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Every enterprise has one or more workflows that they need to monitor or control. These workflows can either be application-based such as surveillance and monitoring or process control, industry-based such as utilities, military, government, transportation, etc. Or even a hybrid of both bases. Some of those enterprises use a dedicated control room to do that: they either use large video walls (a common operational picture) or smaller operator workstations (personal operational pictures) to look at traffic camera streams, security videos, manufacturing processes, utility grids, maps, social media, or live news.
Most of these enterprises have very good reasons why they organise their decision-making workflows in a control room. As for Barco-equipped control rooms, one security and surveillance customer study reported that they were able to speed up their decision-making process by a factor of 6. Another customer study reported a 30% increase in workflow productivity. Whether you are working for a private company or public organisation, those are outcomes that speak for themselves.
Why a control room?
Control rooms help to organise and improve workflows where decisions need to be made based on large amounts of (visual) data. This is the case in a utility centre, a traffic control centre, but just as well in a healthcare operations centre, a network operations centre, or a corporate risk management centre.
Does your company need a control room? That may depend on your workflow.
Let us look at some of the most typical workflows that can be supported by a control room: from human-centred viewing to machine-aided resolving.
- The common operational picture (COP): In this workflow, a team of operators or stakeholders is monitoring a single large overview display of relevant information. A common operational picture allows those stakeholders to achieve situational awareness. This workflow follows management by supervision principles and depends on achieving visual collaboration.
- Shared situational awareness: This is where you share your common operational picture with a different decision-making unit in the same facility (e.g. a break-out room or a situation room). This workflow follows management by escalation principles and depends on achieving hierarchical collaboration.
- Collaborative operational control: Here, operators and stakeholders interact directly with their content, through personal operator workspaces. They can select the content sources they want to see and share that content with others in the control room, to make joint decisions. This workflow follows management by exception principles and depends on achieving operational control.
- Distributed decision-making: This is a form of collaborative decision-making where information is shared outside the control room enterprise, for example with another agency. This workflow follows management by collaboration in its truest form and depends on achieving inter-agency teaming.
- Automated workflow optimisations: In automated workflows, decisions are learnt, aided, and even predicted by robots consisting of smart algorithms, machine learning, or artificial intelligence. This workflow follows management by automation principles and depends on achieving a machine-learning platform of finite-state and predictable-state automation on possible decisions, that either flag for a human-expert approval or is entrusted enough to authorise decisions up to a certain emergency level.
In this continuum from top to bottom, we see workflows becoming more complex, from centralised to distributed, from hierarchical to teaming-based, from management by supervision to management by exception, from hardware to software-based, and from manual to automated. The more you move to the right side of the spectrum, the smarter and faster decisions can be made. It is also important to mention that one or more of the above workflows can perfectly co-exist in any given operational environment.
If you see this spectrum of decision-making workflows, then the question ‘do I need a control room’ may translate into more specific questions like:
- Do I need to combine multiple content types and sources in one view to make decisions?
- Can the way my information is presented improve my decision-making?
- Do I need to be able to interact with the content or personalise my workspace?
- Does my content need to be shared among colleagues?
- Does my content need to be distributed to external stakeholders or agencies?
- Are the decisions I take on a day-to-day basis predictably similar in nature or unique each time?
A control room may not be typical for your industry, but if the answer to one or more of the above questions is ‘yes, then a control room might indeed improve your workflow.
Instead of asking yourself what common practice in your industry is, a better question may be: ‘What does my workflow look like today?’ and ‘Can I improve my workflow to achieve better outcomes for my enterprise?’ Of course, you do not know what you do not know. However, asking the above-mentioned questions may be a first step towards improving your decision-making workflows with a control room.


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Singapore’s Minister for Communications and Information, Josephine Teo, unveiled Singapore’s Digital Connectivity Blueprint (DCB), which establishes the orientation for Singapore’s digital connectivity’s next frontier.
Singapore’s Infocomm Media Development Authority (IMDA) partnered with a cloud computing company to launch a Joint Innovation Centre (JIC), a first-of-its-kind in Southeast Asia and appointed 18 high-potential tech professionals as SG Digital Leaders under the SG Digital Leadership Accelerator.
The Blueprint was created in collaboration with the Advisory Panel on Digital Infrastructure, which is co-chaired by Dr Janil Puthucheary, Singapore’s Senior Minister of State, Ministry of Communications and Information, and other industry partners. It outlines strategic priorities and moves into new frontiers to stay ahead of the curve.
Reports cited that Singapore will continue to invest ahead of demand and plan holistically for the whole digital infrastructure stack, including hard infrastructure, physical-digital infrastructure, and soft infrastructure, to guarantee that the digital infrastructure is future-ready.
