs of inefficiency,” John reiterates.

He contrasted the situations in Australia and New Zealand, where lifestyle changes had motivated shifts in government approaches, with those in Southeast Asia where a return to pre-pandemic norms has prompted renewed waiting lines and bottlenecks.

He stresses the importance of data in driving change and underscores the necessity of accurate numbers to justify the allocation of resources towards digital initiatives, “In addition to the essential elements of government digitalisation, there’s a crucial aspect that cannot be overlooked – measurability.”

Without a comprehensive understanding of the benefits of digitalisation, governments risk reverting to older, less efficient models of operation. By measuring and quantifying the economic gains and losses associated with digital initiatives, governments can make informed decisions and continue progressing toward efficient and inclusive public services.

When considering the significant economic consequences of ineffective public services for citizens and the overall economy, it becomes evident that the seemingly minor tasks of waiting on hold and queuing up for government services have concealed costs that go beyond mere inconvenience.

Experts often underestimate the impact of traditional service channels like call centres and in-person visits on citizens’ time and productivity. John reinforces this viewpoint by presenting a scenario where a seemingly quick task could spiral into hours wasted. Waiting on hold, followed by explaining the issue to a community service agent and potentially dealing with more tasks afterwards, compounds the inefficiency.

In such instances, it’s crucial to assess the real economic toll of ineffective service delivery. While the immediate time spent waiting and completing tasks is significant, John highlights that the broader consequences are even more significant.

For example, someone who must physically visit a government office not only invests time in the task itself but also bears indirect expenses tied to commuting, waiting in lines, and potentially taking time off from work.

The economic impact extends beyond individual encounters, particularly in areas with traffic congestion or remote locations. In such cases, the effects are magnified, with some individuals experiencing a two or threefold increase in time-related costs. Consequently, this leads to delayed access to crucial services, impeding economic efficiency, and restraining individuals from fully contributing to society.

John notes a distressing reality: the most impacted by these inefficiencies are the vulnerable members of society – the very individuals government initiatives are meant to assist. This irony showcases the urgency of addressing this issue. The repercussions include diminished motivation, delayed access to healthcare, and reduced economic productivity for those who need support the most.

Shifting the focus to the government’s role, it becomes crucial to grasp the significant obstacles people encounter when transitioning to digital service delivery. John emphasises that the lack of comprehension and quantification of the economic toll acts as a barrier to meaningful progress. Without gauging the full scope of impacts, governments inadvertently invest resources in tackling the wrong challenges or inefficiently distributing funds.

Governments must comprehend the entirety of the cost-to-serve framework. This involves measuring the economic losses stemming from inefficient services and recognising that these losses are often disproportionately higher for marginalised groups. Equipped with this insight, governments can tailor their digital initiatives to effectively address the most pressing concerns, ultimately alleviating the burden on citizens and the economy.

Navigating the intricate landscape of digital government initiatives, John lays out fundamental criteria that delineate the success of such endeavours. These criteria shed light on the factors contributing to the formidable challenge of enhancing citizens’ satisfaction through streamlined digital services.

According to John, the bedrock of successful digital government initiatives is a citizen-centric approach. This entails crafting services around the specific tasks citizens aim to complete, rather than aligning with the government’s internal procedures. This approach prioritises user needs, enhancing the overall service experience.

Notably, he underscores the significance of mobile responsiveness. In today’s digital era, where mobile access is pervasive, services must seamlessly operate on mobile devices. This adaptability ensures accessibility to a broader audience.

Moreover, the swiftness and efficiency of platforms are paramount. Regardless of geographical location or network capabilities, services should deliver optimal speed and performance, enabling users to engage without hindrance.

Recognising the multicultural fabric of societies, John underscores the pivotal role of accessibility and readability. This is particularly crucial in diverse environments, where information must be understandable to varied audiences. These attributes collectively contribute to the triumphant execution of digital government initiatives.

John offers insights into impactful digital government initiatives that have set new standards for enhancing citizen satisfaction:

Enhanced My Gov Programme (Australia): This initiative transformed from a distributed ecosystem into a consolidated platform offering essential life event information. Citizens can access transactions, navigate government services, and manage tasks seamlessly from their mobile devices. The transition was driven by aggregation, citizen-centric design, and a mobile-first approach.
Services NSW (New South Wales, Australia): The success of Services NSW stems from the integration of digital and offline experiences. The initiative not only provides digital tools but also promotes digital literacy among citizens. Personalisation plays a significant role, ensuring tailored services and information for different user groups, ultimately enhancing the user experience.
Government of Canada: With 42 government departments consolidated into one platform, Canada’s initiative simplifies citizens’ access to a wide range of government information and services. This centralised approach aids citizens in navigating major life events, while the platform’s capabilities contribute to improved user experiences.

John believes, “Effective measurement encompasses several key factors. Firstly, it involves assessing the Net Promoter Score (NPS) and regularly soliciting feedback from users to gauge the effectiveness of digital content and services.”

However, going beyond feedback, governments should conduct comprehensive testing. This includes evaluating the website’s loading speed and ensuring optimal performance even in diverse network conditions. Also, it entails testing the findability of content through search engines, enhancing user accessibility.

John acknowledges the challenges governments face in transitioning to efficient digital services. He highlighted the persistence of siloed operations within government departments and the need for comprehensive alignment around citizen needs. Additionally, he pointed out the importance of retraining the public sector to equip them with the digital skills needed to effectively serve citizens in the digital age.

John also spoke about the complex realm of data security, privacy, and establishing trust in the context of digital government services, sharing the pivotal role that data security and privacy play in building trust and ensuring citizen satisfaction within government services.

“Trust is the cornerstone and hinges on governments delivering on their commitments. It’s about doing what you say you’re going to do,” John believes. “To cultivate trust, governments must adhere to their promises, thus reinforcing their credibility.”

Transparency, he emphasised, plays a crucial role in building trust. By providing citizens with a clear understanding of the data collected and how it’s used, governments can instil confidence in their digital initiatives.

Transparency, in turn, is intrinsically linked to control. Citizens should have a level of control over the data they share and how it’s utilised. This extends to advanced uses of artificial intelligence (AI), where governments may leverage data to provide personalised recommendations. By granting citizens the ability to influence their data usage, governments can build a framework that respects individual preferences and fosters trust.

Navigating trust, data security, and privacy becomes more intricate in areas like healthcare and unemployment management. John highlighted the necessity of safeguarding sensitive information related to health and employment status. Governments must ensure that citizens’ health data is secure and that unemployment information is handled with the utmost discretion.

John is convinced of the role of digital identity in building trust. A comprehensive digital identity framework not only provides secure access but also enables citizens to manage their preferences. The ability to personalise data usage adds an extra layer of trust by giving citizens a stake in their digital experiences.

Implementing digital transformation within government often encounters significant resistance to change, driven by various factors including concerns over data security and privacy, unfamiliarity with new processes, and a general reluctance to embrace change. John explored the challenges posed by resistance to change and the strategies that can effectively address them.

Resistance to change is a formidable challenge, stemming from inherent human aversion to change. He lays bare the multifaceted nature of the issue, including data privacy and security concerns that may hinder the implementation of personalised experiences. The balancing act between delivering personalised services and maintaining data security becomes a delicate process, often accompanied by fears of data breaches and compromised privacy.

John further highlighted the importance of considering dynamic consent and transparency. Citizens’ preferences and willingness to share data may fluctuate over time, necessitating an adaptable approach to data usage. Governments must ensure that citizens have the tools to modify their data-sharing preferences and remain informed about the evolving landscape of data privacy and usage.

Addressing resistance to change requires a comprehensive digital identity framework that facilitates secure access, personalised experiences, and granular control over data sharing. John underscored the significance of a connected ecosystem, where data from various government departments can be seamlessly integrated to support citizen journeys. Such an ecosystem not only aids in providing better services but also ensures compliance with evolving privacy and governance regulations.

When it comes to spearheading digital transformation to enhance citizen satisfaction, John offered actionable advice rooted in practicality. He recommended that government leaders focus on specific pain points and journeys that citizens encounter. Rather than attempting to overhaul the entire system in one go, tackling challenges one at a time is a more manageable and effective approach.

Technology, such as Adobe’s solutions, plays a pivotal role in simplifying the transformation process. By addressing the technology challenges for one journey or life event, governments can subsequently apply the same solutions to multiple scenarios. The efficiency gained from this approach eliminates the need to recreate systems repeatedly and enables a scalable transformation process across multiple use cases.

The emergence of Generative AI and the rise of conversational AI models like ChatGPT have the potential to reshape how citizens interact with government content and services. While there are significant benefits to leveraging these technologies, there are also challenges that need to be addressed, particularly in the context of a distributed content ecosystem and language diversity. John shed light on these challenges and their implications in a conversation with OpenGov Asia.

