02 How to Walk the Tightrope in a Multi-polar World
04 Can Singapore Flourish in a Disrupted Word?
06 Ready to Turn Challenges into Opportunities?
08 Kok Ping Soon Talks about Digital Government in a Changing World
10 Kevin O’Leary Chats about Risks and Opportunities in an Interconnected and Multi-polar World
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01 What’s In It for You in the Multi-polar World?
13 Startup Lessons Learnt from Parenting
02 How to Walk the Tightrope in a Multi-polar World
04 Can Singapore Flourish in a Disrupted Word?
06 Ready to Turn Challenges into Opportunities?
#LATEST@SCS
14 Tech3 Forum 2022 Explores Possibilities in a Multi-polar World
16 Recognition of the Top 10 Champions in AI Ethics & Governance Certification
17 NLB and SCS Collaborate to Get Citizens Ready for Smart Nation
18 Honorary Fellowship Conferred on Two SCS Members
08 Kok Ping Soon Talks about Digital Government in a Changing World
10 Kevin O’Leary Chats about Risks and Opportunities in an Interconnected and Multi-polar World
08 10 Vision
20 Call for Nomination for Tech Leader Awards 2023
21 SCS and SID Prepare Tech Professionals for Boardroom
23 Tech-Across-the-Sectors Lunch Seminar Centres on Risks and Cybersecurity
24 Invitation to SCS Splash Awards Talent Showcase
25 Highlights from SCS Golf Day 2022
Increasingly, we hear people talking about our world being multi-polar – and just recently, the theme for SCS Tech3 Forum 2022 was set around that. So it appears, everyone knows something about multi-polarity, even though “multi-polar” is not an actual word as far as our dictionaries Oxford and Longman are concerned.
It is a fact. Our world is rife with geopolitical differences. It has been for a while now – but supply chain disruptions during the pandemic aggravated the tension. Then the Russia-Ukraine war broke out and made it worse.
As a small nation, our best bet is to stay neutral – and alert. After all, the volatile situation can change anytime. But that’s hardly enough. We learnt from Distinguished Fellow of Asia Research Institute, Prof Kishore Mahbubani and Ms Jacqueline Poh, Managing Director of Singapore Economic Development Board, that navigating within the parameters of safety and proactively strengthening our fundamentals as a nation, an economy and a tech community during these times are important ingredients to a winning strategy.
Particularly, for tech companies and professionals who are not just looking to survive but also grow and thrive, embracing challenges and turning
them into learning and business opportunities are essential. However, while we are at it, we would do well to remember the advice from Mr Kevin O’Leary, J.P. Morgan’s Managing Director, and APAC Regional Chief Information Security Officer to safeguard our data well – because it is the new gold.
In which case, with some luck and strong leadership from the likes of GovTech’s Chief Executive, Mr Kok Ping Soon, we would all be able to harness new opportunities and lock in digital transformation gains from COVID-19. Indeed, we can’t wait to hear from him and his team next year on what comes after the Digital Government Blueprint.
Like it or not, just like a newborn, the multi-polar world comes without a manual – so challenges are a given and continuously building up our arsenal of transferable skills is a must. But before all else, let us give you some first-hand insights in this issue.
Happy reading!
TAN TENG CHEONG Editor Fellow, SCS tan.teng.cheong@scs.org.sgTan Teng Cheong
Vladyslav Koshelyev
Kishore Mahbubani
Surabhi Malani
Jacqueline Poh
Claudia Lim
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EDITOR EDITORIAL SUPPORTAn Arab proverb wisely says: He who speaks about the future lies even when he tells the truth. This proverb is absolutely right. The future is always unpredictable.
PROF KISHORE MAHBUBANI Distinguished Fellow, Asia Research Institute, National University of Singapore Author, The Asian 21st Century and Has China Won?
Yet, in geopolitics, the future can also be predictable. Hence, it’s certain that over the next decade or two, the geopolitical contest that has already begun between the US and China will accelerate. Why am I certain?
As I explain in my book, Has China Won?, the world’s number one power (today, the US) always tries to push down the world’s number two power (today, China) when the number two power is about to overtake it. In nominal market terms, China’s GDP is projected to become bigger than that of the US over the next decade or two. And actually, in purchasing power parity (PPP) terms, China’s GDP became bigger than the US’ in 2016.
It’s vital to emphasise here that this geopolitical logic is cold and ruthless and has nothing to do with personalities. Trump launched the geopolitical contest against China when he unleashed the trade war against China in 2018. Trump is gone. Joe Biden, who replaced him, is a much nicer guy. Yet nothing changed. Biden said in 2019: “President Trump may think he’s being tough on China. All that he’s delivered as a consequence of that is American farmers, manufacturers and consumers losing and paying more.” However, he hasn’t removed any of Trump’s tariffs on Chinese products since taking office. He would be politically crucified in the US if he did so. That’s how strong the anti-China consensus has become in the American body politic.
And this geopolitical contest has nothing to do with ideology or values, even though the Biden Administration officials say that this is a contest between “Democracies and Autocracies”. During his State of the Union Address on March 1, 2022, President Biden said: “In the battle between democracy and autocracy, democracies are rising to the moment”.1 Yet, even though the US claims to only cooperate with democracies, it doesn’t hesitate to cooperate with autocracies like Saudi Arabia or Vietnam if it has to. Interests always trump values in geopolitical contests.
