Conference on Research Management
The Culture of Research: Tradition of Excellence
Banquet Hall, Level 5, Central Complex, IIUM Gombak, Kuala Lumpur
9 - 10 September 2003
Enabling an Informatised Society:
The CITA Acculturation Process
Dr. KJ John
Vice President
10 September 2003
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© 2003 by MIMOS Berhad. All rights reserved.
Contents
The Knowledge Age and ICT
Industrialisation of ICT & Informatisation of Society
The CITA Acculturation Process
A CITA Case Study: SLGGA
CITA’s Value Proposition
Issues and Challenges
The Way Forward
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© 2003 by MIMOS Berhad. All rights reserved.
K-Malaysia Context of NITA
2005
2010
2020
K-Malaysia:
Three Phases of Migration
• Value
Creating
Knowledge
Products &
Services
Economic
• Moral &
Competitive
Knowledge
Economy
• Corporate
Citizenship
• ICT as a
Sector &
Information
as a
commodity.
Societal
• Access to
Information
* Note: Development is Non-Linear
• Culture of Lifelong
Learning and
Innovation
• Citizen-Centric
Governance
• Infusion of Good
Governance
• Development of
Informed Citizenry
• United, Moral and
Ethical Society
• Sustainable QoL
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The Knowledge Age Factors of Competitiveness
capability assets
- individual
- organizational
knowledge
labour
capital
tacit & explicit
&
technology
tools
process
Industrial Age
value model
technology
labour
capital & tools
Knowledge Age
value model
The relative importance of capital and tools has diminished significantly
in the Knowledge Age, while people with knowledge, technology, and
business processes have become much more important
Source: Miller and Morris. Fourth Generation R&D. Pub. John Wiley & Sons. 1999, pp. 162.
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© 2003 by MIMOS Berhad. All rights reserved.
The Unique Characteristics of ICT
ICT increases efficiency and hence, reduces costs
creation of new products, services and distribution channels within traditional industries, as well
as innovative business models and whole new industries
initial investment being just a fraction of what was required in the more physical-asset intensive
industrial economy, barriers to entry are significantly lowered, and competition increased
ICT facilitates disintermediation
users can acquire products and services directly from the original provider, reducing the need
for intermediaries
creation of so-called ‘markets of one,’ leveraging ICT's potential to cater to the needs or
preferences of users and consumers on an individual basis
ICT is global
Through the creation and expansion of networks, ICT can transcend cultural and linguistic
barriers by providing individuals and groups the ability to live and work anywhere, allowing local
communities to become part of the global network economy without regard to nationality, and
challenging current policy, legal and regulatory structures within and between nations.
These characteristics suggest that ICT has the potential,
if conceived as a means and not an end in itself, to be a
powerful enabler of development
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The Dual Role of ICT in National Development
ICT as a Sector
Development and/or
strengthening of ICT-related
industries such as computer
hardware, software, telecomm
equipment and ICT-enabled
services
ICT as an Enabler
Adoption of holistic, crosssector strategies which aim to
harness the uniqueness of ICT
to accelerate a wider
development process
Eg. Health, Education, Banking
Eg. Multimedia industry, E&E
industry
Industrialisation
of ICT
Informatisation
of Society
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© 2003 by MIMOS Berhad. All rights reserved.
The South Korean Experience: a Lesson to Heed
“[in the] last decade, Korean government has succeeded in building broadband backbone
network and high speed Internet network to [link] businesses and households across
country. … the percentage of Internet users … 7 years or older is 56.6% and 10 million
households are connected to high speed Internet service network. The annual growth rate
of information technology industry in Korea is 16.4% for last 5 years and the portion of IT
industry in Korea’s GDP is 13.4% in 2001.
But Korean society and business have changed little for last decade. There are still
lots of room to improve creativity, transparency, efficiency, participation and so on; the
values which an information society [ought to be] quipped with. To [our] disappointment,
the wonderful achievements in information technology and facility have not
resulted in the innovation in business, education, and government.“
Dongwook Kim, PhD.
Director
Knowledge Center for Public Administration & Policy
Graduate School of Public Administration
Seoul National University
October 7, 2002
Realisation of K-Malaysia will depend on
balanced ‘industrialisation’ and ‘informatisation’
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The CITA
Acculturation
Process
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The Innovation Value Chain and the CITA Variation
Innovation value chain: the major components
CITA value chain: the equivalent components
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The CITA Process: Non-linear in Reality
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© 2003 by MIMOS Berhad. All rights reserved.
