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Projects keep failing, so what’s the
problem?
Projects
are about delivering an outcome that fixes a business need. Others suggest
projects are to take advantage of an opportunity. Those opportunities usually
are to fix a perceived problem. Those perceptions to fix that future problems still
needs a project to implement them and solve it. Those projects still need to be
justified.
Projects
fail for many reasons, building on shaky foundations will usually end in failure.
That foundation is a well-defined and explained problem. Problems need to be
clearly identified, stating how the proposed solution will fix it, and showing
a value proposition to the organisation, customer or both. A quantifiable and
demonstratable benefit, as most businesses are there to make money or provide
better services, why would you be doing it?
Projects
need to argue the logic for investing both time and money, more importantly
what the pay back will be. Business is about making money, providing a service,
or both. Funds are usually limited, rarely having a lack of opportunity to be
spent on the many challenges facing organisations.
What is the Business Case for this
project?
At
first, an organisation wants to understand the why of a project. Closely after
that is the how will it be achieved, and how much. But there needs to be a
compelling reason for carrying out the project. Often projects put the cart
before the horse. In other words, they have a new or updated product that will
future proof their organisation, addressing many of the perceived issues that
could be addressed by the many of the new features on offer all presenting
sound arguments. In a world of unlimited resources and funds that would not be
a problem, but that is not the case. Money and resources are a factor of every
business and they are not always limitless.
Projects
that fail are usually proposed with all the good intents, the arguments of the
new features all sound good. The biggest issue is that no one hears the same
benefits. This results in different stakeholders with different expectations.
As the projects progress it becomes a feature fest. More is better, right? But
time elapses, costs increase, expectations having been ill defined results in
no one being happy. Time and money start to run out, results are not achieved
and the project grinds to a halt. Does this sound familiar?
Questions are raised
Why
are these projects failing? What went wrong? We had all the governance in place
and it seemed to be working fine, then it all went south. I just don’t understand
what happened?
The
problem is there was no real problem being addressed, or that problem was
perceived and not correctly identified. Problems form the foundations of a business
case, needing to be clearly identified, quantified and expressed in a manner
that all parties can agree. Business cases need to clearly explain the intended
problem to be addressed. Identifying problems and explaining the consequences if
they were not addressed. Then describing the benefits that would result in
fixing them, more importantly how that would be proved.
When
defining the problems and proposed benefit, there needs to be an understanding of
the following:
·
Why invest? – Describe how this investment will benefit the
organisation
·
The Rational – What is the logic for this investment, how
will it be tested and proved that it has delivered the expected results
·
Who feels that this is a problem – gather views from all
appropriate stakeholders within the organisation through discussion with the
subject matter experts.
Defining the problem
Often
what is perceived as a problem is usually not the problem. To find the real
problem you will need to carry out “root cause analysis”. A good example of
this is a technique commonly referred to as the “5 Whys”. This is an iterative
interrogative technique used to explore the cause and affect relationships
underlying a problem.
What sort of questions should you be
asking?
A
famous quote of Einstein was:
“If
I had an hour to solve a problem and my life depended on the solution, I would
spend the first 55 minutes determining the proper question to ask…
for once I know the proper question, I could solve the problem in less than
five minutes.”
What
stakeholder say is a problem does not necessarily reflect the root cause that
created the problem. Every stakeholder potentially will have different issues
which they consider a problem. Your job is to dig, finding the root cause. You
need to identify both the cause and the consequence to any issue raised as
potential problems. A simple test is called the “so what?”, Similar to the “5
Whys”, which will be covered a little later.
Is
there any evidence that confirms the cause and effect of the identified
problem? What is the priority? Does it need to be addressed now or could it
wait? Is the issue specific to what you are looking at, or should that
perspective be broader?
Example of 5 Whys
“..
the finance director could not understand why his maintenance costs were
increasing on the factory floor. He had sent a directive to the department to
cut costs. He decided to venture down to the factory floor to speak with the
manager and better understand these increases. (His perceived problem)
..
as the finance director was walking through the factory he noticed a pool of
water on the floor. He called a maintenance staff member to inquire about the
water.
·
Why is there a pool of water here on the floor? The staff
member pointed out that one of the pipes above was faulty and leaking. (Maintenance
perceived problem) The director then asked for the manager,
·
Why was that pipe leaking? The manager pointed out the
replacement washer had not sealed properly. Again, the director then asked,
·
Why did the washer not seal properly? The manager suggested the
washer had possibly failed. The director then asked,
·
Why did it fail. The manager then suggested the washers were
cheap and that they had a tendency not to last too long. Again, the director
asked,
·
Why were we using cheap washers? I was following the budget directive
to cut my maintenance costs. We then sourced alternatives as our previous
washers were too expensive.