All Singaporean firms, especially in the tech sector, should therefore watch what
1 The White House, “Remarks
is happening in this geopolitical contest closely as they could easily get caught in the crossfire. It’s clear that the US will try to stop China’s rise by trying to either reduce its pace of technological development or by denying it access to advanced American technology, such as semiconductor chips. Many in the US also believe that one way for the US to stop the rise of China is to “decouple” the US and Chinese economies. Hence, we can expect the US to mete out harsh economic measures against China from time to time.
Even close allies of the US will not be spared if they violate American policies. I learnt this first-hand from speaking to a senior British official in Davos in January 2020, just before COVID-19 broke out. He assured me that the UK would proceed with using Huawei equipment in its 5G networks since British GCHQ officials had been “planted” in Huawei offices to “scrub” Huawei technology. This same British official also said that the UK would never capitulate to American political pressure to keep Huawei out of the UK. Yet, exactly six months after our conversation, the UK capitulated. On 14 July 2020, UK Culture Secretary Oliver Dowden announced that UK network operators would no longer be allowed to buy Huawei equipment by the end of that year, and that they would have to remove existing Huawei equipment by 2027. Dowden estimated that the Huawei ban would cost the UK two billion pounds.
If a powerful country like the UK is forced to capitulate to American pressures on technological dealings or cooperation with China, it is understandable why smaller countries will have to be even more careful. Huawei is one good example of how the US is applying pressure on China in the tech space. Another is to deny China access to the most advanced semiconductor chips. The US is doing this in two ways. In March 2022, Washington, DC asked Japan, South Korea and Taiwan to join it in forming the Chip 4 Alliance, with the purported aim of excluding China
from the chip-making global value chain. Secondly, the US Congress passed the US$280 billion Chips and Science Act in August 2022. A core goal of this bill was to boost semiconductor manufacturing in the US. All these measures have one goal: to stop China from catching up with the US in advanced computer technology, especially in chips.
Will these measures succeed? Will they stop China’s development? Only time will tell. The record shows that it’s difficult to stop China’s technological development. For example, in 2011, the US passed the Wolf Amendment, which prohibited NASA from using federal funds to cooperate with China and China-affiliated organisations. Yet, despite this, China made spectacular advances in outer space exploration, reaching both the dark side of the moon and Mars. Hence, the American measures to stop China in chip manufacturing could also fail.
Fortunately, the Singapore government has made it clear that it will not take sides in this accelerating US-China geopolitical contest. Singapore wants to be friends with both. In a BBC interview on 14 March 2021, Prime Minister Lee Hsien Loong said that “It is not possible for us to choose one or the other because we have very intense and extensive ties with both the US and China, economic as well as in other areas, and so do many other countries in the world.”2
Similarly, Singapore tech firms should not take sides, and learn to walk the current diplomatic tightrope between US and China carefully by establishing good relations with both their US and Chinese counterparts. At the same time, they should be acutely aware of sanctions that US and China have imposed on each other. Singapore firms should not violate these sanctions – or they risk getting caught in the crossfire. Follow the news carefully, and be very careful when this tightrope begins to move erratically. Good luck!
1 March 2022, https://www.whitehouse.gov/briefing-room/speeches-remarks/2022/03/01/remarks-of-president-joe-biden-state-of-the-union-address-as-delivered/.
2 Prime Minister’s Office Singapore, “PM Lee Hsien Loong’s interview with BBC for Talking Business Asia,” 14 March 2021, https://www.pmo.gov.sg/Newsroom/PM-interview-with-BBC-for-Talking-Business-Asia.
2022 so far has been the year that no one really saw coming. While many of us have learnt to live with COVID-19 and travel has rebounded to some extent, major disruptions to the global economy will have protracted impact on businesses and societies. Faced with a world where “slowbalisation” is a feature and strategic decoupling is a reality – how can Singapore thrive?
The challenges today are manifold – whether geopolitical, economic or social – with key examples being the Ukraine-Russia conflict, heightened inflation, “slowbalisation” (a reversal of the globalisation of supply chains) and downward pressure on growth.
Intensifying US-China tensions have also fuelled the rhetoric of decoupling, though not all sectors will be affected in the same way. Strategic sectors and those with more critical technologies will see a harder decoupling. This means that companies with products in strategic sectors will have to make harder choices about where they site production, R&D, markets and shareholding.
Can Singapore thrive in a such a world? This depends on how well we husband our resources, and whether we can stay agile and grasp the opportunities that present themselves.
Senior Member, SCS Managing Director, Singapore Economic Development Board
We have emerged strongly from the pandemic with an enhanced reputation as a stable and neutral country, and a trusted node for supply chains. Singapore remains attractive to frontier manufacturing investments and continues to draw companies seeking a control tower and procurement hub for their regional and global operations.
The digital economy will continue to be a large part of the region’s growth. During the pandemic, Southeast Asia added more than 60 million new digital consumers, and the region’s digital economy is on track to becoming one of the world’s fastest-growing digital markets. Singapore continues to be a welcoming location for firms to invest in and offers a nurturing and vibrant ecosystem that supports tech companies. To date, this has spurred tech giants such as Meta, PayPal, Google and Bytedance to locate their hubs in Singapore.
We will continue to improve long-term infrastructure to supercharge digital connectivity, ensure a conducive startup environment and provide access to capital, research and talent. Notably, we are on track to achieving nationwide 5G coverage by 2025 so that businesses and consumers can enjoy faster network speeds and new applications – especially crucial for companies in the Internet of Things (IoT), Metaverse and Web3 space. Additionally, we are committed to maintaining a stable digital environment and defending the cybersecurity space for end-users. We are doing this by advocating for international cyber norms and being a trusted data hub.
