innovation update

Innovation Update Seminar 3/30/2010

Agenda

8.30am Registration

9.00am Welcome Address & Announcement of Research CollaborationIntroduction of ISS Visiting Fellows: Professor Sharon Dawes of CTG, State University New York and Professor Bo Edvardsson of Karlstad UniversityBy Virginia Cha, Chief Innovation and Research, Institute of Systems Science, NUS

9.15am Effectuation Logic vs Predictive Logic: Entrepreneurial Decision Making under 9.15am Effectuation Logic vs Predictive Logic: Entrepreneurial Decision Making under UncertaintyBy Virginia Cha, Chief Innovation and Research, Institute of Systems Science, NUS

9.45am Coffee Break

10.15am Spotlight on Service Innovation Part 1: Customer Integration in Service DevelopmentBy Professor Bo Edvardsson, Professor of Business Administration and Director of the Service Research Centre, University of Karlstad, Sweden and Visiting Fellow, Institute of Systems Science, NUS

10.45am Spotlight on Service Innovation Part 2:An empirical comparison of Goods Dominant and Service Dominant DesignsBy Dr Robert Firth, Evangelist, Institute of Systems Science, NUS

Innovation Update Seminar 3/30/2010

Agenda

11.15am Spotlight on Social Computing:Crowd Sourcing OCR Correction Through Game PlayingBy Dr Olivier Amprimo, Assistant Director of the National Library Board

12.00pm Lunch & Networking

1.00pm e-Government Innovation through Research-Practice PartnershipsB P f Sh D S i R h F ll CTG St t U i it f N Y k By Professor Sharon Dawes, Senior Research Fellow CTG, State University of New York, University at Albany and Courtesy Visiting Fellow, Singapore e-Government Leadership Centre

1.30pm Singapore Government Enterprise Architecture- A Platform for Connected Government By Dr Pallab Saha, Evangelist, Architecture & Governance, Institute of Systems Science, NUS

2.10pm Update on eGL Research: Y-Gen, Green ITBy Renee Smith Research Intern Singapore e Government Leadership CentreBy Renee Smith, Research Intern, Singapore e-Government Leadership Centre

2.40pm Q & A

3.00pm End of Seminar

Innovation Update Seminar 2010 3/30/2010

Innovation & Entrepreneurship

Virginia ChaNational University of SingaporeMarch 30, 2010

JugaadA Form of Scientific Innovation, described as:

“the ability to creatively ‘manage,’ to make do with quick‐the ability to creatively manage, to make do with quickfix solutions”

Source: India’s Century: The Age of Entpreneurship in the World’s Greatest Democracy

“the ability to think assertively, and work creatively around unexpected problems”.

Source: The New face of Global Competition

“overcoming harsh constraints by improvising an effective solution using limited resources”.Source: http://blogs.hbr.org/cs/2010/01/jugaad_a_new_growth_formula_fo.html


Earliest Jugaad Innovation

Leading to more opportunistic innovations …


Theory of Effectuation

Professor Saras D. Sarasvathy, University of Virginia

Theory to explain entrepreneur logic • future is unknown and unknowable (Knight, 1921)• environment that does not independently influence outcome (Weick, 1979)• decision maker has goal ambiguity (March, 1982)

What is Casual Logic?

Decision Logic in Opportunities

• Goals. Given (based on predictions)

• Expected Return. Calculate upside potential and pursue the (risk adjusted) best opportunity.

• Competition Relationships with customers and suppliersCompetition. Relationships with customers and suppliers.


What is Effectual Logic?


• Means. The basis for decisionsand new opportunities:

– Who I am

– What I know

– Whom I know

• Affordable Loss. C l l t d id t ti l d i k thCalculate downside potential and risk no more than you can afford to lose.

Source materials for Effectuation Theory: Sarasvathy, S.D., 2001. Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency.Academy of Management ReviewSarasvathy, S.D. and Dew, N., 2005. Entrepreneurial logics for a technology of foolishness. Scandinavian Journal of Management


What is Effectual Logic?


• Partnership. Build your “future” together with customers, suppliers and even prospective competitors.

Imagine you are Nils Bergqvist –Bored environmental engineer in Sweden, worked as tour guide on rafting trips on the side, quit to do this as an entrepreneurial endeavor

Example of Effectual Logic Generated Opportunities

Enjoy the work, but… it’s seasonal! What should you do next?