The nation is committed to staying ahead of the competition by expanding digital connectivity to provide better lifestyles and new opportunities for people and businesses. Hence, Singapore will increase its focus on the following strategic priorities:
- Provide enough capacity for underwater cable landings to double in the next ten years.
- Within the next five years, build seamless end-to-end 10 Gbps domestic connectivity.
- Ensure digital infrastructure has world-class resilience and security.
- Create a roadmap for the expansion of new Green Data Centres and push the sustainability envelope.
- Increase the use of the Singapore Digital Utility Stack to broaden the benefits of smooth digital transactions.
Also, Singapore will make movements in more fledgling and frontier areas to capitalise on future opportunities:
- Push for a Quantum-safe Singapore within the next ten years.
- Lay the groundwork for widespread autonomy.
- “Green software” to reduce heightened computing by establishing a nascent ecosystem for sustainable software.
- Use Low Earth Orbit satellite services to enable creative solutions in critical industries.
The Blueprint lays a solid foundation for Singapore to achieve better opportunities, stronger trust, and empowered communities.
In addition, Tan Kiat How, Singapore’s Senior Minister of State, Ministry of Communications and Information, met with the 18 Singaporeans designated as SG Digital Leaders from 16 companies. This is part of IMDA’s initiatives to develop Singaporean leaders in the ICT ecosystem for leadership roles in the digital economy.
The SG Digital Leaders are founders of high-growth tech start-ups, executives at large corporations (MNCs), and inventors creating world-changing technology. These executives come from a variety of backgrounds, lead regional teams, and have experience in Artificial Intelligence (AI), Machine Learning (ML), data, software, and engineering.
The JIC will provide exclusive access to the latest tech showcases and demonstrations, innovation methodology for successful adoption and deployment, and workshops for design thinking, among other things, to inspire corporates and public sector organisations to accelerate industry innovation and support the growth of promising start-ups.
Modern digital infrastructure is critical to Singapore’s growth and prosperity. Businesses and consumers may access information and services more easily with improved connections, boosting innovation and economic competitiveness.
Process automation and digitalisation increase efficiency and production while decreasing expenses while smart city solutions improve resource management and overall quality of life. A well-developed digital infrastructure ecosystem attracts investments and encourages digital economy growth.
Data-driven decision-making gives policymakers more authority. Singapore’s emphasis on contemporary digital infrastructure positions it as a digital age global leader prepared for long-term growth and development.
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The Hong Kong Polytechnic University (PolyU) and the Jinjiang Municipal People’s Government have signed an agreement to establish the PolyU-Jinjiang Technology and Innovation Research Institute. The institute’s objective is to enhance and foster research collaboration among industries, academia, and research organisations in Hong Kong and Jinjiang.
The Vice President (Research and Innovation) of PolyU and the Mayor of Jinjiang signed the agreement at a ceremony held in the Quanzhou Nanyi National High-tech Zone on 2 June 2023. The establishment of the research institute will use PolyU’s research expertise and accomplishments to address Jinjiang’s industrial requirements and support the city’s industrial transformation.
The partnership encompasses a wide range of fields, including new textile materials, fashion design, intelligent wearable systems, microelectronics, future food, and public policy. This collaboration aims to leverage the research prowess of PolyU and the industrial strengths and resources of Jinjiang. Together, they will foster the growth of entrepreneurial talents equipped with innovative technological knowledge and a global perspective.
By capitalising on PolyU’s renowned research excellence and Jinjiang’s thriving industries, this partnership will actively support Jinjiang’s aspiration to become a leading innovation hub. The collaboration between the two entities will facilitate the seamless integration of the industrial chain and the innovation chain, fostering mutual advancement. It will inject fresh vitality into the development of local high-tech industries, driving forward technological innovation and propelling Jinjiang’s overall progress.
The Government of Hong Kong has been working on advancing manufacturing as part of its smart city development push. For example, situated in Tseung Kwan O INNOPARK, the cutting-edge Advanced Manufacturing Centre (AMC) stands as an innovative hub for forward-thinking industrialists and plays a crucial role in supporting Hong Kong’s “new industrialisation” objectives.
This state-of-the-art facility is equipped with advanced manufacturing and testing capabilities, offering a solid foundation for companies, regardless of their size, to engage in customised production of high-value-added yet low-volume technological innovations. The AMC boasts a comprehensive, scalable, and efficient manufacturing space, providing dedicated logistics, warehousing, prototyping, low-volume assembly, and cleanroom services to meet diverse industry needs.
The Government is also working to nurture tech talent. The Technology Talent Admission Scheme (TechTAS), for example, offers an expedited process for eligible companies to recruit non-local technology talent for research and development (R&D) projects within the Hong Kong Special Administrative Region (HKSAR).