The
director had found the root cause. In this case there were several perceived
problems. The director had a problem with his costs of maintenance, the staff
member had a faulty pipe and the manager had issues with cheap washers. At
first replacing the pipe potentially could have fixed the problem. But as it
was not the root cause it would have resulted in an expensive fix and the pipe
potentially would have leaked again because of the washer. The root cause for
the pipe was the use of a cheaper alternative. It also highlighted the cost
increase to maintenance had indirectly been because of a cost cutting
directive.”
To
define a problem, you will need to consider the downstream effects of what you
and other stakeholders consider to be the problem and what it means to your
organisation. There are two parts to a problem what has caused it and what are
its consequence? Understanding these causes will help you chose how you
respond. The consequences of a problem will help in identifying relevant
benefits. Showing that investment can work to the objectives in this case,
those objectives will later provide an opportunity to identify alternatives.
Problems
that are not well-defined make it harder for decision makers, reducing the
chance of success. This can result in projects that results in less than fit
for purpose results. Either too little in the way of funds and resources, or
too many working on low-priorities. The worst case is lack of resources to
solve a major challenge.
Success
is through clearly understanding the problem and benefits from the beginning. This
will enable everyone to be on the same page, agreeing to the same expectations
and results. Aligning results to the organisations priorities and effectively
addressing the right problem. The idea of a well understood problem is that it
will potentially highlight an opportunity for better results.
Explaining the problem
This
is the elevator pitch, if you were trapped in the elevator with the key
stakeholder who was the approver of the funds needed. How do you relate the
issue in 90 seconds? That pitch needs to clearly identify the issue, providing
the evidence that supports your statement and the solution with definable
measure of success.
Problems
that are ill defined can result in benefits that do not align and undermine your
entire argument for the case. Businesses want to understand how much of a
problem it is? The goal being a call to action. It should have both cause and
consequence, answering both the ‘Why?’ And…’ Questions logically linked. A
great starting point is identifying the consequences of doing nothing?
Your
pitch will never be perfect, potentially changing as more information is
gathered. It will be tested against evidence and morph from its original state,
be prepared for change. The challenge is to go into this exercise without any preconceived
solutions. As further evidence is presented it will develop your understanding
and result in a better result, and a stronger foundation to build your case.
Mistakes in identifying problems
Many
people go into identifying problems sure of the solution, especially when it
comes to technology. In the technology space providers and IT specialist believe
their solutions will provide the answers to any problem. Its just a matter of
shoe-horning those problems into that solution.
Avoid
simply identifying the problem as a system failure, this has a tendency to drive
the results which usually does not align to the facts and the issue. Again, go
back to “so what?”. What is the evidence that will give you a confidence that a
problem exists? You must present that evidence to explain your rational.
Always
note where you found the evidence as you develop your pitch, it’s always harder
if you try to retrofit a problem with evidence. One of the best tests I would
use is called the “Mum Test”, find someone who is not related to the case to
read the pitch and benefits, ask them, “Does this make sense?”. For me, when I
was an interface designer I would as my mother if she could carry out a specific
task using that interface. With no instructions, I would see what she would do
to achieve the results. The idea is to remove the element of assumption, as we
don’t always know who the audience will be, we need to make sure it is clear
without having to be there to explain.
Benefits, what are they?
When
you understand the problem and its consequence most people will understand the
benefit of doing something about it. A benefit gives a measurable improvement,
showing the value gained. The consequence of a problem helps to identifying the
relevant benefit that lead to your objective.
They
should clearly align to the problem that links to the results your organisation
is looking to achieve. Explain the impact which credits to the solutions.
Justify the cost of both money and effort which are supported by demonstratable
returns.
Measuring those returns
The
best way to show a return is by having a measure based on current and future states.
Everyone will have a different measure of value, so there needs to be some more
good questions.
This
is the old “WIIFM”, (What’s in it for me). How are you going to show the value
you are declaring?
·
What will be the return to the organisation or its customers?
·
How will you measure and prove that benefit?
·
How will you show the connection of the benefit to the results?
These
are just a few points to consider when defining and showing benefits in a
project. These measures are to be defined with your stakeholders as they are
the people who will confirm the returns on investment (ROI). They need to be
identifiable, measurable and proven.
Prioritisation
As
you define your problems and benefits there is a need to priorities each of
them. It’s not an exercise in the level of investment is directed to fix the
problem but more enabling better decisions between available alternatives,
making sure you get the best bang for your buck. This will enable focus and to
direct both funds and effort in future, more importantly you can control scope.