Generative AI has the power to enhance citizen engagement and inclusion by providing personalised experiences and enabling natural language interactions. For example, citizens can ask questions using their own words and receive relevant information in return. This is particularly advantageous for reaching diverse groups of citizens, including those with lower literacy levels and varying language preferences.

However, the challenges arise from the decentralised nature of the content ecosystem. Government content is often distributed across various departments and agencies, resulting in fragmented and conflicting information. This poses a risk that users may receive incorrect or outdated information when interacting with AI models.

In the context of Southeast Asia, where multiple languages and dialects are prevalent, the challenges of language diversity are amplified. While English content might be well-optimised for search engines and AI models, content in local languages might not receive the same level of visibility due to lower SEO rankings. Additionally, content in local languages might not have been created with the same digital user experience in mind, leading to potential mismatches between user queries and available content.

Addressing these challenges requires collaboration among government agencies to create unified and authoritative content. Governments need to ensure that content is accurate, up-to-date, and accessible across multiple languages. This involves not only adapting existing content to be conversational but also creating content specifically designed for AI interactions.

Adobe’s role in this landscape is significant. With its technology solutions, Adobe can help governments manage and optimise their content for AI interactions. By creating content that is not only language-appropriate but also aligned with the needs of AI models, governments can enhance the accuracy and relevance of AI-generated responses.

Adobe’s capabilities in managing digital experiences, personalisation, and content optimisation can be leveraged to improve citizen engagement through AI-powered interactions.

Interestingly personalisation is a term that often stirs debate in government circles. However, when stripped down to its essence, it revolves around simplicity and efficiency.

Unlike other platforms, like media and entertainment, where the goal is to keep users engaged for longer periods, a successful government experience is one where citizens can swiftly access what they need and then move on with their lives.

“In essence, personalisation in government is about giving citizens back valuable time in their day, allowing them to focus on their families, jobs, and contributing to the economy,” John points out.

Looking ahead to the next two to three years, John shared his insights on the trends and innovations that are likely to have a substantial impact on citizens’ satisfaction and government service delivery:

Integration of AI into Everyday Tools: The integration of AI and Generative AI capabilities into everyday tools and technologies will change the way people interact with information. This will go beyond specialised AI platforms and become a part of common tools like search engines and productivity suites. This shift will drive governments to rethink their communication strategies and adapt to new interfaces for delivering information and services.
Transformation of Government Communication: The transformation in how people access and consume information will lead to a reevaluation of government communication strategies. As the way citizens interact with content evolves, governments will need to reconsider the sprawling landscape of government websites and find new ways to communicate effectively with citizens. This transformation could result in a more streamlined and targeted approach to content delivery.
Personalised Government Services: The continued push towards personalised government service delivery will remain a prominent trend. AI technologies will enable governments to tailor information and services to individual citizens’ needs, improving user experiences and satisfaction. This trend will likely contribute to more efficient and effective government interactions.
Increased Connectivity and Collaboration: The evolving digital landscape will drive governments to become more connected and collaborative. As citizens become accustomed to seamless interactions in their daily lives, governments will need to work across departments to offer integrated and holistic services. This may involve breaking down silos and creating a unified approach to serving citizens.
Shift Toward Accessibility and Inclusion: The increased use of AI and conversational AI models presents an opportunity for governments to enhance accessibility and inclusion. By offering information and services in multiple languages and accommodating diverse user needs, governments can ensure that their services are available to all citizens.
Ethical Considerations and Bias Mitigation: As AI becomes more integrated into government processes, addressing ethical considerations and mitigating bias will become crucial. Governments and technology providers will need to work together to ensure that AI-generated information is accurate, unbiased, and culturally sensitive, particularly in diverse regions like Asia.

In the short term, the world is likely to witness significant shifts in how citizens interact with government information and services. The integration of AI, particularly Generative AI, into everyday tools will redefine the user experience and prompt governments to reevaluate their communication strategies.

Personalised services, increased connectivity, and a focus on accessibility and inclusion will all contribute to a more efficient and citizen-centric government service delivery. However, as these technologies advance, ethical considerations and bias mitigation will play a pivotal role in ensuring the accuracy, fairness, and cultural sensitivity of AI-generated content and responses.

In the fast-evolving landscape of digital transformation and the emergence of artificial intelligence (AI), governments around the world are faced with a critical juncture. The integration of advanced technologies, particularly AI-driven solutions like Generative AI (Gen AI), presents opportunities to enhance citizen services and satisfaction, but also raises complex challenges that demand careful consideration.

As governments seek to leverage AI and Gen AI to meet the evolving needs of citizens, a pivotal moment is emerging. The potential benefits are significant: improved service delivery, personalised interactions, and streamlined processes that boost citizens’ satisfaction. However, a challenging paradox has emerged. The very tools designed to enhance citizen experiences are met with resistance and apprehension in some government circles.

One of the most pressing challenges governments face is the varying speeds of adoption. While Generative AI offers a promising avenue for better service delivery, some government entities have hesitated to fully embrace the technology. In certain cases, there are instances of outright bans or restrictions on its use. Paradoxically, within these same government bodies, public servants are engaging with Gen AI tools in their personal lives, underscoring the disconnect between policy and practice.

The diverse cultural and linguistic landscape in different regions poses another layer of complexity. Language nuances and cultural sensitivities must be taken into account when designing AI systems. Failure to do so can lead to inaccurate or inappropriate information dissemination. In a world where AI-generated responses become the norm, these cultural nuances become all the more critical, particularly in Asian regions with vast cultural diversity.

In the quest for digital innovation, governments must walk a fine line between embracing new technologies and ensuring that inclusivity is not compromised. Rushing to adopt complex platforms without considering the digital literacy of citizens can lead to the exclusion of certain age groups, notably those less tech-savvy or familiar with navigating digital interfaces.

While the term “digital literacy” is often used to emphasise upskilling citizens, it is essential to avoid creating overly complex systems and necessitate assistance from younger generations. Striving for inclusivity means ensuring that advancements benefit all citizens, regardless of age or digital proficiency.

The urgency to adapt and adopt Gen AI and other transformative technologies requires governments to reevaluate their strategies. A balance must be struck between fostering innovation and catering to the diverse needs of the population. Collaborative efforts between governments, technology providers like Adobe, and citizens are necessary to ensure that digital transformation is carried out with the citizen experience and satisfaction at its core.

In the Asian region, which boasts intricate cultural and linguistic diversity, a distinct challenge emerges in the era of Gen AI. Here, leapfrogging, not playing catch-up should be the strategy, John says. Rather than emulating strategies employed by technologically advanced nations, an opportunity exists to skip certain stages and tailor strategies to align with regional contexts.

This is particularly pertinent for nations with nascent digital infrastructure, enabling them to embrace advanced Gen AI capabilities more expeditiously.

As governments prioritise efficiency and optimisation in the public sector, understanding the economic impact of digitalisation is crucial. Accurate measurement of benefits ensures meaningful results from investments, driving positive change in citizens’ satisfaction and societal progress. Inefficient public services carry hidden costs that range from lost productivity to delayed access to vital services, underscoring the need for quantitative assessment.

Beyond a doubt, government initiatives play a vital role in enhancing citizen experiences through efficient digital services. However, addressing these challenges will enable governments to assist vulnerable populations while fostering productivity and efficiency.

A roadmap for success would encompass citizen-centricity, mobile responsiveness, accessibility, and the integration of digital and offline experiences. By studying these successful initiatives and addressing challenges head-on, governments can create a digital landscape that truly serves and satisfies their citizens.

Overcoming resistance to change is a critical step in realising successful digital transformation within government services. By acknowledging concerns, embracing dynamic consent, and leveraging technology to simplify the process, government leaders can navigate the path toward enhanced citizen satisfaction, personalised experiences, and an ecosystem that prioritises data security and privacy.

Eksklusif! Pemerintahan Digital: Kunci untuk Kepuasan Masyarakat dengan John Mackenney, Practise Director of Digital Strategy for APAC, Adobe

Dalam wawancara eksklusif dengan OpenGov Asia, John Mackenney, seorang ahli dalam inisiatif pemerintah dan transformasi digital, memberikan pemahamannya terkait perubahan lanskap layanan sektor publik dan kepuasan masyarakat.

John menggambarkan perubahan yang telah diamati sejak pandemi COVID-19 dan mengeksplorasi kerangka kerja yang sedang berkembang di Asia Tenggara dalam konteks inisiatif pemerintah. Dia menyoroti pentingnya menyusun kembali prioritas dan menekankan efisiensi di sektor publik. Dia juga mencatat bahwa pemahaman yang lebih mendalam tentang dampak ekonomi dari digitalisasi semakin diperlukan.

