Download - Innovation Update
Innovation Update Seminar 3/30/2010
Agenda
8.30am Registration
9.00am Welcome Address & Announcement of Research CollaborationIntroduction of ISS Visiting Fellows: Professor Sharon Dawes of CTG, State University New York and Professor Bo Edvardsson of Karlstad UniversityBy Virginia Cha, Chief Innovation and Research, Institute of Systems Science, NUS
9.15am Effectuation Logic vs Predictive Logic: Entrepreneurial Decision Making under 9.15am Effectuation Logic vs Predictive Logic: Entrepreneurial Decision Making under UncertaintyBy Virginia Cha, Chief Innovation and Research, Institute of Systems Science, NUS
9.45am Coffee Break
10.15am Spotlight on Service Innovation Part 1: Customer Integration in Service DevelopmentBy Professor Bo Edvardsson, Professor of Business Administration and Director of the Service Research Centre, University of Karlstad, Sweden and Visiting Fellow, Institute of Systems Science, NUS
10.45am Spotlight on Service Innovation Part 2:An empirical comparison of Goods Dominant and Service Dominant DesignsBy Dr Robert Firth, Evangelist, Institute of Systems Science, NUS
Innovation Update Seminar 3/30/2010
Agenda
11.15am Spotlight on Social Computing:Crowd Sourcing OCR Correction Through Game PlayingBy Dr Olivier Amprimo, Assistant Director of the National Library Board
12.00pm Lunch & Networking
1.00pm e-Government Innovation through Research-Practice PartnershipsB P f Sh D S i R h F ll CTG St t U i it f N Y k By Professor Sharon Dawes, Senior Research Fellow CTG, State University of New York, University at Albany and Courtesy Visiting Fellow, Singapore e-Government Leadership Centre
1.30pm Singapore Government Enterprise Architecture- A Platform for Connected Government By Dr Pallab Saha, Evangelist, Architecture & Governance, Institute of Systems Science, NUS
2.10pm Update on eGL Research: Y-Gen, Green ITBy Renee Smith Research Intern Singapore e Government Leadership CentreBy Renee Smith, Research Intern, Singapore e-Government Leadership Centre
2.40pm Q & A
3.00pm End of Seminar
Innovation Update Seminar 2010 3/30/2010
Innovation & Entrepreneurship
Virginia ChaNational University of SingaporeMarch 30, 2010
JugaadA Form of Scientific Innovation, described as:
“the ability to creatively ‘manage,’ to make do with quick‐the ability to creatively manage, to make do with quickfix solutions”
Source: India’s Century: The Age of Entpreneurship in the World’s Greatest Democracy
“the ability to think assertively, and work creatively around unexpected problems”.
Source: The New face of Global Competition
“overcoming harsh constraints by improvising an effective solution using limited resources”.Source: http://blogs.hbr.org/cs/2010/01/jugaad_a_new_growth_formula_fo.html
Innovation Update Seminar 2010 3/30/2010
Earliest Jugaad Innovation
Leading to more opportunistic innovations …
Innovation Update Seminar 2010 3/30/2010
Theory of Effectuation
Professor Saras D. Sarasvathy, University of Virginia
Theory to explain entrepreneur logic • future is unknown and unknowable (Knight, 1921)• environment that does not independently influence outcome (Weick, 1979)• decision maker has goal ambiguity (March, 1982)
What is Casual Logic?
Decision Logic in Opportunities
• Goals. Given (based on predictions)
• Expected Return. Calculate upside potential and pursue the (risk adjusted) best opportunity.
• Competition Relationships with customers and suppliersCompetition. Relationships with customers and suppliers.
Innovation Update Seminar 2010 3/30/2010
What is Effectual Logic?
Decision Logic in Opportunities
• Means. The basis for decisionsand new opportunities:
– Who I am
– What I know
– Whom I know
• Affordable Loss. C l l t d id t ti l d i k thCalculate downside potential and risk no more than you can afford to lose.
Source materials for Effectuation Theory: Sarasvathy, S.D., 2001. Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency.Academy of Management ReviewSarasvathy, S.D. and Dew, N., 2005. Entrepreneurial logics for a technology of foolishness. Scandinavian Journal of Management
Innovation Update Seminar 2010 3/30/2010
What is Effectual Logic?
Decision Logic in Opportunities
• Partnership. Build your “future” together with customers, suppliers and even prospective competitors.
Imagine you are Nils Bergqvist –Bored environmental engineer in Sweden, worked as tour guide on rafting trips on the side, quit to do this as an entrepreneurial endeavor
Example of Effectual Logic Generated Opportunities
Enjoy the work, but… it’s seasonal! What should you do next?