These
priorities will enable better and more directed decisions when you may not get
all the funds you expect. A small problem which has Signiant results for an
organisation or its customers, compared to a large problem which has limited
impact will give a signal of investment. But it raises the question to the
larger problem, has it been clearly identified? And are the consequences fully understood.
All
of these are good questions and will need further examination. This is not an
exact science, but it is a major step in the right direction.
What tool can help with this process?
A
technique used to ensure robust discussion and thinking is carried out up-front
in a project is Investment Logic Mapping (ILM). It is a great tool to use
before a solution is identified and before any investment decision is made.
ILM
provides a way of identifying problems that need to be addressed. This will
identifying benefits hoped to be gained, more importantly how the project will confirm
the rational, showing the realisation of those benefits. The ILM tool is used
for complex investments but is recommended for any project and will enable the
ability to communicate that information on a single page.
Should you use ILM?
Many
organisations trigger this process based on the investment. It is something
that is not compulsory but is recommended especially for complex, high-risk or multiparty
proposals.
In
practice it should form the start of all projects, as the output forms the
foundation of your entire business case. The degree and level that you engage
is determined on the size, complexity and value of the project, but the format
and principles will always be useful to defining your problems and how the
benefits will address them.
As
the project progresses it will increase the project focus and clarity, helping
in defining an agreed scope and result, which will save debate and discussion
later in the project. It will become a powerful tool that will provide you
leverage in justifying your expenses of both funds and effort.
How does it work?
Using
a facilitator, key stakeholders in a couple of workshops will discover:
·
Your problems and consequences, then
·
The outcomes and benefits.
·
These workshops will build an alignment on the purpose of the
investment, it may not necessarily lead to an agreement, but it will be a
start.
What can you expect from an ILM
workshop?
You
should expect to have a single page flowchart that will be written in plain
English. It will define your problems to be addressed, potential benefits of
your investment, and how you will confirm those benefits. It will become the
underpinning logic around your project investment.
ILM
workshops will be a series of time-limited engagements up to two hours each. It
will bring together the accountable stakeholders for the benefits realisation.
It should be low-cost and low-effort that will produce new information. It will
bring together all available information to enable a better understanding,
leading to better results.
Problem
owners need to prepare by checking their evidence, identifying the right
stakeholders for the workshops and offering their opinion and expertise. The
right stakeholders are those who have identified and understood the business
problems, provide the evidence the problem is real, and is responsible for
delivering the benefits. Other stakeholders are those people responsible for
giving advise around the investment to the project. This will increase the
value of the workshops, avoiding the risk of having to start again. Most would
have already been engaged from the start.
The
problem owner needs to drive the effort, talking with the right stakeholders
and their willingness to contribute will lead the to the right pitch when
presenting your case.
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Artificial Intelligence (AI) has permeated all aspects of human life, including its crucial role in defence and security, which has become a focal point, particularly in the Asia-Pacific region. The integration of AI in defence has sparked extensive debates on its implications for national security, military strategies, and ethical considerations, indicating the depth of its impact and the need for careful evaluation.
One of the primary concerns revolves around how AI could revolutionise military, security, and defence operations. This revolution introduces concepts like autonomous weapons systems, unmanned vehicles, and cyber warfare capabilities, marking a significant shift in how AI is adopted in these fields.
Moreover, there is a growing interest in understanding how AI will shape defence strategies and operations by 2035, potentially altering the balance of power in the region and leading to new alliances and strategic rivalries.
While AI advancements promise strategic advantages, they also raise ethical dilemmas, especially regarding the use of AI in making life-or-death decisions, highlighting the need for robust ethical frameworks and guidelines. The evolving nature of AI and its rapid advancements necessitate continuous monitoring and evaluation to ensure its responsible and ethical use in defence and security contexts.
Anto Satriyo Nugroho, former Head of the Research Centre for Artificial Intelligence and Cyber Security (PRKAKS) at the Indonesian Agency for Research and Innovation (BRIN), emphasised the pivotal role of various AI technologies in advancing research in defence and security. He highlighted technologies like Computer Vision, Machine Learning (ML), Cyber Security, Natural Language Processing (NLP), and others, underlining their importance in enhancing defence and security systems’ capabilities.
Further, Achmad Farid Wadjdi, an Associate Expert Engineer at PRKAKS-BRIN, discussed the importance of understanding the concept of national defence, particularly in the context of the Internet of Battlefield Things (IoT) and its applications in modern combat operations and smart warfare. He emphasised the need to ensure security in military operations when deploying IoT technologies, indicating the complexity and critical nature of AI integration in defence systems.