John menganggap dampak COVID-19 menjadi titik puncak yang menjadi inisiatif pemerintah sebagai pendorong utama perubahan, yaitu mendorong transformasi digital secara cepat di berbagai sektor. Dia mengakui pentingnya pandemi ini dalam membentuk agenda pemerintah, tetapi juga mencatat pergeseran fokus yang signifikan. Terjadi perubahan dalam prioritas, dengan penekanan yang semakin besar pada pencapaian efisiensi di sektor publik.

John menyoroti lonjakan awal investasi pemerintah dan cepatnya implementasi yang terjadi selama puncak pandemi. Namun, seiring dengan berkurangnya krisis segera, pemerintah di seluruh dunia mulai mengevaluasi kembali strategi dan anggaran mereka. Perubahan ini menyebabkan penyesuaian proyek dan penilaian ulang proposisi nilai dari inisiatif digital di sektor publik.

“Pemerintah harus lebih memahami konsekuensi ekonomi dari eksklusi dan berinvestasi sesuai dengan pemahaman tersebut, karena ketiadaan pemahaman semacam itu dapat menghambat kemajuan,” jelas John.

Dalam meninjau perjalanan selama ini, terlihat bahwa fokus ke dalam yang jelas telah muncul pada era pasca-COVID-19. Pemerintah kini aktif mencari cara untuk mengoptimalkan operasi di sektor publik. Meskipun kembali ke kantor fisik mungkin tidak universal, pengaturan kerja fleksibel semakin mendapatkan perhatian. Fleksibilitas ini sejalan dengan tujuan yang lebih luas untuk meningkatkan efisiensi di dalam lembaga pemerintah.

Tren yang teramati dalam program transformasi di sektor publik adalah perlambatan dari kecepatan awal. Perlambatan ini dapat disebabkan oleh berbagai faktor, termasuk kendala anggaran dan kebutuhan untuk pemahaman yang lebih komprehensif tentang nilai yang dapat dibawa oleh digitalisasi.

Salah satu poin kritis adalah proposisi nilai yang berkembang dari kerangka kerja pemerintah digital. Sementara pesan awal berfokus pada penghematan waktu bagi masyarakat dan proses yang efisien, ada kebutuhan yang semakin mendesak untuk memahami lebih dalam dampak ekonomi dari inisiatif-inisiatif ini. Ketidakpahaman yang komprehensif tentang pendorong dan manfaat ekonomi dari digitalisasi dapat menghambat investasi dan menghambat kemajuan potensial.

Untuk mengilustrasikan ini, John menggunakan contoh inklusi dan mencapai populasi yang terpinggirkan. Sementara pemerintah mengakui pentingnya inklusi, dia menekankan pentingnya menguantifikasi biaya ekonomi dari eksklusi. Dengan menghitung implikasi ekonomi dari tidak menyertakan segmen masyarakat tertentu, pemerintah dapat lebih baik memahami potensi keuntungan dari upaya-upaya digitalisasi.

John menekankan pentingnya pengukuran dalam mendorong perubahan. Dia menyoroti kebutuhan akan pengukuran yang akurat untuk membenarkan alokasi sumber daya ke inisiatif-inisiatif digital. Dia membandingkan situasi di Australia dan Selandia Baru, di mana perubahan gaya hidup telah mendorong pergeseran dalam pendekatan pemerintah, dengan situasi di Asia Tenggara, di mana kembali ke norma pra-pandemi telah memicu peningkatan antrian dan kemacetan.

Tanpa pemahaman menyeluruh tentang manfaat digitalisasi, pemerintah berisiko kembali ke model operasi yang lebih lama dan kurang efisien. Dengan mengukur dan menguantifikasi keuntungan dan kerugian ekonomi yang terkait dengan inisiatif digital, pemerintah dapat membuat keputusan yang berdasar dan terus maju menuju layanan publik yang efisien dan inklusif.

“Perjalanan menuju digitalisasi dalam layanan pemerintah tidak hanya berfokus pada kenyamanan. Namun, hal ini juga melibatkan pengakuan dan pengurangan biaya tersembunyi yang timbul dari ketidakefisienan,” ujar John.

Ketika mempertimbangkan dampak ekonomi yang signifikan dari layanan publik yang tidak efektif bagi masyarakat dan ekonomi secara keseluruhan, menjadi jelas bahwa tugas-tugas yang mungkin tampak sepele seperti menunggu telepon di garis dan mengantri untuk layanan pemerintah memiliki biaya tersembunyi yang melampaui sekadar ketidaknyamanan.

Para ahli sering kali meremehkan dampak saluran layanan tradisional seperti pusat panggilan dan kunjungan langsung terhadap waktu dan produktivitas masyarakat. John memperkuat pandangan ini dengan menghadirkan skenario di mana tugas yang tampaknya cepat bisa berubah menjadi waktu yang terbuang sia-sia. Menunggu di telepon, diikuti dengan menjelaskan masalah kepada agen layanan masyarakat dan kemungkinan menangani lebih banyak persyaratan setelahnya, semakin memperburuk ketidaknyamanan.

Dalam kasus-kasus seperti itu, penting untuk menilai biaya ekonomi nyata dari pengiriman layanan yang tidak efektif. Sementara waktu yang langsung dihabiskan untuk menunggu dan menyelesaikan tugas sudah terhitung besar, John menekankan bahwa konsekuensi lebih luas bahkan lebih signifikan.

Sebagai contoh, seseorang yang harus mengunjungi kantor pemerintah tidak hanya menginvestasikan waktu dalam tugas itu sendiri, tetapi juga menghadapi biaya tidak langsung yang terkait dengan perjalanan, menunggu dalam antrian, dan kemungkinan mengambil cuti dari pekerjaan.

Dampak ekonomi meluas di luar pengalaman individu, terutama di wilayah-wilayah dengan kemacetan lalu lintas atau lokasi terpencil. Dalam situasi seperti ini, efeknya menjadi lebih luas dengan beberapa individu mengalami peningkatan biaya terkait waktu dua atau tiga kali lipat. Dengan demikian, hal ini mengakibatkan penundaan dalam mengakses layanan penting, menghambat efisiensi ekonomi, dan mencegah individu untuk berkontribusi sepenuhnya pada masyarakat.

John mencatat situasi yang mengkhawatirkan: yang paling terdampak oleh ketidaknyamanan ini adalah anggota rentan masyarakat – individu yang sebenarnya diharapkan mendapatkan manfaat dari inisiatif pemerintah. Ironi ini menekankan urgensi dalam penanganan masalah ini. Dampaknya termasuk motivasi yang berkurang, penundaan dalam mengakses perawatan kesehatan, dan penurunan produktivitas ekonomi bagi mereka yang paling membutuhkan dukungan. Mengalihkan fokus pada peran pemerintah menjadi sangat penting untuk memahami hambatan signifikan yang dihadapi orang saat beralih ke pengiriman layanan digital. John menekankan bahwa kurangnya pemahaman dan pengukuran beban ekonomi berperan sebagai penghalang kemajuan yang berarti. Tanpa mengukur seluruh dampak, pemerintah tanpa disadari menginvestasikan sumber daya dalam mengatasi tantangan yang salah atau mendistribusikan dana dengan tidak efisien.

Pemerintah harus memahami keseluruhan kerangka biaya-pelayanan. Ini melibatkan pengukuran kerugian ekonomi yang berasal dari layanan yang tidak efisien dan menyadari bahwa kerugian tersebut sering kali jauh lebih tinggi secara tidak proporsional bagi kelompok-kelompok yang terpinggirkan. Dengan wawasan ini, pemerintah dapat menyesuaikan inisiatif digital mereka untuk lebih efektif dalam mengatasi masalah-masalah paling mendesak, akhirnya meringankan beban bagi masyarakat dan ekonomi.

Menavigasi lanskap rumit inisiatif pemerintah digital, John menguraikan kriteria mendasar yang menggambarkan keberhasilan upaya semacam itu. Kriteria-kriteria ini memberikan wawasan tentang faktor-faktor yang berkontribusi pada tantangan besar dalam meningkatkan kepuasan masyarakat melalui layanan digital yang efisien.

Menurut John, dasar keberhasilan inisiatif pemerintah digital adalah pendekatan yang berorientasi pada masyarakat. Hal ini melibatkan pembuatan layanan berdasarkan tugas-tugas khusus yang ingin diselesaikan oleh masyarakat negara, daripada sejalan dengan prosedur internal pemerintah. Pendekatan ini memberi prioritas pada kebutuhan pengguna, meningkatkan pengalaman layanan secara keseluruhan.

