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INTAN Trainers Insight Series (ITIS)

Digital Government and 4th Industrial Revolution: Challenges and Opportunities

for Public Service Trainers

I n s t i t u t Ta d b i r a n A w a m N e g a r a

J a b a t a n P e r k h i d m a t a n A w a m

Dr Zainal Ariffin Ahmad, FAScCertified Professional Coach,

Teamcoach International

Digital Transformation

Whether you're a government entity, a large enterprise, or a startup, a true digital transformation takes advantage of technology to focus on the customer, automates work that does not need manual interference, and unleashes your people to truly make decisions that change the path of your company.

Safra A. Catz

CEO, Oracle Corporation

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R E S E A R C H E R

C O F

F T R A I N E R

E D S

L E U

L M L

O I T

W C O A C H

N

R A P P O R T E U R

Fellow, Academy Of Sciences Malaysia ASM (MOSTI) Certified Professional Coach, Teamcoach InternationalConsultant, True Competencies Assessment Tools (TruCAT)Advocate, Challenges Foundation Adjunct Professor, Asia e-UniversityResearcher, Centre Of Social Innovation (COSI), UTP Panel, National Occupational Skills Standard (MOHR)Member, International Association Of Coaching (IAC)Member, National Science & Research Council (NSRC)Recipient, Anugerah Akademik Negara AAN (MOHE)Professor and Deputy Dean, College Of Graduate Studies & Graduate Business School, UNITENAssociate Professor, School Of Management & Graduate School Of Business, USMResearch Fellow, University Of New South Wales

Dr. Zainal AriffinAhmad (Retired Professor 1 June 2015)Doctor of Education (Ed.D.) 1994, M.B.A. 1989,

B.Sc. 1987, Northern Illinois University

ABSTRACT

In the era of the 4th Industrial Revolution, trainers in public sector training institutes (ILA) are expected to be experts in preparing public service employees with Industry 4.0 competencies.

In this session, we will talk about challenges faced by public service trainers in the 4th Industrial Revolution.

• Two questions to ponder:

1. What is the readiness of public sector training institutes (ILA) in facing the 4th Industrial Revolution?

2. How can ILA trainers inculcate Industry 4.0 Competencies in their training?

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OBJECTIVES & IMPACTS

• Share insights on how Industry 4.0 competencies can be embedded in the public sector training programs as we embark on digital government in the 4th Industrial Revolution.

• Discuss how trainers can prepare themselves to inculcate the digital government in 4IR competencies in training.

• Develop action plan by public sector training institutes (ILA) for Industry 4.0 training.

• Understanding the relevance of the Industry 4.0 (I4.0) competencies for Public Service in the 4th Industrial Revolution (4IR).

• Identifying challenges for trainers in implementing Industry 4.0 training

• Exploring opportunities for Industry 4.0 training programmes

Fourth Industrial Revolution (4IR)

“The Fourth Industrial Revolution is within our control as long as wecollaborate (as companies, governments, academics) across geographies,sectors and disciplines going forward.”

Klaus Schwab, Founder and Executive Chairman,

World Economic Forum

An overarching industrial transformation

that covers every aspect of industries and

economic activities including every aspect

of living.

It is a total transformation of all sectors into

new system and/or way of life that will

change the way we do businesses.

Current technological advances at times

also considered as ‘disruptive technologies’

due to the convergence of the physical,

digital and biological worlds.

• INDUSTRY 4.0

• (I4.0)

Production or manufacturing based industries

digitalisation transformation, driven by

connected technologies.

Industry 4.0 introduces what is referred to as

“smart factory” in which cyber physical

systems monitor real time physical progress of

the factory and are able to make decentralized

decisions.

Other terminology includes Smart

Manufacturing. Some regard Industry 4.0 as a

subset of the 4th Industrial Revolution.

How Industry 4.0 competencies can be

embedded in the public sector training programs as we embark on digital government in the 4th Industrial Revolution

(4IR).

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The 10 countries best prepared for the new

digital economy

An ability to use technology effectively will be highly sought after for both skilled and unskilled workers, with 22% of global job growth expected in digital positions by 2022. At the same time, as automation plays an increasing role, ‘softer’ interpersonal skills will grow in importance.

(WEF White Paper, 2016)

https://www.weforum.org/agenda/2016/07/countries-best-prepared-for-the-new-digital-economy

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https://www.weforum.org/system-initiatives/shaping-the-future-of-digital-economy-and-society

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HOW:

ILA can inculcate digital government

in 4IR competencies in training?

Competencies, Skills and Abilities

“There’s never been a better time to be a worker with special skills or the right education, because these people can use technology to create and capture value. However, there’s never been a worse time to be a worker with only ‘ordinary’ skills and abilities to offer, because computers, robots and other digital technologies are acquiring these skills and abilities at an extraordinary rate.”