Conversely, Eddy Maruli Tua Sianturi explained the conceptualisation of measuring the State Defence Index (IBN) to understand better citizens’ sense of pride, patriotism, nationalism, and willingness to defend the country. The IBN measurement provides a nuanced approach to grasping current socio-political dynamics. Still, it also requires addressing challenges such as data bias, privacy concerns, and security issues, highlighting the multidimensional nature of AI’s impact on defence and security.
PRKAKS-BRIN Associate Engineer Jemie Muliadi introduced the Intelligent Control System method for law enforcement and state sovereignty applications in a related context. This method effectively manages complex systems that are challenging to simplify, those with cross-coupling that are difficult to separate, and systems with significant parameter changes over time. Jemie emphasised that this method ensures precise control in fast-moving and uncertain situations, particularly in law enforcement and state sovereignty contexts, showcasing the versatility and potential of AI in enhancing national defence and security operations.
Integrating AI in defence and security represents a significant advancement with far-reaching implications. While AI offers numerous benefits in enhancing defence capabilities, it also poses ethical, legal, and security challenges that must be addressed through collaborative efforts between governments, researchers, and industry stakeholders.
By fostering responsible AI development and deployment practices, the Asia-Pacific region can harness AI’s transformative power while ensuring its citizens’ safety, security, and well-being. This approach involves developing robust AI governance frameworks, ensuring transparency and accountability in AI systems, and promoting international cooperation to address common AI-related challenges.
“In advancing the defence and security with AI, Indonesia’s security will benefit from the strategic integration of AI technologies. These advancements can enhance Indonesia’s military capabilities, improve situational awareness, and strengthen its ability to respond to security threats effectively,” Jemie concluded.
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Dr Sylwia Kolenderska, a Senior Research Investigator in Physics at the University of Canterbury, spearheads a pioneering project to transform the ophthalmology landscape. Her innovative work harnesses the power of artificial intelligence (AI) to revolutionise the accessibility and affordability of optical coherence tomography (OCT), a pivotal imaging technique in assessing eye health. This endeavour holds immense promise for advancing ophthalmic care and underscores AI’s profound impact in pushing the boundaries of medical innovation.
OCT is often described as a light-based counterpart to ultrasound imaging and generates three-dimensional internal images of the eyes. These images are invaluable for ophthalmologists in diagnosing and monitoring various eye conditions. However, the high cost of traditional OCT equipment has limited its accessibility, particularly for researchers and clinicians in resource-constrained environments.
Dr Kolenderska’s research addresses this issue by leveraging AI to improve the data processing capabilities of OCT machines. She identified a key bottleneck in current expensive machines: the time-consuming process of calculating high-resolution images from raw signals. She aims to enhance the image quality of cheaper, lower-resolution OCT machines to match or surpass that of expensive models by developing a neural network algorithm akin to a sophisticated software update.
“The potential impact of this technology is enormous,” said Dr Kolenderska. “Not only will it make high-quality OCT imaging more affordable and accessible, but it could also lead to significant improvements in early detection and treatment of eye conditions.”
The application of AI in OCT data processing offers several advantages. AI algorithms identify complex patterns in data, enabling them to produce sharper and more detailed images than traditional algorithms. Dr Kolenderska estimates that the images generated by AI-enhanced OCT machines could be up to six times better than current images.
Moreover, the scalability of AI technology opens up possibilities for future hardware integration. Dr Kolenderska envisions a future where AI modules could be seamlessly attached to existing OCT machines, much like a USB stick, further democratising access to high-quality imaging capabilities.
In Asia Pacific, eye healthcare technology is making significant strides globally. According to a report by OpenGov Asia, in 2022, the Hong Kong Applied Science and Technology Research Institute (ASTRI) announced a partnership with the Centre for Eye and Vision Research (CEVR) to develop at least two projects aimed at treating patients of different ages suffering from lazy eye and other eye conditions. CEVR, established under the Innovation and Technology Commission’s platform for research and innovation, InnoHK, is at the forefront of innovative research in eye health care.
Amblyopia, a common visual impairment that reduces vision and 3D perception, requires retraining the brain to use information from both eyes. This is particularly challenging in adults due to reduced neuroplasticity and the brain’s full maturation with age.
In 2023, Hong Kong continued its innovative efforts in eye health care. A partnership between CEVR and DEFTA Partners was announced to advance technology transfer and commercialise eye and vision health research. Celebrated at The Hong Kong Polytechnic University (PolyU), this partnership will leverage DEFTA’s business network and CEVR’s research achievements to translate research outcomes into globally impactful products. The collaboration is expected to drive innovation in the eye and vision health field, addressing critical issues in the industry.
Dr Sylwia Kolenderska’s work in eye health care represents a significant advancement in the intersection of AI and medical imaging.