Dengan tegas, John menekankan pentingnya responsibilitas mobile. Di era digital saat ini, di mana akses melalui ponsel merajalela, layanan harus beroperasi dengan lancar di perangkat mobile. Kecakapan ini memastikan aksesibilitas ke audiens yang lebih luas.

Selain itu, kecepatan dan efisiensi platform sangat penting. Terlepas dari lokasi geografis atau kemampuan jaringan, layanan harus memberikan kecepatan dan kinerja optimal, sehingga memungkinkan pengguna berinteraksi tanpa hambatan.

Mengakui keragaman masyarakat, John menekankan peran kunci aksesibilitas dan kemudahan membaca. Hal ini sangat penting dalam lingkungan yang beragam, di mana informasi harus dimengerti oleh berbagai audiens. Ini adalah atribut-atribut yang secara bersama-sama berkontribusi pada pelaksanaan yang berhasil dari inisiatif pemerintah digital.

Mackenney memberikan wawasan tentang inisiatif pemerintah digital yang berdampak dan telah menetapkan standar baru dalam meningkatkan kepuasan masyarakat:

Enhanced My Gov Programme (Australia): Inisiatif ini bertransformasi dari ekosistem terdistribusi menjadi platform terpadu yang menawarkan informasi peristiwa kehidupan penting. Masyarakat dapat mengakses transaksi, menjelajahi layanan pemerintah, dan mengelola tugas dengan lancar dari perangkat mobile mereka. Transisi ini didorong oleh agregasi, desain yang berorientasi pada masyarakat, dan pendekatan berbasis mobile.

Services NSW (New South Wales, Australia): Keberhasilan Services NSW berasal dari integrasi pengalaman online dan offline. Inisiatif ini tidak hanya menyediakan alat digital tetapi juga mempromosikan literasi digital di antara masyarakat. Personalisasi memainkan peran penting, memastikan layanan dan informasi yang disesuaikan untuk berbagai kelompok pengguna, akhirnya meningkatkan pengalaman pengguna.

Pemerintah Kanada: Dengan 42 departemen pemerintah yang digabungkan ke dalam satu platform, inisiatif Kanada menyederhanakan akses masyarakat ke berbagai informasi dan layanan pemerintah. Pendekatan terpusat ini membantu masyarakat dalam menjalani peristiwa penting dalam hidup mereka, sementara kemampuan platform tersebut berkontribusi pada peningkatan pengalaman pengguna.

“Selain elemen-elemen penting dalam digitalisasi pemerintah, ada aspek penting yang tidak boleh diabaikan – pengukuran,” tegas John. Pengukuran efektif melibatkan beberapa faktor kunci. Pertama, melibatkan penilaian terhadap Net Promoter Score (NPS) dan secara rutin meminta umpan balik dari pengguna untuk mengukur efektivitas konten dan layanan digital.

Namun, lebih dari sekadar umpan balik, pemerintah harus melakukan pengujian komprehensif. Ini termasuk mengevaluasi kecepatan muat situs web, memastikan kinerja optimal bahkan dalam kondisi jaringan yang beragam. Selain itu, ini melibatkan pengujian dalam menemukan konten melalui mesin pencari, meningkatkan aksesibilitas pengguna.

John mengakui tantangan yang akan dihadapi pemerintah dalam beralih ke layanan digital yang efisien. Dia menyoroti persistensi operasi terpisah di dalam departemen pemerintah dan perlunya keselarasan komprehensif seputar kebutuhan masyarakat. Selain itu, dia menekankan pentingnya melatih ulang sektor publik untuk memberi keterampilan digital yang diperlukan untuk melayani masyarakat dengan efektif di era digital.

John menjelaskan bahwa personalisasi adalah sebuah istilah yang sering memicu perdebatan di lingkaran pemerintahan. Namun, ketika dikupas hingga ke intinya, personalisasi berkisar pada kesederhanaan dan efisiensi. Berbeda dengan platform lain, seperti media dan hiburan, di mana tujuannya adalah menjaga pengguna terlibat dalam jangka waktu lebih lama, pengalaman pemerintah yang berhasil adalah ketika masyarakat dapat dengan cepat mengakses apa yang mereka butuhkan dan kemudian melanjutkan kehidupan mereka.

“Pada intinya, personalisasi dalam pemerintahan adalah tentang memberikan waktu berharga kepada masyarakat dalam keseharian mereka, sehingga memungkinkan mereka fokus pada keluarga, pekerjaan, dan kontribusi terhadap ekonomi,” jelas John.

Melihat ke depan dua hingga tiga tahun mendatang, John membagikan pandangannya tentang tren dan inovasi yang kemungkinan besar akan memiliki dampak signifikan pada kepuasan masyarakat dan penyelenggaraan layanan pemerintah, di antaranya adalah:

Integrasi Kecerdasan Buatan ke Dalam Alat Sehari-hari: Integrasi kecerdasan buatan (AI) dan kemampuan Generative AI ke dalam alat-alat dan teknologi sehari-hari akan mengubah cara orang berinteraksi dengan informasi. Hal ini akan melampaui platform AI khusus dan menjadi bagian dari alat-alat umum seperti mesin pencari dan paket produktivitas. Perubahan ini akan mendorong pemerintah untuk memikirkan ulang strategi komunikasi mereka dan beradaptasi dengan antarmuka baru untuk penyampaian informasi dan layanan.

Transformasi Komunikasi Pemerintah: Transformasi dalam cara orang mengakses dan mengonsumsi informasi akan mengarah pada pengevaluasian kembali strategi komunikasi pemerintah. Saat cara masyarakat berinteraksi dengan konten berkembang, pemerintah akan perlu mempertimbangkan kembali lanskap luas situs web pemerintah dan menemukan cara baru untuk berkomunikasi secara efektif dengan masyarakat. Transformasi ini bisa menghasilkan pendekatan penyampaian konten yang lebih efisien dan terarah.

Layanan Pemerintah yang Dipersonalisasi: Dorongan terus-menerus menuju penyelenggaraan layanan pemerintah yang dipersonalisasi akan tetap menjadi tren yang dominan. Teknologi AI akan memungkinkan pemerintah untuk menyesuaikan informasi dan layanan sesuai dengan kebutuhan individu masyarakat, meningkatkan pengalaman dan kepuasan pengguna. Tren ini kemungkinan akan berkontribusi pada interaksi pemerintah yang lebih efisien dan efektif.

Peningkatan Konektivitas dan Kolaborasi: Lanskap digital yang terus berkembang akan mendorong pemerintah untuk menjadi lebih terhubung dan berkolaborasi. Saat masyarakat menjadi terbiasa dengan interaksi yang lancar dalam kehidupan sehari-hari mereka, pemerintah perlu bekerja melintasi departemen untuk menawarkan layanan terintegrasi dan holistik. Hal ini mungkin melibatkan penghapusan sekat-sekat dan menciptakan pendekatan bersatu dalam melayani masyarakat.

Pergeseran Menuju Aksesibilitas dan Inklusi: Penggunaan yang semakin meningkat dari AI dan model AI percakapan memberikan peluang bagi pemerintah untuk meningkatkan aksesibilitas dan inklusi. Dengan menawarkan informasi dan layanan dalam berbagai bahasa dan menampung beragam kebutuhan pengguna, pemerintah dapat memastikan bahwa layanan mereka tersedia untuk semua masyarakat.

Pertimbangan Etika dan Mitigasi Bias: Saat AI semakin terintegrasi ke dalam proses pemerintah, penanganan pertimbangan etika dan mitigasi bias akan menjadi sangat penting. Pemerintah dan penyedia teknologi perlu bekerja sama untuk memastikan bahwa informasi yang dihasilkan oleh AI akurat, tidak bias, dan sensitif secara budaya, terutama di daerah yang beragam seperti Asia.

Dua hingga tiga tahun mendatang kemungkinan akan menyaksikan pergeseran signifikan dalam cara masyarakat berinteraksi dengan informasi dan layanan pemerintah. Integrasi AI, khususnya Generative AI, ke dalam alat-alat sehari-hari akan mendefinisikan ulang pengalaman pengguna dan mendorong pemerintah untuk mengevaluasi kembali strategi komunikasi mereka.

Layanan yang dipersonalisasi, konektivitas yang meningkat, dan fokus pada aksesibilitas dan inklusi akan berkontribusi pada penyelenggaraan layanan pemerintah yang lebih efisien dan berpusat pada masyarakat. Namun, seiring dengan kemajuan teknologi ini, pertimbangan etika dan mitigasi bias akan memainkan peran penting dalam memastikan akurasi, keadilan, dan sensitivitas budaya dari konten dan respons yang dihasilkan oleh AI.