Talent is key in powering the growth of our tech sector. We are equipping local fresh graduates and mid-career workers with relevant technical skillsets through postgraduate education, corporate training and upskilling programmes like the TechSkills Accelerator (TESA).
We have also selectively brought in successful global entrepreneurs and innovators who can translate technological innovations into scalable and viable business models. This has been done through the Tech.Pass scheme. As of end July, we have approved over 250 high quality applicants from 37 countries, with experience in areas such as artificial intelligence (AI), cybersecurity, EduTech, FinTech and Software as a Service (SaaS). The success of Tech.Pass informed the decision to expand the scheme to more non-tech sectors and enhance benefits through the new Overseas Networks & Expertise Pass for global talent.
Other recent enhancements to Singapore’s work pass framework will further support efforts to build and retain talent – especially those with skills in demand – so that businesses can grow faster and in turn, uplift our Singaporean core workforce.
With Singapore’s strong intellectual property (IP) ecosystem, we have become known as a centre for digital innovation activities – such as software development, cybersecurity and AI. Despite the recent global correction in
tech valuations and expectations of more constrained venture funding, we expect digital startups with sound business models and paths to profitability to succeed.
To that end, government agencies will partner companies to experiment in a live environment, but within defined risk parameters. For example, ADDX, a capital markets blockchain platform, first tested its platform within the Monetary Authority of Singapore’s FinTech Regulatory Sandbox and was subsequently approved as a recognised market operator and capital markets licensee.
At the same time, the Economic Development Board is growing the momentum of corporate venturing. Our Corporate Venture Launchpad programme offers companies funding and support through concept validation sprints to test innovative ideas with the potential to grow into globally competitive businesses from Singapore. This forms part of our broader goal to partner businesses in developing purpose-led digital solutions that can solve today’s problems and secure a better future for Singapore and the world.
As Formula One driver Ayrton Senna once said: “You cannot overtake 15 cars in sunny weather…but you can when it’s raining”. Amid global headwinds, there are tailwinds we can ride on in our part of the world. Through close support and partnerships with the tech and business communities, we are unlocking the opportunities ahead for Singapore.
Fresh out of university, I’ve taken my first career step into the tech industry. If you’re reading this, you are invited to the front row seat of my expectations, anxieties, revelations, and aspirations about this expanding, booming industry.
SURABHI MALANI
Girl in Tech, SG100WIT List 2021
Associate Product Manager, Shopee
As students, we often feel blindsided and almost as if we were thrown into the working world after completing our university years. Partly, this is a result of placing too much focus on academic grades during the school years, and missing out on opportunities to build and strengthen soft skills and personal branding as well as explore potential interests and passion. Undoubtedly, going through internships and trying different roles and opportunities do offer some first-hand hands-on job experiences. However, internships are also often too short to provide a full perspective of the roles. When it comes to job applications, just reading the job description is not enough, since it only gives one a surface-level understanding of the role. Big question: how then can a to-be fresh graduate understand what skills employers are looking for and build their portfolio accordingly?
DECODING THE BLACK BOX: ANSWERS ARE OUT THERE, JUST LOOK FOR IT
For me, I realised that before I take a leap, I should step out of my comfort zone to learn more about the industry. Hence, I turned to platforms like LinkedIn and other online communities where I was able to connect with like-minded individuals as well as working professionals who were doing the exact job I want to pursue. They shed some light on the skills I should have and provided inspiration for opportunities I could create for myself. Through their expert advice and insights, I identified ways to build my brand. Some things I did: I signed up for leadership opportunities at my university and various companies, cofounded a tech focused club, invited professional guest speakers, organised
webinars, participated in hackathons and competitions, and more.
ZONING IN ON THE TECH INDUSTRY: YOU MAY ASK WHY TECH SPECIFICALLY?
Tech has become an integral part of everyday life, from digital payments to e-commerce stores, social media platforms, and more. The possibilities tech offers are endless. You can curate hyper-localised platforms, bring a community together, or launch an application that provides convenience for daily mundane tasks at the click of a button.
It is a common misconception that only technical skills carry weight in the tech industry. In fact, there are plenty of roles that require creativity, problem-solving skills, vision and much more. Personally, I’ve found what drives me is working on consumer-oriented products, which allow me to channel my passion for giving back to the community. An example would be to work with diverse stakeholders from start to finish to meet a business demand while concurrently improving the user’s journey.
I am fortunate. I have landed a role in the tech industry that fits all my deciding factors – product management.
THE GOOD-OLE IMPOSTER SYNDROME: AM I EVER GOING TO BE GOOD ENOUGH?
As rewarding as the tech industry is, it is also very competitive and intimidating. It’s only human to experience imposter syndrome and doubt your abilities when surrounded by a sea of capable individuals. This can be nerve-wracking at times, especially in roles like mine where the entire team is dependent on requirements I – the product manager – put forth. Nonetheless, these jitters can be easily turned into motivation and
channelled into problem-solving with a change in perspective.
You would ask how that can be done. Let me share my experience. First, ask many questions – when in doubt, be brave, speak out and ask questions. As my manager would say, “always ask questions until you are fully confident of the answers”. Second, set goals and tasks to be achieved week to week, and track them as you go along. Being able to visualise progress will give you a sense of accomplishment for your projects. Third, be open to receiving feedback on areas for improvements. Reach out to colleagues or your manager for support, and find a good mentor who can not only coach you on a personal level but also enable you to strengthen in areas you wish to develop in. Last, always have a positive mindset towards learning. Through expanding your domain knowledge, you will grow to become more confident and proficient for your project or product at hand.
