Jabatan Perkhidmatan
Awam
Kompilasi Laporan Peserta
PROGRAM
PENEMPATAN SILANG (PCF)
SESI 2021 / 2022
Kandungan kompilasi laporan ini adalah berdasarkan Laporan Tematik
yang telah disediakan oleh peserta Program Penempatan Silang (Cross
Fertilisation Programme – PCF) Sesi 2021/2022 anjuran Jabatan
Perkhidmatan Awam (JPA). Ini adalah bagi memenuhi sebahagian syarat
program yang telah ditetapkan.
Kenyataan atau fakta di dalam kandungan kompilasi laporan ini telah
disediakan oleh pegawai yang berkenaan atas kapasiti individu pegawai
sebagai peserta program PCF. JPA tidak akan bertanggungjawab terhadap
sebarang kesan hasil rujukan terhadap kenyataan atau fakta yang
terkandung di dalam kompilasi laporan ini.
Tiada mana-mana bahagian jua daripada cetakan ini boleh diterbitkan atau
digunakan di dalam apa jua bentuk tanpa mendapat izin daripada Jabatan
Perkhidmatan Awam.
Dicetak oleh:
Jabatan Perkhidmatan Awam Malaysia (JPA)
Kompleks Kerajaan C
62250 Putrajaya
September 2022
www.jpa.gov.my
Tel: 603 8000 8000
ISI KANDUNGAN
Report Title/ Authors Pages
Pendahuluan 3
4-7
Peserta Program Penempatan Silang (PCF) Tahun 2021/2022
8
Kompilasi Laporan Peserta PCF Tahun 2021/2022
Tema 1: Digitalising Public Service Delivery 9
17
Digitalising Public Service: The Huawei Way 24
Adrian Leong Tiam Ee 38
52
Digitalising Public Service: Developing Digital Talent to Accelerate 63
Productivity and Improve Public Service Delivery System 75
Mohd Haniff Bin Md Salleh
85
Digitising Public Service: Empowering Government for Modern Citizens
Mohd Aizuddin Bin Rizuan
Digitalising Public Service Delivery – Bridging the Gap:
Huraizah Zakaria
Malaysia Airports Digitalisation Amidst the Fourth Industrial Revolution
and The Transitional Period to Endemicity:
Mohd Faizal Dolah
Roadmap Towards Digital Transformation in Public Service:
Nur Ain Muhammad Yusuf
Digitalising Public Service: The Challenges:
Nurul Fatien Rusly
Tema 2: Talent Development & Management
Talent Development and Management: Building Leadership and Talent
Competencies as Well as Talent Profiling
Muhammad Harith Bin Abdul Rahim
Talent Spotting: Recruitment as The First Step of Talent Management 95
Fairul Hafifi Bin Kasim
Nurturing Talent Through Strategic Core Values: Continuous 100
Improvement Approach
Fauziah Ibrahim
Talent Development/Management: Cargo Services Fundamentals for 108
Future Policymakers in The Transport Sector
Haru Rama Thever A/L Suppiah
Talent Development/Management: Talent Development: Developing 119
Innovation Capabilities in The Public Sector
Mohd Izzat Fahmizan Bin Mansor
Talent Development Through Coaching 125
Radiaton Nizar Binti Muhammad Japri
Talent Management: Matching Talent with The Organisation Needs 132
Rosazliza Binti Azman
Talent Development and Management: Embedding Personality 139
Archetype
Saiful Ezane Bin Mazlan
Talent Management in Exploration: Upstream Business, PETRONAS 146
Norsuhada Binti Sahedan
158Talent Development: Supporting Women in The Male-Dominated Industry
Syarifah Zakirah Binti Syed Hamid
Tema 3: Remote Working Arrangement 164
168
Working from Home: How to Identify Crème De La Crème 176
Tang Chun Huan
185
Remote Working: Beyond the Pandemic
Muzammil Bin Zolkarnain
Remote Working Arrangement: Reimagining the Post-pandemic
Workforce
Farhana Binti Md Hilal
Working from Home: Its Effects on Mental Health / Wellbeing:
Chew Hoy Yan
Remote Working Arrangement: PETRONAS Best Practices: 196
Ahmad Fuad Hashim 204
217
Remote Working Arrangement: Embracing the New Norm: 224
M. Mary Ann Thomas
231
Remote Working: Striking the Right Balance with Productivity:
M. Nithiya Ruby Munusamy
Working from Home: Making it Work!
Shireen Aida Binti Shamsul Khalil
Tema 4: Mental Health
The Importance of Mental Health Support towards Employees’ Well-
being
Nur Athirah Aziz
Pendahuluan
OBJEKTIF Program Penempatan Silang (Cross Fertilisation Programme - PCF)
PCF merupakan salah satu inisiatif strategik kerajaan untuk membangunkan
bakat dan kompetensi penjawat awam dalam mendukung usaha
1 Mendedahkan mentransformasikan sektor awam. Program ini digariskan sebagai salah
pegawai kepada satu inisiatif Kerajaan dalam Rancangan Malaysia Kedua Belas (RMKe-12)
pengetahuan dan di bawah Bab 12: Memperkukuh Penyampaian Perkhidmatan Sektor
kemahiran baharu Awam, dilaksanakan untuk memberi pendedahan dan pengetahuan
melalui penempatan kepada pegawai mengenai kemahiran baharu dan serta amalan terbaik
di organisasi lain melalui pengalaman penempatan di organisasi lain, dalam sektor awam
mahupun swasta.
2 Meningkatkan
keupayaan Pelaksanaan PCF adalah berdasarkan kepada Pekeliling Perkhidmatan
Bilangan 5 Tahun 2011: Dasar dan prosedur penempatan PCF. Program
kepimpinan dan ini dilaksanakan dengan hasrat untuk membangunkan kompetensi
pegawai perkhidmatan awam yang lebih cemerlang, seterusnya
pengurusan pegawai mendukung usaha untuk terus mempertingkat mutu penyampaian
perkhidmatan awam seiring dengan perubahan landskap pembangunan
dalam persekitaran negara dan tren semasa di peringkat global. Penglibatan pegawai
perkhidmatan awam dalam program ini diharapkan agar bukan sahaja
dan tadbir urus yang dapat memberi nilai tambah terhadap kompentesi pegawai, malahan juga
memberi pulangan dalam bentuk peningkatan produktiviti kepada
berbeza Kerajaan yang mengutamakan aspek keberhasilan dan budaya
berprestasi tinggi.
3 Mendedahkan
pegawai dengan Di samping dapat memperluas jalinan kerjasama (networking) melalui
penempatan di organisasi dalam dan luar perkhidmatan awam, pegawai
budaya prestasi turut berpeluang untuk memperoleh perspektif yang lebih meluas serta
pemahaman secara hands-on dan mendalam terhadap keperluan industri
tinggi untuk yang serba dinamik dan agile. Seterusnya, program ini akan membentuk
satu pulangan pelaburan (return on investment - ROI) kepada Kerajaan
diadaptasi dan apabila pegawai berupaya menggunapakai (leverage) pengalaman dan
pengetahuan yang diperoleh untuk merancang, merangka, menambah
diamalkan apabila baik dasar, peraturan dan proses kerja dengan lebih bermakna.
Seterusnya, pegawai berupaya menyumbang untuk menambaikbaik
kembali kualiti dan keberkesanan penyampaian perkhidmatan serta tadbir urus
Kerajaan ke arah perkhidmatan awam yang sentiasa relevan dan kalis
berkhidmat di masa hadapan.
agensi asal
3 | Page
SENARAI
PESERTA PROGRAM
PENEMPATAN SILANG (PCF)
SESI 2021 / 2022
4 | Page
PETRONAS Berhad
M Mary Ann Thomas Saiful Ezane bin Mazlan Radiaton Nizar binti
(M48) (M48) Muhammad Japri (M48)
Shireen Aida binti Shamsul Khalil Nur Athirah binti Aziz Mohd Izzat Fahmizan
(M48) (M44) bin Mansor (M44)
Muhammad Harith Norsuhada binti Sahedan Ahmad Fuad bin Hashim
bin Abdul Rahim (M44) (M44) (M44)
Mohd Aizuddin bin Rizuan Huraizah binti Zakaria
(M44) (F44)
5| Page
Huawei Technologies (M) Sdn. Bhd.
Adrian Leong Tiam Ee Syarifah Zakirah binti Syed Hamid Mohd Haniff bin Md Salleh
(M52)
(M44) (M44)
AirAsia Group Bhd.