To participate, eligible companies must apply for a quota through the Innovation and Technology Commission (ITC). Once a company receives a quota, it can sponsor an eligible individual to apply for an employment visa/entry permit during the 24-month validity period of the quota.
With regard to intelligent wearable systems, the Research Institute for Intelligent Wearable Systems, established in May 2021, received initial funding of HK$30,000,000 for a three-year period from the Hong Kong Polytechnic University. RI-IWEAR comprises members from diverse disciplines, such as physics, chemistry, materials, textiles and clothing, design, electronics, mechanical engineering, computing, and occupational health and safety.
The institute builds upon the existing expertise of the Research Centre for Smart Wearable Technology, which is hosted at the Institute of Textiles and Clothing and collaborates with colleagues across the PolyU campus.
The agreement between PolyU and Jinjiang to establish the PolyU-Jinjiang Technology and Innovation Research Institute marks a significant milestone in fostering research collaboration and driving industrial transformation. With a focus on various fields and leveraging the strengths of both parties, this partnership aims to propel Jinjiang’s development into a leading innovation hub, seamlessly integrating the industrial and innovation chains for mutual growth.
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Responsible Research and Innovation (RRI) researchers have significantly contributed to developing and installing the magnet utilised in the portable scanner. This innovative magnet technology is undergoing trials as part of a collaborative project between the RRI and the University of Minnesota in the United States. The RRI researchers have been actively involved in designing, fabricating, and optimising the magnet system to ensure its compatibility with the portable scanner.
Through this collaborative research and development, the RRI team has successfully implemented cutting-edge magnet technology that offers enhanced portability without compromising the quality and accuracy of the scanning process. The portable scanner, equipped with an advanced magnet system, holds great promise for various applications, including medical diagnostics, on-site inspections, and field research.
A senior engineer at RRI, Ben Parkinson, expresses that the magnet’s small size is the key to making MRI scanners portable. Smaller scanners will also mean a more positive patient experience. “Traditional MRI scanners are large and stationary machines, but with advancements in magnet technology, it has become possible to develop smaller and more compact scanners,” he said.
According to Professor Michael Garwood, the study’s principal investigator from the University of Minnesota Medical School, the design of the magnet used in portable MRI scanners can make these scanners transportable to populations and environments virtually anywhere.
The portability of MRI scanners has significant implications for expanding access to medical imaging technology beyond traditional healthcare settings. It enables conducting diagnostic imaging in rural communities, disaster-stricken regions, mobile clinics, and other challenging environments.
Bringing MRI scanners to these populations and environments can improve healthcare outcomes by enabling timely and accurate diagnoses, guiding treatment decisions, and facilitating preventive care.
The RRI and the University of Minnesota collaboration exemplify the importance of cross-disciplinary partnerships and knowledge sharing in advancing research and innovation. This ongoing collaborative project with the University of Minnesota aims to validate further the portable scanner’s effectiveness and reliability in real-world scenarios. It is underway to assess the scanner’s performance, optimise its capabilities, and explore potential areas of improvement.
The accomplishments of the RRI researchers in developing and implementing the magnet for the portable scanner highlight their dedication to pushing the boundaries of scientific discovery and technological innovation. Their work is a testament to the potential of responsible research and innovation in driving transformative advancements that benefit society.
“Developing a device that requires seamless integration of mechanical and electromagnetic components would be a complex task. However, the team has achieved remarkable success, and I am thrilled to continue our partnership,” said Mr Parkinson.
Mr Parkinson is optimistic that in the future, portable scanners like these may empower communities in remote and resource-limited settings. They will have the potential to solve health inequities, facilitate research in understanding brain development and degeneration in diverse populations better, and enhance access to high-quality clinical care.
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The Union Cabinet, chaired by Prime Minister Narendra Modi, has approved the third revival package for the Bharat Sanchar Nigam Limited (BSNL), which encompasses the provision of 4G/5G spectrum through equity infusion. The package for BSNL amounts to a total of IN 890.47 billion (around US$ 10.7 billion), according to a press release. BSNL is a central public sector undertaking (CPSU) headquartered in New Delhi. It operates under the Department of Telecommunications.
The authorised capital of BSNL will be increased from IN 1.5 trillion (US$ 18 billion) to IN 2.1 trillion (US$ 29.4 billion). The revival package will enable BSNL to become a stable telecommunication service provider with a primary focus on delivering connectivity to the most remote regions of India.