In the future, Dr Sylwia Kolenderska’s work is poised to have an even greater impact on the field of ophthalmology in New Zealand and beyond. As AI continues to evolve in this rapid technology landscape, its integration with medical imaging technologies like OCT holds immense promise for improving diagnostic accuracy, treatment efficacy, and patient outcomes.
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Institut Teknologi Sepuluh Nopember (ITS) successfully conducted a trial application of the first-generation prototype of the ITS Al-Air Battery on a motorbike at the ITS Research Centre Building. This achievement, supported by Pertamina and the ITS Kedaireka Matching Fund, marks a pivotal step towards accelerating the use of Battery-Based Electric Vehicles (KLBB) in Indonesia.
Prof Dr Ir Heru Setyawan MEng, the head of the research team, described the metal-air battery in his research as a metal fuel engine that utilises aluminium.
This technology promises to expedite Indonesia’s energy and technological independence. One of the key advantages of these metal-air batteries is their ability to prevent dendrites or lithium metal crystallisation, a common issue in batteries that can lead to critical problems. The collaboration between Prof Heru and undergraduate (S1), master (S2), and doctoral (S3) students from the ITS Chemical Engineering Department underscores the interdisciplinary nature of this research effort.
The research team’s innovative approach involved the electrodeposition of a Zn and Mn metal alloy to address dendrite formation. The specially designed air battery features a slim and three-dimensional surface, enabling the uniform extraction of aluminium ions and resulting in a longer battery life, lasting up to 140 hours. Additionally, the battery is environmentally friendly, using an aqueous electrolyte with the addition of Sodium Chloride (NaCl) salt, a common household item that poses no harm to humans. Furthermore, concerns such as leakage and thermal runaway are mitigated, making the battery a safe and sustainable choice.
Despite the substantial electrical current requirements for motorbikes, Indonesia’s abundant aluminium resources have motivated the ITS research team to adopt this battery for KLBB. Moreover, aluminium batteries are more cost-effective than lithium-ion batteries, making them a viable option for widespread adoption.
The development of the ITS Al-Air Battery has been ongoing since 2013. However, the battery still requires further development to become a viable option for KLBB. Currently, the battery is primary, meaning it can only be disposed of after use. Plans include developing a secondary battery, making it rechargeable, and reducing its size for easier integration into vehicles.
Bambang Pramujati, ST MScEng PhD, ITS Vice Rector IV for Research, Innovation, Cooperation, and Alumni, expressed his appreciation for the support from Pertamina and Kedaireka, highlighting the importance of industry collaboration in advancing KLBB development. He emphasised the potential of the ITS Al-Air Battery to contribute to Indonesia’s energy independence and expressed hope for further advancements in this field.
In conclusion, the ITS Al-Air Battery represents a significant leap forward in battery technology, with the potential to revolutionise the use of Battery-Based Electric Vehicles in Indonesia. With ongoing research and industry collaboration, ITS aims to further refine this technology, paving the way for a more sustainable and energy-independent future.
This innovative breakthrough in battery technology underscores the importance of research and development in advancing Indonesia’s digital economy. As the country strives to achieve energy independence and reduce its reliance on fossil fuels, initiatives like the ITS Al-Air Battery play a crucial role in driving technological innovation and sustainable development.
The successful trial of the ITS Al-Air Battery on a motorcycle demonstrates the feasibility and potential of this technology for powering electric vehicles. The ability to prevent dendrite formation and ensure a longer battery life addresses key challenges in battery technology, making it a promising solution for Indonesia’s transportation sector.
Furthermore, the environmentally friendly nature of the battery, using an aqueous electrolyte and common household salt, highlights its potential for widespread adoption without posing harm to humans or the environment. This aspect aligns with global efforts to transition towards cleaner and more sustainable energy sources.
The collaboration between Prof Heru and students from the ITS Chemical Engineering Department also highlights the importance of interdisciplinary research in tackling complex challenges. By combining expertise from various fields, the research team was able to develop a novel solution that could have far-reaching impacts on Indonesia’s energy landscape.
Looking ahead, the development of a secondary battery that is rechargeable and smaller in size will further enhance the usability and practicality of the ITS Al-Air Battery for electric vehicles. This, coupled with the ongoing support from industry partners like Pertamina and Kedaireka, bodes well for the future commercialisation and implementation of this technology.
In conclusion, the trial application of the ITS Al-Air Battery represents a significant milestone in Indonesia’s quest for energy independence and technological advancement. With continued research and collaboration, innovations like this battery have the potential to reshape the country’s energy landscape and contribute to a more sustainable future.