10


Here’s what happened ‐


•At the rained‐out ice art exhibition, you created igloos•People slept in the igloos, and liked it•The igloos became popular•People started paying to come sleep in them•The ice hotel is a real business, with a dozen rooms, and a waiting list of winter guests

11

guests

Source materials for Ice Hotel case:Sarasvathy, S.D., 2009. Cold Opportunity: The Nils Bergqvist Story


The Ice Hotel


Means

New Means

Expanding Cycle of Resources

Effectual Logic Framework

DIALOG With people I know

Stakeholder Commitment

MeansWho I am

What I KnowWhom I know

Goals – what can I do?

New Goals

Converging Cycle of Constraints on Goals

New product/services/markets

Source: Sarasvathy (2001, 2005)

• Effectual Logic vs Causal Logic• future is contingent on actions vs. future can be predicted • means based (who I am, what I know, whom I know) vs goals‐based

ff d bl l ROI

Effectual Logic vs Casual Logic

• affordable loss vs ROI• partnering and stakeholder pre‐commitment vs competitive viewpoint• surprises as positive leverage vs surprises to be controlled and managed

• Both types can produce innovative outcomes • what factors lead to logic in use?• what factors lead to innovative outcome for effectuation?


My Research on Singapore’s IT Technopreneurs

Research Question:

When entrepreneurs leave their jobs to start a new

• 17 Exploratory Case Studies, 19 new ventures

• All left their management/professional IT employment jobs to be

business, why do some start ventures with very similar characteristics to their prior employment while others choose a very different path?

founder/co‐founder of new venture between 1990 and 2005

• Evidence of both Effectuators and Predictors

Evidence of Effectuation Logic“It was a leap of faith move. At that time there was a lot of uncertainties, no customers,

and no products."

"I started from scratch. Only thing I planned was technical. I knew I could build the product that the local retail market needed. Also knew that I have to start looking for

“customers.“

“I knew my SGD 200,000 will last a year even if I did not earn anything for one year.” Case #1

“I did not really have a clear idea to create <firm name>. I actually left without a job. I felt that I wanted to see what I could create outside the current corporate structure. The Mission, Vision and Strategies for <firm name> were created way later ‐ after the company was started." Case#3

“When considering the move out of Andersen Consulting, the idea was to go into my own business...the million dollar question was what? <firm name> was an idea that resulted from discussions with a couple of ex‐Andersen colleagues." Case #8


Innovation from EffectuatorGracezone, founded by Ng Say Eng (SA 1) in 1993

• Gracezone is a contract manufacturing firm that provides a customized supply by managing product design, development, production and delivery

NG S E d ff t l l iNG Say Eng used effectual logic:• Means: knowledge of technology and knew of existing

factories who would benefit from collaborative manufacturing so he started there

• Covered‐base: paid his mortgage and ensured he had 10 years worth of market money to cover family / home expenses

• Affordable loss: Time, since he thought he should at least try to fulfill his entrepreneurial calling

• Partnership: maintained existing and developed new to create a full supply‐chain for new customers

Evidence of Causal Logic

technopreneur #10 had a known goal of being in the training business even while she was employed at <>.

technopreneur#16 who was exposed to the product innovation opportunity while in his former employer. When his employer elected not to pursue the development work for the innovative product, he spun‐out to pursue this opportunity, with a pilot customer already identified.

“we had an idea of coming up with a product which we could sell. We were all very familiar with the services sale since we all came from professional service background”. Case #9

“we saw that there was a gap and we could build an Asian based or Singapore based banking software company... Banking is a huge area and different vendors were operating in different areas, so the opportunities were there”. Case #12p g ff pp


Innovation from Predictor

• Pixelmetrix founded by Danny Wilson in 1999

• World leader and dominate market share in digital terrestrial TV monitoring

• Over 50 employees with operations in Singapore, USA, Europe with sales in 65 countries. Product installed on all seven continents (including Antarctica!)

• From inception, founded with the goal of being the best in digital television signal processing and monitoring.

• Focused operations in chosen mission – invested heavily in R&D

Venture Opportunity Linkage from Logic Used

• 11 Effectuators, 8 Predictors

• Effectuators created new firms that stayed in IT industry (3 out of 11 exited)

1 Financial Planning Consultancy in Singapore1. Financial Planning Consultancy in Singapore

2. Agri‐land development in Cambodia

3. Japanese Language School

• By contrast, predictors were evenly split for industry (4 out of 8)

1. Training

2. Call Center Business

3. Children’s art education center

4 Broadcast media4. Broadcast media

• Logic appears to play a role even if opportunity itself does not play a critical role

• Both types of logic can produce innovative outcome

• Factors not well‐understood


Follow‐on Research

• Large Scale Sample

• What are antecedent conditions to the logic in use?