The spectrum allotment for BSNL brings a range of benefits and opportunities for the company. With this allocation, BSNL will be able to offer nationwide 4G and 5G services, bridging the digital divide in the country. It will enable BSNL to extend 4G coverage to remote villages as part of various connectivity initiatives. Additionally, the company will be able to provide Fixed Wireless Access (FWA) services, delivering high-speed internet connectivity. Moreover, BSNL will have the capacity to offer services and spectrum for Captive Non-Public Networks (CNPN), catering to specific organisational needs.
In 2019, the government gave its approval for the initial revival package for BSNL/MTNL. The package amounted to IN 690 billion (US$ 8.3 billion) and played a significant role in addressing the challenges faced by BSNL/MTNL, ensuring the stability and continuity of operations.
In 2022, the government approved the second revival package for BSNL/MTNL, which amounted to IN 1.64 trillion (US$ 19.8 billion) and encompassed various provisions to strengthen their financial position and operational capabilities. The package included financial support for capital expenditure (capex), viability gap funding for rural landline services, financial support for de-stressing the balance sheet, and the settlement of Adjusted Gross Revenue (AGR) dues. Additionally, the merger of Bharat Broadband Network Limited (BBNL) with BSNL was also part of the package, aiming to optimise resources and improve overall efficiency.
As a result of the two revival packages, BSNL has experienced a positive turnaround in its financial performance. Starting from the fiscal year 2021-22, BSNL has managed to generate operating profits, marking a significant achievement. Furthermore, the total debt of BSNL has reduced from IN 329.44 billion (US$ 3.9 billion) to IN 222.89 billion (US$ 2.6 billion).
BSNL has witnessed remarkable growth in the home fibre segment, with a consistent increase in new connections. Currently, BSNL is adding over 100,000 new connections each month. As of May 2023, the total home fibre subscriber base of BSNL stands at 3.088 million. The revenue generated from home fibre services last year amounted to IN 20.71 billion (US$ 250 million).
Telecom technology is a critical domain with only a few global providers offering end-to-end solutions. In line with the Prime Minister’s vision, India has successfully developed its own 4G/5G technology stack. The deployment of this indigenous technology has already commenced, and after a few months of field deployment, it will be swiftly rolled out nationwide on the BSNL network.
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Organisations may harness the power of data to promote innovation, streamline processes, and arrive at wise decisions by using a data analytics and automation lab. Organisations are given the tools they need to adapt to the changing digital world and gain an edge over rivals in their specialised markets.
In the Philippines, the Data Analytics-Network Grid and Automation Laboratory (DANGAL) was recently launched by the University of Cabuyao (UC) and the Philippine Council for Industry, Energy, and Emerging Technology Research and Development (DOST-PCIEERD) with the goal of enhancing the research capacity of the Laguna Province.
With a focus on immediate translation to research and practice, leveraging and diversifying DOST PCIEERD-funded resources, integration across the computing and engineering disciplines, and creating a competitive advantage in research and development on a global scale, the UC (PNC) DANGAL seeks to promote community partnerships and industry collaborations.
The Php 7 million (SG$ 203,700) laboratory will also focus on automated warehouse systems, such as goods-to-person (GTP) systems, autonomous mobile robots, automatic guided vehicles, pick-to-light and put-to-light systems, voice picking and tasking, automated sortation systems, and automated storage and retrieval systems.
As part of the Institution Development Programme (IDP) of the DOST, Dr Enrico Paringit, Executive Director of DOST-PCIEERD, stressed the need of recognising cutting-edge research, which calls for cutting-edge infrastructure and fully stocked laboratories. He noted that it is critical that they ensure that the institutions have the resources they need to undertake creative research and development.
According to Dr Enrico, the UC (PNC) Dangal Research Laboratory also demonstrates the institution’s commitment to encouraging the advancement of technology development and grasping the opportunities presented by Industry 4.0.
This lab will serve as a catalyst for collaboration, information sharing, and research advancements both within and outside the walls of this university, as well as in the manufacturing sectors of Laguna Province. He also reminded staff and students at the University of Cabuyao that the UC Dangal Research Laboratory is more than just a physical location equipped with equipment and innovative technology.
He believed that this would be a symbol of the students’ and researchers’ aims and ambitions, as well as a venue where ideas would grow, innovation would be fostered, and solutions to real-world problems would be produced.
Engr Mary Grace Beao, Project Leader at UC (PNC) DANGAL, also inspired UC teachers and students about the relevance of the lab in terms of capacity building and its commitment to national development through research and development. The lab also aims to improve the College of Computing and Engineering’s skills by fostering practical training for both staff and students and by improving data analytics, network, grid, and automation processes between Laguna industrial enterprises and the university.