Erik Brynjolfsson and Andrew McAfee, MIT Initiative on the Digital Economy

(quote from their book The Second Machine Age)

Source: World Economic Forum White Paper (January 2016)

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Digital Government versus Industry 4.0 Organisational Capabilities Big 8 Competencies

Capability 17 Organisational Competencies

Vision & Strategy Digital Vision

Digital Strategy

Organisational Synergy

Citizen Offering Citizen-Centric

Government Services

Citizen Care

Information Data Collection

Analytics

Reporting

People Culture

Knowledge & Skills

Learning & Development

Technology Systems & Integration

Architecture

Digital Enabling Tools

Operations Organisation

Processes23

Big Eight Competency Dimensions

Leading and

Deciding

Deciding and Initiating Action

Leading and Supervising

Supporting and

Cooperating

Working with People

Adhering to Principles and Values

Interacting and

Presenting

Relating and Networking

Persuading and Influencing

Presenting and Communicating Information

Analyzing and

Interpreting

Writing and Reporting

Applying Expertise and Technology

Analyzing

Creating and

Conceptualizing

Learning and Researching

Creating and Innovating

Formulating Strategies and Concepts

Organizing and

Executing

Planning and Organizing

Delivering Results and Meeting Customer

Expectations

Following Instructions and Procedures

Adapting and

Coping

Adapting and Responding to Change

Persuading and Influencing

Enterprising and

Performing

Achieving Personal Work Goals and Objectives

Entrepreneurial and Commercial Thinking

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Lessons Learned (Digital Policy Playbook, WEF, 2017)

Estonia’s digital journey was focused on creating efficiency, from back office operations to service delivery. The country started implementing digital technologies from the late 1990s in the delivery of government services. Over time, the use of digital technologies as a key differentiator became a main pillar of Estonia’s national economy and strategy. Its digital transformation was built on three pillars:

1. A focus on human-centred design to ensure widespread adoption and usage

2. The leveraging of digital ID and secure data exchanges across an array of sectors and applications

3. Coordinated cyber-risk management in a resilient and coordinated way (and not in silos).

One of Estonia’s primary success factors for accelerating digital government services has been adopting the government as a platform model across the overall economy. This has translated into the adoption of secure and shared platforms and common data across public and private sectors, where digital services were built on top of these platforms. 26

ACTION PLAN

G.R.O.W. Model

How to inculcate Industry 4.0 competencies in my organization’s training?

Challenges in Your Practice and Profession

Trainer and Training competencies

My organization is I4.0 ready

29Source: Adapted from Enterprising Nation report Karpin et al April 1995

KARPIN Innovation Driven Business Model

Innovation driven, People Centric Business Model

Increased efficiency and effectiveness

Innovation in the

workforce

Internationally

competitive

businesses

Develop an

entrepreneurial

culture of employee

empowerment and

measured risk taking

More effective and skilled workforce

Establishing

clearly defined

job roles

Creation of

benchmark

competencies

Identification of

Key Performance

Indicators

Integrated Business

Centric Learning linked

to the achievement of

business outcomes

Employee Development Platform / Foundation

Competency Based

Talent ManagementCM

WFP

STAFFING

T&D

PM

REWARDS

ENGAGE

OD

Workforce Planning

Strategy for future talent needs Talent Seeding

Staffing

Short-term Plan Sourcing Hiring Integrating

Training & Development

Training Development

Performance Management

Career Development PM

Rewards

Compensation Benefits Personnel Admin.

Engagement

Engagement Change Management

Org. Development

Strategy & Structure Critical Talent & NGL Mgmt. Succession Mgmt.

Competency Management

Needs assessment Intervention

(TruCAT, 2017)

Action Plan: How TRAINING can prepare Public Services staff for Digital Government and Industry 4.0

NATIONAL COMPETENCIES STANDARD (NCS) MALAYSIA

Industry 4.0 Competencies

TRAIN THE TRAINER (TTT) COMPETENCIES

Vision & Strategy

Citizen Offering

Information People Technology Operations

1. Determine Training Needs (assessing competencies gaps)

Behaviours

2. Design Training Courses Mindsets

3. Deliver Training (Standup, virtual, digital)

Skills

4. Conduct Training Assessment Relationships

Lessons Learned (Digital Policy Playbook, WEF, 2017)

Based on the Singaporean experience, governments cannot build a digital nation without first maturing their digital government. Singapore started the digital government journey 35 years ago by focusing first on computerizing and building infrastructure to push all government services online (98% of those services went online by 2000).

Then, it moved to another phase on a single mobile platform, where 300 services were mobile by 2010. The current phase is about building stronger collaborationbetween government and citizens, where all 1,600 government services are fully digitized (e.g. 95% of Singaporeans pay their taxes online in less than 10 minutes).

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In 2030, how would the Public Services in Malaysia look like:

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Way Forward

• As a Trainer, I will…..

• My training organisation will…

ReferencesKagermann, H., Wahlster, W., Helbig, J. (2013). Recommendations for implementing the strategic initiative Industrie 4.0. Report, Industry 4.0 Working Group.

Muamillah Hj Anuar (2015). Digital Government in Malaysia. CICC, Tokyo, Japan.

Plattner, H., Meinel, C. & Leifer, L. (2015). Design Thinking Research: Building Innovators (Eds.). Institute of Design at Stanford.

Prifti, L.; Knigge, M.; Kienegger, H.; Krcmar, H. (2017): A Competency Model for "Industrie 4.0" Employees, in Leimeister, J.M.; Brenner, W. (Hrsg.): Proceedings der 13. Internationalen TagungWirtschaftsinformatik (WI 2017), St. Gallen, S. 46-60.

Progressive Malaysia 2050. Full report is available online at www.akademisains.gov.my/foresight

https://toplink.weforum.org/knowledge/insight/a1Gb0000000pTDaEAM/explore/summary

https://www.weforum.org/agenda/2016/07/countries-best-prepared-for-the-new-digital-economy

World Economic Forum White Paper (January 2016). Digital Transformation of Industries: Digital Enterprise. In collaboration with Accenture. Geneva: WEF.

World Economic Forum White Paper (September 2017) Digital Policy Playbook 2017. Geneva: WEF.