• What are the effects of logic on the type of new venture• What are the effects of logic on the type of new venture created?

• Does prior entrepreneurial experience modify the outcome?

Pragmatic Implications:

Policy makers, entrepreneurs, innovators to understand effects of decision

heuristics on type of innovation pursued and effects of entrepreneurship experience.


References

1. Sarasvathy, S.D., 2001. Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, Vol. 26 (2): 243‐263.

2. Sarasvathy, S.D. and Dew, N., 2005. Entrepreneurial logics for a technology of foolishness. Scandinavian Journal of Management, Vol 21: 385‐406

3. Sarasvathy, S.D., 2009. Cold Opportunity: The Nils Bergqvist Story. Darden School, University of Virginia

Summary

Entrepeneurship + Innovation

Onwards to our journey

Thank you!


Customer Integration inin

Service Development

Presentation at IUS, Singapore March 30th 2010

By

Professor Bo Edvardsson, Director CTF-Service Research Centre, Karlstad University Sweden

www.ctf.kau.seEmail: [email protected]. Phone: +46-70-6334478

Definition of Service(s)

Linked activities and interactions.

The service is co-produced with the customer.

C stomers define ser ice on the basis ofCustomers define service on the basis of value-in-use and the resulting customer experiences.Bo Edvardsson 2010


Operand and operant resources.

Customers use the offered resources/enablers/prerequisites together with own resources to co-create and experience service pwhich render value.

Customer outcomeoutco e

Prerequisites for the service

Customer Customer process


Customer

Service Development

Customer Outcome

Customer Process

Service Prerequisites

Centrum för tjänsteforskning - CTF

An integrated model of service development from theperspective of the service company

Service development is about:

1. Value propositions2. Resource platform configuration3. Value capturing


Development of Service

Content• Company

Customers

Search, findability

Context • Navigation level• Search, findability

• ”Collaborative filtering”

Customization

recommendations •

Customization• Technology

• Personalrecommendations • Choosing on behalf

of customers

• Customers (experiences,

ideas)

•g

• Recommendations

”Wisdom of the crowds”

Service Development Framework –Ten Types

“The Ten Types of Innovation” by Larry Keeley, Doblin Inc.


Customer involvement:

• Customer involvement is profitable

• A company should make it possible for their• A company should make it possible for their customers’ to contribute

• A company should know when and how customers are to be involved and on what conditions (for instance who owns ideas and what are the incentives to contribute)contribute)

• Important questions are:– What can customers contribute with?

– Can all customers contribute?

– What are the motives for customers to contribute?

– How can customers contribute in the best way?

The theory behind customer integration

Ordinary Users do ”only” possess knowledge regarding use experience and must thus co‐operate with experts in order toexperience and must thus co operate with experts in order to produce innovation

Use experience

Users have naturally the best knowledge regarding their own needs and preferences.

Technology knowledgeExperts in the companies who develops the technology possess the best knowledge regarding its opportunities and limitations

Magnusson, Peter R , 2009, "Exploring the Contributions of Involving Ordinary Users in Ideation of Technology-Based Services," Journal of Product Innovation Management. Vol. 26, No. 5, pp. 578-593.


Lego:• 2004 The Factory – Digital Designer was launched (a

cad-software).F 100 d i ( l ) t 100 000 d i• From 100 designers (employees) to 100.000 designers (customers).

• Customers interact with one another and design virtual models.

• The customer sends the model to Lego’s website, other customers develop the idea or suggestion further– open sourcesource.

• The customer can buy his/her own, unique virtual model. Lego assemble what is needed and “the real model” is sent to the customer.

• Customers are offered royalty when the models are launched on the market.

1 mill unique hits per monthLEGO.com

Kids’ panel 4000 members

Relationship concepts that mean a lot today…

Kids panel 4000 members

2.9 mill members

premium club

600 per month

certified professionals

LUGNET.com


..and share your inventions on line !..

super users involved in MKII


Customer Integration in Service Development

– A review of methods and an analysis of insitu and exsitu contributions

Article accepted for publication in Technovation 2010

By Professor Bo Edvardsson

Director of CTF-Service Research Center, Karlstad University, Sweden. Tel. +46 54 700 1555, Fax. +46 54 83 65 52, e-mail: [email protected]

and co-authors Per Kristensson, Peter Magnusson and Erik Sundström all at CTF

Aim

Assessing different methods for customer i t ti i i d l tintegration in service development.