CITA Acculturation Process: Stage 1
Stage 1
Concept Study
Process: Idea Productization
Identifying a social problem
Identifying a target community
Reviewing attempted solutions to-date
Researching the theoretical literature
Studying the requirements of the situation
Assessing various theories and methods of
intervention and change management
Outlining preliminary specifications of proposed
solution
Identifying the factors and resources required
Designing action plan with broad strategies
Specifying proposed outcomes
Output of Stage 1 is a conceptual model with solution based on dimensions
of technology, content and community and also a research agenda
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CITA Acculturation Process: Stage 2
Stage 2
Proof-of-Concept
Process: Experimentation
Identifying potential multi-sector partners
Building a Community of Partner/Risk takers
Preparing more detailed specifications and cost-figures
Consulting with various experts in community devt., biz
devt., financial mgt., project mgt., change mgt.
Examining the feasibility of the proposed solution
Reformulating of initial concept study
Submitting project proposal to identified funding agency
Making presentations to funding agency
Implementing the proposed project
Monitoring and evaluating project being implemented
Building community and business
Output of Stage 2 is a project demonstrating the innovative
application of ICT in solving a particular community problem
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CITA Acculturation Process: Stage 3
Stage 3
Prototype
(Beta Test)
Process: Expansion
Fine-tuning or re-developing of the entire project
including the strategies; methods and materials;
training programme and evaluation systems.
Requiring a formally structured, systematic,
experimental effort to test the value of the project with
different groups or under different circumstances.
Involving repeated testing of all or selected
components of the project.
Conducting comparative research based on the
different tests and impact assessment
Making modifications after each test to approximate
the consequences being sought
Patenting of intellectual capital created
Developing business and markets
Output of Stage 3 is a fine-tuned, field-tested model which is robust
enough for ‘commercialisation, or adoption by an implementing agency
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CITA Acculturation Process: Stage 4
Stage 4
Roll-out
Process: Formalisation
Preparing operational systems for the implementing,
administrating and monitoring agencies
Disseminating information about product via publicity,
seminars, conferences, publications to obtain
academic, professional and administrative groups to
support widespread adoption.
Promoting in trade shows and exhibition to gain brand
recognition and market acceptability
Providing the consulting services and staff training so
that the product will be satisfactorily adopted.
Output of Stage 4 is a formal model which can be used elsewhere with
minor customisation for local requirements but with predictable results
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A CITA Case Study –
the Smart Local
Government
Governance Agenda
(SLGGA)
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SLGGA : Overview
SLGGA is a blueprint for improved service deliveries and governance of the
Local Government. It comprises of two components: e-Local Government and
e-Local Agenda 21. The objectives of the e-Local Government component
are:
To migrate PBTs towards becoming knowledge organisations as catalysts
to promote a knowledge society.
To evolve and transform PBTs to become more citizen-centric, efficient,
effective, responsive and transparent through ICT.
To fast forward bridging the gap between technologically advanced and
less advanced PBTst
On the other hand, the objectives of the e-Local Agenda 21 component are:
To enhance the current LA21 consultative process:
Increase quantity and quality of participation
Inclusiveness of marginalized groups in local decision-making
process
To be a catalyst towards building of the knowledge society
Community use their knowledge towards the betterment of society
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SLGGA : Stage 1
Stage 1
Concept Study
Process: Idea Productization
NITC/MIMOS invited the Ministry of Housing and
Local Government, KPKT) to be co-organisers of
INFOSOC 2002 Conference, themed: ‘Knowledge
Initiatives Towards Good Governance’.
Based
on
the
Conference
resolutions,
NITC/MIMOS initiated the SLGGA first-cut draft
concept, which focused on migrating the 144 Local
Governments (PBT) towards becoming citizencentric, efficient, effective, responsive and
transparent through ICT.
A series of awareness dialogues, consultation
workshops and consensus building meetings
involving KPKT and selected Local Governments
(PBT) were held to get feedback and buy-in.
An e-readiness survey was conducted, the findings
of which also contributed to the SLGGA concept.
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SLGGA : Stage 2
Stage 2
Proof-of-Concept
Process: Experimentation
SLGGA concept plan comprised of 2 parts: e-LG (e
Local Government) and e-LA2 (e Local Agenda 21).
The e-LG component was again broken into three
action plans i.e. Level 1 for Beginners PBT, Level 2
for Adopters, and Level 3 for Leaders.