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Innovation Update Seminar 2010 3/30/2010
Here’s what happened ‐
Example of Effectual Logic Generated Opportunities
•At the rained‐out ice art exhibition, you created igloos•People slept in the igloos, and liked it•The igloos became popular•People started paying to come sleep in them•The ice hotel is a real business, with a dozen rooms, and a waiting list of winter guests
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guests
Source materials for Ice Hotel case:Sarasvathy, S.D., 2009. Cold Opportunity: The Nils Bergqvist Story
Example of Effectual Logic Generated Opportunities
The Ice Hotel
Innovation Update Seminar 2010 3/30/2010
Means
New Means
Expanding Cycle of Resources
Effectual Logic Framework
DIALOG With people I know
Stakeholder Commitment
MeansWho I am
What I KnowWhom I know
Goals – what can I do?
New Goals
Converging Cycle of Constraints on Goals
New product/services/markets
Source: Sarasvathy (2001, 2005)
• Effectual Logic vs Causal Logic• future is contingent on actions vs. future can be predicted • means based (who I am, what I know, whom I know) vs goals‐based
ff d bl l ROI
Effectual Logic vs Casual Logic
• affordable loss vs ROI• partnering and stakeholder pre‐commitment vs competitive viewpoint• surprises as positive leverage vs surprises to be controlled and managed
• Both types can produce innovative outcomes • what factors lead to logic in use?• what factors lead to innovative outcome for effectuation?
Innovation Update Seminar 2010 3/30/2010
My Research on Singapore’s IT Technopreneurs
Research Question:
When entrepreneurs leave their jobs to start a new
• 17 Exploratory Case Studies, 19 new ventures
• All left their management/professional IT employment jobs to be
business, why do some start ventures with very similar characteristics to their prior employment while others choose a very different path?
founder/co‐founder of new venture between 1990 and 2005
• Evidence of both Effectuators and Predictors
Evidence of Effectuation Logic“It was a leap of faith move. At that time there was a lot of uncertainties, no customers,
and no products."
"I started from scratch. Only thing I planned was technical. I knew I could build the product that the local retail market needed. Also knew that I have to start looking for
“customers.“
“I knew my SGD 200,000 will last a year even if I did not earn anything for one year.” Case #1
“I did not really have a clear idea to create <firm name>. I actually left without a job. I felt that I wanted to see what I could create outside the current corporate structure. The Mission, Vision and Strategies for <firm name> were created way later ‐ after the company was started." Case#3
“When considering the move out of Andersen Consulting, the idea was to go into my own business...the million dollar question was what? <firm name> was an idea that resulted from discussions with a couple of ex‐Andersen colleagues." Case #8
Innovation Update Seminar 2010 3/30/2010
Innovation from EffectuatorGracezone, founded by Ng Say Eng (SA 1) in 1993
• Gracezone is a contract manufacturing firm that provides a customized supply by managing product design, development, production and delivery
NG S E d ff t l l iNG Say Eng used effectual logic:• Means: knowledge of technology and knew of existing
factories who would benefit from collaborative manufacturing so he started there
• Covered‐base: paid his mortgage and ensured he had 10 years worth of market money to cover family / home expenses
• Affordable loss: Time, since he thought he should at least try to fulfill his entrepreneurial calling
• Partnership: maintained existing and developed new to create a full supply‐chain for new customers
Evidence of Causal Logic
technopreneur #10 had a known goal of being in the training business even while she was employed at <>.
technopreneur#16 who was exposed to the product innovation opportunity while in his former employer. When his employer elected not to pursue the development work for the innovative product, he spun‐out to pursue this opportunity, with a pilot customer already identified.
“we had an idea of coming up with a product which we could sell. We were all very familiar with the services sale since we all came from professional service background”. Case #9
“we saw that there was a gap and we could build an Asian based or Singapore based banking software company... Banking is a huge area and different vendors were operating in different areas, so the opportunities were there”. Case #12p g ff pp
Innovation Update Seminar 2010 3/30/2010
Innovation from Predictor
• Pixelmetrix founded by Danny Wilson in 1999
• World leader and dominate market share in digital terrestrial TV monitoring
• Over 50 employees with operations in Singapore, USA, Europe with sales in 65 countries. Product installed on all seven continents (including Antarctica!)
• From inception, founded with the goal of being the best in digital television signal processing and monitoring.
• Focused operations in chosen mission – invested heavily in R&D
Venture Opportunity Linkage from Logic Used
• 11 Effectuators, 8 Predictors
• Effectuators created new firms that stayed in IT industry (3 out of 11 exited)
1 Financial Planning Consultancy in Singapore1. Financial Planning Consultancy in Singapore
2. Agri‐land development in Cambodia
3. Japanese Language School
• By contrast, predictors were evenly split for industry (4 out of 8)
1. Training
2. Call Center Business
3. Children’s art education center
4 Broadcast media4. Broadcast media
• Logic appears to play a role even if opportunity itself does not play a critical role
• Both types of logic can produce innovative outcome
• Factors not well‐understood
Innovation Update Seminar 2010 3/30/2010
Follow‐on Research
• Large Scale Sample
• What are antecedent conditions to the logic in use?
• What are the effects of logic on the type of new venture• What are the effects of logic on the type of new venture created?
• Does prior entrepreneurial experience modify the outcome?