Fairul Hafifi bin Kasim Haruramathever A/L Suppiah Nurul Fatien binti Rusly
(M48) (M48) (M44)
Lotuss Stores Razak School
(Malaysia) Sdn. Bhd. of Government (RSOG)
Rosazliza binti Azman Farhana binti Md Hilal
(M48) (M44)
6 | Page
PricewaterhouseCoopers (PwC) Associates Sdn. Bhd.
M. Nithiya Ruby A/P Munusamy Chew Hoy Yan Nur Ain binti Muhammad Yusuf*
(M48) (M44) (M44)
Payments Network Malaysia Sdn. Bhd. (PayNet)
Muzammil bin Zolkarnain Tang Chun Huan
(M48) (M44)
Malaysia Airports Holdings Bhd. (MAHB)
Fauziah binti Ibrahim Mohd Faizal bin Dolah
(M48) (M48)
7 | Page * Tidak menamatkan tempoh minimum penempatan
KOMPILASI
LAPORAN PESERTA
PROGRAM PENEMPATAN SILANG (PCF)
SESI 2021 / 2022
8 | Page
Digitalising Public Service |
The Huawei Way
By:
ADRIAN LEONG TIAM EE
Public Affairs and Communication Division
Huawei Technologies (M) Sdn. Bhd.
A. Definition of Digital Transformation
1. McKinsey defines digital transformation as “an effort to enable existing business
models by integrating advanced technologies”. Basically, it allows digital
technologies to be integrated into already existing business models, changing the
way you operate and deliver your product or service (Merriam-Webster, 2022)
(Bhattarai, 2020).
2. The first phase of transformation is described as digitisation, which Maltaverne
(2017) refers to as “the conversion from analogue to digital” (e.g. digitisation of
data). Digitalisation is the second phase and means “the process of using digital
technology and the impact it has” (e.g. digitalisation of a process). Unruh & Kiron
(2017) have a similar understanding and describe digitalisation as “the innovation
of business models and processes that exploit digital opportunities” (Bauman &
Peter, 2019).
3. Merriam-Webster defines public service as “the business of supplying a
commodity (such as electricity or gas) or service (such as transportation) to any
or all members of a community”.
B. Digital Transformation Foreseen
1. In 2021, Huawei Technologies Co. Ltd. made known its vision of the world in the
near future through a report entitled Intelligent World 2030. The report predicts on
a global basis that by 2030:
(i) Healthcare will require global general computing (FP32) of 3.3 Zetta floating
points operations (ZFLOPS); i.e. a 10-fold increase over 2020;
(ii) Personalised Spaces with Novel Interactive Experiences for 1.6 billion fibre
broadband subscribers, of which 23% of homes will have access to 10-
gigabit fibre broadband;
(iii) Transportation will be smart and low-carbon, whereby 50% of new vehicles
sold will be electric vehicles and whole-vehicle computing power will exceed
5,000 trillion operations per second;
9|Page
(iv) Cities with centralised digital platforms for government processes to serve
and 40% of organisations that will have access to 10-gigabit Wi-Fi networks.
(v) Privacy-enhanced computing technologies will be used in more than 50% of
computing scenarios and 85% of enterprises will adopt blockchain
technology.
(vi) On an enterprise level, one million companies are expected to build their
own 5G private networks (including virtual private networks) with cloud
services to account for 87% of enterprises’ application expenditures. AI
computing will account for 7% of a company’s total IT investment.
C. Keeping Pace through Digitalisation
1. Digital Transformation of Nations
(i). In a report entitled Digital Transformation: Strategy to Execution, Huawei
Technologies Co. Ltd. lists that 170 countries have digital strategies.
Beginning 2018, 60 countries have developed their Artificial Intelligence (AI)
policies & strategies, representing 90% of Global GDP. Governments
around the world see AI as a nation-defining capability and are looking to
their education systems to develop world-class generational AI capability
while ensuring equity, privacy, transparency, accountability and economic
and social impact.
(ii). Common among these strategies are 3 essentials for implementation,
namely:
(a) Comprehensive top-level planning – Some countries often have
thoughtful top-level design and planning initiatives in their national
strategies;
(b) Clear implementation path – Some countries propose detailed plans,
and undertake their envisaged clear objectives, projects to be
implemented, and main bodies to be implemented; and
(c) Clear focus – Dozens of initiatives proposed by many countries, while
clarifying the focus of recent work.
(iii). Portugal in February 2019, announced ‘AI Portugal 2030’ that seeks to
strengthen economic growth, scientific excellence, and human development
using AI. Australia in November 2019 produced an AI Roadmap focusing
on specialisation in health, infrastructure and natural resources. It planned
for an additional 161,000 AI specialists by 2030.
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2. Digital Transformation of Cities
(i). The Economist Intelligence Unit’s Global Liveability Index detailed new
digital infrastructure investments that cities around the world had made since
2019. Broadly, these investments aim to make cities safer, more efficient
and more ecologically sustainable. In making cities smarter, it will improve
cities in the areas of healthcare, culture and environment, education and
infrastructure.
(ii). Through smart city construction, time saved for residents per year equals a
10% reduction in being caught in London traffic, 180 hours when receiving
healthcare in Shanghai and 40 hours concerning administrative affairs in
Dubai.
(iii). Digital infrastructure investments also mean low-carbon travel. In
Stockholm, Sweden, the AI-based transportation market is expected to
reach USD1.57 billion in 2025 through Its Intelligent Transportation Network
System which manages traffic commuting in real-time and is able to deploy
shared electric vehicles.
(iv). Whereas in Phuket, Thailand, the Internet of Things (IoT) is expected to
have effects on the tourism industry using IoT ships and smart wristbands
as well as in its wastewater treatment system. IoT in these 2 areas is valued
to rise from USD1.13 billion to USD2.60 billion in 2025.
(v). Thus, the compound growth rate (CAGR) of global investments in safe city
management technology is expected to rise 10% from USD22 billion in 2019
to USD35 billion in 2024.
3. Digital Transformation of Global Enterprises
(i). Offering insights from the fight against COVID-19, Huawei also found that
digital adoption in the years 2020 – 2021, had accelerated globally by 7 years
compared to 2017 – 2019. The average share of products and/or services
that are partially or fully digitised rose globally from 29% to 55% while in
Asia’s rate grew from 31% to 54%.
(ii). With a growth rate twice GDP on a world average from 2017 to 2020,
digitalisation is seen as an engine of economic growth. This growth will lead
from ICT’s carbon footprint of 2% of 2020 CO2 emission to a handprint of
20% by the year 2030.
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(iii). Roland Berger reported that from 2019 to 2022, digitalisation has brought
about continuous optimisation of operations of enterprises on a global scale.
The market value of platform-based enterprises using a platform economy
with a global market value exceeding USD10 billion had grown 56% from
USD8 trillion to USD12.5 trillion. In 2025, the proportion of platform economy
to the global economy is expected to reach 30%.
(iv). For a more flexible and efficient workflow, AI has penetrated the value chain
more significantly pertaining to the usage of the digital twin market. From
2020, CAGR of digital twins is expected to grow at 58% to a global market
size of USD48 billion in 2026.
(v). Huawei opined that these changes in the office myriad will have an impact
on 7 different levels beginning from the individual right up to the nation. It
predicts changes in a person’s happiness and the need to feel safe will in the
end have bearings on the nation’s state of the economy, efficiency and
transparency in its governance and the delivery of education, healthcare and
employment to society at large.
D. Digitalising Public Service
1. Digitalisation Enhances Economic and Social Value
i. Huawei points out that digitalisation enhances economic and social values.
Digitalisation boosts economic performance especially in developing a new
digital economy and in post-epidemic recovery.
ii. From a social value standpoint, digitalisation improves governance and
efficiency and may lead to a more service-oriented government which in turn
will benefit people's well-being and improve the level and popularity of public
services.
iii. The United Nations reports increased efficiency through the digitalisation of
government affairs as it becomes a global affair. The proportion of countries
scoring high and very high in the e-Government Development Index rose
from 15% in 2016 to 29% in 29%; i.e. a rise of 8%. Also, the proportion of
countries with governments' open data portals increased from 47% in 2018
to 79% in 2020.