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Indonesia’s digital economy is on a path of acceleration, with projections indicating a substantial economic contribution of up to US$366 billion by 2030. This growth is intricately intertwined with the widespread adoption and effective utilisation of artificial intelligence (AI) technology across various industries. However, this rapid expansion also underscores the urgent need for more robust regulatory frameworks governing AI’s ethical and responsible use to mitigate potential societal harm.
This imperative was underscored in a Public Discussion titled “The Need to Develop Regulations for Artificial Intelligence Governance. The Faculty of Philosophy UGM organised them in collaboration with the Ministry of Communication and Information Technology (Kominfo) and the policy research and advocacy.
Key speakers such as Deputy Minister of Communication and Information Technology Nezar Patria, Dean of the Faculty of Philosophy UGM, Dr Siti Murtiningsih, Director of Government Relations Microsoft Indonesia and Brunei Darussalam Ajar Edi, Executive Director of the Policy Research and Advocacy, Wahyudi Djafar, and Head of the Artificial Intelligence Master’s Programme at the Faculty of Mathematics and Natural Sciences UGM, Afiahayati, PhD offered insights.
Deputy Minister, Nezar Patria, highlighted that the current contribution of the digital economy to the GDP still needs to be 10%. He emphasised the significant influence of AI technology adoption on the growth of the digital economy.
Consequently, Kominfo issued guidelines in December 2023 for the ethical use of AI, targeting AI developers and industrial sectors. Given AI’s impacts on society, economy, and culture, these guidelines aim to address ethical considerations.
The Ministry of Communication and Information Technology has advocated for using cutting-edge technology to enhance Indonesia’s global competitiveness. Nezar stressed the importance of aligning AI policies with international trends to ensure Indonesia’s optimal position in AI development and utilisation. This focus will directly impact the growth of domestic sectors.
Nezar acknowledged that the current AI guidelines lack legal enforceability as they need to be integrated into legislation. However, the government is actively monitoring AI’s growth in Indonesian industries. Nezar explained that they are moving towards soft regulation by observing the industry’s growth, aiming to maximise benefits while mitigating risks.
Some potential risks associated with AI use, as highlighted by Nezar, include the significant likelihood of AI misuse leading to social discrimination and the emergence of disinformation products that could disrupt social harmony.
In addition to providing ethical guidelines for AI usage in industries, Kominfo is also actively fostering digital talent development to support the digital economy’s growth over the next five to six years. “We require 9 million digital talents,” Nezar emphasised.
Dr Siti Murtiningsih emphasised that in an era of rapidly advancing information and communication technology, the emergence of AI poses ethical challenges. Consequently, AI’s development must align with moral and ethical values in society without compromising humanitarian principles.
She stressed the need for more robust legal frameworks to address societal and industrial interests related to AI usage. “We need to formulate laws that uphold the ethical principles of AI from a multidisciplinary perspective,” she asserted.
Ajar Edi noted that there are many misconceptions about AI in society. However, for executives and staff in companies, AI is primarily used to support tasks and work, enhancing efficiency and effectiveness. “Although there is potential for bias, human decision-makers are still the most appropriate to ensure sound decision-making,” he concluded.
Indonesia’s digital economy holds immense promise for growth, contingent on responsible AI governance and digital talent development. Establishing clear ethical guidelines and legal frameworks for AI usage will be pivotal in maximising its benefits while mitigating potential risks. Successfully regulated AI usage will result in organised outputs, ensuring the necessary values, ethics, and controls are observed for national interests.
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The Indian government’s recent approval of over Rs 10,300 crore (approximately US$1.34 billion) for the IndiaAI Mission marks a significant stride towards fortifying the nation’s artificial intelligence (AI) ecosystem. This substantial financial infusion, designated over the next five years, underscores the government’s commitment to nurturing indigenous AI innovation and propelling India to the forefront of global AI leadership.
The approval signifies a strategic investment in India’s digital future, with a focus on empowering AI startups and expanding access to cutting-edge computing infrastructure. Union Minister Rajeev Chandrasekhar lauded the decision, highlighting its potential to catalyse India’s economic growth and position the nation as a pivotal player in shaping the trajectory of AI development worldwide.
The IndiaAI Mission encompasses a comprehensive suite of initiatives aimed at bolstering various facets of the AI ecosystem. At the heart of this endeavour lies the IndiaAI Compute Capacity, a visionary initiative aimed at erecting a state-of-the-art AI computing infrastructure.
With plans to deploy over 10,000 Graphics Processing Units (GPUs) through strategic public-private collaborations, this initiative seeks to democratise computing access and cater to the burgeoning demands of India’s AI startups and research community.