Dalam lanskap yang cepat berubah dari transformasi digital dan munculnya kecerdasan buatan (AI), pemerintah di seluruh dunia berada di persimpangan penting. Integrasi teknologi canggih, terutama solusi yang didorong oleh AI seperti Generative AI (Gen AI), menawarkan peluang untuk meningkatkan layanan dan kepuasan masyarakat, tetapi juga menimbulkan tantangan kompleks yang membutuhkan pertimbangan yang matang.

Saat pemerintah berusaha memanfaatkan AI dan Gen AI untuk memenuhi kebutuhan yang terus berubah dari masyarakat, sebuah momen krusial sedang muncul. Manfaat potensialnya besar: peningkatan penyelenggaraan layanan, interaksi yang disesuaikan, dan proses yang lebih efisien yang meningkatkan kepuasan masyarakat. Namun, muncul paradoks yang menantang. Alat-alat yang dirancang untuk meningkatkan pengalaman masyarakat dihadapkan pada resistensi dan kekhawatiran di lingkaran pemerintahan tertentu.

Salah satu tantangan paling mendesak yang dihadapi pemerintah adalah kecepatan berbeda dalam adopsi teknologi. Sementara Gen AI menawarkan jalan yang menjanjikan untuk penyelenggaraan layanan yang lebih baik, beberapa entitas pemerintah ragu untuk sepenuhnya merangkul teknologi ini. Dalam kasus tertentu, ada larangan atau pembatasan penggunaannya. Ironisnya, dalam badan pemerintah yang sama ini, pejabat publik aktif menggunakan alat-alat Gen AI dalam kehidupan pribadi mereka, menggarisbawahi ketidaksesuaian antara kebijakan dan implementasi praktis.

Lanskap budaya dan linguistik yang beragam di berbagai wilayah menambah lapisan kompleksitas. Nuansa bahasa dan sensitivitas budaya harus diperhitungkan saat merancang sistem AI. Mengabaikan aspek ini dapat mengakibatkan penyebaran informasi yang tidak akurat atau tidak pantas. Di dunia di mana respons yang dihasilkan oleh AI menjadi norma, nuansa budaya menjadi semakin penting, terutama di wilayah Asia yang memiliki keragaman budaya yang luas.

Dalam upaya untuk berinovasi secara digital, pemerintah harus menjaga keseimbangan yang halus antara merangkul teknologi baru dan memastikan bahwa inklusivitas tidak dikorbankan. Terburu-buru mengadopsi platform yang kompleks tanpa mempertimbangkan literasi digital masyarakat dapat mengakibatkan pengecualian dari beberapa kelompok usia, terutama mereka yang kurang berpengetahuan dalam teknologi atau tidak terbiasa dengan antarmuka digital.

Meskipun istilah “literasi digital” sering digunakan untuk menekankan perluasan keterampilan masyarakat, penting untuk menghindari penciptaan sistem yang terlalu rumit dan memerlukan bantuan dari generasi yang lebih muda. Inklusivitas yang sejati berarti memastikan bahwa kemajuan bermanfaat bagi semua masyarakat, tanpa memandang usia atau kemahiran digital.

Kepentingan untuk beradaptasi dan mengadopsi Gen AI dan teknologi transformatif lainnya mengharuskan pemerintah untuk mengevaluasi kembali strategi mereka. Sebuah keseimbangan harus dicapai antara memajukan inovasi dan memenuhi kebutuhan yang beragam dari penduduk. Upaya kolaboratif antara pemerintah, penyedia teknologi seperti Adobe, dan masyarakat sangat diperlukan untuk memastikan bahwa transformasi digital dilakukan dengan pengalaman dan kepuasan masyarakat sebagai prinsip panduan.

Di wilayah Asia, dengan keragaman budaya dan linguistiknya yang unik, menghadapi tantangan yang berbeda dalam era Gen AI. Sementara beberapa pemerintah mungkin tergoda untuk meniru strategi yang digunakan oleh negara-negara maju secara teknologi, ada kesempatan untuk melompati langkah-langkah tertentu dan menyesuaikan strategi dengan konteks yang relevan bagi mereka. Hal ini sangat relevan bagi negara-negara dengan infrastruktur digital yang masih baru, sehingga memungkinkan mereka untuk mengadopsi kemampuan Gen AI yang canggih dengan lebih cepat.

John memberikan wawasan tentang dinamika yang berubah dalam inisiatif pemerintah dan transformasi digital setelah pandemi COVID-19. Saat pemerintah beralih fokus ke efisiensi dan optimalisasi dalam sektor publik, pentingnya memahami dampak ekonomi dari digitalisasi menjadi sangat mendesak. Melalui pengukuran dan kuantifikasi yang akurat terhadap manfaatnya, pemerintah dapat memastikan bahwa investasi mereka menghasilkan hasil yang berarti, mendorong perubahan positif dalam kepuasan masyarakat dan kemajuan sosial secara keseluruhan.

Ada implikasi ekonomi yang mendalam dari layanan publik yang tidak efisien. Di luar ketidaknyamanan langsung, biaya tersembunyi dapat berkembang menjadi kehilangan produktivitas, akses yang tertunda ke layanan penting, dan produksi ekonomi yang berkurang. Ada kebutuhan mendesak bagi pemerintah untuk mengukur dampak-dampak ini secara kuantitatif dan merancang inisiatif digital mereka dengan pemahaman yang komprehensif tentang konsekuensi ekonomi. Dengan mengatasi tantangan-tantangan ini dengan tegas, pemerintah dapat memenuhi misi mereka untuk membantu tantangan yang paling rentan sambil mendorong masyarakat yang lebih produktif dan efisien.

Tidak diragukan lagi, inisiatif pemerintah memainkan peran penting dalam meningkatkan pengalaman masyarakat melalui layanan digital yang efisien. Suatu panduan keberhasilan yaitu mencakup layanan yang berpusat pada masyarakat, responsif terhadap perangkat mobile, aksesibilitas, serta integrasi pengalaman online dan offline. Dengan mempelajari inisiatif-inisiatif yang berhasil ini dan mengatasi tantangan-tantangan dengan tegas, pemerintah dapat menciptakan lanskap digital yang benar-benar melayani dan memuaskan masyarakatnya.

Hubungan yang rumit antara keamanan data, privasi, kepercayaan, dan kepuasan masyarakat dalam layanan pemerintah patut diperhatikan. Transparansi, kontrol, dan identitas digital muncul sebagai pilar-pilar utama dalam membangun dan merawat kepercayaan. Dengan memastikan bahwa data dikelola dengan tanggung jawab dan masyarakat memiliki kendali atas penggunaannya, pemerintah tidak hanya dapat meningkatkan layanan mereka tetapi juga membina rasa keamanan dan keyakinan di antara masyarakat.

Mengatasi resistensi terhadap perubahan adalah langkah penting dalam mewujudkan transformasi digital yang berhasil dalam layanan pemerintah. Dengan mengakui kekhawatiran, mengadopsi persetujuan dinamis, dan memanfaatkan teknologi untuk menyederhanakan proses, pemimpin pemerintah dapat menavigasi jalan menuju peningkatan kepuasan masyarakat, pengalaman yang dipersonalisasi, dan ekosistem yang mengutamakan keamanan data dan privasi.

Saat pemerintah berjuang dengan implikasi Gen AI dan transformasi digital, suatu persimpangan penting telah tercapai. Potensi untuk meningkatkan layanan dan kepuasan tidak dapat disangkal, tetapi hanya jika pemerintah dengan bijaksana mengatasi tantangan-tantangan tersebut. Inklusivitas, sensitivitas budaya, dan upaya kolaboratif adalah kunci dalam membentuk masa depan di mana Gen AI meningkatkan interaksi antara pemerintah dan masyarakat, tanpa meninggalkan siapa pun.

Munculnya Generative AI dan model AI percakapan membawa peluang dan tantangan bagi layanan pemerintah. Sementara manfaat interaksi yang dipersonalisasi dan inklusif bagi masyarakat sangat besar, pemerintah perlu secara proaktif mengatasi tantangan yang dihadapi oleh ekosistem konten yang terfragmentasi, keragaman bahasa, dan potensi untuk penyebaran informasi yang salah.

Kerja sama, optimalisasi konten, dan memanfaatkan solusi teknologi seperti yang ditawarkan oleh Adobe dapat membantu mengatasi tantangan-tantangan ini dan memastikan bahwa interaksi yang didukung oleh AI memberikan informasi yang akurat, relevan, dan berharga kepada masyarakat dalam berbagai bahasa dan konteks.

Healthcare: The Impact of Technology and Innovation

In an era defined by rapid technological advancements, the world of healthcare has witnessed a remarkable transformation. The integration of technology and innovation into medical practices has not only improved treatment outcomes but has also significantly altered the way healthcare is delivered.