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2. Four Stages of Public Service Digitalisation
i. Huawei has categorised the stages of public service digitalisation into four
stages based upon the actions needed to be undertaken as below:
Level Country City
Stage • Investment in • Investment in
communication network communication
Basic Digitalisation infrastructure network infrastructures
(Construction of
communication • Informatisation and • Informatisation in
network digitalisation public sectors
infrastructure and
basic information • Jordan, Morocco, Egypt, • Stuttgart, Doha,
systems) Myanmar and Vietnam Cologne, Hamburg,
Genoa, Munich,
Florence, Nice, Milan
Digital Applications • Government • Government
(Implementation of transformation coming transformation coming
pilot scenarios to first first
accelerate digital
technology) • Selected industries taking • Application in some
the lead public fields
Systematic
Digitalisation • Malaysia, Qatar, Kuwait, • Tokyo, Paris, Glasgow,
(Digital platform Italy, Spain, Estonia, Berlin, Manchester,
construction for Saudi Arabia, Greece, Sheffield, Bristol, Lyon,
systematic Thailand, Philippines and Beijing
transformation) Indonesia
• Integrated platform
• Digital industrialisation system
and industrial digitalisation
• Leveraging data
• Platform integration and analysis to generate
system collaboration value
• Singapore, UAE, • London, Singapore,
Germany, UK, France, Dubai, Birmingham,
Japan, South Korea and Seoul, Shanghai
China
Smart Ecosystem • The concept of • People-oriented city
(Digital in everything digitalisation is rooted in • Joint governance and
for everyone) society and unleashes
unlimited potential operating ecosystem
• No cities named
• Inclusive and balanced
development
• No countries named
Table 1: Four Stages of Public Service Digitalisation
* Adapted from Huawei Report
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3. Model for Digitalisation of Public Service
The stages of public service digitalisation are based upon four areas and 12
dimensions as per the framework below:
Areas Dimensions Indicators
Strategy i. Strategic vision • Whether there is a clearly defined
Application ii. Strategic vision for transformation
Technology
objectives • Whether there are clear and
Enabler detailed objectives
iii. Richness of
application • Whether the objectives are
quantifiable
iv. Synergy of
applications • Transformation degree in the
government field
v. Advancement of
application • Transformation degree in the
social field
vi. Infrastructure
and platform • Expert scoring of the collaborative
capabilities ability of applications
vii. Emerging • Expert scoring of smart
technology applications
capabilities
• Connectivity of communication
viii. Organising ability infrastructure
ix. Strength in funds • Accessibility of communication
infrastructure
• Number of data centres
• Whether there is a national data
centre or cloud platform
• Index of emerging technology
investments
• Index of emerging technology
applications
• Whether there is a clear digital
leadership department to perform
overall management
• Whether the digital leadership
department receives input from
high-level leadership, has an
influence on multiple sectors and
has the ability of implementation
• Whether there is a digital
transformation fund
• Whether there are other financial
plans such as incentive tax policy
in digital transformation
• Investment scale of government
digitalisation
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Areas Dimensions Indicators
x. Talent strength • Quantity of digital talents
• Level of ICT skills
xi. Regulatory • Whether there is a systematic
capacity
talent training plan
xii. Ecosystem • Supervision quality
• Supervision in emerging
technologies
• Supervision quality
• Supervision in emerging
technologies
• Whether there is a clear
ecosystem
strategy/framework/platform
• Practice of ecosystem strategy of
public-private partnership
• Innovation incubation ability
Table 2: Framework on Digitalising Public Service
* Adapted from Huawei Report
E. Huawei Model Adopted
Development of Kuching Smart City Master Plan
Areas Huawei Model KSCMP
Strategy i. Strategic vision • Mentions of environment
sustainability, citizen wellbeing and
ii. Strategic economic sustainability.
objectives
• Mentions of changes to governance
Application iii. Richness of and capacity in terms of becoming
application digital, policy development and
processes.
iv. Synergy of
applications • Mentions of changes to infrastructure
as in urban/rural planning
v. Advancement of
application • Centralised upon a Smart City
Operating System (SCOS)
Technology
• Mentions the use of digital
vi. Infrastructure and infrastructure including a new
platform submarine cable system to connect
capabilities directly to the international internet
gateway, 5G, monetisation of big data,
vii. Emerging e-commerce, cybersecurity and IoT
technology
capabilities
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Areas Huawei Model KSCMP
Enabler viii. Organising ability
• The implementation of the plan is by
ix. Strength in funds the State Government led by SMA
x. Talent strength • The implementation of the plan is by
the State Government led by SMA
xi. Regulatory
capacity • The implementation of the plan is by
the State Government led by SMA
xii. Ecosystem
• Mentions of skilled and talented
human capital, 21st-century education
and facilities
• Mentions of the need to improve the
legal framework of the state
• The plan aims to create an innovative
resilient, and inclusive smart city
beginning with SCOS
Table 3: Application of Huawei Model in the development of KSCMP
F. Summary
Professor Jugdutt Singh, Chief Scientist and Chief Advisor for Digital Economy to the
Sarawak State Government at Huawei Asia Pacific Innovation Day in May 2022 said
that a modern and resilient digital economy will drive future prosperity in achieving
sustainable development goals. The digitalisation of public service will accelerate this
drive towards realising the tremendous contributions to the economy and to society as
a whole. Finding the right partner would be critical as governments plan for the use of
emerging technologies such as 5G, AI, IoT, blockchain, cloud and quantum computing.
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Digitalising Public Service |
Developing Digital Talent to
Accelerate Productivity and
Improve Public Service
Delivery System
By:
MOHD HANIFF BIN MD SALLEH
Public Affairs and Communication Division
Huawei Technologies (M) Sdn. Bhd.
A. Introduction
1. Huawei began establishing itself in Malaysia during a time when Malaysia had just
emerged from the Asian Financial Crisis. Prior to the crisis, Malaysia had been
dubbed as one of the miracle economies in East Asia owing to its maintenance of
high growth rates averaging 8 to 9 per cent during the period 1988-1996. As a
small and young nation-state, Malaysia has gone through a lot of challenges to
uplift its economy moving from an agriculture-commodities driven economy to a
manufacturing-export oriented economy to achieve its goal in becoming a
developed nation by 2020. However, the progress we have made over the past
half-century has slowed down and our economic growth prospects have
weakened considerably. We are caught
in the middle-income trap where we are
no longer one of the tops performing
global economies.
2. Foreseeing that digital technology has
huge potential, our leadership has laid
out the foundation to transform our
economy into a digitally driven economy
through its MyDigital Plan. The role of
digital technology has been evident,
especially since the outbreak of the
COVID-19 pandemic which has led to
tough and difficult challenges in
continuing our normal practices. This
technology is a convenient tool for
advancement and an essential tool for
survival during the most challenging of
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crises. The ability to seize opportunities emerging from innovative digital
technology plays an important role in driving new engines of the country's
economic growth and in overcoming productivity limitations and exploring new
markets beyond our boundaries.
B. Conceptual Framework
1. The computer emerged as the greatest information technology of the 20th century
and carried within it the seeds of radical change. Computers came with the
revolutionary idea of digitising - the process of converting analogue signals into a
digital form, and ultimately into binary digits. Because all digital information
assumes the same form, it can, at least in principle, be processed by the same
technologies. Consequently, digitising has the potential to remove the tight
couplings between information types and their storage, transmission, and
processing technologies - potentially shattering the dominant service model and
the stability of the industrial organisation. However, the full-scale use of digital
technologies to these ends calls for new social connections and cognitive models
that accompany each new infrastructural technology. Therefore, we need to
distinguish carefully digitising - a technical process - from digitalisation - a
sociotechnical process of applying digitising techniques to broader social and
institutional contexts that render digital technologies infrastructural.
2. The term digitisation refers to “the action or process of digitising; the conversion
of analogue data (esp. in later use images, video, and text) into digital form.”
According to literature, digitalisation, or digital transformation, refers to “the
changes associated with the application of digital technology in all aspects of
human society”. Digitalisation is also known as the “ability to turn existing products
or services into digital variants, and thus offer advantages over tangible product”.
According to Brennen and Kreiss, digitalisation refers to “the adoption or increase
in the use of digital or computer technology by an organisation, industry, country,
etc”.
3. Based on previously introduced definitions, digital transformation is defined as
changes in ways of working, roles, and business offerings caused by the adoption
of digital technologies in an organisation, or in the operating environment of the
organisation. This refers to changes at several levels, including the following:
(i). Process level: adopting new digital tools and streamlining processes by
reducing manual steps;
(ii). Organisation level: offering new services and discarding obsolete practices
and offering existing services in new ways;
(iii). Business domain level: changing roles and value chains in ecosystems;
(iv). Society level: changing society structures (e.g., type of work, means of
influencing decision-making).