The article provides a review and classification of methods for customer integration.

Furthermore, a new framework suggesting four modes of customer integration.


Customer Integration within Service Development

2010‐03‐30 Service Research Center 19


Mode 1 – The Correspondent:

A customer who is in or has experience from a realservice context, and who is in or is just about toenter a real‐life value‐creation situation. Informationmade possible by the position is resource‐anchoredfrom the actual service context, and from a use

h l dsituation when value is created.




Mode 1 – The Correspondent:



Mode 2 – The Reflective Practitioner:

A customer who is in or has experience from theservice context, and who is not connected to a real‐life value‐creating situation. Information madepossible by the position is resource‐anchored fromthe actual service context, and is decoupled from a

l l f lreal‐life value‐creating situation.




Mode 2 – The Reflective Practitioner:



Mode 3 – The Tester:

A customer who has learned about the service contextfrom outside, and who simulates or tests a real‐lifevalue‐creating situation. Information made possibleby the position is decoupled from the actual servicecontext experience, and rather comes from a

l d dsimulated or imagined use situation.




Mode 4 – The Dreamer:

A customer who has learned about a service contextfrom outside, and who is not connected to a real‐lifevalue‐creating situation. Information made possibleby the position is decoupled both from the actualservice context experience and from a real‐life value‐creating situation.



Crowdsourcing

OCR Correction

Through Game Playing

Innovation Update Seminar

Institute of Systems Science

National University of Singapore

30 March 2010

Overview

1. Problems with Digital Archiving


Overview


2. Solutions

Overview


2. Solutions

3. TypeAttack


Overview


2. Solutions

3. TypeAttack

4. Pilot Review


350


350

350


Pilot Review

• Application was live on: September 21st, 2009

• Data: Straits Times Weekly Edition, 1938 – 2 issues

• Duration of reported evaluation: 5 weeksp

• Number of players: 289

• Number of player outputs: 3980

• Number of snippets to digitize: 2000

• Number of fully digitized snippets: 505

• Average length of a session: 10 minutes

• Average initial accuracy of the snippets presented (word level): 83.1%

• Average accuracy achieved (word level): 99.1% (NLB’s requirement is 96%)

• Average word per minute rate: 60 (general is 33)

• Cost for NLB: Nil


• Does not solve entirely the problem as does not address OCRized content with verypoor levels of word confidence (below 90%).

• Further elements of the process need automation.p

• Integration onto NLB process, both system and data, requires further evaluation.

• List of topics to pay attention to – such as product (on-line game) design and on-line participant acquisition – suggests we either have to develop thosecompetencies internally or look for a vendor with such core competencies.

Olivier Amprimo

[email protected] / [email protected]


Singapore Government Enterprise Architecture: A Platform for Connected Government

The 2nd Innovation Update SeminarN i l U i i f SiNational University of Singapore Institute of Systems ScienceSingapore | March 30th, 2010

Dr. Pallab SahaNational University of SingaporeInstitute of Systems Science

© 2010 NUS Institute of Systems Science. All rights reserved.

Institute of Systems Science

AgendaEmerging Issues in E‐Government• Fundamentals of Connected GovernmentE l i f Si ’ E G• Evolution of Singapore’s E‐Government Programme

• Singapore Government Enterprise Architecture

• Moving to Connected Government with SGEASGEA Pl tf


2

• SGEA as a Platform• Further Research• Conclusion


Business Challenges for Governments

1. Moving from departmental stovepipes to citizen centric approach in service deliverydelivery

2. Transforming and integrating the back office

3. Citizen engagement and inclusion

4. Collaborative working and information sharing

5 Performance management and


5. Performance management and statutory obligations

6. Enhancing the economic infrastructure

7. Improving revenue collection

3

Expectations from the Government(‘Outside‐In’ Perspective)

• Connected government is about enabling governments to connect seamlessly across functions agencies and jurisdictionsconnect seamlessly across functions, agencies and jurisdictions to deliver effective and efficient services to citizens and businesses.