Pragmatic Implications:
Policy makers, entrepreneurs, innovators to understand effects of decision
heuristics on type of innovation pursued and effects of entrepreneurship experience.
Innovation Update Seminar 2010 3/30/2010
References
1. Sarasvathy, S.D., 2001. Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, Vol. 26 (2): 243‐263.
2. Sarasvathy, S.D. and Dew, N., 2005. Entrepreneurial logics for a technology of foolishness. Scandinavian Journal of Management, Vol 21: 385‐406
3. Sarasvathy, S.D., 2009. Cold Opportunity: The Nils Bergqvist Story. Darden School, University of Virginia
Summary
Entrepeneurship + Innovation
Onwards to our journey
Thank you!
Innovation Update Seminar 2010 3/30/2010
Customer Integration inin
Service Development
Presentation at IUS, Singapore March 30th 2010
By
Professor Bo Edvardsson, Director CTF-Service Research Centre, Karlstad University Sweden
www.ctf.kau.seEmail: [email protected]. Phone: +46-70-6334478
Definition of Service(s)
Linked activities and interactions.
The service is co-produced with the customer.
C stomers define ser ice on the basis ofCustomers define service on the basis of value-in-use and the resulting customer experiences.Bo Edvardsson 2010
Innovation Update Seminar 2010 3/30/2010
Operand and operant resources.
Customers use the offered resources/enablers/prerequisites together with own resources to co-create and experience service pwhich render value.
Customer outcomeoutco e
Prerequisites for the service
Customer Customer process
Innovation Update Seminar 2010 3/30/2010
Customer
Service Development
Customer Outcome
Customer Process
Service Prerequisites
Centrum för tjänsteforskning - CTF
An integrated model of service development from theperspective of the service company
Service development is about:
1. Value propositions2. Resource platform configuration3. Value capturing
Innovation Update Seminar 2010 3/30/2010
Development of Service
Content• Company
Customers
Search, findability
Context • Navigation level• Search, findability
• ”Collaborative filtering”
Customization
recommendations •
Customization• Technology
• Personalrecommendations • Choosing on behalf
of customers
• Customers (experiences,
ideas)
•g
• Recommendations
”Wisdom of the crowds”
Service Development Framework –Ten Types
“The Ten Types of Innovation” by Larry Keeley, Doblin Inc.
Innovation Update Seminar 2010 3/30/2010
Customer involvement:
• Customer involvement is profitable
• A company should make it possible for their• A company should make it possible for their customers’ to contribute
• A company should know when and how customers are to be involved and on what conditions (for instance who owns ideas and what are the incentives to contribute)contribute)
• Important questions are:– What can customers contribute with?
– Can all customers contribute?
– What are the motives for customers to contribute?
– How can customers contribute in the best way?
The theory behind customer integration
Ordinary Users do ”only” possess knowledge regarding use experience and must thus co‐operate with experts in order toexperience and must thus co operate with experts in order to produce innovation
Use experience
Users have naturally the best knowledge regarding their own needs and preferences.
Technology knowledgeExperts in the companies who develops the technology possess the best knowledge regarding its opportunities and limitations
Magnusson, Peter R , 2009, "Exploring the Contributions of Involving Ordinary Users in Ideation of Technology-Based Services," Journal of Product Innovation Management. Vol. 26, No. 5, pp. 578-593.
Innovation Update Seminar 2010 3/30/2010
Lego:• 2004 The Factory – Digital Designer was launched (a
cad-software).F 100 d i ( l ) t 100 000 d i• From 100 designers (employees) to 100.000 designers (customers).
• Customers interact with one another and design virtual models.
• The customer sends the model to Lego’s website, other customers develop the idea or suggestion further– open sourcesource.
• The customer can buy his/her own, unique virtual model. Lego assemble what is needed and “the real model” is sent to the customer.
• Customers are offered royalty when the models are launched on the market.
1 mill unique hits per monthLEGO.com
Kids’ panel 4000 members
Relationship concepts that mean a lot today…
Kids panel 4000 members
2.9 mill members
premium club
600 per month
certified professionals
LUGNET.com
Innovation Update Seminar 2010 3/30/2010
..and share your inventions on line !..
super users involved in MKII
Innovation Update Seminar 2010 3/30/2010
Innovation Update Seminar 2010 3/30/2010
Customer Integration in Service Development
– A review of methods and an analysis of insitu and exsitu contributions
Article accepted for publication in Technovation 2010
By Professor Bo Edvardsson
Director of CTF-Service Research Center, Karlstad University, Sweden. Tel. +46 54 700 1555, Fax. +46 54 83 65 52, e-mail: [email protected]
and co-authors Per Kristensson, Peter Magnusson and Erik Sundström all at CTF
Aim
Assessing different methods for customer i t ti i i d l tintegration in service development.
The article provides a review and classification of methods for customer integration.
Furthermore, a new framework suggesting four modes of customer integration.