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C. Digital Talent Development
1. It is imperative that we understand that digital transformation is more than just
about technology – it is about having both machines and humans co-existing to
realise the possibilities for efficiency gains and better customer experience.
2. Having the financial capacity to invest in, purchase and utilise new technologies is
a good start but one’s ability to adapt to an increasingly digitised world depends
on the next generation of skills, bridging the gap between talent supply and
demand, and future-proofing yours as well as your employees’ potential.
3. This is why it is important to have public-private collaborations to drive and
encourage digital adoption and to ensure present and future workforces are
equipped with skills needed by the industries of today and tomorrow.
4. To jointly lead economies and societies towards greater prosperity, the public and
private sector will need to identify and address the hurdles or factors behind the
misallocation and waste of human capabilities and potential. Hence, here are
some thoughts on how organisations can better prepare and future-proof
themselves for the new digital world:
(i). Putting people first: While technology is about doing or achieving more
with less, we still need human hands and minds to maximise the full potential
of new or emerging technologies. If we can leverage human adaptability to
reskill and upskill our workforce, then we can simultaneously elevate both
humans and technology. Therefore, as business leaders think about
investing in technology, they should first think about investing in the people
who can maximise those tools and solutions.
(ii). Nurture soft skills: Just as humans and hard skills are important pieces
of the digital transformation puzzle, soft skills such as communication,
teamwork, collaboration, leadership, critical thinking, and problem-solving
are must-haves in the Digital Era. That being said, to keep your
organisation at the forefront, it is crucial to establish the right balance of
technically minded employees and those with more traditional skillsets.
(iii). Top-down approach: As the saying goes – the only thing that is constant
is change. However, change is much more likely to happen if we drive it
from the top down. In the context of digital transformation, the main
implication is that we cannot expect big changes or upgrades to an
organisation unless we start by selecting and developing our own top
leaders in that vein, to begin with.
5. While the pandemic has basically turned the world upside down, it has also
provided many businesses with the opportunity to explore new horizons in terms
of methods of working, and spotlighted new areas in talent investments, resulting
in enhanced opportunities and social prosperity.
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6. Certainly, many can relate to the view that addressing these issues and gaps in
our current workforce involves creating stronger and fruitful partnerships between
various stakeholders to provide the necessary tools to prepare people and
companies for the ever-shifting needs of the new digitally-powered economy.
7. Talent strategies must be immediately structured toward succeeding with digital to
avoid being left behind. Mastering new skills, upskilling and reskilling must be the
new mantra for companies’ strategies towards their workforces.
8. In short, apart from utilising readily available technologies that we have at our
disposal today, having and developing talent with digital skills is extremely
important in order for us to tap on the power of technology to enhance efficiencies,
optimise productivity, and on the overall, ultimately improve lives.
9. The digital economy is the new and rising economy. The pandemic-stricken New
Normal has expedited the adoption of digitalisation of economies by several years.
It has pushed forward the need for enhanced productivity, speed, innovation,
convenience, and efficiency - demanding a smarter, more intelligent present and
future. However, apart from using more advanced technologies and speeding up
experimenting and innovation - a glaring common issue - is the notion that there
is a critical need to fill the widening gaps for digital talent.
10. We need to understand that digital transformation is more than just about
technology - it is about having both machines and humans coexist to realise the
possibilities for efficiency gains and better customer experience. Without a doubt,
the workforce of the future involves relying heavily on the use of technology.
However, the key issue here is that these digital skills need to be embedded and
integrated within every facet of business operation in every industry. Therefore,
the workforce of the future will need continuous upskilling and reskilling along a
technology-oriented trajectory, no matter what field they are in.
11. The World Economic Forum (WEF) estimates that by 2025, 50 per cent of workers
will need reskilling because automation will displace 85 million jobs worldwide,
while 97 million new roles will emerge that are adapted to this dynamic. The new
roles of the future are expected to have a heavy emphasis on data analytics, digital
experience and process automation. The WEF also identifies analytical thinking
and innovation; active learning and learning strategies; complex problem-solving;
critical thinking and analysis as well as creativity; originality and initiative as among
the top skills for the workforce of 2025.
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12. However, in the same report, skills gaps in the local labour market, as well as the
inability to attract the right talent were highlighted as among the major barriers to
the adoption of new technologies. If we can leverage human adaptability to reskill
and upskill our workforce, then we can simultaneously elevate both humans and
technology. Therefore, before business leaders think about investing in
technology, they should first think about investing in the people who can maximise
those tools and solutions. It is important to note that this shift toward innovation
will be key to our survival. The workers of tomorrow need to be agile while building
the skill sets that the world currently needs and will need.
13. Certainly, many can relate to the view that addressing these issues and gaps in
our current workforce involves creating stronger and fruitful partnerships between
various stakeholders to provide the necessary tools to prepare people and
companies for the ever-shifting needs of the new digitally-powered economy. This
is why it is important to have public-private collaborations to drive and encourage
digital adoption and to ensure present and future workforces are equipped with
skills needed by the industries of today and tomorrow.
D. ASEAN’s Role to Develop Digital Talent
1. To jointly lead economies and societies towards greater prosperity, the public and
private sector will need to identify and address the hurdles or factors behind the
misallocation and waste of human capabilities and potential. At the regional level,
ASEAN has a role to play in mobilising governments, technical experts and
businesses to promote economic cooperation on digital trade facilitation, and
digital talent, including ease of movement, and progress.
2. The digital talent development agenda between ASEAN states should also focus
on specialised skill sets such as cyber security, 5G, Cloud and Artificial Intelligence
to ensure our people are equipped with the latest skills to compete on the global
stage. Apart from governments, an economic cooperation process needs to
involve big tech companies, small and medium-sized companies, entrepreneurs,
investors, workers, consumers and technological experts. These groups can be
mobilised within existing cooperation frameworks like APEC.
3. The cooperation agenda should be developed around shared and common
interests in areas such as digital trade facilitation and digital talent development in
a mutually beneficial way with real and demonstrable gains. There is diversity in
systems of governments, economies, digital maturity and readiness, approaches
to data privacy and ownership, governance as well as attitudes to international
trade and investments.
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4. But there are also shared global interests and common challenges as well as a
huge potential in productivity and growth gains from agreeing to principles and
rules by which to govern the digital economy and by engaging in dialogue and
cooperation for confidence and trust building. Therefore, to embark on this
transformation journey, according to a study by East Asia Forum, multilateral rules
in the digital economy within ASEAN must first be designed to limit discrimination,
and promote transparency, openness and fairness among diverse and sovereign
digital regimes.
5. Developing a common set of rules and standards must be guided by forward-
leaning multilateral principles by building trust across different sovereign systems
through technical and economic cooperation. Of course, this can be bridged over
time with technical and economic cooperation that builds trust and confidence.
Most importantly, governance in place needs to ensure the digital economy is
inclusive and narrows the digital divide within and between countries. This, of
course, will involve the development of digital talent. To be credible and to sustain
broad support, digital governance should constantly promote digital inclusiveness
and facilitate and bolster the participation of SMEs in international trade.
6. There is so much work to be done in terms of fostering digital talent and
accelerating the development of the digital economy. While the uncertainty is
undeniably intimidating, we must view it as an opportunity rather than an obstacle.
This presents us with opportunities to innovate, evolve and bring more people with
us into the new age, where there is a more level playing field for us all to move
forward.
E. Huawei’s Experience in Transforming Local Entrepreneurs
1. As an innovative-solution-based company, Huawei offers various forms of
technologies ranging from telecommunication infrastructure to advanced
technologies such as artificial intelligence (AI), internet of things (IoT), big data
analytics, blockchain and digital power to support the MyDigital agenda. On this
notion, Huawei helps local entrepreneurs by providing technologies and services
to enhance their productivity at a much lower cost and efficiently.
2. An example of one of the successful cases is the HEXA caviar fish plantation, in
which it uses IoT to collect a database on the environment setup, connecting all of
the sensors with AI across each place such as room temperature, UV content,
water quality (contamination), oxygen level for the room and water, air ventilation
to control humidity and using AI to spot the plant and organic species on the
nutrition imbalance/virus infection for farmers to correct action for damage control.
Without these digital technologies, it will take years to harvest caviar and it is
almost impossible to do it in Malaysia.
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3. Another success story in transforming away from the conservative way of
conducting business through the use of digital technology is the HEXA chilli sorting
machine, where HEXA IoT builds and trains pepper recognition models based on
HUAWEI CLOUD ModelArts, greatly shortening the training time and supporting
rapid innovation. By unifying quality inspection standards and improving sorting
efficiency, HUAWEI CLOUD helps HEXA reduce human errors in material
preparation and effectively improves product quality.