• The concept of connected government is derived from whole‐of‐government approach which utilizes technology as a strategic tool and as an enabler for public service innovation and productivity growth


4

p y g

The 3As of Connected Government

Source: UN E‐Government Survey 2008; United Nations; 2008

AlignmentA state of agreement or cooperation between different persons; groups, with a common cause or viewpoint

AssuranceA statement or indication that inspires confidence

AgilityThe ability to respond to

change quickly


Expectations from the Government(‘Inside‐Out’ Perspective)

• Reduce redundancy and establish prioritization educe edu da cy a d es ab s p o a omechanisms

• Reduce political directions and swing

• Establish standards

• Foster sharing of services and information through agency collaboration


agency collaboration

• Align IT with the business of government

5

Agenda• Emerging Issues in E‐GovernmentFundamentals of Connected Government• Evolution of Singapore’s E Government• Evolution of Singapore s E‐Government Programme


• Moving to Connected Government with SGEA• SGEA as a Platform


6



UN E‐Government Maturity Stages


7

The Innovation StackManagement Innovation

[Focus on changing the management approach and organizational design]

E.g. CISCO Globalization Center East

Product / Service Innovation[Focus on delivering the next ‘killer’ / ‘blockbuster’ product]

E.g. Tata Nano, Apple iPod, Toyota Prius, PayPal

Strategy Innovation[Focus on creating new business models

to provide long term advantage]E.g. IT Services, IKEA, eBay, Dell, Tata Frugal Engineering

Creating Options

Creating Direction


8

Operational Innovation[Focus on operational excellence as a strategy, often enabled by IT]

E.g. Motorola Six Sigma, Wal‐Mart Supply Chain Management

Adapted From: The Future of Management; Hamel; 2007


Management Innovation is anything that substantially alters the way in which work of management is carried out, or significantly modifies customary organizational forms,

and, by doing so, advances organization goals(Hamel; 2007)


Source: The Future of Management; Hamel; 2007

9

Agenda

• Emerging Issues in E‐Government• Fundamentals of Connected GovernmentEvolution of Singapore’s E‐Government Programme


• Moving to Connected Government with SGEA


10



Evolution of Singapore’s E‐Government Programme

E‐Government Plan

(Generations)Key Points / Evolution Stage

1. Civil Service Computerization Plan (1980 – 1999)

1. Build the IT infrastructure foundation

2. Automation of simple activities (paperwork elimination)

3. Encourage the use of Internet

4. Maps to Web Presence and Interaction stages in the E‐Government stage model

2. E‐Government Action Plan I (1999 – 2003)

1. Consolidation of computing resources

2. Establishment shared data center and civil services network

3. Maps to Interaction stage in the E‐Government stage model

3. E‐Government Action 1. Delivery of accessible, integrated and value added public services

2. Adoption of common infrastructure, information management and technical standards


11

Plan II (2003 – 2006)p , g

3. Foster cross‐agency collaboration

4. Maps to Transaction stage in the E‐Government stage model

4. Integrated Government 2010 (2006 – 2010)

1. Integration of government and public services

2. Enhancement of e‐engagement, capacity and synergy

3. Maps to Transformation stage in the E‐Government stage model

Source: Advances in Government Enterprise Architecture; Saha; 2008

Describing Enterprise Architecture

BusinessThe reason we do what we do, the people we

serve and the outcomes we seek.

• EA is a complete expression of the enterprise; a platform that ensures

ApplicationThe software that supports the business

mission.

Information

How we treat our data, information, knowledge and wisdom.

coherency to the enterprise mission [IHiS / SingHealth 2010]


12

Security PrivacyAccessibility Other

Technology

The physical infrastructure that enables and/or constricts our ability to take action.


EA Maturity Stage Model


13Source: Enterprise Architecture As Strategy; Ross, Weill, Robertson; 2006

EA is Essential for E‐Government

E‐Government S

Enterprise Architecture

Maturity StageExplanation / Notes

StageExplanation / Notes

Application Silos

Standardized Technology

Optimized Data and

Applications

Business Modularity

1. Web presenceAgencies / departments still operate in their silos and almost don’t need any architecture.

2. InteractionSimple two‐way communication needs very basic and few common technology standards, but still largely within their silos.

3 i

Complete online transactions needs moderate level of cross‐agency


14

3. Transactionmoderate level of cross agency collaboration and sharing at the technology level.

4. Transformation (Connected)

Government appears and operates as ONE, high degree of integration needs common and shared business functions and outcomes.