Innovation Update Seminar 2010 3/30/2010
Customer Integration within Service Development
2010‐03‐30 Service Research Center 19
Customer Integration within Service Development
Mode 1 – The Correspondent:
A customer who is in or has experience from a realservice context, and who is in or is just about toenter a real‐life value‐creation situation. Informationmade possible by the position is resource‐anchoredfrom the actual service context, and from a use
h l dsituation when value is created.
2010‐03‐30 Service Research Center 20
Innovation Update Seminar 2010 3/30/2010
Customer Integration within Service Development
Mode 1 – The Correspondent:
2010‐03‐30 Service Research Center 21
Customer Integration within Service Development
Mode 2 – The Reflective Practitioner:
A customer who is in or has experience from theservice context, and who is not connected to a real‐life value‐creating situation. Information madepossible by the position is resource‐anchored fromthe actual service context, and is decoupled from a
l l f lreal‐life value‐creating situation.
2010‐03‐30 Service Research Center 22
Innovation Update Seminar 2010 3/30/2010
Customer Integration within Service Development
Mode 2 – The Reflective Practitioner:
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Customer Integration within Service Development
Mode 3 – The Tester:
A customer who has learned about the service contextfrom outside, and who simulates or tests a real‐lifevalue‐creating situation. Information made possibleby the position is decoupled from the actual servicecontext experience, and rather comes from a
l d dsimulated or imagined use situation.
2010‐03‐30 Service Research Center 24
Innovation Update Seminar 2010 3/30/2010
Customer Integration within Service Development
Mode 4 – The Dreamer:
A customer who has learned about a service contextfrom outside, and who is not connected to a real‐lifevalue‐creating situation. Information made possibleby the position is decoupled both from the actualservice context experience and from a real‐life value‐creating situation.
2010‐03‐30 Service Research Center 25
Innovation Update Seminar 2010 3/30/2010
Crowdsourcing
OCR Correction
Through Game Playing
Innovation Update Seminar
Institute of Systems Science
National University of Singapore
30 March 2010
Overview
1. Problems with Digital Archiving
Innovation Update Seminar 2010 3/30/2010
Overview
1. Problems with Digital Archiving
2. Solutions
Overview
1. Problems with Digital Archiving
2. Solutions
3. TypeAttack
Innovation Update Seminar 2010 3/30/2010
Overview
1. Problems with Digital Archiving
2. Solutions
3. TypeAttack
4. Pilot Review
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350
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350
350
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Pilot Review
• Application was live on: September 21st, 2009
• Data: Straits Times Weekly Edition, 1938 – 2 issues
• Duration of reported evaluation: 5 weeksp
• Number of players: 289
• Number of player outputs: 3980
• Number of snippets to digitize: 2000
• Number of fully digitized snippets: 505
• Average length of a session: 10 minutes
• Average initial accuracy of the snippets presented (word level): 83.1%
• Average accuracy achieved (word level): 99.1% (NLB’s requirement is 96%)
• Average word per minute rate: 60 (general is 33)
• Cost for NLB: Nil
Innovation Update Seminar 2010 3/30/2010
• Does not solve entirely the problem as does not address OCRized content with verypoor levels of word confidence (below 90%).
• Further elements of the process need automation.p
• Integration onto NLB process, both system and data, requires further evaluation.
• List of topics to pay attention to – such as product (on-line game) design and on-line participant acquisition – suggests we either have to develop thosecompetencies internally or look for a vendor with such core competencies.
Olivier Amprimo
Innovation Update Seminar 2010 3/30/2010
Singapore Government Enterprise Architecture: A Platform for Connected Government
The 2nd Innovation Update SeminarN i l U i i f SiNational University of Singapore Institute of Systems ScienceSingapore | March 30th, 2010
Dr. Pallab SahaNational University of SingaporeInstitute of Systems Science
© 2010 NUS Institute of Systems Science. All rights reserved.
Institute of Systems Science
AgendaEmerging Issues in E‐Government• Fundamentals of Connected GovernmentE l i f Si ’ E G• Evolution of Singapore’s E‐Government Programme
• Singapore Government Enterprise Architecture
• Moving to Connected Government with SGEASGEA Pl tf
© 2010 NUS Institute of Systems Science. All rights reserved.
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• SGEA as a Platform• Further Research• Conclusion
Innovation Update Seminar 2010 3/30/2010
Business Challenges for Governments
1. Moving from departmental stovepipes to citizen centric approach in service deliverydelivery
2. Transforming and integrating the back office
3. Citizen engagement and inclusion
4. Collaborative working and information sharing
5 Performance management and
© 2010 NUS Institute of Systems Science. All rights reserved.
5. Performance management and statutory obligations
6. Enhancing the economic infrastructure
7. Improving revenue collection
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Expectations from the Government(‘Outside‐In’ Perspective)
• Connected government is about enabling governments to connect seamlessly across functions agencies and jurisdictionsconnect seamlessly across functions, agencies and jurisdictions to deliver effective and efficient services to citizens and businesses.
• The concept of connected government is derived from whole‐of‐government approach which utilizes technology as a strategic tool and as an enabler for public service innovation and productivity growth
© 2010 NUS Institute of Systems Science. All rights reserved.