F. Digitalising Public Service: Embracing Digital Technology to Accelerate
Productivity and Improve Public Delivery System.
1. As a pillar of this nation, it is imperative for the Government to keep up with global
digital transformation. The emergence of new technologies, data analytics and a
digital environment changes the expectation of the ability of the Government in
delivering public services. As outlined in the Malaysia Digital Economy Blueprint,
Government Agencies are required to implement a holistic approach to technology
adoption in order to enable the transformation of government operating models.
2. AI technology can be used to counter cyber-attacks, for border surveillance
systems, crime prevention, flood and disaster management system and other
sectors as well such as education, healthcare, energy, irrigation and sewerage.
Big data has enormous potential in managing Government daily routine tasks,
such as managing social benefits, collecting taxes, monitoring the national health
and education systems, recording traffic data and issuing official documents and
collecting vast amounts of data each and every day. Information that is readily
available in real-time enables government agencies and departments to identify
areas in need of attention, make more informed decisions more quickly, and
implement necessary changes.
G. Summary
Moving forward, we have to equip ourselves with knowledge and skills in digital
technology as it will shape our future way of life. The rapid growth of disruptive business
models like Grab Holdings Inc. and Uber Technologies Inc. has shown us the necessity
of transforming our conservative business models. Failing to do so, our functions and
roles will be taken over and we will be left behind.
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Digitising Public Service |
Empowering Government
for Modern Citizens
By:
MOHD AIZUDDIN BIN RIZUAN
Executive (Governance, Integrity & Financial Risk)
Governance & Financial Assurance
Upstream Finance & Risk
PETROLIAM NASIONAL BERHAD (PETRONAS)
A. Preface
1. The current global pandemic has brought along major changes, especially in our
economic landscape. The reliance on technology has rapidly accelerated due to
the pandemic as people are ‘forced’ to learn new technologies. Our newfound
reliance on these digital tools and others has caused the landscape to shift and
evolve. It is also has accelerated the growth of the digital economy, thereby
helping to build economic resilience.
2. The digital transformation in Malaysia by the government which is anchored by the
Shared Prosperity Vision 2030 has emphasised the digital economy’s role in
driving economic growth as indicated by Economic Planning Unit (EPU) in late
2019. Following this, the government launched the Malaysia Digital Economic
Blueprint or MyDigital on 19 February 2021. This blueprint provides a road map
to the digital economy’s role in pushing forward its economic recovery.
3. As the purpose of its creation, MyDigital is aimed to be a regional leader in the
digital economy and achieve inclusive, responsible and sustainable
socioeconomic development. A digitally-enabled government will provide
integrated end-to-end online government services which are more efficient,
effective and transparent. As a comprehensive document, MyDigital Blueprint
provides a detailed roadmap for Malaysia’s Digital Economy.
4. The framework comprises six thrusts which guide the strategic direction to achieve
the objectives. The six thrusts are:
(i). Drive digital transformation in the public sector
(ii). Boost economic competitiveness through digitalisation
(iii). Build enabling digital infrastructure
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(iv). Build agile and competent digital talent
(v). Create an inclusive digital society
(vi). Build a trusted, secure and ethical digital environment.
5. Enabling such massive changes to the country first requires changes internally.
Based on the blueprint, digital transformation in the public sector is recognised as
the 1st action item in achieving the MyDigital objective. It is imperative that any
changes or transformation should start internally, hence that is why the public
sector requires massive digital transformation as it can empower the government
to steer the modern citizens.
B. Objective
1. It is understood that the plan under the blueprint crafted is well defined and
constructed, however, the most important element in every plan is the execution.
Therefore, this report aims to briefly appraise the reader on the importance of
public digitisation as well as the angle that can be improved to drive MyDigital
purpose from the writer’s experience and observation.
2. The objective of this report is to highlight and address:
(i). The current state in driving digital transformation in the public sector.
(ii). Lesson learnt from private practices (PETRONAS).
(iii). What can be done to improve digitisation in the public sector?
3. It is crucial in addressing the above objective to equip the government institution
with all the digital knowledge and equipment to match public expectations and
needs.
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C. Drive Digital Transformation in The Public Sector
1. Introduction
(i). Public sector digital transformation aims to accelerate government
‘conventional’ deliverables to a digital government. This can only be
achieved by leveraging digital technologies, data and digital intelligence,
enhancing the digital skill sets of civil servants as well as increasing the
quality of online services.
(ii). The emergence of data analytics and new technologies changes
expectations towards the ability of the government in delivering public
services. The adoption of digital technologies in day-to-day government
businesses requires strong leadership to drive its digital transformation. The
business deliverables should be agile, proactive, data-driven and ‘rakyat’
centric.
(iii). MyDigital blueprint has clearly stated the case for change for our nation in
order to drive this transformation which is:
(a) The need to have a digital-first mindset and higher digital technology
adoption across the public sector.
(b) The need to build a more supportive ecosystem for local enterprises
to digitalise.
(c) The need for better deployment of quality broadband and digital
technologies infrastructure.
(d) The need to nurture a future-ready workforce.
(e) The digital divide among income and age groups, and between gender
needs to be narrowed.
(f) The need to build trust and ethics in using data and technology as well
as increasing awareness of cyber security.
(iv). Even though the drivers above were aimed at the whole nation, it is crucial
that the government missionaries are able to change accordingly based
on the case of change mentioned above. With all the strategies
implemented under the 1st Trust of MyDigital Blueprint, it should be tested
against the case for changes mentioned.
(v). To drive digital transformation in the public sector, the blueprint has
addressed 5 strategies which are:
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(a) (S1) Managing change for effective digital transition.
(b) (S2) Leveraging digital technology to improve workflow efficiency and
productivity.
(c) (S3) Enhancing digital skill sets of civil servants.
(d) (S4) Utilising data to improve government services.
(e) (S5) Increasing scope and quality of online services for better user
experience.
(vi). It is imperative for the Government to be at pace with global digital
transformation. The challenge is not merely introducing digital technologies
to public administration, but also integrating the usage into efficient and
improved public service delivery.
2. Key Framework Strategies
Based on the blueprint, several key action items have been stated in each strategy
in the table below:
i. Transform MAMPU to better drive digitalisation and respond to rapidly S1
evolving digital technologies
Objective Outcome Lead Timeline
Agency
• Position MAMPU as • The sole agency MAMPU 2021 – 2022
the sole agency to responsible for pushing (Phase 1)
drive public sector forward the public sector
digital digital transformation
transformation agenda
• Review and • Ministries and agencies Target:
streamline have new capabilities to Transformation of
MAMPU’s role and harness 4IR and digital MAMPU with
functions to drive technologies toward augmented roles
the adoption and becoming an agile and and functions by
execution of the data-driven government 2022
national digital
agenda in the public
sector
• Strengthen
MAMPU’s capacity
and capability to
facilitate effective
change
management.
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ii. Chief Information Officer in every ministry to take on the Chief Digital S1
Officer role to create a digitally-driven culture
Objective Outcome Lead Timeline
Agency
• Create roles and • A digitally driven MAMPU 2021 - 2022
responsibilities for government with greater JPA
Chief Digital Officer openness to innovative Target:
(CDO) ideas and approaches Every ministry and
agency to have
• Create a digital- • Shift towards a principle- CDO reporting to
driven culture in the based approach for better Government Cluster
public sector that decision-making
practices a outcomes
principle-based
approach
iii. Increase adoption of digital technologies and utilise digital tools to S2
improve efficiency and productivity
Objective Outcome Lead Timeline
Agency
• Adopt digital • Adoption of digital MAMPU 2021 -2025
technologies to technologies to enable
improve efficiency greater effectiveness, Target:
and boost efficiency and innovation 80% end-to-end
productivity online government
• Improved workplace services
• Maximise the usage productivity and digital Ranked 12th in the
of digital tools service delivery Online Services
available across the Index by 2025
public sector
iv. Introduce a Digital Accelerator in every ministry to create in-house S2
experts to identify and increase digital technology usage
Objective Outcome Lead Timeline
Agency
• Create a dedicated • Coherent use of digital MAMPU 2021 - 2022
role as well as in- technologies across
house experts to policy areas and levels of Target:
identify and government Appointment of
increase digital Digital Accelerator
technology usage in • Increase agility to take in every minister by
everyday work leverage on technological 2022
processes for advancements towards
improved work better decision-making
efficiency and and policy formulation
output.