The UC (PNC) DANGAL laboratory is the city’s first to be financed by PCIEERD’s Institution Development Programme (IDP). IDP is an existing programme that helps universities improve their abilities to conduct research in the fields of industry, energy, and emerging technologies. This programme aids in the creation and upgrading of research laboratories and infrastructure at academic and research institutions throughout the country.
Data Analytics and Automation Labs are built to manage massive amounts of data and are scalable to meet changing requirements. As industries expand, the lab may adapt to meet the increased demand for data analysis and automation.
Also, a lab environment enables organisations to quickly adapt to new technologies, tools, and techniques, ensuring that they remain competitive in the continually expanding data world.
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The taxation sector is actively working towards the goal of having 70% of enterprises and business households transition to using e-invoices generated from cash registers by the end of this year. This initiative was launched on 15 December 2022. The promotion of e-invoices is a key task of the tax sector in its attempt to digitally transform businesses, financial agencies, and state departments.
As per the directives of the General Department of Taxation, tax departments have been urged to achieve specific targets for e-invoice adoption. These targets include reaching 30% by the end of the second quarter, 50% by the end of the third quarter, and 70% by the end of the year. In major cities such as Hanoi, Ho Chi Minh City, Hai Phong, and Quang Ninh, the requirement is a 100% adoption rate for dining and restaurant services.
By late May, a total of 18,963 businesses had completed the registration process to utilise e-invoices with tax codes generated from cash registers. According to the head of the Vietnam Academy of Finance’s Tax and Customs Department, expanding the use of e-invoices from cash registers plays a crucial role in enhancing the monitoring capabilities of tax authorities. This, in turn, leads to more efficient and equitable tax management by facilitating better oversight of the supply of goods and services offered by businesses.
Attention has been paid to solving obstacles related to policy, professional process, and the application of software in the scheme; as well as enhancing communication campaigns to raise taxpayers’ awareness of the benefits of using e-invoices generated from cash registers.
Ho Chi Minh City is among the three localities chosen for piloting the use of e-invoices. However, despite more than two months of implementation, the number of taxpayers who have successfully registered in the city has remained relatively low. As of 26 February of this year, the total number of registered taxpayers reached only 278.
Based on a preliminary survey, Ho Chi Minh City has identified 266 enterprises and 5,268 business households that fall within the scope of the scheme. These entities include trade centres, supermarkets, restaurants, hotels, and entertainment service providers. They have been identified as the primary targets for the implementation of the initiative.
Last year, the Minister of Finance said that e-invoices are crucial in creating a transparent and fair business environment, more streamlined administrative processes, and higher productivity. They are an integral part of Vietnam’s national strategy for digitalisation. The Ministry’s e-invoice project significantly improves the level of transparency and effectiveness while helping cut costs and improve the business environment.
Promoting the use of e-invoices is part of the government’s plan to build a digital society and economy. In 2020, Vietnam kicked off a national digital transformation programme, under which the country would renovate the management and administration activities of the government, the production and business activities of enterprises, and the overall way of living and working. It is working to develop a safe, humane, and wide digital environment. The national digital transformation programme has the dual purpose of both developing the digital government and economy and establishing Vietnamese digital businesses with a global capacity.
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In an increasingly digital landscape, customer experience has emerged as a vital differentiator for businesses in every industry. As multichannel interactions continue to rise, customers increasingly seek personalised experiences that seamlessly connect across multiple touchpoints.
To meet evolving customer expectations, corporate digital satisfaction strategies are leveraging AI-powered personalisation to enhance the omnichannel consumer experience. By harnessing the power of AI, organisations can analyse vast volumes of customer data to gain valuable insights into individual preferences, behaviours and needs, enabling tailored solutions.
Machine learning algorithms allow companies to offer personalised recommendations, product suggestions and targeted promotions to customers across multiple channels, including websites, mobile applications, social media platforms and in-store interactions.
AI-powered chatbots and virtual assistants play a pivotal role by leveraging natural language processing and machine learning techniques to accurately comprehend and promptly respond to customer inquiries in real-time.
Chatbots increase customer service efficiency and response times by delivering immediate and accurate assistance. They may answer basic questions, provide product information, process transactions and even address problems, creating a smooth and frictionless client experience.
Additionally, AI technologies provide sentiment analysis, which enables organisations to assess client emotions, views and levels of satisfaction across numerous digital platforms.
Organisations can acquire important insights into customer sentiment by analysing customer feedback, reviews, and social media interactions and adapting their strategies accordingly. This assists in identifying areas for improvement, responding to customer issues, and proactively improving the entire customer experience.
Personalisation at this level delivers a more engaging and relevant customer experience, enhancing customer happiness and loyalty.
The OpenGov Breakfast Insight on 7 June 2023 at the Westin Jakarta, Indonesia, centred around delivering prompt, accurate and highly tailored customer experiences that drive loyalty through cutting-edge conversational AI and machine learning intelligence.