IT’S JUST THE BEGINNING: I CAN’T WAIT TO SEE WHAT’S IN STORE
As I move forward in the industry, I’m truly excited to see what else the tech industry has to offer. There’s no doubt that tech is complex, taxing and anxietydriven, but it is also more than that.
The power of tech truly shines when it empowers us to relieve aggravating pain points, and in some cases go above and beyond.
On the immediate horizon, I aspire to continue in my current line of work and challenge myself with new products and projects. I want to keep my drive for knowledge and pursue further studies to upskill myself. Additionally, I want to be inspired by others and foster stronger connections. The possibilities and opportunities are endless – so is my passion for the industry.
KOK PING SOON
Senior Member, SCS Chief Executive, GovTech
Earliest Tech Experience: Sony Walkman
Currently Reading: How the World Really Works by Vaclav Smil
Currently Watching: For All Mankind
App You Can’t Live Without: WhatsApp
Pet Topic of the Moment: How to build an agile organisation
Favourite Way to Relax: Brisk walking, cooking for family
The Digital Government Blueprint (DGB), launched in 2018, was an ambitious plan to harness technology and digitalise the Singapore government. Five years on and through a pandemic – the DGB is nearing its delivery milestone in 2023. What does it mean to push the boundaries of a digital government in an ever-shifting and postpandemic world? The IT Society sits down with Kok Ping Soon, Chief Executive of GovTech, to find out more.
Q: Question, PS: Ping Soon
Q: Post-pandemic, what are some of the biggest digital trends? PS: COVID-19 has accelerated the pace of digitalisation. Pre-pandemic, many organisations saw remote work as an impossibility – which was proved otherwise during the circuit breaker. The use of digital collaboration tools has also skyrocketed. Our workforce and even seniors are now experts in doing video calls and telemedicine is now prevalent. Even in hawker centres – the last bastion of cash payment – the use of digital payments have increased significantly. These trends will likely continue postpandemic and it is necessary for us to lock in these digitalisation gains.
Q: How is GovTech and the public service leveraging this?
PS: We are repurposing the digital solutions developed during COVID-19 for wider usage. For example, Postman, which is built on the Twilio platform to enable the government to send nationwide COVID-19 updates through the Gov.sg WhatsApp channel, has now been expanded to support email, SMS and Telegram. The MaskGoWhere site that’s built on AWS, is now repurposed into a GoWhere stack that has spun off many other GoWhere sites to help citizens gain access to government services. For example, we recently worked with the Ministry of Social
and Family Development to launch SupportGoWhere, enabling Singaporeans to easily locate available social grants and assistance.
More than ever, agencies today recognise that technology is integral to the way they develop policies and design operations. We are building on this momentum with a third round of engaging our agencies to develop their Ministry Family Digitalisation Plan. Agencies are now thinking deeper. It is no longer just about coming up with another application or system, but asking themselves how business processes can be changed to integrate technology into what they do.
Q: What are some possible setbacks?
PS: One would be the recent spate of scam incidents – which decreased people’s confidence in using online services. While it’s partly about user education, we cannot always pass the buck to the users. Is there more that service providers can do to prevent this? Both users and service providers have shared responsibility to increase the confidence and trust in digital services. Another is accessibility. There will be segments of the population that cannot fully participate because the services designed do not cater to their existing lifestyles. This has to be addressed and taken care of so no one is left behind.
Tech proficiency can be a limiting factor when it comes to imagining possible solutions. While we don’t need everyone to learn coding, people need to have a certain appreciation for what tech offers. Techies won’t know
what the banking sector is like or how our healthcare system works, much less the problems that need solving in these sectors. We need the people in healthcare to suggest ways to solve problems with tech. That’s why we are elevating technology literacy across the public service, so that we can better understand and realise the potential of technology.
Q: With the DGB nearing the end of its five-year timeline, what’s next for GovTech?
PS: Well, it’s almost time to submit the report card. The good thing is, we have already achieved some of the KPIs and are on the cusp of achieving the rest. We are now kickstarting the process of thinking about the next bound for Smart Nation and Digital Government.
The current DGB is anchored on two core principles – digital to the core and serve with heart. But we need to look beyond that. Take digital to the core. It’s no longer just digital technologies
that are available to the government; there’s Internet of Things, robotics, 5G and many more possibilities. How might we move beyond digital to embrace the broader suite of technology available – and drive transformation to the core. Same goes for serve with heart. It cannot start and end with service delivery, and has to be embedded right from the beginning in policy design. It is only then that we can offer services that are integrated, citizen-centric and more anticipatory.
These are some of the core tenets that we want to push the boundary in the next few years. That said, I don’t think it’s something GovTech alone can develop. So we are taking a consultative approach from the ground-up, whether it’s through engagement with stakeholders like SCS or our Tech Kakis ambassadors. I look forward to co-creating and discovering this next bound for GovTech and digital government together – so watch this space.
“COVID-19 has shown that we need to be more agile in the way we organise government – not least because the challenges we face today are complex and multidisciplinary. We showed how quickly we can mount diverse tech-ops teams to solve burning problems during the pandemic. Now, we need to hardwire the right processes and structures so that the government as a whole can be more agile in the way we respond on an ongoing basis.”
What is a personal mantra that guides you professionally?
What is an advice for aspiring tech talent looking to join the sector?
What is an advice for mid-career tech talents to better navigate this complex environment?