• Development of a
• Increase roadmap for high-impact
government agility digital technology usage
to take advantage of in the government.
technological
advancements
toward better
decision-making
and policy
formulation
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v. Introduce the Digital-First programme to enhance Federal and state levels S2
usage of cloud services
Objective Outcome Lead Timeline
Agency
• Shift towards a • Optimisation of MAMPU 2021 - 2022
digital-first mindset government resources
through business and automation of tasks Target:
process through the 80% of cloud
reengineering establishment of digital storage across the
workflows government in 2022
• Empower work Circular on remote
mobility by • Improves accessibility to work approach by
maximising digital data and information 2021
storage usage through centralisation of
storage in the cloud
• Improvement of remote
work approach among
civil servants
vi. Develop “Digital Transformers” to groom highly skilled civil servants S3
comprising technical experts and professional ICT-related talent
Objective Outcome Lead Timeline
Agency
• Equip talent with the • Empowerment of ICT- MAMPU 2021 – 2025
right skill sets in related talent with skills JPA
specific areas to steer digital Target:
transformation 250 certified trainers
• Create a pool of under Digital
highly skilled civil • Decrease dependency Government
servants who will on external vendors of Competency and
steer digital professional services Capability
transformation Readiness
Programme by 2025
• Reduce
dependency on
external vendors or
experts in technical
services
vii. Develop and upskill civil servants with digital skills, across all grades and S3
schemes
Objective Outcome Lead Timeline
Agency
• Equip civil servants • Civil servants with a JPA 2021 – 2025
across all grades holistic set of digital
and schemes skills to enhance service Target:
including top delivery Establishment of a
management with digital development
digital skills • Improved public training cluster by 2022
institution capabilities 100% of civil
servants to possess
digital literacy in
2025
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viii. Establishment data-driven policy development and improve the data S4
Objective Outcome Lead Timeline
Agency
• Maximise data • Establishment of open MAMPU 2021 - 2025
usage for improved data guidelines to Target:
50% of data must
policy analysis and produce data with be machine-
readable, with
development as well transparency, integrity access to the data
through APIs
as optimise and accountability All Ministries and
agencies to develop
machine-readable access to data
through APIs
data • Improvement of All ministries and
agencies to use
Malaysia’s position in MyGDX
• Provide more open data global rankings
services in MyGDX
for data utilisation
and facilitate data
sharing by agencies
ix. Drive Digital Transformation in the Public Sector S5
Objective Outcome Lead Timeline
Agency
• Increase 2-payment • Increase access to MOF 2021 – 2022
adoption for all convenient payment Target:
All ministries and
government options at all government agencies to provide
cashless payment
services in ensuring agencies options by 2022
efficient, transparent • More efficient and
and timely transparent public service
transactions delivery
• Reliable and
comprehensive data set
for evidence-based policy
development
x. Enhance Government Online Services Gateway (GOS Gateway) with S5
integrated systems for greater ease of doing business
Objective Outcome Lead Timeline
Agency 2023 -2030
• Enhance one-stop • Improved ease of doing MAMPU
Target:
MyGovenment business and optimisation 85% end-to-end
online government
portal by of resources services to be
integrated
incorporating • Efficient public service
services offered by delivery
state governments
and selected private
companies
• Reduce
fragmentation of
services, thereby
increasing public
sector efficiency and
productivity
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D. The current state in driving digital transformation for the public sector
1. In mid-September 2021, the government incorporated a company called MyDigital
Corporation functioned as the Strategic Change Management Office or SCMO.
This entity is responsible for:
i. Driving change management
ii. observation and managing
overall assessment
iii. as a secretariat for Digital
Economic Council and Nation
4IR (MED4IRN) and as a
PEMANDU committee.
2. MyDigital Corporation has released
its first My Digital Progress Report
2021 which charts the progress and
achievements made by the Malaysia
Digital Economy Blueprint (MDEB)
for the last 10 months.
3. The image shown on the previous page was a snippet from the report which
indicates the performance related to the government cluster that has been
described as the first trust which is “Drive Digitalisation in Public Sector”.
4. For the purpose of this report as at present, below are the progress matching:
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*Item in is not visibly published based on the writer’s observation
5. It is imperative to address the communication gap on the progress and
development of said planned key strategies. Since MyDigital is the national
agenda, every achievement and progress should be communicated effectively to
the masses.
E. Lesson Learnt from Private Practices (PETRONAS)
Since 2018, Petroliam Nasional Berhad (PETRONAS) has been investing in its
technological infrastructure as the backbone to ensure its 48,000 employees are able to
work remotely without necessarily being at the office. As of December 2020, 83% of
48,679 PETRONAS employees were able to work from home and 47,712 trainings have
been successfully executed in that period.
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So how did PETRONAS manage this change?
1. Change Management
(i) Although the organisation has invested in the infrastructure as well as in
training in upskilling its employees, the adoption and the readiness of
‘digitalisation’ is still arguable. This is because even though the digitalisation
change management already happened in 2018, the adoption only happened
in 2020.
(ii) From the observation and the interview done in the company, the change did
happen successfully because of the COVID-19 Pandemic that happened in
early 2020. The pandemic forces the organisation to run its business remotely
from home because of the movement control order enforced by the
government.
(iii) This causes the natural ‘consequences management’ occurs in each of their
employees. They all need to learn on their own or as much as finding their
ways to upskill themselves with all the software available related to their work.
Specifically, to support work mobility. Mobility means no more hard printed
copies in every memo, approval paper, report or note.
(iv) The change happened across the hierarchy, regardless of executives or
GMs, they all need to learn the basics of Microsoft office software. Every
single document was signed electronically either using their own internal
system or in pdf. format.
2. Employee Structure and Competencies Management
(i) The other important factor that helps accelerate digitisation in PETRONAS is
the organisation’s employee structure. Less than 3% of its employees are
categorised as ‘support staff’, the rests are executives and above. 99% of all
the employees carry their own notebooks/laptops provided by the company
and work can be done online.
(ii) The company is run with very minimal support staff, which means all the work
has been automated and can be done personally by the employee. Nearly no
papers required means no storage or filling is required as well. This leads to
zero people needed for the hard copy file administration.
(iii) PETRONAS is serious about having the right employee for the right job.
Although the company practice mobilisation after 3 to 5 years, it is critical to
have the right person doing the right job with adequate sets of skill. By doing
this the company are able to make certain that the change journey is not
affected due to the change in employees.
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3. Communication Management
(i) When 99% of daily work were done online, communication is very important.
PETRONAS is consistently emphasizing its communication which includes
cascading instructions and directions from the management.
(ii) For every communication requiring change management, the execution is
monitored and measured for future improvement and reference. It is essential
to understand the needs and wants of the user/ employees so that the
company can achieve its outcome as planned.
(iii) The communication for digitisation in the company is considered successful
is when everyone speaks the same digital language and they understand that
to be upskilled with all the necessary digital knowledge is the new norms for
them. It is no longer considered as ‘additional knowledge’ is it regards as
‘compulsory’ and this applies to every employee across grades and sectors.
(iv) Each planned program was clearly explained in its RACI Matrix (Responsible,
Accountable, Consulted and Informed). With this clear stated role, each and
every responsible parties are fully aware and understand their role and
understanding in achieving their objectives.
4. Everything is quantifiable
(i) When the company propose to invest in its digitisation, it is clearly stated that
every single cent invested should provide a favourable outcome. They
should be cost benefit analysis in every strategy taken. For example; ‘X’
amount of money spent on notebook rented to ‘X’ number of employees
should be balance by how much the company can save in the long run by
calculating on the ‘X’ amount of paper printed or the ‘X’ office space forgone
due to mobility.
(ii) Quantifiable here explains that every single outcome should be measured in
dollars and cents because at the end of the day the profit and loss matters.
To be able to sustain, the company is thorough in its spending which means
every single cent spent must be justified.
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F. What Can Be Done to Improve Digitisation in Public Sector?
1. As we are in the midst of 2nd quarter on 2022, much of the progress objective on
the said MyDigital Plan should be achieved. To be able to change the landscape
of the country, changes must happen internally in the government.
2. Based on the early findings and lesson learnt, below are the key areas of
improvement to achieve the objective of the 1st Trust - Drive digital transformation
in the public sector:
• Quantifiable action items and objective outcome
• Human Resource capabilities and competencies management
• Change Management Communication
(i) Quantifiable action items and objective outcome
(a) Quantifying action items requires planners to quantify every line item
to achieve its strategies in monetary values. As a government that is
transparent, every decision made should be transparent to the
‘Rakyat’, thus it demands that monetary spend and outcome gain has
to be communicated to the masses. A cost benefit analysis should be
done in order to assure that every stakeholder receive an optimal
outcome from the strategy planned.