Source: Advances in Government Enterprise Architecture; Saha; 2008


Agenda• Emerging Issues in E‐Government• Fundamentals of Connected Government• Evolution of Singapore’s E Government• Evolution of Singapore s E‐Government ProgrammeSingapore Government Enterprise Architecture

• Moving to Connected Government with SGEA• SGEA as a Platform


15


SGEA – Early Architecture

• As part of its E‐Government Action Plan I (E‐GAP I), there was a need for a well‐designed, reliable and scalable infrastructure

• Triggers for early architecture included:– Inter‐operability– Economies of scale– Cross‐agency collaboration at a technical level

• This led to the development of Singapore’s technology standard blueprint called the “Service‐Wide Technical Architecture (SWTA)” in 1999.

SWTA Quick Facts Collection of nine technical domains Consists of standards, guidelines, best practices

and recommended implementations


16

Meant for agencies to adapt / adopt Mandated as part of IT Governance policy Updated every six months Well established

Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007


SGEA – The Next Generation

Programme is formally called Enterprise‐Wide Architecture for Value Enhancement ( )(eWAVE)

Enterprise Architecture (EA) is a blueprint which links Business functions;

Relevant data standards;

Common systems and services; and

T h l i

New Development


17

Technologies

Cross‐agency in order to achieve enterprise level or whole‐of‐government (integrated) goals

SWTA


eWAVE – Reference Models

• Development of reference models which agencies can refer to, in order to find out which agencies they can collaborate with and what shareable data and components are available for use– Business Reference Model

– Data Reference Model

– Solution Reference Model

– Technical Reference Model (earlier called SWTA)


18

• Identify key potential areas for collaboration

• Develop methodology to help agencies develop their own EA



eWAVE – Business Reference Model (1/2)• Provides an organised view of the business of Government using common terminologies

2 Business Areas. Represent the highest level description of the business operations of the Government

33 Lines of Business. These Lines of Business describe more specifically the services and products the Government provides to its stakeholders

GRANULA

RITY AND DETAIL Business Areas

Lines of Business


19

137 Business Functions. Describes specific activities that Agencies perform within each Line of Business

INCREA

SING

Business Functions

Source: Singapore Government Enterprise Architecture; IDA; 2006

eWAVE – Business Reference Model (2/2)The Business of Government ‐Whole of Government View


20Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007



21


22


eWAVE – Data Reference Model

• Specifies definitions for data elements that are commonly used across agencies to enable morecommonly used across agencies, to enable more effective data exchange

• DRM comprises:

– Key data entities (Person, Company, Business, Limited Liability Partnership, and Land) and numerous data elements based on the People, Business, and Land Hub


23

– Several sets of codifications


eWAVE – Solution Reference Model (1/2)

Shared Systems

• Contains a portfolio of systems and service components that can be shared / reused across the Government

Government-WideShared Systems

Corporate Planning & Development

Finance HRInformation Management

and Consulting

BLISS

SAS@Gov

MCPS

NFS@Gov

PM2S

PRAISE

eventshub@sg

Project & Logistics Management

GeBIZ

Public Communications

SGMS

eventshub@sg

Shared Systems


24

PM2S PaC@Gov TRAISI

VOG

Source: Singapore Government Enterprise Architecture; IDA; 2006


eWAVE – Technical Reference Model


25Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007

eWAVE – MAGENTAProgress in Time


26Source: Advances in Government Enterprise Architecture; Saha; 2008

Stakeholder Groups


Some Facts About MAGENTA

1. Released in January 2007, it is the world’s first national EA methodologymethodology.

2. MAGENTA is being incorporated into an industry leading EA tool.

3. It is being adapted and adopted in the private sector too.

4 Ideas from MAGENTA are


27

4. Ideas from MAGENTA are influencing GEA programmes in several countries.


28


Agenda• Emerging Issues in E‐Government• Fundamentals of Connected Government• Evolution of Singapore’s E Government• Evolution of Singapore s E‐Government Programme

• Singapore Government Enterprise ArchitectureMoving to Connected Government with SGEA• SGEA as a Platform


29


Towards Connected Government with eWAVE


30Source: Advances in Government Enterprise Architecture; Saha; 2008 Line of

Sight


Healthcare Stakeholders and Relationships

GPs, Physicians, Surgeons, Nurses, Medical Assistants, Physio and Occupational Therapists,