I am looking forward to the day when…
Member, SCS Managing Director, APAC Regional Chief Information Security Officer, J.P. Morgan
Earliest Tech Experience: Pac-Man game machine (a gift received in the ’80s which seeded the interest in computer games)
Currently Playing: Red Dead Redemption with children as a family bonding activity
Currently Watching: The Sandman
Currently Reading: Prisoners of Geography by Tim Marshall An App You Can’t Live Without: Twitter
Favourite Way to Relax: Running and dragon boat racing (just picked up in the last few months)
Pet Topic at the Moment: Rugby (first as a player, then a referee, and now a spectator)
The world has a new order. There is no one clear leader. Instead, there are different centres of power and many shades of grey in between. For businesses navigating such volatile times and barely keeping up with the punishing pace of digital transformation, are there much welcomed opportunities waiting at the end of the rainbow? Or do unforeseen risks lurk ahead? The IT Society checks in with Kevin O’Leary, J.P. Morgan’s Managing Director and APAC Regional Chief Information Security Officer, to get his perspective.
Q: Question, KL: Kevin O’Leary
Q: What are some peculiarities people living in our time are contending with?
KL: We are living in interesting times. Where it used to be that protecting physical belongings was the focus, securing our personal data takes a greater importance these days. And that can be quite challenging because sometimes we give away our personal information such as on social media platforms or when subscribing to services without realising its implications. Then thanks to cloud technology, it is hard to know exactly where our data is – we could be in Singapore but our data can be anywhere. Add to that, these days most people own a smartphone which not only has great computing power, but also stores a lot of personal information.
That is why in recent years, governments are increasingly tightening regulations and setting up barriers to ensure that data are kept in their countries. Concurrently, countries step up on their education programmes about scams and data risk management. But let’s not forget that these are all happening very quickly because internet really only came around in the late 1980s and the first cybersecurity laws came into effect in the 2000s – so everyone including the regulators are learning as we go along.
Then we have another trend that is happening in parallel. Although the world has become diversified in many ways, the world has also grown to become more interconnected and
interdependent over the past few years. Unified areas of production such as semiconductors in Taiwan and sunflower seeds and oil in Ukraine have made supply chains more complex and vulnerable all at once. We saw that at the peak of COVID-19 outbreak when supply chains were disrupted.
So if we take the first part – citizen protection, add in the second part – trade protection and economy preservation within a context of something like COVID that broke supply chains across the world, and put some political issues on top of that –we are in a very volatile situation. That is where we are now.
Q: How has these in turn shaped business conversations around risks?
KL: Cybersecurity is technologically based – but if we think about information security and how technology touches every aspect of our lives today, it is not hard to understand why businesses are starting to see cybersecurity as less of a technology discipline but more of a risk-focused area. To break it down more simply, we could be talking about antivirus, malware defence, intrusion protection or any of the technology stacks within the cyber framework from a technical standpoint, but if we were to take them as a whole they become business risks and business issues. What this really means is that we are increasingly seen as risk professionals and less as technologists.
And truly, risks come in all types, forms, and anywhere. One example that everyone can relate to is how you only used a computer at work 20 years ago, so risks are contained in the workplace. Then, as people start to get home desktops and laptops, risk factors multiply because people may not necessarily know how to secure their personal systems. Just imagine, now each of us is walking around with a phone that is not just 100 times more powerful than systems we used to have, but also comes with an in-built microphone and camera. How can we be sure no one is watching or listening?
On the other end, threat actors have also changed significantly. Defacements and destruction were very much the dominant adversary in the early days. Eventually, stealing things like credit card numbers to launch direct attacks and siphon off money from accounts overtook that. And today, identity theft is nothing new. Incidentally, none of the old threats has gone away, but the new ones just emerge and add on.
Q: How do these conversations vary between industries? Or for that matter companies operating in markets with different regulations?
KL: On the surface, you would think they are the same. But when you go a bit deeper and better understand the operations of each industry, you will see some differences, particularly their priorities where data integrity, data availability and data confidentiality are concerned. Because if we work through different industry verticals, we’ll see differences in the way they operate, connect with customers, work with external partners, etc.
For example, data integrity is going to be more important than data availability for a pharma company. In comparison, the banking industry with its high velocity trading where milliseconds can make a difference to profits will place far greater importance on data availability and confidentiality. But that is not to say that data integrity is unimportant to the banking industry, it is just the level of priority. Different industry circumstances impact their priorities, and it makes sense for them to focus on what’s important to them from a business perspective.
Paradoxically, we would imagine that companies take a unified approach towards data risk management and protection. But the complexity resulting from operating in different markets with varying regulations due to diverse approaches adopted by regulators can cause governance to be a lot more nuanced in reality. So it is not unusual for businesses operating in different parts of the world to have to juggle between meeting different expectations across their different business functions. In some instances, they may even find themselves varying their strategy for a single function across different countries.
Q: Amidst this multi-polar and interconnected world, are there any opportunities for businesses?
KL: The good news is that people want businesses to thrive, and governments intrinsically want their economies to prosper. Therefore, although some predict that the next 10 years will be very challenging, we can take heart that things will not be universally bad for everyone, and there will still be pockets of opportunities.
An area where we can expect to see rapid growth and potentially catalyse growth in other domains is 5G. With the 5G network, technologies like robotics and automation will be empowered and our daily lives will also be significantly different. But for these to happen, we need to first achieve the capability to transmit huge amounts of high quality data at a very fast speed. Of course, the stakes for risks will also correspondingly increase when that happens.