One individual at the forefront of this healthcare revolution is Prof Lawrence Ho Khek-Yu, a distinguished Senior Consultant, Professor, and Director of the Centre for Innovation in Healthcare at the National University Health System (NUHS) in Singapore. Prof Lawrence shed light on the profound impact of COVID-19 on healthcare practices and emphasised the importance of embracing digital solutions to enhance accessibility and equality in healthcare.

The COVID-19 pandemic has catalysed a paradigm shift in healthcare delivery. With social distancing measures in place, traditional healthcare practices faced unprecedented challenges. In response, telemedicine emerged as a vital solution.

Prof Lawrence noted that teleconsultations rapidly gained popularity, allowing patients and healthcare providers to adapt to this innovative mode of healthcare delivery. While telemedicine has shown promise, it is just one piece of the puzzle in the larger landscape of digital healthcare.

One of the hurdles encountered in the digitalisation of healthcare is the lack of an integrated ecosystem. Video consultations, while prevalent, are only a fraction of what a comprehensive healthcare system should encompass.

Prof Lawrence identified issues such as the scarcity of examination tools and delays in medication delivery as substantial obstacles. Additionally, the limited access to medical information and the inability to provide detailed explanations or drawings during virtual consultations can impede the progress of telemedicine.

Another challenge that cannot be overlooked is the diverse demographic of healthcare consumers. Elderly patients and other segments of society may face difficulties in adapting to technology. Furthermore, telemedicine cannot fully replicate the nonverbal and emotional aspects of in-person interactions. To bridge these gaps, Prof Lawrence emphasised the need for continuous refinement and expansion of telemedicine, making it more inclusive and user-friendly.

While telemedicine represents a significant step forward, Prof Lawrence stressed the need for the medical industry to evolve further. Current diagnostic techniques primarily rely on the five senses, limiting the scope of patient data collection.

The integration of sensors and artificial intelligence (AI) technology offers a promising avenue for collecting more accurate and comprehensive patient data. This, in turn, can lead to more precise diagnoses and tailored treatment plans, ultimately improving patient outcomes.

However, Prof Lawrence cautioned against a rush toward dramatic changes driven by hype. He argued that current medical developments often prioritise the interests of developers and creators over the end-users, leading to a lack of user-centricity. Instead, he advocated for a more gradual and deliberate approach to medical development, with an increased focus on cost-effectiveness and aligning innovations with the specific needs and preferences of patients, healthcare providers, and other stakeholders.

In addition to the medical community, Prof Lawrence called upon academia and investors to play a pivotal role in shaping the future of healthcare. He urged academia to shift its focus from research-driven solely by academic interests to practical applications that address real-world healthcare challenges. As for investors, he emphasised the importance of addressing population-level issues rather than concentrating solely on niche areas.

As global populations continue to age, addressing the healthcare requirements of an ageing demographic has become increasingly critical. Prof Lawrence drew attention to the example of Singapore, which has successfully implemented technology to support its elderly population. He encouraged startups and investors to explore this growing market segment and develop innovations tailored to the unique needs of older individuals.

Exclusive! Driving Startup Acceleration for Economic Growth through BNI Ventures with Eddi Danusaputro, Chief Executive Officer, BNI Ventures

As Indonesia emerges from the shadows of the pandemic, a dynamic transformation is underway within its economy, driven by a surge of entrepreneurial vigour. The resilience and determination of the nation’s startup ecosystem have been on full display, propelling Indonesia to a prominent position within the Southeast Asian startup landscape.

Amid this remarkable revival, Bank Negara Indonesia (BNI) recognised the pivotal role it could play in fostering innovation and seized the opportunity by establishing BNI Ventures in 2022. This strategic move seeks to empower startups and contribute to Indonesia’s ascension as a global hub of creativity and economic growth.

In an exclusive insight for OpenGov Asia, Eddi Danusaputro, the Chief Executive Officer of BNI Ventures, provides a glimpse into the world of BNI and his personal voyage through the intricate and ever-evolving landscape of venture capital and startups. He shares his perspectives on the trajectory of innovation and offers his insights into the future of Indonesia’s burgeoning landscape.

In the aftermath of the COVID-19 pandemic, Indonesia’s startup sector emerged as a beacon of hope for economic recovery and growth. Despite the hardships faced by various industries, the pandemic acted as a catalyst for the rise of new startups in Indonesia. While certain sectors struggled, such as travel and hospitality, others, including fintech and healthtech, thrived.

“The pandemic has accelerated the pace of digital transformation. This has created new opportunities for startups in sectors such as e-commerce, fintech, and healthcare,” Eddi observes. “Moreover, it has prompted an increased emphasis on sustainability and critical event management.”

Consequently, this dynamic is paving the way for startups dedicated to developing solutions for climate change and related environmental complexities as well as responding to crises and disasters. As a result, the pandemic has underscored the heightened significance of a robust remote work ethos for startups, a practice that will likely endure well beyond the pandemic’s conclusion.

As the global worldviews changed, the investment landscape also underwent a transformation. Venture capitalists are becoming discerning with a more holistic view, prioritising value and path-to-profitability over mere valuation. As the traditional metrics of appraisal took a back seat, a new era of discernment and strategic focus emerged among venture capitalists. No longer solely captivated by superficial numbers, investors began to scrutinise startups with a keener eye, seeking deeper value and a clear trajectory to profitability.

With aspirations to lead the ASEAN region in the digital economy, BNI Ventures envisions itself as a strategic enabler of this vision. Operating as the corporate venture capital arm of BNI, the focus lies on sectors that align with BNI’s strategic interests, particularly fintech and fintech enablers. By providing financial support, expert guidance, and mentorship, BNI Ventures actively contributes to positioning Indonesia at the forefront of digital innovation.

Eddi acknowledges that the journey of startups in Indonesia is riddled with challenges, including inadequate infrastructure, talent shortages, regulatory hurdles, and investment constraints. In this context, BNI Ventures takes on the role of a nurturing ally, offering investment opportunities and comprehensive incubation and acceleration programmes. By addressing these challenges head-on, BNI Ventures empowers startups to overcome obstacles and flourish.

Drawing on extensive experience in management consulting and finance, BNI Ventures employs a set of rigorous criteria to evaluate investment opportunities. A focus on innovative solutions, strong business models, sustainable traction, and capable management teams are key elements.

While BNI Ventures is relatively new, its investment in startup Kecilin demonstrates its commitment to catalysing positive change within Indonesia’s entrepreneurial landscape. Kecilin is the first and only Indonesia’s cloud and compression technology provider making it possible for every business to experience small-is-better. It offers compression technology that is smooth, efficient, and applicable to modern technology models.

BNI Ventures extends its influence beyond investment, collaborating with regulators and government agencies to create an environment conducive to startup growth and innovation. Furthermore, the venture capital firm promotes sustainability by encouraging startups to incorporate eco-friendly practices into their business models, aligning with global trends towards responsible entrepreneurship.

Remaining at the forefront of emerging trends requires continuous efforts. BNI Ventures achieves this by maintaining an active network, hosting events, and engaging in co-investments. These endeavours ensure that the firm identifies promising investment opportunities that can drive Indonesia’s innovation landscape forward.

For aspiring entrepreneurs seeking investment and support from venture capital firms like BNI Ventures, Eddi advises showcasing passion, attention to detail, salesmanship, and team-building skills. Furthermore, a focus on long-term financial prudence and a clear path to profitability is crucial for attracting investor attention.

“Startup founders need to be passionate about their ideas and be willing to work hard to make them a success,” Eddi advises. “They need to be able to articulate their vision to others and inspire them to join the team.”

While the startup terrain can be tumultuous and fast-paced, founders must also develop a capacity for meticulousness. It will prove pivotal in upholding top-tier standards for the product or service, ensuring operational efficiency for the business.

Eddi draws parallels between his passion for basketball and his leadership approach. Drawing upon the foundational tenets of teamwork, communication, and passion, he emphasises the importance of commitment, discipline, and process in achieving success – these essential attributes prove indispensable in both arenas.

Whether on the basketball court or in the realm of venture capital, the result may be a win or a loss. However, the implementation of a well-honed process – read: practice – stands as a proven means to enhance the likelihood of achieving peak performance.

In the venture capital industry, Eddi actively promotes diversity and inclusion by recruiting, mentoring, and nurturing young and diverse talent. By empowering team members and encouraging a culture of learning from mistakes, he fosters an environment where risk-taking and decision-making flourish.