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p y g
The 3As of Connected Government
Source: UN E‐Government Survey 2008; United Nations; 2008
AlignmentA state of agreement or cooperation between different persons; groups, with a common cause or viewpoint
AssuranceA statement or indication that inspires confidence
AgilityThe ability to respond to
change quickly
Innovation Update Seminar 2010 3/30/2010
Expectations from the Government(‘Inside‐Out’ Perspective)
• Reduce redundancy and establish prioritization educe edu da cy a d es ab s p o a omechanisms
• Reduce political directions and swing
• Establish standards
• Foster sharing of services and information through agency collaboration
© 2010 NUS Institute of Systems Science. All rights reserved.
agency collaboration
• Align IT with the business of government
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Agenda• Emerging Issues in E‐GovernmentFundamentals of Connected Government• Evolution of Singapore’s E Government• Evolution of Singapore s E‐Government Programme
• Singapore Government Enterprise Architecture
• Moving to Connected Government with SGEA• SGEA as a Platform
© 2010 NUS Institute of Systems Science. All rights reserved.
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• SGEA as a Platform• Further Research• Conclusion
Innovation Update Seminar 2010 3/30/2010
UN E‐Government Maturity Stages
© 2010 NUS Institute of Systems Science. All rights reserved.
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The Innovation StackManagement Innovation
[Focus on changing the management approach and organizational design]
E.g. CISCO Globalization Center East
Product / Service Innovation[Focus on delivering the next ‘killer’ / ‘blockbuster’ product]
E.g. Tata Nano, Apple iPod, Toyota Prius, PayPal
Strategy Innovation[Focus on creating new business models
to provide long term advantage]E.g. IT Services, IKEA, eBay, Dell, Tata Frugal Engineering
Creating Options
Creating Direction
© 2010 NUS Institute of Systems Science. All rights reserved.
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Operational Innovation[Focus on operational excellence as a strategy, often enabled by IT]
E.g. Motorola Six Sigma, Wal‐Mart Supply Chain Management
Adapted From: The Future of Management; Hamel; 2007
Innovation Update Seminar 2010 3/30/2010
Management Innovation is anything that substantially alters the way in which work of management is carried out, or significantly modifies customary organizational forms,
and, by doing so, advances organization goals(Hamel; 2007)
© 2010 NUS Institute of Systems Science. All rights reserved.
Source: The Future of Management; Hamel; 2007
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Agenda
• Emerging Issues in E‐Government• Fundamentals of Connected GovernmentEvolution of Singapore’s E‐Government Programme
• Singapore Government Enterprise Architecture
• Moving to Connected Government with SGEA
© 2010 NUS Institute of Systems Science. All rights reserved.
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• SGEA as a Platform• Further Research• Conclusion
Innovation Update Seminar 2010 3/30/2010
Evolution of Singapore’s E‐Government Programme
E‐Government Plan
(Generations)Key Points / Evolution Stage
1. Civil Service Computerization Plan (1980 – 1999)
1. Build the IT infrastructure foundation
2. Automation of simple activities (paperwork elimination)
3. Encourage the use of Internet
4. Maps to Web Presence and Interaction stages in the E‐Government stage model
2. E‐Government Action Plan I (1999 – 2003)
1. Consolidation of computing resources
2. Establishment shared data center and civil services network
3. Maps to Interaction stage in the E‐Government stage model
3. E‐Government Action 1. Delivery of accessible, integrated and value added public services
2. Adoption of common infrastructure, information management and technical standards
© 2010 NUS Institute of Systems Science. All rights reserved.
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Plan II (2003 – 2006)p , g
3. Foster cross‐agency collaboration
4. Maps to Transaction stage in the E‐Government stage model
4. Integrated Government 2010 (2006 – 2010)
1. Integration of government and public services
2. Enhancement of e‐engagement, capacity and synergy
3. Maps to Transformation stage in the E‐Government stage model
Source: Advances in Government Enterprise Architecture; Saha; 2008
Describing Enterprise Architecture
BusinessThe reason we do what we do, the people we
serve and the outcomes we seek.
• EA is a complete expression of the enterprise; a platform that ensures
ApplicationThe software that supports the business
mission.
Information
How we treat our data, information, knowledge and wisdom.
coherency to the enterprise mission [IHiS / SingHealth 2010]
© 2010 NUS Institute of Systems Science. All rights reserved.
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Security PrivacyAccessibility Other
Technology
The physical infrastructure that enables and/or constricts our ability to take action.
Innovation Update Seminar 2010 3/30/2010
EA Maturity Stage Model
© 2010 NUS Institute of Systems Science. All rights reserved.
13Source: Enterprise Architecture As Strategy; Ross, Weill, Robertson; 2006
EA is Essential for E‐Government
E‐Government S
Enterprise Architecture
Maturity StageExplanation / Notes
StageExplanation / Notes
Application Silos
Standardized Technology
Optimized Data and
Applications
Business Modularity
1. Web presenceAgencies / departments still operate in their silos and almost don’t need any architecture.
2. InteractionSimple two‐way communication needs very basic and few common technology standards, but still largely within their silos.