Opening Remarks


Mohit Sagar, the CEO and Chief Editor of OpenGov Asia, emphasises the importance for businesses to effectively collaborate with the rapidly evolving field of artificial intelligence in today’s era.” Harnessing the benefits of technology and leveraging advancements in AI to enhance efficiency for both users and businesses entails tweaking or even doing away with conventional methods.”
The swift advancement of technology, coupled with the pivotal role of artificial intelligence (AI), has greatly contributed to boosting business productivity. Moreover, the pandemic brought about a paradigm shift in consumer behaviour within Indonesia, compelling 17.5% of traditional offline shoppers to venture into the realm of online shopping.
Consumers have embraced a wide range of online sales channels, including marketplaces, social media platforms, and websites. Notably, the proportion of consumers who exclusively engage in online shopping has surged from 11% before the pandemic to 25.5% in early 2021. Remarkably, post-pandemic, a significant majority – 74.5% – of consumers still exhibit a preference for online shopping, favouring it over offline alternatives.
To enhance customer satisfaction, the adoption of multi-channel strategies has become increasingly crucial. There are five key ways through which businesses can effectively enhance multi-channel customer satisfaction:
Data-driven personalisation (AI). When a business offers personalised experiences, such as the ease of accessing service information both online and offline, it indirectly creates a sense of being well-served among consumers.
Consumer data. Insights gained from data play a pivotal role for businesses, enabling them to understand the habits and behavioural patterns of their customers. By integrating consumer data from various sources, businesses gain a valuable understanding that facilitates informed decision-making and allows for the creation of targeted strategies in the future, tailored to the specific needs and preferences of their target consumers
Personalisation. Businesses should prioritise delivering tailored customer service, ensuring that consumers do not have to endure lengthy waiting times to obtain essential business-related information. One effective approach is to enhance chatbot or virtual assistant capabilities through the integration of AI technologies.
Revenue Innovation. By analysing consumer habits and patterns, businesses can make informed decisions that align with consumer interests. This understanding enables businesses to foster innovation and create diverse revenue streams, thereby driving revenue growth.
AI adoption. In the digital technology-driven world of today, businesses that fail to leverage artificial intelligence to enhance productivity risk losing out to their competitors. However, by effectively utilising AI and embracing innovation, businesses can transform themselves into consumer-oriented enterprises, propelling their growth and success to new heights.
Mohit believes in the present digital era, multi-channels not only boost consumer satisfaction and foster loyalty but also enable businesses to reduce costs and drive revenue growth. By offering customers many avenues to engage and make purchases, businesses can cater to diverse preferences while simultaneously streamlining operations and maximising their financial outcomes.
While AI-based multichannel strategies offer numerous benefits and advantages in enhancing business productivity, it is essential to acknowledge that there are challenges associated with their implementation.
An essential aspect for businesses implementing AI-based multichannel strategies is the responsible collection and use of consumer data. Handling and managing customer data across various channels necessitates strict measures to ensure data privacy and security, complying with regulations.
Unfortunately, there are instances where some businesspeople may not prioritise the protection of this data, which can have detrimental effects on both consumers and the integrity of the company itself.
Data leaks, such as those involving health or financial information, are of great concern among consumers. In light of these challenges, companies must adopt a proactive approach to address and overcome such issues, prioritising robust measures to safeguard sensitive data and ensuring the trust and confidence of their customers.
Similarly, companies should allocate a portion of their earnings towards building a skilled technological workforce capable of efficiently and effectively implementing strategies. However, it is important to acknowledge that companies, especially startups, may encounter challenges in achieving a quick return on investment (RoI) within a short time frame.
Additionally, it is necessary to have an in-depth understanding of customer needs and behaviour before implementing effective AI-based customer satisfaction. Companies must invest in consumer research and analysis for implementation to get maximum results.
“When implementing AI-based personalisation and digital satisfaction strategies, it is crucial to consider and plan for the challenges that may arise,” Mohit concludes. “By proactively addressing these challenges and having a well-thought-out implementation plan, businesses can increase the likelihood of successful execution and avoid common potential problems.”
Welcome Address


Nathan Guy, Head of UCaaS, Asia Pacific, Zoom, highlighted the findings of a survey indicating that businesses globally made substantial technology investments during the pandemic, underscoring the importance of understanding customer and employee requirements. However, despite this recognition, finding the right approach remains challenging, as the need for flexibility in technology stacks becomes crucial in the face of constantly evolving circumstances and ongoing economic uncertainty.