Eddi’s commitment to continuous learning, including teaching at Binus Business School, contributes to his resilience and ability to navigate through tough times. His journey from traditional finance to the forefront of Indonesia’s startup revolution is proof of the power of resilience, innovation, and the pursuit of passion.

Eddi’s journey is marked by a myriad of valuable lessons. But looking back, he says, “I would advise my younger self to take more risks, find joy in life and embrace laughter.”

Indonesia’s startup landscape is a testament to the nation’s tenacity, adaptability, and unwavering spirit. BNI Ventures’s strategic role in nurturing startups, driving innovation, and fueling economic growth reinforces Indonesia’s potential to emerge as a global leader in technology and entrepreneurship.

Looking ahead, BNI Ventures envisions a future with a thriving ecosystem of startups and investors in Indonesia. The firm aims to foster both quantity and quality in startups, while actively driving traction through collaboration within the BNI Group. This commitment underscores BNI Ventures’s dedication to catalysing Indonesia’s growth and prosperity through technology and innovation.

As the nation looks forward to a brighter future, the partnership between BNI Ventures and Indonesian startups promises to pave the way for a dynamic era of progress, creativity, and collaboration.

Eksklusif! Mendorong Akselerasi Startup untuk Pertumbuhan Ekonomi melalui BNI Ventures

Ketika Indonesia bangkit dari bayangan pandemi, terjadi transformasi dinamis dalam ekonominya yang didorong oleh semangat kewirausahaan yang kuat. Ketahanan dan tekad dalam ekosistem startup negara ini telah terungkap sepenuhnya, mendorong Indonesia ke posisi yang menonjol dalam lanskap startup Asia Tenggara.

Di tengah kebangkitan yang signifikan ini, Bank Negara Indonesia (BNI) mengakui peran sentral yang dapat dimainkannya dalam mendorong inovasi dan dengan cerdik memanfaatkan peluang tersebut dengan mendirikan BNI Venture Capital pada tahun 2022. Langkah strategis ini bertujuan untuk memberdayakan startup dan berkontribusi pada Indonesia sebagai pusat kreativitas dan pertumbuhan ekonomi global.

Dalam pandangan eksklusif untuk OpenGov Asia, Eddi Danusaputro, Chief Executive Officer BNI Ventures, memberikan gambaran tentang dunia BNI dan perjalanan pribadinya melalui lanskap modal ventura dan startup yang rumit serta selalu berubah. Dia membagikan pandangannya tentang lintasan inovasi dan memberikan wawasannya mengenai masa depan lanskap Indonesia.

Setelah pandemi COVID-19, sektor startup di Indonesia muncul sebagai sebuah harapan untuk pemulihan dan pertumbuhan ekonomi. Meskipun berbagai industri masih menghadapi tantangan, pandemi menjadi katalis bagi munculnya startup baru di Indonesia. Ketika sektor-sektor tertentu seperti industri travel dan perhotelan menghadapi kesulitan, sektor lain seperti fintech dan agritech berkembang.

Seiring dengan perubahan pandangan global, lanskap investasi juga mengalami transformasi. Para venture capitalist menjadi lebih cermat dengan pandangan yang lebih holistik. Mereka lebih mengutamakan nilai dan jalur menuju profitabilitas daripada sekadar perhitungan kuantitatif. Ketika metrik tradisional penilaian mengambil posisi belakang, era baru ketelitian dan fokus strategis muncul di kalangan venture capitalist. Investor tidak lagi terpaku pada angka-angka sekilas. Mereka mulai mengkaji startup dengan pandangan yang lebih tajam, mencari nilai yang lebih mendalam, dan melacak jalur yang jelas menuju profitabilitas.

Dengan aspirasi untuk memimpin kawasan ASEAN dalam ekonomi digital, BNI Venture Capital memandang dirinya sebagai pendorong strategis. BNI Venture Capital beroperasi sebagai jantung modal ventura perusahaan BNI, berfokus pada sektor-sektor yang sejalan dengan kepentingan strategis BNI, terutama fintech dan pendukung fintech. Melalui pemberian dukungan keuangan, panduan ahli, dan pembinaan, BNI Venture Capital berkontribusi secara aktif untuk menjadikan Indonesia berada di garis depan inovasi digital.

Eddi mengakui bahwa perjalanan startup di Indonesia penuh dengan tantangan, termasuk di dalamnya terkait masalah infrastruktur yang tidak memadai, kekurangan tenaga kerja berbakat, hambatan regulasi, dan keterbatasan investasi. Dalam konteks ini, BNI Venture Capital menjalankan peran sebagai sekutu pembina, menawarkan peluang investasi, serta program inkubasi dan percepatan komprehensif. Dengan mengatasi tantangan ini secara langsung, BNI Venture Capital berupaya untuk dapat memberdayakan startup untuk mengatasi hambatan dan berkembang.

Mengandalkan pengalaman dalam konsultasi manajemen dan keuangan, BNI Venture Capital menggunakan serangkaian kriteria ketat dalam mengevaluasi peluang investasi. Eddi menjelaskan bahwa terdapat beberapa aspek yang dipertimbangkan dalam memilih startup yang akan dibantu dan didanai.Solusi inovatif, model bisnis yang kuat, pertumbuhan berkelanjutan, dan tim manajemen yang mampu adalah elemen-elemen kunci yang difokuskan oleh BNI Venture Capital.

“Meskipun BNI Venture Capital masih relatif baru, investasinya dalam startup Kecilin mencerminkan komitmennya untuk memicu perubahan positif dalam lanskap kewirausahaan Indonesia,” ucap Eddi.

Kecilin adalah penyedia teknologi cloud dan kompresi pertama dan satu-satunya di Indonesia, memungkinkan setiap bisnis merasakan keuntungan dari ukuran kecil yang lebih baik. Ia menawarkan teknologi kompresi yang halus, efisien, dan sesuai dengan model teknologi modern.

BNI Venture Capital meluaskan pengaruhnya di luar investasi, berkolaborasi dengan regulator dan lembaga pemerintah untuk menciptakan lingkungan yang mendukung pertumbuhan dan inovasi startup. Selain itu, perusahaan modal ventura ini mendorong keberlanjutan dengan mendorong startup untuk menggabungkan praktik ramah lingkungan ke dalam model bisnis mereka, sejalan dengan tren global menuju kewirausahaan yang bertanggung jawab.

Untuk terus unggul dalam tren-tren baru, diperlukan usaha yang berkelanjutan. BNI Venture Capital mencapai ini melalui pemeliharaan jaringan yang aktif, penyelenggaraan acara, dan partisipasi dalam investasi bersama. Langkah-langkah ini menjamin bahwa perusahaan mengenali peluang investasi yang menjanjikan, yang dapat mendorong lanskap inovasi Indonesia ke arah yang lebih maju.

Bagi para pengusaha yang bersemangat mencari investasi dan dukungan dari perusahaan modal ventura seperti BNI Venture Capital, Eddi menyarankan untuk menampilkan semangat, perhatian terhadap detail, keahlian menjual, dan keterampilan membangun tim. Selain itu, startup juga perlu berfokus pada kewaspadaan keuangan jangka panjang dan jalur yang jelas menuju profitabilitas untuk menarik perhatian investor.

Eddi menyamakan antara gairahnya terhadap basket dan pendekatannya dalam kepemimpinan. Dengan merujuk pada prinsip-prinsip dasar kerja sama tim, komunikasi, dan semangat, ia menekankan pentingnya komitmen, disiplin, dan proses dalam mencapai kesuksesan – atribut penting ini terbukti tak tergantikan di kedua bidang,” jelas Eddi.

Menurut Eddi, baik di lapangan basket atau dalam ranah modal ventura, hasil akhir yang terjadi bisa berupa kemenangan atau kekalahan. Akan tetapi, penerapan proses latihan yang terasah dengan baik terbukti menjadi cara yang baik untuk meningkatkan kemungkinan mencapai kinerja puncak.

Di industri modal ventura, Eddi sendiri secara aktif mendorong keragaman dan inklusi dengan merekrut, membimbing, dan membina bakat muda dan beragam. Dengan memberdayakan anggota tim dan mendorong budaya pembelajaran dari kesalahan, ia menciptakan lingkungan di mana mengambil risiko dan pengambilan keputusan berkembang.

Komitmennya terhadap pembelajaran berkelanjutan, termasuk mengajar di Binus Business School, berkontribusi pada ketahanannya dan kemampuan untuk menghadapi masa-masa sulit. Perjalanannya dari dunia keuangan tradisional hingga ke garda terdepan revolusi startup Indonesia adalah bukti kekuatan ketahanan, inovasi, dan pengejaran gairah.