3 i
Complete online transactions needs moderate level of cross‐agency
© 2010 NUS Institute of Systems Science. All rights reserved.
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3. Transactionmoderate level of cross agency collaboration and sharing at the technology level.
4. Transformation (Connected)
Government appears and operates as ONE, high degree of integration needs common and shared business functions and outcomes.
Source: Advances in Government Enterprise Architecture; Saha; 2008
Innovation Update Seminar 2010 3/30/2010
Agenda• Emerging Issues in E‐Government• Fundamentals of Connected Government• Evolution of Singapore’s E Government• Evolution of Singapore s E‐Government ProgrammeSingapore Government Enterprise Architecture
• Moving to Connected Government with SGEA• SGEA as a Platform
© 2010 NUS Institute of Systems Science. All rights reserved.
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• SGEA as a Platform• Further Research• Conclusion
SGEA – Early Architecture
• As part of its E‐Government Action Plan I (E‐GAP I), there was a need for a well‐designed, reliable and scalable infrastructure
• Triggers for early architecture included:– Inter‐operability– Economies of scale– Cross‐agency collaboration at a technical level
• This led to the development of Singapore’s technology standard blueprint called the “Service‐Wide Technical Architecture (SWTA)” in 1999.
SWTA Quick Facts Collection of nine technical domains Consists of standards, guidelines, best practices
and recommended implementations
© 2010 NUS Institute of Systems Science. All rights reserved.
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Meant for agencies to adapt / adopt Mandated as part of IT Governance policy Updated every six months Well established
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
Innovation Update Seminar 2010 3/30/2010
SGEA – The Next Generation
Programme is formally called Enterprise‐Wide Architecture for Value Enhancement ( )(eWAVE)
Enterprise Architecture (EA) is a blueprint which links Business functions;
Relevant data standards;
Common systems and services; and
T h l i
New Development
© 2010 NUS Institute of Systems Science. All rights reserved.
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Technologies
Cross‐agency in order to achieve enterprise level or whole‐of‐government (integrated) goals
SWTA
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
eWAVE – Reference Models
• Development of reference models which agencies can refer to, in order to find out which agencies they can collaborate with and what shareable data and components are available for use– Business Reference Model
– Data Reference Model
– Solution Reference Model
– Technical Reference Model (earlier called SWTA)
© 2010 NUS Institute of Systems Science. All rights reserved.
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• Identify key potential areas for collaboration
• Develop methodology to help agencies develop their own EA
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
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eWAVE – Business Reference Model (1/2)• Provides an organised view of the business of Government using common terminologies
2 Business Areas. Represent the highest level description of the business operations of the Government
33 Lines of Business. These Lines of Business describe more specifically the services and products the Government provides to its stakeholders
GRANULA
RITY AND DETAIL Business Areas
Lines of Business
© 2010 NUS Institute of Systems Science. All rights reserved.
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137 Business Functions. Describes specific activities that Agencies perform within each Line of Business
INCREA
SING
Business Functions
Source: Singapore Government Enterprise Architecture; IDA; 2006
eWAVE – Business Reference Model (2/2)The Business of Government ‐Whole of Government View
© 2010 NUS Institute of Systems Science. All rights reserved.
20Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
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© 2010 NUS Institute of Systems Science. All rights reserved.
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© 2010 NUS Institute of Systems Science. All rights reserved.
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eWAVE – Data Reference Model
• Specifies definitions for data elements that are commonly used across agencies to enable morecommonly used across agencies, to enable more effective data exchange
• DRM comprises:
– Key data entities (Person, Company, Business, Limited Liability Partnership, and Land) and numerous data elements based on the People, Business, and Land Hub
© 2010 NUS Institute of Systems Science. All rights reserved.
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– Several sets of codifications
Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
eWAVE – Solution Reference Model (1/2)
Shared Systems
• Contains a portfolio of systems and service components that can be shared / reused across the Government
Government-WideShared Systems
Corporate Planning & Development
Finance HRInformation Management
and Consulting
BLISS
SAS@Gov
MCPS
NFS@Gov
PM2S
PRAISE
eventshub@sg
Project & Logistics Management
GeBIZ
Public Communications
SGMS
eventshub@sg
Shared Systems
© 2010 NUS Institute of Systems Science. All rights reserved.
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PM2S PaC@Gov TRAISI
VOG
Source: Singapore Government Enterprise Architecture; IDA; 2006
Innovation Update Seminar 2010 3/30/2010
eWAVE – Technical Reference Model
© 2010 NUS Institute of Systems Science. All rights reserved.
25Source: Handbook of Enterprise Systems Architecture in Practice; Saha; 2007
eWAVE – MAGENTAProgress in Time
© 2010 NUS Institute of Systems Science. All rights reserved.