“The question of whether the future workplace truly brings improvement for teams and customers is an important one. At Zoom, we believe it does,” Nathan says. “But to be successful, there are three key areas that must the addressed.”
Firstly, evolving collaboration and productivity frameworks are crucial to keeping up with the changing dynamics of work. Secondly, fostering better personal connections within the workplace helps create a positive and engaged environment. Lastly, meeting the updated expectations of both customers and employees is vital for success.
A report highlighted the significant financial investment of S$15 billion per week in technology during the pandemic, emphasising the need to establish a strong foundation in the technology stack to gain a competitive advantage for the future, Nathan reveals.
Moreover, the future needs of a hybrid workplace must embrace Technology Infrastructure, Flexibility, Communications and Collaboration, Emotional Well Being, and Training and Development.
Voice is considered the foundation of digital transformation, Nathan observes, serving as a natural bridge between the physical and digital realms. “In an increasingly connected world, voice engagement should be at the core rather than the periphery. IP Voice offers affordability, ubiquity, and high-quality communication, making it a crucial aspect of cloud-based voice strategies.”
Voice remains critical for future work, both in terms of customer and employee engagement, and businesses continue to invest in this growing market. Organisations report improved engagement, increased productivity, and enhanced collaboration through the adoption of advanced customer service applications.
According to Nathan, legacy collaboration infrastructure is being replaced by cloud communications to meet the needs of hybrid and remote work. The integration of various collaboration features, including messaging, meetings, conferencing, team chat, and content sharing is crucial for enterprises’ digital aspirations.
A collaboration platform is built on core technology, offering communication and collaboration solutions tailored to different industries and departments. Zoom has invested significantly in AI to enhance the collaboration experience. Ultimately, the focus is on serving customers and helping them thrive in the new era of work.
Customer-facing teams face various challenges that need to be addressed. By empowering these teams to become subject matter experts, organisations can provide customers with personalised and enhanced experiences.
Nathan reiterates that the goal is to bring product innovation together into a comprehensive solution that powers the modern workday for knowledge workers and teams, while also enabling better collaboration with external customers to drive business growth.
This encompasses employee collaboration, starting from checking calendars, chatting and emails in the morning, to meeting collaboration, casual collaboration through huddles, and concluding with phone calls. Similarly, customer collaboration includes marketing events, webinars, sales processes, and overall customer experience, all accessible through a single interface.
The focus is on maximising Customer Lifetime Value through the synergy between employee experience (EX) and customer experience (CX).
“While customer service leaders recognise the importance of consistently delivering good experiences, only a third of customers feel that customer service organisations are improving,” Nathan shares. “Losing a significant percentage of customers due to bad experiences can severely harm a business.”
Studies indicate that customer expectations have risen over the years, making it crucial for businesses to shift quickly and excel in CX. This highlights the challenge of meeting customer needs in an uncertain environment while facing resource constraints.
Nathan spoke about a Global CX Excellence Report which identified six pillars of CX excellence: personalisation, trust, minimising customer effort, meeting expectations, resolution and empathy. “Meeting these customer expectations requires holistic thinking and cross-team collaboration.”


Jayraj Nair, Customer Experience Lead-ASEAN, Zoom acknowledges that to redefine and transform the CX and EX, it is important to address the challenges of siloed teams and disconnected tools. According to reports, a total experience approach is vital and 60% of large enterprises are expected to adopt this by 2026.
To deliver consistently good customer experiences, it is essential to bring together employee productivity and CX strategies. By combining these two elements effectively, businesses can create a harmonious and seamless interaction between the company and its customers, resulting in enhanced customer satisfaction.
Organisations that provide a total experience, connecting employees and customers, are projected to outperform competitors in satisfaction metrics by 2024.
Employee productivity refers to the efficacy and efficiency with which employees carry out their duties within an organisation. When employees are productive, they can provide customers with superior service and support, ensuring that their requirements are met promptly and satisfactorily.
Similarly, CX strategies involve the planning and execution of initiatives designed to improve the overall consumer experience when interacting with a company. This includes personalised communication, streamlined procedures, user-friendly interfaces and effective problem resolution.
Zoom offers a comprehensive CX + EX platform that seamlessly integrates employee and customer experiences, says Jayraj. This unified experience is made possible by leveraging the end-to-end capabilities of the Zoom platform, allowing customers to access the desired functionality from the cloud when and where they need it.
“The introduction of the Zoom Contact Centre is seen as an exciting innovation that drives loyalty and retention through prompt and personalised customer interactions,” Jayraj explains. “With Zoom handling the heavy lifting, organisations can focus on their employees and customers.”
End-user Insight


According to Andoko Wicaksono, Chief Information Officer, Bluebird Group, customer satisfaction is an important part of the growth of any business. It means knowing what customers want, giving them great experiences at every touchpoint and always getting better based on what customers say and what they learn from them.