(b) The whole journey should be mapped and monitored from time to time
as it will indicate areas that can be improve as well on the areas that
can be prioritise. Some action item can be track using financial metrics
as it will clearly tie to the strategic objective and it’s easy to understand
by the employees.
(c) The usage of performance dashboards is one of the ways that
everyone can keep track on the progress as well as the money spent
on each strategy. The result of each action taken to achieve the
objective should be able to address all the ‘case for change’ which was
describe earlier in the report.
(d) There will be an opportunity cost in every action taken, for example;
‘invest in renting notebooks should minimise printing works and
contracts.’ New post created should not be additional instead it should
replace other obsolete job function.
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(ii) Human Resource (HR) capabilities and competencies management
(a) As what has been practice by PETRONAS, HR are constantly
monitoring the skillset and capabilities available for each business. To
apply it in the government, HR should be able to understand the
requirement of each business/ department. Thus, skills and job
matching are really important to ensure that the government initiative
is well executed.
(b) Policies and guideline available should also come together while
shaping the human resource landscape in the government. When it
comes to digitalisation, certain position might not be needed as a
result, that position can be filled with different job specification.
(c) Competencies management should cover all position across all
scheme. Basic software in day to day task is compulsory as we are
moving towards work mobility and digitalisation.
(d) As one of the key strategies in MyDigital is for ‘civil servants with a
holistic set of digital skills to enhance service delivery’. This statement
requires on going monitoring for all civil servants to be fully equipped
with related knowledge.
(iii) Change Management Communication
(a) Change management requires a proper change management plan. It
is essential in building awareness and support for organisational
change. MyDigital is a national agenda, therefore it is important that
every stakeholder especially civil servant should understands it and
consume the idea to create a new culture.
(b) Whether we are changing the technology, business practices,
leadership or a combination of things, change management
communication is crucial to help people move from where they are
today to the desired ‘future state’.
(c) Every initiative taken by the government should be communicate and
cascade properly to all employees and this communication must be
tested from time to time in order to ensure its successfulness.
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G. Conclusion
In the aftermath of past COVID-19 Pandemic, public services should learn, adapt and
change. Work environment as well as the deliverable are also changing because the
current world needs. The most significant change that witnessed is the ability for
business to operates without having their employee come to the office. MyDigital
blueprint has addressed the ‘improvement of remote work approach among civil
servants’ to be achieve with the time period of 2021 – 2022. This action item is one of
many approaches that should be taken by relevant stakeholders in order to empower
the modern citizens. This plan must be well monitored and communicate clearly to every
single government employee. Changes and upskilling should happen holistically
covering all positions. The changes communicate must also explains the consequences
as well as the monetary cost and benefit involve. By doing so, each action taken to
achieve MyDigital objective can be felt by every single civil servant as they will have the
ownership and the responsibility to make it happened.
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Digitalising Public Service Delivery |
Bridging the Gap
By:
HURAIZAH BINTI ZAKARIA
PCF Position: PSC Audit Executive
PETRONAS (MPM Finance)
A. Introduction
1. Digitalisation, Digital Public Service and Digital Transformation Journey
(i) Digitalisation is defined by the use of digital technologies to change a
business model and provide new revenue and value-producing
opportunities; it is the process of moving to a digital business.
(ii) The private sector has raised the standard of customer experience, and
citizens compare and expect governments to keep up. During the pandemic,
digital offices that stay open during public-health crises are still accessible
to the public with amended SOP; compared to the physical office working
hours and fixed rules and procedures. Speed and resilience for delivering
critical services (such as unemployment or medical benefits) are beneficial
to the needy. While private-sector typically manage just a few customer
journeys. Governments, however, are responsible for millions of employees.
Figure 1: Potential of Digital Public Services
(Source: German National regulatory Control Council)
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(iii) Malaysia's Digital Transformation is a series of national's digitalisation
initiatives journey. It started with the establishment of Multimedia Super
Corridor (MSC) in 1996, National Broadband Initiatives (2010), Big Data
Analytics Initiatives: Data Raya Sektor Awam (2013). These are followed by
the National Internet of Things Strategic Roadmap (2015-2025). A task force
for 5G initiatives was founded in 2018. The latest initiatives i.e. Malaysia
Digital Economic Blueprint were launched on 19 February 2021 and the
National 4IR Policy on the 1 July 2021.
2. Malaysia Digital (MyDigital)
(i) MyDIGITAL is a Government’s national initiative that signifies the aspirations
of to transform Malaysia into a digitally-driven, high-income nation and a
regional leader in the digital economy. The digital economy is series of
economic and social activities that involve the production and use of digital
technology by individuals, businesses, and the government. (Malaysia
Digital Economy Blueprint, 2020). With the movement towards digitalisation,
Governments and its related agencies embraced digitalisation in order to
provide user-friendly government services to citizens and simultaneously
reduce their cost to offer such services.
(ii) This initiative surpasses the comfort and competence in using computers,
smartphones and gadgets, and other web-accessible devices including
social media content creation. Moreover, involves attitudes in approaching
new technologies, hardware, and software with less scepticism, fearless and
enthusiasm. It is the willingness to embrace the technological shift that
reflects in daily core business operation.
(iii) To accelerate the service digitalisation, a collaboration between service
providers, digital service tools, amended offline procedures, users and
organisational readiness towards the technological shift are the critical
success factors. However, high-quality internet access readiness including
mobile internet can be a game changer.
(iv) Based on Malaysia Digital Economy Blueprint, there are 3 pillars included in
digitalisation efforts, namely Rakyat, Business and Government. With three
(3) main pillars of the initiatives, we as government officials are challenged
with the expectations of 100% civil servants to possess digital literacy, end-
to-end online services, cashless payment, and cloud storage across
government by 2022. This demands civil servants to be able to consume,
create and communicate the information efficiently.
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Table 1: Malaysia’s Digital Economy Initiatives
(Source: Malaysia Digital Economy Blueprint)
3. MyGovEA (MyGov – Enterprise Architecture)
Figure 2: MyGovEA
(Source: MAMPU)
(i) MyGovEA is a framework and methodology for guiding the public sector
agencies in Malaysia that can be utilised as a guideline to reflect the
strengths and limitations of their existing business and technology
landscape. The common objectives of this architecture are:
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(a) Reduce the fragmentation of ICT development in the public sector
agencies.
(b) Improve the ability of government agencies to share information.
(c) Improve the ability of external users (e.g. public) to access information
held by government agencies.
(d) Identify opportunities for future end-to-end service integration to
achieve connected government.
(e) Attain better technology planning and policy development by having a
consolidated view of technology adoption in the public sector
agencies.
(ii) There are series of Government's previous efforts; where it started off with
providing information online, followed by documents made available to
download. It progressed to making services available digitally instead of
physically, besides developing process transparency that eliminates the
need for middlemen, especially for business-related applications. Digital
Government effort is a huge task in delivering such integrated services. With
citizens experiencing better services delivered digitally from the private
sector, they expect the government to follow suit.
B. Digitalisation: Identifying Readiness Factors for The Shift
1. The push for service digitalisation in government agencies stemmed from citizens’
demands, requirement for internal change of work process, private sector’s
expectation for new experience and social media pressure. The following are
observations made that contribute to the transformation readiness. The write-ups
suggested some activities that government agencies may be able to adopt.
(i) User and organisational preparedness.
(a) Preparedness begins at a personal level. In the journey towards
digitalised working environment, it demands behavioural
competencies and cognitive abilities to adapt and manage the
process. It means employees with the relevant knowledge and skills
to utilise tools and technology become the pre-requisite towards
transformation aligned in the agencies. Any group of employees,
regardless their position; are well-equipped with the skill and
knowledge required.
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(b) Government’s service digitalisation requires similar commitments to
realise the target. Reluctance in utilizing current basic technology such
as online meetings and collaborative technology or inability to adapt or
being dependent on others’ people’s assistance to operate the
technology will delay the progress. To overcome the mindset block and
be willing to learn digital skills voluntarily is a huge challenge for the
transforming organisation.
Figure 3 – Growth Zone, A new Comfort Zone to conquer
(c) Top-down directives for digital initiation proved effective to implement
the culture. Supported by digital-savvy leaders is the game-changer
will accelerate the pace by setting positive example. During the
secondment period, none of the staff in the department are seen
having difficulties in adopting new directives, attitude-wise. From the
observation, the users empowered each other in the same department
(internal-Finance) and not dependent on IT staff (external). However,
before enforcing the new work culture, organisational readiness
(infrastructure – laptop, sufficient and smooth internet capability, and
online storage) must be in place.