26Source: Advances in Government Enterprise Architecture; Saha; 2008
Stakeholder Groups
Innovation Update Seminar 2010 3/30/2010
Some Facts About MAGENTA
1. Released in January 2007, it is the world’s first national EA methodologymethodology.
2. MAGENTA is being incorporated into an industry leading EA tool.
3. It is being adapted and adopted in the private sector too.
4 Ideas from MAGENTA are
© 2010 NUS Institute of Systems Science. All rights reserved.
27
4. Ideas from MAGENTA are influencing GEA programmes in several countries.
© 2010 NUS Institute of Systems Science. All rights reserved.
28
Innovation Update Seminar 2010 3/30/2010
Agenda• Emerging Issues in E‐Government• Fundamentals of Connected Government• Evolution of Singapore’s E Government• Evolution of Singapore s E‐Government Programme
• Singapore Government Enterprise ArchitectureMoving to Connected Government with SGEA• SGEA as a Platform
© 2010 NUS Institute of Systems Science. All rights reserved.
29
• SGEA as a Platform• Further Research• Conclusion
Towards Connected Government with eWAVE
© 2010 NUS Institute of Systems Science. All rights reserved.
30Source: Advances in Government Enterprise Architecture; Saha; 2008 Line of
Sight
Innovation Update Seminar 2010 3/30/2010
Healthcare Stakeholders and Relationships
GPs, Physicians, Surgeons, Nurses, Medical Assistants, Physio and Occupational Therapists,
Laboratory Technicians, Medical
Equipment Technicians, Radiographers
Hospitals, Clinics, Medical Practices, Laboratories, Primary Health Centers
Government, Quasi‐Government and Professional
Bodies
© 2010 NUS Institute of Systems Science. All rights reserved.
31
Healthplans, Insurance
Companies, NGOs / Charities
Universities, Research Centers
Need for Management InnovationN = 1
PersonalizedCo createdExperiences
R = GGlobal Access
Mass ProductionOf Standard
Products & Services
Most work done Global AccessTo Resources &
Assets
Most work doneIn‐house, within
the firm
© 2010 NUS Institute of Systems Science. All rights reserved.
32
Source: The Bridge – Connecting Business and Technology Strategies; CISCO Systems Report; 2003
Innovation Update Seminar 2010 3/30/2010
CDVC for Chronic Kidney Disease
© 2010 NUS Institute of Systems Science. All rights reserved.
33
Using BRM to Identify Collaboration Opportunities
usiness
nction
OrganizationFunction
Bu
Fu
© 2010 NUS Institute of Systems Science. All rights reserved.
34
A group of organization functions collaborating in the context of a common business process is called the Collaborative Practice Unit (CPU).
Every CPU must have non‐ambiguous governance mechanism.
Innovation Update Seminar 2010
The Y Generation: Outbound Communication
Renee Smith, March 2010
Methods
Agenda
1.Introduction
2.Past Research on the Y Generation
3.The New Venture Creation Class Study
4.Our Findings
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5.Conclusions & Future Research
Innovation Update Seminar 2010
Introduction
• Follow up to eGL’s report: “Understanding Generation Y and their Perception of e‐Government”
• New Venture Creation Class• Analysis of course deliverables• Assessing preferences for communication
• This report presents a deeper understanding of:• How Y Gen present their ideas
h i i
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• How governments can engage these citizens• Where they are, what tools they are using, and how
they are using them
Image source: http://www.listropolis.com/wp-content/uploads/2008/05/generation-y-2-leonardodemetrius.jpg
Meet the Y Generation
• 1977‐1997: shaped by ubiquitous technology [1]
• Cynicism, distrust, decline in political participation [2]
• As Consumers, Citizens, Employees, Students…Web 2.0!• 61% use daily [3]• influencing advertising, word of mouth• 94% of Singapore Y Gen say “important” or “very important” to work [4]
• 81% of Singapore Y Gen say should be used for
Institute of Systems Science © National University of Singapore 2009Institute of Systems Science © National University of Singapore 2009
government information and services [4]• 88% thought web 2.0 could improve government services [4]
Innovation Update Seminar 2010
Tufts University Admissions
Allowing students to express themselves using web 2.0 tools [5].
Institute of Systems Science © National University of Singapore 2009Institute of Systems Science © National University of Singapore 2009
Video source: http://www.youtube.com/watch?v=LWmU0hze4jE
The New Venture Creation Class
•What are the Y Generation’s preferred methods to communicate their ideas?
•Validating to see if in sync with•Validating to see if in sync withprevious research
•NUS Overseas College in Shanghai
•Fall 2008, Spring 2009, Fall 2009
Institute of Systems Science © National University of Singapore 2009Institute of Systems Science © National University of Singapore 2009
•5‐6 deliverables•3/6 or 2/5 were presentations•the remainder were free form
Image source: http://images.teamsugar.com/files/upl1/10/104165/16_2008/dv1939024.preview.jpg
Innovation Update Seminar 2010
Findings
Overall Basic Media Used Basic Media Used (Free Choice)
Wide‐ranging media were used to communicate concepts.