Andoko shared the inspiring history of Bluebird, a company that was established in 1972 by a remarkable woman. Despite facing numerous challenges, Bu Djoko, a resilient and humble individual, initiated Bluebird during a difficult period. Known as Bu Djoko or Mutiara Siti Fatimah Djokosoetoeno, she served as the driving force behind the company’s enduring determination.
Andoko fondly remembers her as the beacon of strength that propelled the company forward. “From the beginning, she was the company’s source and now is the spirit that keeps it going.”
He knows that not all great companies can stay in business and keep doing well. Bluebird’s success is based on a set of absolute ideals. It grew because of the good values that Bu Djoko taught and because of the legacy of a never-quit attitude. These values are a feeling of caring, honesty, excellent customer service and a perennial desire to grow.
Andoko acknowledges that long-term business growth depends on customers’ trust. It builds loyalty, improves the brand’s image, makes customers happier and gives them a good experience. Building and keeping trust requires keeping promises, being honest, communicating openly and putting the customer first.
“When the whole business is responsible for customer service, it shows how important it is to have a customer-centred approach, seamless experiences, a full understanding of customer needs, empowered employees, consistency, and efficiency,” Andoko reiterates. “By taking this view, businesses can create a mindset of great customer service and gain a competitive edge in the customer-driven business world of today.”
Customer happiness has changed over time, from making sure everyone gets a fair deal to making sure each customer has a good experience. Companies now know that keeping customers happy is a strategic must that affects their brand’s image, customer loyalty and business growth.
Andoko believes that businesses must give customers great experiences and build long-term connections with them by adapting to their changing needs and using technology.
“For a high availability system to be cost-effective, it needs a balanced method that takes both cost optimisation and system reliability into account,” says Andoko.
In today’s fast-paced and connected world, customer service representatives need to be able to move around. By using mobile technology and giving employees the tools and resources they need, organisations can empower their teams to serve customers well no matter where they are.
Andoko agrees that data privacy is a very important part of building and keeping trust between people and organisations. When people believe that their personal information is being treated carefully and responsibly, they are more likely to do business with companies, share their data and take part in digital interactions. Keeping data private gives companies a good name and helps them build better relationships with their customers.
“Organisations that put data protection first show that they are committed to being good stewards of data and making the world a safer and more trustworthy place,” Andoko explains.
Andoko believes that AI can enable businesses to understand customer preferences and improve their service by analysing vast amounts of data, including customer interactions, purchasing behaviour, demographics and online activities
AI-based customer choice means using technologies and algorithms that use artificial intelligence to learn about and predict customer preferences and behaviours. AI-driven insights let businesses learn about and meet the needs of each customer, improve customer happiness, and grow their businesses.
“By using AI technologies, companies can get more out of their customer data, make better decisions, and build stronger, longer-lasting relationships with their customers,” Andoko concludes.
Closing Remarks
Jayraj expressed his gratitude to all the delegates for their participation in the event, acknowledging that it has provided valuable insights into the major challenges confronting industries across various sectors. The event has shed light on the importance of devising effective strategies to tackle these challenges and successfully overcome them.
He emphasised the importance of identifying the most significant challenges for industries to maintain competitiveness and thrive amid a constantly evolving business landscape. These challenges can vary depending on the industry but may include factors such as technological disruptions, changing consumer expectations, intense competition, regulatory changes, and economic uncertainties.
Once the challenges are recognised, organisations can devise appropriate strategies to tackle them head-on. These strategies may involve a combination of innovation, agility, collaboration and a customer-centric approach. This proactive approach enables businesses to stay ahead of the curve and adapt effectively to the changing demands and dynamics of their respective industries.
“Understanding the biggest challenges faced by industries and developing appropriate strategies to tackle them is crucial for long-term success,” says Jayraj. “By embracing innovation, agility collaboration, and a customer-centric approach, industries can navigate challenges, seize opportunities, and thrive in a rapidly changing business environment.”
Mohit stresses the significance of collaboration in addressing industry challenges. By fostering partnerships, alliances, and collaborations with other organisations, industries can leverage shared resources, expertise, and insights to tackle challenges more effectively. Collaborative efforts enable industries to combine their strengths and work towards innovative solutions that drive progress and overcome obstacles together.
A customer-centric approach is vital in navigating industry challenges successfully. By understanding and addressing the evolving needs and expectations of customers, industries can tailor their products, services, and experiences to meet and exceed customer demands.
“This can involve gathering customer feedback, leveraging data analytics and personalising offerings to enhance customer satisfaction and loyalty,” Mohit concludes.