Perjalanan Eddi ditandai oleh berbagai pelajaran berharga. Tetapi, jika melihat ke belakang, katanya, “Saya akan menyarankan kepada diri saya yang lebih muda untuk mengambil lebih banyak risiko, menemukan kebahagiaan dalam hidup, dan merangkul tawa.”

Lanskap startup Indonesia adalah bukti ketekunan, adaptabilitas, dan semangat yang teguh dari negara ini. Peran strategis BNI Venture Capital dalam membina startup, mendorong inovasi, dan menggerakkan pertumbuhan ekonomi memperkuat potensi Indonesia untuk muncul sebagai pemimpin global dalam teknologi dan kewirausahaan.

Menyongsong masa depan, BNI Venture Capital membayangkan masa depan dengan ekosistem startup dan investor yang berkembang pesat di Indonesia. Perusahaan ini bertujuan untuk mendorong kuantitas dan kualitas dalam startup sembari secara aktif menggerakkan daya tarik melalui kolaborasi di dalam Grup BNI. Komitmen ini menegaskan dedikasi BNI Venture Capital untuk memicu pertumbuhan dan kemakmuran Indonesia dalam mengedepankan teknologi dan inovasi.

Saat negara ini berharap pada masa depan yang lebih cerah, kemitraan antara BNI Venture Capital dan startup Indonesia memberikan janji untuk membuka jalan bagi era dinamis kemajuan, kreativitas, dan kolaborasi. Dalam semangat ini, kemitraan antara BNI Venture Capital dan startup Indonesia melangkah sebagai tonggak penting. Memberikan harapan akan perkembangan yang lebih cemerlang, kemitraan ini memiliki potensi untuk menjadi pendorong utama bagi perubahan positif di lanskap bisnis dan inovasi.

Dengan fokus pada pertumbuhan bersama, pencapaian luar biasa dapat terwujud saat keduanya bersatu untuk mewujudkan visi gemilang Indonesia dalam teknologi dan kewirausahaan. Bersama-sama, mereka berjanji untuk membawa perubahan berarti dan mewarnai perjalanan menuju masa depan yang penuh dengan peluang dan prestasi.

Citizen-Centric Digital Transformation

The pandemic enhanced the need to modernise and develop faster than before, says Shashank Sharma, Head of the Digital Experience Business at Adobe South East Asia. It also increased the standard for agile open team structures across all businesses, including telcos, with the intention of having a quicker 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.”

He added that the public sector has long struggled with outdated technology and segregated datasets. These obsolete structures impede data sharing and interaction between government agencies, resulting in duplication of effort, errors, and inefficiencies in workflow.

“To close this gap, digital transformation is required. It entails upgrading and streamlining government systems to ease information interchange, reduce redundancy, and improve service delivery,” Shashank reiterates.

He stressed the COVID-19 pandemic which has accelerated the requirement for digital transformation in government services. The crisis highlighted the significance of flexibility and adaptability. To swiftly resolve the challenges posed by the pandemic, government agencies have been required to think creatively and innovatively.

In the face of swiftly evolving circumstances, the traditional approach has proven inadequate. Hence, to provide timely and effective responses to crises, adopting digital solutions and agile practices has become essential.

According to Shashank, the context of “citizen-centric” has gained prominence. It represents a shift in the emphasis on service delivery, in which the government’s interests are aligned with the requirements and preferences of citizens.

“Citizens now expect government services to be comparable to the exceptional digital experiences they encounter in the private sector — accessible at any time, from any location, and on any device,” Shashank reiterates.

He added that comprehensive policies are required to make digital transformation beneficial to economic growth and well-being. These policies should address issues such as gender equality, digital governance, talent development, and data governance. A cohesive, government-wide approach to digital transformation, driven by a digital policy that considers the requirements of all citizens, is essential.

“With the aid of a government digital policy that takes into consideration all citizens’ interests and preferences, a nation can develop a coordinated, whole-of-government approach to digital transformation,” Shashank explains.

Establishing a governance framework that promotes coordination, articulating a strategic vision, keeping apprised of critical digital trends and policies, and implementing a comprehensive strategy are essential steps for reevaluating existing digital policies.

He added that it is of the utmost importance to ensure equity and inclusion in initiatives and services provided to citizens. As digital services continue to proliferate in the public sector, it becomes increasingly essential to adhere to evolving guidelines.

According to Shashank, while initial expenditures in digital transformation can be significant, they frequently result in cost benefits in the long run. Process simplification, decreased paperwork, and better resource allocation all lead to lower operational costs. “Governments may use data analytics to make educated decisions thanks to digital transformation. This enables more effective resource allocation and evidence-based policymaking.”

Besides, transparency features are frequently included in digital systems, allowing citizens to track the status of their requests or applications. Transparency builds trust between the government and the general people.

“The agility afforded by digital transformation is critical in reacting to unanticipated crises like natural disasters or public health catastrophes. Digital tools speed up communication and resource allocation,” Shashank concludes.

Integrating Technology and Well-being

Healthcare engineering is the use of engineering knowledge in healthcare. This includes the screening, prevention, diagnosis, treatment, and management of illness, as well as maintaining and improving physical and mental health and well-being with the help of medical and allied health professionals.

Associate Professor Kalaivani Chellappan, PhD, PTech of the Universiti Kebangsaan Malaysia (UKM) says that creating and integrating a joint engineering tool in the healthcare business has a long history of success. Recent changes in industrialisation and the growth of global digitalisation are making it more important for all industries, including healthcare, to integrate and change their knowledge in more specific ways.

Professor Kalaivani finds that healthcare engineering is one of the most important changes in society, especially considering the pandemic and the coming years. She is sure that if engineering and health sciences are properly combined, better and more effective solutions for countries around the world can be transferred, translated, and changed.

She also explained the difference between healthcare technology and healthcare engineering. Healthcare technology, also called “Healthtech,” is the use of technologies made to improve all parts of the healthcare system. Healthcare engineering, on the other hand, has a lot of experience with making and delivering programmes for managing healthcare technology and makes a big difference in making and reviewing the hospital-wide strategic policy.

“Healthcare technology is just doing the front, it’s not the backbone. The backbone is healthcare engineering. Biomedical engineering can’t build the backbone because it’s looking for a specific application of the principles and problem-solving techniques of engineering to biology and medicine,” Professor Kalaivani says.

Technology solutions help healthcare personnel perform better while fostering system-wide collaboration and cost management. Healthcare technology may speed up procedures, automate processes, and enhance workflows as organisational demands increase.

Engineers for healthcare systems are a crucial component of the machine that will advance healthcare. By reducing procedures, enhancing patient care, and generating efficiencies, they lower expenses. While most people who seek to improve healthcare procedures only concentrate on a few specific applications that are unable to bring about a holistic change, they achieve this in part by testing and studying several key variables.

The majority of healthcare businesses also have data that might be used to enhance their operations and commercial practices, but they may not have the knowledge or resources necessary to do so.

Newer technologies, on the other hand, such as blockchain, cloud computing, and AI tools based on machine learning (ML) and deep learning techniques, can help healthcare organisations identify patterns in huge volumes of data while making it more secure to run a more user-friendly service.

The use of artificial intelligence (AI) in professional practice has changed it in a way that can’t be denied. A lot of people think that AI apps will make big changes in all areas of healthcare. At some point, technology should be able to improve care for patients and lower prices at the same time.

AI has the potential to improve access to care and the quality of care, which have been hampered in the past by a lack of facilities and skilled workers. “The pandemic makes us realise how AI could help the healthcare industry become more efficient and reliable,” Professor Kalaivani recalls.

She praises the engineers, who she says are the unsung heroes of global health. During the crisis, engineers provided oxygen and created mobile applications, data displays, and even structures for COVID-19 patients.

Contrary to common beliefs, AI-enabled solutions will not replace people in healthcare because they are responsible applications that will always need a mix of data science and medical knowledge. So, it’s better to add a strategy to the healthcare system to protect against possible problems in the future.

She added that the capacity, willingness, and opportunity to share knowledge and best practices are crucial to the industry’s holistic, all-encompassing, and equitable growth. As devastating as the pandemic has been, it has enabled and encouraged global interaction. It allowed her to share her insights with India, Indonesia, and several other nations.

Professor Kalaivani acknowledged that the healthcare industry requires streamlined regulations and policies to enable startup founders to become leaders in the digital healthcare space.

The advancement of healthcare technology is positive, from the transfer of data between institutions to the connection of physicians and patients across the globe via online platforms. Digital transformation has occurred; therefore, employing technology is no longer an option in most industries, including healthcare.

Also, the potential outcomes of a digital healthcare transformation include precision and individualised medicine, on-demand access to sophisticated telehealth and streamlined clinical operations. To completely realise the benefits of digital transformation, however, the healthcare industry must address specific challenges.

December 2, 2023

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