Other opportunities that I am personally invested to watch out for are in the areas of artificial intelligence and machine learning with the empowerment of 5G, blockchain (and not just the crypto part), quantum computing, and the one area that underpins all the above – sustainability. Most people know blockchain for being highly secured and immutable, but nobody has really found a way to completely crack a distributed ledger or leveraged it in a positive way. As for quantum computing, it holds the promise of bringing programming and computers into a new era by moving away from the 16- and 32-bit approach. Finally, we are all acutely feeling the impact of climate change now – and the only way to get out of this alive is to figure out how we can progress and capture opportunities without sacrificing sustainability.
“Data is the new gold – the more you hold, the more vulnerable you are to attacks. Therefore, businesses need to recognise that while good cybersecurity policies and secured systems are helpful in staving off threats and risks, taking a rational approach to streamlining data collection is just as important.”
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One serial entrepreneur once compared caring for a newborn with building a disruptive startup. While I find the connection with my child a lot deeper than anything I’ve done at work, it is true that parenting can benefit a lot from what we call – transferable skills.
Afew weeks ago, we welcomed our newborn daughter to the world. Suddenly, all the comments from my colleagues about how raising a child is the toughest job they ever had – became my business. Indeed, just like in a startup, developing a long-term plan, balancing many priorities and carefully budgeting expenses are all urgent and important for a new parent.
Taking the analogy further, fluency with tech can be important for parenting. Babies are not born with manuals, and even if we attend prenatal courses and read extensively, we can still find ourselves helpless in front of a crying newborn. That is why being able to search and get instant answers to questions like “Why is my baby crying?”, “How much should she eat?”, “What does the colour of the stool mean?” is important. Likewise, in a startup, the ability to find good learning resources such as videos and articles, and a community where you can get advice from experienced entrepreneurs can be helpful for scaling the learning curve.
It is natural for a new parent to want to give your little one the best care.
VLADYSLAV KOSHELYEV Member, SCS Product Marketing Lead, Meta Founder, The Koshelyev Company
Particularly, I found tips about creating a constant white noise to help kids relax very helpful. At first, I tried creating a “ssshhhh” sound on my own, but the outcomes were inconsistent. Hence, I turned to a battery-powered sound machine, which helped the baby fall asleep faster, and even adults (like myself) snooze better. In another instance, we came across an automated bottle machine from a Singaporean startup that washes, disinfects, dries and tends to all our feeding containers. That machine has since saved us hours! This is the same for business startups. Founders often stretch themselves thin, taking on responsibilities they are not equipped to do. During these times, they may be better off delegating and automating to achieve better outcomes and free up their attention for other important things such as developing or marketing their products.
Every parent is obsessed with their young ones hitting the right milestones. For techies, this offers opportunities for some serious data analytics. From feeding frequency and amount of milk drunk to weight and other parameters, it is not only encouraging to see the metrics going up and to the right over time, but also allows for benchmarking the baby’s “performance” against other kids and adjusting care plan where required. Similarly, every business startup today needs good data about their user profiles, usage habits, or their product performance in terms of download frequency, favourite feature among users, etc. These information are essential for informed decisionmaking as well as strategising for future growth.
As my little one is just reaching the first month of her life, many more firsts are waiting for her. Tech has played a big part in my life – shaped my worldview and interests, and expanded my connections to include people on every continent. I am excited to see how technology will help her develop as a person. I hope, like me, tech will empower her to grow up having deep, rich friendships all around the world.
The annual signature SCS event that took place on 26 August 2022 saw over 700 participants from both tech and non-tech sectors gathering for an insightful exchange of knowledge and sharing by thought leaders. The theme “What’s Happening in the Multipolarised World?” was both timely and imperative in light of the ongoing crisis created by pandemic risks, the widening disparities between countries and the deepening global divisions that are driving the world apart.
At the opening speech of the event, Guest-of-Honour, Communications and Information Minister Mrs Josephine Teo cautioned that worsening US-China relations could drive a wedge between
tech players, and that the threat of decoupled technology ecosystems may mean companies and countries have to choose between or operate on separate systems. She went on to highlight Singapore’s strategy for protecting the Republic’s digital future – build a robust 5G digital infrastructure to enhance digital connectivity and economic competitiveness.
Subsequently, during his address, Keynote Speaker, Professor Kishore Mahbubani, Distinguished Fellow for Asia Research Institute of NUS, called on tech industry players to speak up against the geopolitical contest as Southeast Asia will be most affected if tensions between the US and
China continue to worsen. The veteran Singaporean diplomat together with a panel of well-known leaders also had a lively discourse about challenges that businesses and professionals faced in the current economic climate, and how one can leap forward with new opportunities despite challenges in this multi-polarised world.
The morning panel discussion was followed by four parallel tracks in the afternoon. Led by industry practitioners across various sectors, topics ranging from the future of payments to the impact of metaverse on manufacturing and supply chain, and digital transformation in human resources and legal sectors were extensively explored.
Mrs Josephine Teo, Minister for Communications and Information, gracing the Tech3 Forum.Four parallel tracks in the afternoon. Clockwise from top left: Accounting & Banking Track, Human Resources Track, Legal Track, and Manufacturing & Logistics Track.
A rousing panel discussion in the morning. From left: Moderator Howie Lau (NCS) and panellists Kevin O’Leary (J.P. Morgan), Tan Lee Chew (ST Engineering), Professor Kishore Mahbubani (NUS Asia Research Institute), and Jacqueline Poh (Economic Development Board).
Professor Kishore Mahbubani delivering his plenary keynote address.