Proof-of-concept for the following projects were
developed through discussions with specific Local
Authorities and their respective technology partners,
facilitated by SiGMA (MIMOS):
Partial Level 1 model adopted from the
Selangor State Portal (Gerbang Mesra);
1 e-LA21 project for the Ipoh Municipal Council;
3 Projects under Level 3 i.e. the e-Submission
Plans for Kulim Hitech and Sepang, and one
online development planning project for
Penang.
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SLGGA : Stage 3
Stage 3
Prototype
(Beta Test)
Process: Expansion
The prototyping for the four projects mentioned
under the proof-of-concept were carried out under a
Demonstrator Applications Grant Scheme (DAGS).
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SLGGA : Stage 4
Process: Formalisation
Stage 4
Roll-out
© 2003 by MIMOS Berhad. All rights reserved.
SiGMA (MIMOS) advised KPKT to adopt the
prototype for national roll-out, using two approaches:
Funding by KPKT
The promoter of the prototype develops the
business model.
Currently, Level 1 is in the process of national rollout where the implementation strategy is to breakup
the 144 PBT by zones, conduct road-shows and
workshops, and make minor customizations, training
and full implementation.
Involves KPKT’s endorsement and budget.
Level 1 project road tour is on-going for website
building and standardising the forms used by
PBTs in every state.
The rolling-out of Level 2 projects is pending, waiting
for approval from KPKT.
Two projects under Level 3 are ready to be rolledout throughout Malaysia i.e. i-Demmos by MBI and
e-LAMs by MPPP. Still in discussion for roll-out
strategies.
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CITA’s Value
Proposition
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Traditional Procurement Model: Shortcomings
Limited Knowledge & Experience
of Government ICT Personnel
Generally Favors
Established
IT Vendors
Long Processing Time
Excludes Evolutionary
Approach
More appropriate in
well-defined/ proven
areas of ICT applications
Community Needs
Not Central
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CITA’s Value Proposition
Traditional Procurement Model
Provider of funds controls project
activity.
Solutions must react to specific
problems - in a bureaucracy this
means
several
incremental
solutions to address a general
problem.
Each agency / authority / individual
must play the role of either buyer or
seller - so the final solution is a
series of commercial transactions.
Once initiated, deliverables are
measured against the starting point
- not the end goal. Progressive or
apparent irrelevance cannot be
corrected.
CITA Model
Funds provided by uninvolved party,
so project proponents drive project
activity.
Solution can be conceptualised
‘ideally’, and independent of existing
bureaucracy. The singular goal to
solve the general problem.
All players form a single, goaloriented
Project
Community,
unencumbered by a commercial
constraint to achieve any goal other
than the singular communal solution.
Project is measured against the end
goal. Hence the project can ‘evolve’
to exploit unplanned opportunities
and avoid unforeseen problems.
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Issues & Challenges
and
the Way Forward
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© 2003 by MIMOS Berhad. All rights reserved.
Issues and Challenges: Project Implementation
Project champion
or project driver
Tri-sectoral
partnerships
SFs
Focused, clear
objectives, clearly
defined problems
and opportunities
Community
participation
and ownership
Long-term
sustainability
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Issues and Challenges: Funding (#1)
Stage 1
Stage 2
Stage 3
Stage 4
Only DAGS is available for ‘informatisation’ projects
However, DAGS supports only up to Stage 2
No support is provided for Stage 3
No funding available
Business building capacity is lacking
Funding for Stage 4 depends solely on market forces
The market forces represents societal uptake & commercial value
potential
Concepts proved at Stage 2 have to be nurtured into
prototypes to ensure successful commercialisation and roll-out
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Issues and Challenges: Funding (#2)
Stage 1
Stage 2
Traditional Funding
Stage 3
GAP
Stage 4
Market Forces Funding
The gap in the financing of ‘informatisation’
projects is at Stage 3 – prototyping or beta.
Stage 1
(1) Govt. grants
for early stage
funding
Stage 2
Stage 3
(2) Repayable
interest-free
loans from
multi-sectors
Stage 4
(3) Loans at
competitive
rates/equity or quasiequity financing
End-to-end funding for the CITA Process – a way forward
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The Way Forward
Need to
nurture a culture that celebrates innovation and change
bring culture and change to the lowest levels
enable and empower change from ground up
also encourage risk-taking and celebrate ‘failure’ as
‘learning’, not as shame
provide a ‘strategic direction’ for all the bottom-up change
processes via a strategic roadmap for technology and
application development
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THANK YOU
Email:
[email protected]
http://www.mimos.my
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© 2003 by MIMOS Berhad. All rights reserved.