Laboratory Technicians, Medical

Equipment Technicians, Radiographers

Hospitals, Clinics, Medical Practices, Laboratories, Primary Health Centers

Government, Quasi‐Government and Professional

Bodies


31

Healthplans, Insurance

Companies, NGOs / Charities

Universities, Research Centers

Need for Management InnovationN = 1

PersonalizedCo createdExperiences

R = GGlobal Access

Mass ProductionOf Standard

Products & Services

Most work done Global AccessTo Resources &

Assets

Most work doneIn‐house, within

the firm


32

Source: The Bridge – Connecting Business and Technology Strategies; CISCO Systems Report; 2003


CDVC for Chronic Kidney Disease


33

Using BRM to Identify Collaboration Opportunities

usiness

nction

OrganizationFunction

Bu

Fu


34

A group of organization functions collaborating in the context of a common business process is called the Collaborative Practice Unit (CPU).

Every CPU must have non‐ambiguous governance mechanism.

Innovation Update Seminar 2010

The Y Generation: Outbound Communication

Renee Smith, March 2010

Methods

Agenda

1.Introduction

2.Past Research on the Y Generation

3.The New Venture Creation Class Study

4.Our Findings

Institute of Systems Science © National University of Singapore 2009Institute of Systems Science © National University of Singapore 2009

5.Conclusions & Future Research


Introduction

• Follow up to eGL’s report: “Understanding Generation Y and their Perception of e‐Government”

• New Venture Creation Class• Analysis of course deliverables• Assessing preferences for communication

• This report presents a deeper understanding of:• How Y Gen present their ideas

h i i


• How governments can engage these citizens• Where they are, what tools they are using, and how

they are using them

Image source: http://www.listropolis.com/wp-content/uploads/2008/05/generation-y-2-leonardodemetrius.jpg

Meet the Y Generation

• 1977‐1997: shaped by ubiquitous technology [1]

• Cynicism, distrust, decline in political participation [2]

• As Consumers, Citizens, Employees, Students…Web 2.0!• 61% use daily [3]• influencing advertising, word of mouth• 94% of Singapore Y Gen say “important” or “very important” to work [4]

• 81% of Singapore Y Gen say should be used for


government information and services [4]• 88% thought web 2.0 could improve government services [4]


Tufts University Admissions

Allowing students to express themselves using web 2.0 tools [5].


Video source: http://www.youtube.com/watch?v=LWmU0hze4jE

The New Venture Creation Class

•What are the Y Generation’s preferred methods to communicate their ideas?

•Validating to see if in sync with•Validating to see if in sync withprevious research

•NUS Overseas College in Shanghai

•Fall 2008, Spring 2009, Fall 2009


•5‐6 deliverables•3/6 or 2/5 were presentations•the remainder were free form

Image source: http://images.teamsugar.com/files/upl1/10/104165/16_2008/dv1939024.preview.jpg


Findings

Overall Basic Media Used Basic Media Used (Free Choice)

Wide‐ranging media were used to communicate concepts.

PPT44%

Website6%

Skit6%

Game6%

Video9% PPT

12%

Paper22%

Skit

Game10%

Video13%


Paper14%

Brochure8%

Speech3%

Jpeg Picture2%

Post card2%

Brochure12%

Speech5%

Jpeg Picture2%

Post card4%

Website10%

Skit10%

Findings (continued)

Multiple media types integrated to enhance presentations.

41%

93%

43%

55%

25%

%

Additional Media Used with PPT

•• graphically‐intensive formats


0%

7%11% 9%


Implications for Governments

•Reach Generation Y where they are!

f f•Need to receive feedback in various forms•Y Gen has an appreciation for choice•Invest real resources and manpower

•Mine platforms for information


•Use web 2.0 to communicate with Y Gen

Image source: http://www.realityinfo.org/images/Slide033communication04.gif

Conclusion & Future Research

This generation is comfortable using a broad range of media, and customizing deliverables.

•Future research:

•Governments need to recognize this: •When seeking input•When communicating•To fix the current disconnect


•Longitudinal studies•Reasons for choosing methods•Case studies of best practices worldwide

Image source: http://www.lowesforpros.com/sites/default/files/LFP0509_Irizarry_PM_GenerationY.jpg


Thank you!

For copies of the full report, please email: katie meredith@nus edu [email protected]


Image source: http://www.thomastalkstech.com/images/geny1.jpg

References[1] Dover, Mike, & Chen, Lisa. Net Generation: Strategic Investigation Program Highlights. Keynote Speech presented at NGenera Members Meeting.