Furthermore, the IndiaAI Innovation Centre (IAIC) is poised to emerge as a leading academic institution, driving the development and deployment of indigenous AI capabilities. Through strategic partnerships and research collaborations, IAIC will spearhead the creation of indigenous Large Multimodal Models (LMMs) and domain-specific foundational models, leveraging edge and distributed computing for optimal efficiency.
Another pivotal component of the IndiaAI Mission is the IndiaAI Datasets Platform, aimed at enhancing the accessibility, quality, and utility of public sector datasets. By streamlining access to non-personal datasets, this platform seeks to foster data-driven governance and catalyse AI-based innovation and research across diverse sectors.
Simultaneously, the IndiaAI FutureSkills program is poised to revolutionise AI education by expanding the accessibility of graduate and post-graduate AI programs. With plans to establish Data and AI Labs in Tier 2 and Tier 3 cities across India, this initiative aims to impart foundational-level courses in Data and AI, ensuring widespread dissemination of AI knowledge and skills.
In addition to fostering innovation and research, the IndiaAI Mission prioritises the growth and sustainability of AI startups through the IndiaAI Startup Financing mechanism. By streamlining access to funding and providing risk capital, this initiative aims to accelerate the development and commercialisation of futuristic AI projects, thereby bolstering India’s position as a global hub for AI innovation.
Moreover, the IndiaAI Mission underscores the importance of responsible AI deployment through the Safe & Trusted AI pillar. With a focus on advancing ethical AI frameworks and governance mechanisms, this initiative seeks to ensure the responsible development, deployment, and adoption of AI technologies, safeguarding against potential risks and vulnerabilities.
India has embarked on a multifaceted journey to deploy AI across various fields and sectors, emphasising safety and inclusivity in its implementation to foster holistic societal advancement.
The Telecommunication Engineering Centre (TEC) recently partnered to drive innovation in Trustworthy and Responsible Artificial Intelligence Systems. Serving as India’s recognised Standards Setting Organisation (SSO) in the telecom and ICT sector, TEC is pioneering standards to ensure fairness in AI/Machine Learning systems, recently introducing Standard No. TEC 57050:2023 for “Fairness Assessment and Rating of Artificial Intelligence Systems”, following extensive stakeholder consultations and expert inputs.
The approval of over Rs 10,300 crore for the IndiaAI Mission represents a watershed moment in India’s journey towards AI leadership. By investing in cutting-edge infrastructure, fostering indigenous innovation, and prioritising responsible AI deployment, the government aims to propel India to the forefront of global AI innovation, harnessing the transformative power of AI for social good and economic prosperity.
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In a landmark move to solidify Singapore’s position as a global leader in Artificial Intelligence (AI) innovation, the Ministry of Communications and Information (MCI) has announced an ambitious suite of initiatives designed to drive economic growth through AI-driven advancements.
Revealed during the Committee of Supply (COS) Debates 2024, these initiatives mark a strategic commitment towards harnessing the transformative potential of AI to propel Singapore into its next phase of development and prosperity.
Nurturing AI Research Talent: Acknowledging the critical role of skilled AI professionals in driving innovation and competitiveness, the government has unveiled plans to invest over $20 million over the next three years to significantly augment the pool of AI talent in the country.
This investment will be channelled into expanding SG Digital Scholarships and overseas internships in AI roles, aimed at nurturing a diverse and dynamic ecosystem of AI practitioners within Singapore.
To enhance research, Singapore will launch an AI Visiting Professorship programme, inviting top global AI researchers to collaborate with local institutions. With an initial target of five professorships, this initiative will boost Singapore’s standing in AI innovation.
Investment in High-Performance Compute Resources: Central to the advancement of AI is the availability of robust computational infrastructure. In alignment with this imperative, the government has committed to investing up to $500 million to secure high-performance compute resources dedicated to AI innovation and capability building.
This strategic investment aims to address the growing demand for compute resources driven by the proliferation of AI applications across various sectors, including healthcare, finance, transportation, and beyond. By providing a solid foundation for AI research and development, this initiative is poised to catalyse innovation, drive economic growth, and position Singapore as a global AI powerhouse.
Generative AI x Digital Leaders Initiative: Enterprises stand to reap significant benefits from the adoption of AI technologies. However, navigating the complexities of AI implementation can present formidable challenges, particularly for digitally mature organisations. In response, the government has launched the Generative AI x Digital Leaders initiative, aimed at providing businesses with access to GenAI expertise and resources.
Through collaboration with tech partners, this initiative seeks to empower enterprises to harness the full potential of AI, driving operational efficiency, innovation, and competitive advantage across diverse industries.
