UCAPAN
YANG BERBAHAGIA TAN SRI
MOHAMAD ZABIDI ZAINAL
SEMPENA
MALAYSIA OPENGOV
LEADERSHIP FORUM 2016
22 MAC 2016, 11.45 PAGI
HOTEL PUTRAJAYA MARRIOTT
Assalamualaikum
Warahmatullahi
Wabarakatuh,
Salam
Transformasi dan Salam “1Malaysia: Rakyat Didahulukan,
Pencapaian Diutamakan” dan Salam Sehati Sejiwa.
Yang Berusaha Mr. Mohit Sagar
Group Managing Director and Editor in Chief OpenGov Asia
Yang Berusaha Dr. Suhazimah Dzazali
Deputy Director General (ICT) Malaysian Administrative
Modernisation and Management Planning Unit (MAMPU)
Yang
Berbahagia
Gentlemen,
Dato'-Dato',
participants
of
Datin-Datin,
the
Ladies
Malaysia
and
OpenGov
Leadership Forum 2016.
First of all, let us offer our gratitude to Allah SWT for by His
grace we are here togehter this morning to participate in
the Malaysia OpenGov Leadership Forum 2016.
2.
I would like to thank OpenGov and its partners for
inviting me to deliver this address at the Malaysia OpenGov
Leadership Forum 2016.
2
THE 4TH INDUSTRIAL REVOLUTION SCENARIO
3.
Today,
nations
throughout
the
world
are
facing
challenging times. We are at the edge of a technological
revolution that will fundamentally transform our work and
our lifestyles. The scale, scope and complexity will be much
bigger than what we have experienced before.
4.
The Davos World Economic Forum held in January
2016 referred to it as the Fourth Industrial Revolution. The
First Industrial Revolution witnessed the use of water and
steam power to mechanise production. In the second
electric power enabled mass production while the third
Revolution saw the use of electronics and information
technology to automate production.
5.
According to Klaus Schwab, the founder and Executive
Chairman of WEF, the Fourth Industrial Revolution will see a
fusion of technologies that will blur the physical, digital and
biological boundaries even further.
6.
This Fourth Revolution brings with it the tremendous
potential of technological breakthroughs. From robotics and
artificial intelligence to nano-technology; from the Internet
3
of Things to health analytics; from smart cities to driverless
vehicles; to name but a few.
7.
These are trends that will require considerable support
and actions from government policy makers. New policies
and regulations will have to be formulated to protect the
privacy and rights of consumers and business; ensure
security requirements for critical devices; and deal with
increasingly intelligent machines and gadgets.
8.
The coming of the autonomous car is a case in point.
Google’s prototype self driving vehicles has already seen
over one million miles of self drive testing. Uber, with its
taxi booking killer application is already planning for a
future scenario of self driving taxis. The U.K. government
has issued a Code of Practice for testing fully automated
vehicles on their public roads. It is only a matter of time
before new road transport legislation is introduced by the
U.K. to cater for driverless vehicles.
THE FUTURE OF GOVERNMENT - THE F.A.S.T. MODEL
9.
The government will have to innovate and align itself
to these 21st century technological, economic and social
realities. This is not a new call. The WEF, back in 2011,
4
already envisioned the future of government through the
F.A.S.T. model namely a government that is Flatter, Agile,
Streamlined and Tech-enabled.
9.
Being flatter means:
•
Firstly, bringing the government and the people closer;
•
Secondly, enhancing administrative efficiency through
delayering,
removing
red
tape,
collaborative
work
environments, redesigning business processes and using
business analytics;

Thirdly, speeding up decision-making so that data and
information are available to policy-makers while building
collaboration within and across ministries and agencies;
•
Fourthly,
expanding
cross-sectoral
collaboration
covering the public, private and voluntary sectors to solve
complex problems, gain economies of scale and utilise
innovative ideas and practices.
10.
Agility and adaptability are critical for effective and
innovative government. It covers organizational structures,
processes and service delivery models. It also means an
5
agile workforce of highly skilled knowledge workers with
problem-solving capabilities supported by real time data
and business intelligence.
11.
Streamlined
organisations
backed
by
significant
technological and workforce advances will thrive in the
FAST model of government. They can be very adaptive by
sharing services, talent and other resources in delivering
their mission effectively and innovatively.
12.
Finally, the future government must be fully tech-
enabled and supported by a tech-savvy workforce. The
networked world will require an information infrastructure
that supports new modes of collaboration, information,
governance and ultimately service delivery to the citizen.
13.
The vision of F.A.S.T. as the future government model
is no longer something for the future. In fact it is already
here. For the public sector in Malaysia, the Public Service
Department or JPA, with some foresight, embarked on a
holistic transformation agenda for the public sector through
the Public Service Transformation Framework or Kerangka
Transformasi Perkhidmatan Awam (KTPA) in 2013.
14.
The KTPA consists of 5 strategic thrusts:
6
•
First, to Revitalise Talent to produce competitive,
highly knowledgeable, competent, talented and skillful
public servants to increase performance, productivity and
innovation;
•
Second,
capability
to
and
Reengineer
enable
a
Organisations
dynamic,
agile
to
and
increase
flexible
organisational structure strongly supported by technology;
•
Third, to Enhance Service Delivery for citizen-centric
services to provide fast, accurate, quality, proactive and
responsive public service delivery;
•
Fourth,
emphasises
to
promote
engagement,
an
Inclusive
networking
approach
and
that
strategic
collaboration; and
•
Fifth, to Enculture Shared Values to inculcate a culture
of patriotism, good values, ethos and integrity.
15.
As you can see the KTPA embraces all the key
principles of the F.A.S.T. model of the future of government.