(d) Organisation readiness requires enabling factors, i.e. budgetary,
coordination and governance, standard technology platform, and last
but not the least; the skills and adoption capability in the staff
themselves. Digitalisation of public service delivery requires a stable
funding source. Justification can be derived from various source such
as government directives, incidents, agencies’ operation
benchmarking, citizens' convenience, gap (as-is, to-be) analysis and
improved productivity impact study over the long term can be
suggested to justify large-scale digitalisation efforts’ funding.
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(e) To support this, financial deliberation is critical; especially in decision
for the acquisition model for selected technology and its deployment
including cyber security framework with short and medium-term, the
design of both preventive and corrective measures, selection of
procurement approach to reduce asset depreciation and liability, while
maintaining the principle of data sharing, data access method, and
storage without compromising the essence of basic data
telecommunication infrastructure requirement in place. Experts from
both sides (technical and financial) are needed for governance.
(f) Therefore, it is critical for financial-related counterparts to share the
same vision and expect intangible benefits that the agency may get
besides tangible advantages. Beside the benefit, the downside/
drawback of the selected technology must be discussed thoroughly
across organisation to manage expectation.
(ii) Effort, Initiatives, and Considerations;
Various efforts must be executed in parallel to expedite the digital
transformation exercise. To summarise, following here are some of the
instances:
(a) Continuous effort for self-learning.
(b) Standardise online meetings application and collaboration.
• The online meeting platform is provided by various collaboration
technologies through Zoom, Microsoft Teams, Google Meet and
others. Different platform requires devices with different features
and multiple user interfaces. The use of single online meeting
platform aims to improve the user experience and meeting
effectiveness. Employees can save time by adapting to one
standard application. Time spent connecting unfamiliar online
meeting technologies can be converted into meaningful meeting
time.
• Employees can enter each meeting room and start working
immediately. If a small technical problem occurs during a
meeting, employees already know what it takes to solve the
similar problem, rather than alerting the IT department. This will
ultimately significantly increase overall productivity.
• Single platform conferencing technology reduces training time.
Post- training, the end-users are capable to use the system in
the conference room immediately. IT staff can master the
system, upgrade the solving skills for more advance/ complex
problem/ situation and provide better technical support when
needed, proactively address issues, and fix common hiccups.
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(c) Investment for bandwidth and data centre
• Bandwidth is often mistakenly understood with internet speed.
Connectivity to multiple devices, sharing multi-formats of
meeting content while connecting several users at the same time
demands a certain amount of bandwidth speed for smooth
experience without major buffering or lag.
• A presentation/meeting that has video content or a video-based
meeting needs a larger bandwidth, compared with a meeting
based on audio. Beside bandwidth, other accommodating
infrastructure that is strongly consideration is the establishment
for a data centre. This data repository infrastructure can be
accessed through the public cloud; hosted in Putrajaya, or
private cloud that is subscribed through private cloud provider
companies or a hybrid of both. An internet highway with properly
configured data sharing policy will be one of determining factor,
not only for data operation transfer but also for confidence-
buying from the users.
(d) Cloud technology platform
• Cloud technology is basically a virtual space that exists on the
internet. It provides storage space where users can place their
digital resources such as software, applications, and files. To
simplify, the cloud is a virtual storage space on the internet. This
means, there will be less need for old technologies such as the
USB drive or hard disk drive. This technology allows people to
use the digital resources stored in the virtual space by way of
networks- often wireless. It allows people to share information
and applications across the internet without requirement to be
physically available nearby.
(e) Procurement method for the infrastructure – to lease or to purchase?
• Setting and providing IT infrastructure requires more than just
customised technical solution. Other than capex/opex budgetary
options, understanding of breakdown cost of IT will ensure the
spending is justified properly. In a nutshell, category of IT
spending at least can be divided in several types: -
I. Projects – Any upgrades or additional hardware/software
II. Help Desk / End-User Support – This includes the cost of
the vendor services AND the cost of an internal staff
spending time dealing with IT issues instead of working
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III. IT Maintenance – This scope is often overlooked and
under expected, and least element to be forecasted. And
yet it’s one of the critical scopes in order to prevent
additional costs arises from unplanned incidents/events.
This include justification on areas such as network
administration, patch management, backups, disaster
recovery, etc. All the regular maintenance tasks that must
be done timely to keep IT operation in order. A regular
maintenance schedule not only helps in ensuring smooth
operations. More, it minimises unexpected spending in any
ICT incidents.
• After a successful buy in and getting everyone on the same term
for both teams (financial/ budget allocation approval and
technical management team), facts that are based on gap study
and assessment of the current system, risk, level of urgency
must be mutually agreed among stakeholders. Finance
department must be able to fulfil at least the basic setup
requirement while technical team must be able to identify the
setup model with the tolerable service disruption identified
across agency.
• For a better approach beside the allocated cost for procurement
of IT infrastructure, the cost of maintaining equipment need to be
calculated and weighed justifiably; with the knowledge of the
asset’s depreciation value. Computers and IT equipment are
considered useful within 5 years of usage, as it is categorised
under 5-years old property. Hence, on the 6th year, the salvage
(scrap) value may be zero; as the equipment obsoletes,
unusable or beyond economical repair.
• In calculating the depreciation value, simple calculation
approach can be applied as below:
STRAIGHT LINE METHOD CALCULATION
Upon purchase price: RM 5,000,
Salvage value: RM 1000
Annual depreciation value:
(RM 5,000 – RM 1000) /5 years (or RM800/year)
Depreciation percentage:
20% (RM800/RM4000)
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• The understanding of salvage and depreciation value will assist
government agency to determine suitable approach in IT
infrastructure acquisition method; either to buy or to lease. In this
issue, Government directives on asset management must be
strictly adhered.
• To create a high-quality remote working environment,
employees are going to need access to the compatible, if not
latest equipment and this means investing in a large amount of
equipment at once. Some considerations can be used as a
basis:
To lease (Pro) To lease (Con)
Lower initial expense Higher cost to pay throughout the
leasing contract as all the features
included
Predictable monthly Obligation to stick with the lease
and yearly cost due to contractual obligations
Equipment upgrade Data storage and related data
included package privacy regulations
Access to better Assets did not belong to the
equipment agency
Maintenance included
(f) Uncompromised cyber security prevention measure.
• Every milestone in digitalisation entices with risks and
vulnerabilities while benefitting from paperless, saving money on
travelling expenses, faster document movement and many
others. Working digitally generates an insurmountable amount
of data and circulated online. It created an interconnected
heterogeneous information system where government agencies,
public and private sector exchange high volume of information
on a daily basis. It is accompanied by digital security and privacy
risk with potentially significant impacts on social and economic
activities.
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• During transformation of public service delivery to be a
digitalised, goals change from efficient service delivery alone to
efficient service delivery with unnegotiable properly conducted
procedure for secrecy/confidentiality, integrity, availability,
accountability and information assurance. In previous era of
digital environment, security technologies such as firewalls,
intrusion detection system, encryption techniques, PKI (Public
Key Infrastructure) technologies are some of the critical
elements to maintain the level of security in the agency.
However, with the latest initiatives by the government require
secure integration of information systems, focus of citizen
privacy and identifying threats of installed digital government
infrastructure that can endanger national security and
assessment to develop efficient counter measures.
(g) The low hanging fruits: Electronic documents, digital signatures
• Digital memos, digital document collaboration application is
some of the instances that can be adopted instantly without
having to wait for massive exercise of hardware replacing/
infrastructure set up. The public service delivery digitalisation
focuses on two main areas – the reduction of physical storage
by shifting towards cloud technology and paperless culture by
enabling paper-free workflows and transactions. Thus, this
initiative at least can rely upon existing technology such as email
and current meeting and collaboration technology such as
Microsoft 360 and Microsoft Teams.
(h) Enforcement and Regulatory in digitalisation
• Uncertainty exists during the evolution of such transformative
technologies. Governments should proactively seek a deeper
understanding of the potential implications for public service
delivery as well as the critical challenges in emerging
technologies pose to their rulemaking activity. This is because
digital technologies tend to develop faster than the regulation or
social structures governing them. As instance, a threat of data
breach has a faster impact compared the pass of the new
procedure/ bill/ law. These developments emphasise the need
for an evolution in policies and practices to build and maintain
trust.
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