Advisory Guidelines on Personal Data Use in AI Systems: The responsible and ethical use of personal data is paramount in AI deployment. To address this imperative, the government has published Advisory Guidelines on the use of personal data in AI recommendation and decision systems. These guidelines provide clarity and guidance to businesses on the ethical and legal considerations surrounding the use of personal data in AI applications. By fostering transparency, accountability, and consumer trust, these guidelines aim to promote responsible AI innovation while safeguarding individual privacy rights.
In response to the evolving technological landscape, Singapore is prioritising the development of its workforce to maintain its edge in innovation. Spearheading this effort is the Infocomm Media Development Authority (IMDA), which is implementing a wide-ranging initiative to enhance the nation’s tech talent pool, focusing notably on Artificial Intelligence.
Similarly, Senior Minister Tan Kiat How discussed Singapore’s digitalisation progress and plans for AI advancement at the Committee of Supply Debate. He stressed empowering enterprises and workers to utilise AI and digital solutions for increased productivity and competitiveness in the economy.
Aligned with NAIS 2.0, led by Deputy Prime Minister Lawrence Wong, these initiatives show Singapore’s commitment to leveraging AI for economic growth and societal advancement. With a multifaceted strategy covering talent development, infrastructure, industry collaboration, and regulations, Singapore aims to lead in AI excellence, fostering prosperity and resilience in the digital age.
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In a world increasingly shaped by technology, Singapore is taking proactive steps to ensure its workforce remains at the forefront of innovation. At the heart of this endeavour lies the Infocomm Media Development Authority (IMDA), which has embarked on a comprehensive initiative to expand and elevate the nation’s pool of tech talent, with a particular emphasis on Artificial Intelligence (AI).
Recognising AI as a cornerstone of future economic growth and societal advancement, IMDA has intensified its efforts in pre-employment training and mid-career upskilling programmes. These initiatives are designed not only to meet the burgeoning demand for AI expertise but also to empower individuals with the skills and knowledge needed to thrive in a digital-first world.
Central to IMDA’s strategy is a substantial investment of $GD 20 million over three years to enhance AI-related SG Digital Scholarships and overseas internships. These scholarships offer students the opportunity to gain hands-on experience in the industry post-graduation, while overseas internships provide invaluable exposure to real-world AI applications. By fostering such experiences, IMDA aims to cultivate a new generation of AI talent equipped to tackle complex challenges and drive innovation.
Furthermore, IMDA is scaling up its TechSkills Accelerator (TeSA) programme, a cornerstone of Singapore’s digital upskilling efforts. Since its inception in 2016, TeSA has played a pivotal role in training over 17,000 locals in high-demand tech areas, including AI and Analytics, Software & Applications, 5G, Cloud, and Cybersecurity. By expanding TeSA and collaborating with industry partners, IMDA seeks to equip individuals with the skills necessary to excel in the digital economy.
Under the Information and Communications (I&C) Jobs Transformation Map (JTM), IMDA is also offering over 180 AI-related courses to reskill about 18,000 talent in tech roles over the next three years. These courses, focusing on areas such as Generative AI (GenAI), Software Engineering, Cloud, and Mobility, are designed to address the evolving needs of the tech workforce and ensure Singapore remains competitive on the global stage.
In addition to investing in education and upskilling, IMDA is committed to strengthening industry partnerships and creating job opportunities for graduates. Through the TeSA for ITE and Polytechnics Alliance (TIP Alliance), IMDA has secured 800 job opportunities for ITE and Polytechnic graduates in leading tech companies. This initiative not only enhances employment outcomes but also fosters collaboration between academia and industry, ensuring that educational programmes remain relevant and aligned with industry needs.
Moreover, IMDA has spearheaded the skills-based hiring movement, which has garnered support from over 200 companies since its launch in November 2023. By focusing on competencies rather than qualifications, this movement aims to attract, assess, and develop tech talent based on their skills and capabilities. Such initiatives not only bridge the gap between education and employment but also foster a culture of lifelong learning and skills mastery.
On the supply side, IMDA has extended internship durations for Information and Digital Technology (IDT) students in ITE and Polytechnics from 6 to 12 months. This extended internship period allows students to gain deeper insights into industry practices and develop critical skills required for the workforce. More than 400 IDT students have benefited from these enhanced year-long internships, paving the way for future career success.
IMDA’s commitment to AI education and upskilling extends beyond individual initiatives; it represents a broader vision for Singapore’s digital transformation. By empowering individuals with the skills and knowledge needed to harness the power of AI, IMDA aims to position Singapore as a global leader in technology innovation and talent development.
IMDA’s initiatives in AI education and upskilling underscore Singapore’s unwavering commitment to building a future-ready workforce capable of driving innovation and sustaining economic growth in the digital age. Through strategic investments, industry partnerships, and a steadfast focus on skills development, Singapore is laying the foundation for a prosperous and inclusive digital future.