These principles have been incorporated in the 11th
7
Malaysia Plan with strategies towards Transforming the
Public Service for Productivity.
DELIVERING TRANSFORMATION THROUGH THE NEXUS OF
FORCES
16.
The Nexus of Forces model introduced by Gartner is
seen to be most appropriate in designing the required
technological and digital architecture for transformation.
This
approach
rides
on
the
convergence
of
social
networking, mobile, cloud computing and information as an
unstoppable force for change.
17.
As we all know, social networking is transforming the
rules of working while shaping the relationships between
organisations, their customers and employees.
18.
The modern mobile smartphone has become the
primary computing device and access for the majority of
citizens and employees. This means that organisations will
need to build capabilities in mobile integration, security and
application
architecture
to
sustain
the
mobile
work
environment.
8
19.
Massive information generated from a wide array of
sources through daily transactions means organisations
have to take full advantage of the deep insights that such
information offers for decision making and service delivery
solutions.
20.
Today, cloud computing is getting more pervasive thus
enabling the delivery of information and functionality to a
wide range of users and systems. The effect is that
organisations will need to develop skills in cloud security,
cloud administration and enterprise cloud architecture.
DRIVING PUBLIC VALUE THROUGH BID DATA ANALYTICS
21.
Against this backdrop comes Big Data. As Gartner puts
it, Big Data without analytics will remain just that - a
massive volume of data with little value. For the private
sector, analysing large data sets is proving to be a powerful
competitive differentiator in expanding business market
share.
22.
For the public sector, Big Data offers the huge
potential of driving public value at all stages of the policy
cycle and delivering the best services to citizens.
9
23.
A meeting of OECD E-Leaders in September 2015
recognised the critical need for a data-driven public sector
with a strategic approach towards managing Big Data and
new technologies. They recommended that data should be
leveraged strategically in four ways:
•
Firstly, to use data to engage citizens and improve
opennness, transparency and integrity;
•
Secondly, to bring the users’ perspectives into the
design of public policies and services;
•
Thirdly, to find innovative ways to implement policies
and deliver services; and
•
Fourthly to improve capacities and tools to assess the
impact of policies and increase accountability.
24.
In the public sector in Malaysia today, we have already
started to incorporate the fusion of technolgies through
cloud, mobile, social and information analytics.
25.
A lot more needs to be done if we are to realise the full
benefits of digital government. In this respect JPA is
leading the Digital Government Competency and Capability
10
Readiness (DGCCR) initiative to upgrade the capabilities
and competencies of civil servants to operate in the digital
work environment.
26.
One successful initiative for the public sector in
Malaysia, particularly in the context of Big Data analytics is
the Human Resource Management Information System or
HRMIS. Today, HRMIS has developed into a key technology
infrastructure
that
supports
a
wide
range
of
human
resource management functions in the public sector.
27.
HRMIS is utilised by all 738 public sector agencies and
covers data sets for 1.27 million civil servants. HRMIS
contains nearly three Terra Bytes of data, comprising both
structured and unstructured data. Social media data is also
being leveraged to derive valuable insights and predictions
for human resource management.
28. HRMIS has also been upgraded to provide a mobile
interface for users such as myHRMIS Profile, MyHRMIS Cuti
for leave application and MyHRMIS eGL as verification for
civil servants to obtain medical treatment at hospitals.
11
29. The potential for data analytics is huge and we have
only just begun to scratch the surface in terms of leveraging
the analytics for superior talent management and public
sector rationalisation.
30.
Another area where we intend to maximise the use of
digital technologies is in terms of service delivery. This will
involve increasing the availability and interoperability of
government-held data and combining this with predicitve
analytics
to
offer
more
tailored
and
citizen-centred
services.
31.
JPA hopes to utilise the potential offered by digital
technologies to enhance service offerings under two major
service delivery initiatives under the National Blue Ocean
Strategy
agenda.
They
are
the
1Serve
and
1Pesara
initiatives.
32.
1Serve adopts the innovative approach of providing
multiple services at a focal point. We have piloted the
1Serve initiative of the different divisions of JPA at one
focal point. With this, JPA customers do not need to go the
respective divisions to make enquiries, follow up on
applications, make payments or other transactions.
12
33.
What is more unique about 1Serve is that you can also
do transactions beyond JPA such as applying for an
international passport, renewing your driver license or
applying for your myKad.
34.
1Serve is a signature initiative for JPA which can be
replicated in other agencies. Between November 2015 and
February 2016, a total of
13,516 customers have
transacted at the 1Serve counter in JPA. Of this number,
2,434 services involve JPJ, JPN and JIM transactions.
CLOSING REMARKS
35.
I am happy to note that this Forum which is focused on
the theme of Digital Nation 2020 has three key discussion
tracks on Digital Government covering a wide range of
topics some of which I have touched on in my address. The
format of the discussion with a government leader and
technology expert hosting different topical issues is unique
and enables active engagement among participants.
36.
As leaders within your respective organisations, I hope
you will make full use of the opportunity offered by this
Forum
to
recognise
the
emerging
trends
for
Digital
13
Government. The key will be to examine how we can
mainstream the use of digital technologies as we begin
translating the strategies of the 11th Malaysia Plan into
actionable programmes in the final lap towards 2020. We
need to ensure that digital technologies and data are
strategically utilised to attain inclusive and sustainable
growth that is anchored on people.
37.
On that note, once again I thank OpenGov for inviting
me to deliver this address and I wish you a fruitful and
meaningful conversation.
Thank you.
Sekian,
Wabillahitaufik
Walhidayah
Wassalamualaikum
Warahmatulahi Wabarakatuh.
14