[2] Backhouse, Jenny. (2006). “eDemocracy: Can Blogs and Wikis Enhance the Participation of Gen Y in the Democratic Process?” In D. Remenyi (Ed.), 6th European Conference on e‐y ( ), p fGovernment (pp 11‐20). Reading: Academic Conferences Limited.

[3] Graves, F. (2008, October 15). Citizens Expectations, Trust and Web 2.0. Keynote Speaker presented at NGenera Members Meeting, Ottawa.

[4] Cha, V. (2008). Singapore Quantitative Study: The Net Generation and Government.Unpublished raw data, National University of Singapore, Singapore.

[5] Lewin, Tamar. (2010, Feb 24). “Lights, camera, application: YouTube option for college”.


International Herald Tribune, p. 2.


Ministry of Manpower (MOM) ofMinistry of Manpower (MOM) of Singapore

Visual credit: www.mom.gov.sg

• WPOL re‐conceptualized

MOM: Work Permit Online (WPOL) and Employment Pass Online (EPOL)

existing policies and business processes

• Restructured business processes to maximize efficiency

• EPOL leverages the WPOL experience

1


The Land Transport Authority (LTA) ofThe Land Transport Authority (LTA) of Singapore

Fostering Innovation in the Public SectorFostering Innovation in the Public Sector

Visual credit: www.LTA.gov.sg

LTA: The Land Transport Innovation Fund

• LTIF has eased theLTIF has eased the application and approval process for new, innovative projects

A d j• Approved projects receive a maximum of $1 million and a 1‐year trial period

3


• Embrace opportunities for innovation by:

Key Lessons Learned

1. Examining policy positions and reducing unnecessary steps;

2. Consulting with business partners to improve the process and;

3. Adopting processes for innovation

management.

4


Areas of Green IT


Image source: media.canada.com/gallery/Greenpeace%20Guide/5.jpg

• General lack of success among companies is due to the inability to:

Assessing Progress Thus Far

o Quantify

o Monitor

o Control

o Report


Image Source: gotgreenenergy.com


• Improvements in Green Technologyo Data Centers

S

What’s New: Green IT Research

o Servers

o PC Power Management

• Green IT Certificationo For Individuals

• Carbon footprint

l l


calculators:o More thorough and

simpler to use

5

Image Source: http://frogandprincess.wordpress.com/2009/04/16/a-to-z-on-going-green/

• Green IT for the consumer:

What’s New: Green Technology

o Web and mobile applications

o Green and social networking sites

o Carbon credits for the individual

• B2B partnerships

o Collaborating to bring


o Collaborating to bring

the consumer green

products

6Image Source: http://www.sba504blog.com/why-your-business-should-go-a-little-green/


Current Drivers of Green IT

• The “Green Fad”

• Main Drivers [5]:• Main Drivers [5]:

– Opportunity to save $

– International Commitments

– Stakeholder / consumer pressure


• Efficiency and effectiveness

S d d d R l i

Future Drivers of Green IT

• Standards and Regulations

• International Commitments

• Culture of Sustainability

• Better reporting of carbon emissions


Image Source: http://www.beaupre.com/cleanspeak/index.cfm/2009/5/1/Green-business-may-need-a-little-whitecollar-entrepreneurship


• Green IT in National e‐Readiness Assessments

Green IT Trends to Watch For

Assessments

• Complete Green IT strategies

• Sustainability driven by the

consumer

• Individuals educated in


Green IT

9

Thank YouThank YouFor more info please contact [email protected] more info please contact [email protected]



References

1. Cosgrove, Terrence. Power management is becoming a feature of PC Life Cycle Management Products .13 November 2009. Gartner.

2. Phelps, John, R. Green IT Initiatives are moving beyond Power and cooling initiatives. 8 p , , g y gFebruary 2010. Gartner.

3. Meehan, Patrick. The Business Unit CIO’s 2010 Agenda. 19 February 2010. Gartner.

4. “Can Green IT Bloom in an Economic Downturn?”. 24 June 2009. Revolution. Available Online: http://www.greenitexpo.com/

5. Carbon Disclosure Project Report 2008: The Adaption Challenge. March 2009. IBM. Available Online: http://www‐05.ibm.com/uk/green/cdp2009/pdf/ftse‐350_carbon_disclosure_project2008.pdf


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