In line with Singapore’s aspiration to become a hub for developing and deploying artificial intelligence (AI) solutions, SCS has rolled out yet another initiative to advance AI Ethics – the recognition of Top 10 Champions in AI Ethics & Governance Certification. This award not only serves as a testament to the awardees’ advocacy in encouraging professional development in AI Ethics & Governance in their workplaces, but also their commitment towards building a competent and trusted AI ecosystem.
This is in addition to the development and launch of the world’s first AI Ethics
Body of Knowledge by SCS in October 2020 with the support of Infocomm Media Development Authority (IMDA), and a new joint AI Ethics & Governance Certification programme by SCS and
Nanyang Technological University (NTU) that forms part of the NTU AI Ethics FlexiMasters Programme in April 2021.
Addressing the awardees at the award ceremony, SCS President, Mr Sam Liew said, “With AI development and deployment on the rise, we hope that recognising Top 10 Champions in AI Ethics & Governance Certification will bring about a ripple effect where professionals and organisations become more proactive in adopting the AI Ethics Model Framework in AI development and deployment. Correspondingly, our SCS-NTU joint AI Ethics & Governance programme will train and build a pool of certified professionals who are knowledgeable in AI governance and competent in implementing AI in accordance with the code of ethics.”
10 Champions
Minister for Communications and Information, Mrs Josephine Teo (in green), and Honorary Patron of SCS AI Ethics Advisory Committee, Dr Yaacob Ibrahim (centre), with the Top 10 Champions in AI Ethics & Governance Certification.On 26 August 2022, SCS signed a Memorandum of Understanding (MoU) with the National Library Board (NLB). Under the MoU, SCS and NLB will collaborate to inspire and enable the public to learn more about tech trends, innovations and their applications to daily life.
Commenting on the MoU, NLB’s Chief Executive Officer Mr Ng Cher Pong said, “Everyone will be able to learn new digital skills that prepare them for the future through a wider range of public education programmes, events and resources, both at the public libraries and on NLB and SCS’ digital platforms.”
As part of the collaboration, SCS members will also take on roles of mentors and speakers in support of NLB’s Learning Communities. This joint effort will augment the national priority to ready citizens for a smart nation, bridge societal gaps and empower everyone with digital knowledge and skills.
Signing of the SCS-NLB MoU between SCS President, Mr Sam Liew (right), and NLB Chief Executive Officer, Mr Ng Cher Pong (left) with Minister for Communications and Information, Mrs Josephine Teo (centre), as witness.
Kim Fatt joined the Ministry of Defence (MINDEF) as Systems Engineer in 1980 and rose through the ranks during his 25 years of service in the public sector. Among his key achievements were the creation of one of the first online information systems for air logistics supply and engineering, a second-generation client-server integrated manpower information system, and DSTA’s enterprise architecture to meet the progressive needs of defense logistics and human capital management.
Notably, when the Severe Acute Respiratory Syndrome (SARS) hit Singapore in early March 2003 and the number of probable cases increased perilously by the day, Lai Kim Fatt and his team of tech professionals and engineers broke down silos across functions and organisations and worked collaboratively with the private sector to modify existing programs to develop a comprehensive SARS contact tracking system and other critical response systems that coordinated the government’s response to the pandemic. For his contribution towards SARS containment, Kim Fatt – a two-time Public Administrative Service Medal recipient in 1996 and 2002 – was awarded for the third time in 2003 with the Public Administrative Service Medal (Silver)(Bar).
Industry veterans – Lai Kim Fatt and Howie Lau –have been conferred SCS Honorary Fellowship. Both of them have shown steadfast support for SCS over the years and made innumerable contributions to the Society and Singapore tech industry.
Our heartiest congratulations to Kim Fatt and Howie on their achievement. We are grateful for their continued support and trust in SCS!
SCS President, Mr Sam Liew, presenting the plaque to Lai Kim Fatt (right), SCS 20 th Honorary Fellow.
Kim Fatt then went on to amass 15 years of private-sector experience, working as NCS’ Chief Business Solutions, Singtel’s Vice-President for Business Integration, IBM’s Consulting Government Programs Leader, HP Enterprise Services’ Director of Business Development for Public Sector APJ, and DXC’s Regional Senior Advisor. He is now Regional Senior Advisor to Sensetime International, an artificial intelligence (AI) startup from Hong Kong.
A believer of giving back to society, Kim Fatt served as Adjunct Professor at National University of Singapore (NUS) School of Computing between 1999 and 2007. Starting from 2005, he has been extending care to needy primary school children in his capacity of Founding President for Neighbourhood Care Services. His affinity with youths saw him sitting on the management committees of NUS School of Computing, Institute of Systems Science (ISS) and the Singapore Discovery Centre (SDC). He was President of the Japanese University Graduate Association of Singapore (JUGAS) from 2000 to 2004, and active in grassroot activities between 2009 and 2016.
Kim Fatt was awarded IT Leader of the Year by SCS in 2004 and conferred as a Fellow in 2013 for his outstanding performance and contributions. In recognition of his longstanding service to SCS, Kim Fatt is now honoured as the 20th Honorary Fellow.
A visionary leader, natural communicator and affable person, Howie Lau is known for his knack for balancing the rigour of business and the altruism of volunteerism. As a tech veteran with close to 30 years of experience in various domains, Howie wears multiple hats at any one time with one common goal – create a more vibrant tech industry.
Graduated with a Bachelor of Business Administration from the National University of Singapore (NUS), Howie started his career in 1993, which saw him traversing through various paths in IBM, Ariba, Lenovo and StarHub. More recently in 2020, Howie was Assistant Chief Executive for Media & Innovation with the Infocomm Media Development Authority (IMDA). He is now with the NCS Group as Managing Partner for Corporate Development & Partnerships.
His marketing proficiency saw him receiving the Philip Kotler Award Marketing Excellence in 2018, while his outstanding contributions to the tech community won him the IT Leader of the Year 2020 Award by SCS. He has also been recognised as NUS Outstanding Young Alumni in 2009 and NUS Business School Eminent Young Alumni in 2008.
Howie has been an active member of SCS for more than 20 years. Most notably, Howie was President of SCS between April 2015 and March 2019. His tenure was characterised by significant milestones such as the launch of SCS TechSkills Accelerator (TeSA) which helped grow the tech ecosystem across different sectors. His strong advocacy also fostered a macro environment conducive for
working professionals and mid-career switchers to embrace change and boost resilience.
A strong advocate for talent development, Howie sits on the board of Singapore Science Centre and chairs both the industry advisory committees for Singapore Institute of Technology (SIT) School of Digital Comms & Integrated Media and Nanyang Polytechnic (NYP) School of IT. He also helps committees for NUS Business School marketing industry consultative council, Nanyang Technological University (NTU) School of Computer Science & Engineering and the University of the Arts strategic development sub-committee. Additionally, he serves on the Singapore Institute of Directors (SID) Governing Council.
Besides inspiring the next generation of tech leaders, Howie supports social causes such as Hair for Hope’s head-shaving fundraiser. For his inspiring leadership and dedication, Howie who was conferred SCS Fellow in 2015 will now join the ranks of 20 other Honorary Fellows with SCS’ highest award of Honorary Fellowship.
The conferment of SCS 21st Honorary Fellowship on Howie Lau (right).
Ensuring board diversity is more than checking a box – it’s good for business. In support of this, SCS and the Singapore Institute of Directors (SID) signed a Memorandum of Understanding (MoU) on 5 September 2022 at the “Ready for Boardroom” Lunch Seminar organised by the SCS Women in Tech (WIT) Chapter.
Under the MoU, SCS and SID will collaborate on increasing the diversity and digital quotient of boards to enhance corporate governance. The three broad areas of cooperation are:
Co-develop a directorship development pathway for infocomm and digital media professionals by mapping out skills and competencies required to serve on boards effectively, and charting out key professional development milestones for advancement.
Co-curate and run a holistic Board Readiness Programme for infocomm and digital media professionals to help them become board-ready. The curriculum will include training and educational courses provided by SID, mentorship by experienced directors, and opportunities for professional networking and peer learning. The pilot run will be for SCS WIT Chapter.
Cross-sharing of thought leadership content through co-organising seminars and workshops, and having eminent members speak at each other’s events, to benefit both SCS and SID members.
The SCS-SID collaboration and Board Readiness Programme is supported by Singapore Women in Tech, an initiative by the Infocomm Media Development Authority (IMDA) in partnership with the tech industry and community.
Signing of the SCS-SID MoU between SCS President, Mr Sam Liew (left) and SID Governing Council Chairperson, Ms Wong Su-Yen (right), and witnessed by Senior Minister of State for Communications and Information, Mr Tan Kiat How (standing right) and President of SCS WIT Chapter, Ms Tan Lee Chew (standing left).
In collaboration with seven Trade Associations and Chambers (TACs), SCS organised a Tech-Across-theSectors Lunch Seminar on 26 July 2022.
Centring on the topic of “War in the Modern Context”, Dr Toh See Kiat, SCS Honorary Legal Advisor and Chairman of Goodwins Law Corporation, spoke about the macro perspectives of international
law and cyber defence, while Raju Chellam, Chief Editor of SCS AI Ethics and Governance Body of Knowledge (BoK), shared insights into the role of cybersecurity for corporations and individuals.
This cross-sector networking lunch, which was supported by the Infocomm Media Development Authority (IMDA),
provided an interactive platform for over 100 industry leaders from Association of Chartered Certified Accountants (ACCA), The Institute of Banking and Finance (IBF), Singapore Academy of Law (SAL), Singapore Corporate Counsel Association (SCCA), Singapore Human Resources Institute (SHRI), Singapore Logistics Association (SLA) and Singapore Manufacturing Federation (SMF).
Raju Chellam sharing important insights and perspectives of cybersecurity for corporations and individuals.
Mr Sam Liew, SCS President, giving his welcome address.
Dr Toh See Kiat sharing on international law and cyber defence.
Participants enjoying the networking lunch.
The much-awaited SCS Golf Day returned after a two-year hiatus due to the COVID-19 pandemic.
Over 140 avid golfers gathered on 9 September 2022, joined by Guest-ofHonour Mr Zaqy Mohamad, Senior Minister of State for Defence and Manpower. Laughter and good cheer filled the fairway despite the wet weather at the start of the game. The subsequent
cool weather further inspired golfers to bring their A-game.
Golfers were treated to a hearty dinner after a friendly and competitive game. Also at the dinner was Mr Chan Yeng Kit, Permanent Secretary of Ministry of Health and Chairman of Infocomm Media Development Authority (IMDA), joining the occasion. The night came to a close
with lucky winners walking away with latest tech gadgets, hotel staycation and gift vouchers.
A big thank you to all SCS members, industry leaders and sponsors for your support. We look forward to catching you in action on the greens again next year!
Guest-of-Honour Mr Zaqy Mohamad (second from the right), Senior Minister of State for Defence and Manpower, heading out to the green. Mr Chan Yeng Kit (centre), Permanent Secretary of Ministry of Health and Chairman of IMDA at the golf dinner.