PPT44%
Website6%
Skit6%
Game6%
Video9% PPT
12%
Paper22%
Skit
Game10%
Video13%
Institute of Systems Science © National University of Singapore 2009Institute of Systems Science © National University of Singapore 2009
Paper14%
Brochure8%
Speech3%
Jpeg Picture2%
Post card2%
Brochure12%
Speech5%
Jpeg Picture2%
Post card4%
Website10%
Skit10%
Findings (continued)
Multiple media types integrated to enhance presentations.
41%
93%
43%
55%
25%
%
Additional Media Used with PPT
•• graphically‐intensive formats
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0%
7%11% 9%
Innovation Update Seminar 2010
Implications for Governments
•Reach Generation Y where they are!
f f•Need to receive feedback in various forms•Y Gen has an appreciation for choice•Invest real resources and manpower
•Mine platforms for information
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•Use web 2.0 to communicate with Y Gen
Image source: http://www.realityinfo.org/images/Slide033communication04.gif
Conclusion & Future Research
This generation is comfortable using a broad range of media, and customizing deliverables.
•Future research:
•Governments need to recognize this: •When seeking input•When communicating•To fix the current disconnect
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•Longitudinal studies•Reasons for choosing methods•Case studies of best practices worldwide
Image source: http://www.lowesforpros.com/sites/default/files/LFP0509_Irizarry_PM_GenerationY.jpg
Innovation Update Seminar 2010
Thank you!
For copies of the full report, please email: katie meredith@nus edu [email protected]
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Image source: http://www.thomastalkstech.com/images/geny1.jpg
References[1] Dover, Mike, & Chen, Lisa. Net Generation: Strategic Investigation Program Highlights. Keynote Speech presented at NGenera Members Meeting.
[2] Backhouse, Jenny. (2006). “eDemocracy: Can Blogs and Wikis Enhance the Participation of Gen Y in the Democratic Process?” In D. Remenyi (Ed.), 6th European Conference on e‐y ( ), p fGovernment (pp 11‐20). Reading: Academic Conferences Limited.
[3] Graves, F. (2008, October 15). Citizens Expectations, Trust and Web 2.0. Keynote Speaker presented at NGenera Members Meeting, Ottawa.
[4] Cha, V. (2008). Singapore Quantitative Study: The Net Generation and Government.Unpublished raw data, National University of Singapore, Singapore.
[5] Lewin, Tamar. (2010, Feb 24). “Lights, camera, application: YouTube option for college”.
Institute of Systems Science © National University of Singapore 2009Institute of Systems Science © National University of Singapore 2009
International Herald Tribune, p. 2.
Innovation Update Seminar 2010 3/30/2010
Ministry of Manpower (MOM) ofMinistry of Manpower (MOM) of Singapore
Visual credit: www.mom.gov.sg
• WPOL re‐conceptualized
MOM: Work Permit Online (WPOL) and Employment Pass Online (EPOL)
existing policies and business processes
• Restructured business processes to maximize efficiency
• EPOL leverages the WPOL experience
1
Innovation Update Seminar 2010 3/30/2010
The Land Transport Authority (LTA) ofThe Land Transport Authority (LTA) of Singapore
Fostering Innovation in the Public SectorFostering Innovation in the Public Sector
Visual credit: www.LTA.gov.sg
LTA: The Land Transport Innovation Fund
• LTIF has eased theLTIF has eased the application and approval process for new, innovative projects
A d j• Approved projects receive a maximum of $1 million and a 1‐year trial period
3
Innovation Update Seminar 2010 3/30/2010
• Embrace opportunities for innovation by:
Key Lessons Learned
1. Examining policy positions and reducing unnecessary steps;
2. Consulting with business partners to improve the process and;
3. Adopting processes for innovation
management.
4
Innovation Update Seminar 2010 3/30/2010
GREEN IT UPDATE:
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2nd Annual Innovation Update Seminar
March 30th, 2009
Presented by: Renee Smith, Research Intern
1
Its not easy being green…
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Innovation Update Seminar 2010 3/30/2010
Areas of Green IT
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Image source: media.canada.com/gallery/Greenpeace%20Guide/5.jpg
• General lack of success among companies is due to the inability to:
Assessing Progress Thus Far
o Quantify
o Monitor
o Control
o Report
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Image Source: gotgreenenergy.com
Innovation Update Seminar 2010 3/30/2010
• Improvements in Green Technologyo Data Centers
S
What’s New: Green IT Research
o Servers
o PC Power Management
• Green IT Certificationo For Individuals
• Carbon footprint
l l
Copyright ©NUS 2010
calculators:o More thorough and
simpler to use
5
Image Source: http://frogandprincess.wordpress.com/2009/04/16/a-to-z-on-going-green/
• Green IT for the consumer:
What’s New: Green Technology
o Web and mobile applications
o Green and social networking sites
o Carbon credits for the individual
• B2B partnerships
o Collaborating to bring
Copyright ©NUS 2010
o Collaborating to bring
the consumer green
products
6Image Source: http://www.sba504blog.com/why-your-business-should-go-a-little-green/
Innovation Update Seminar 2010 3/30/2010
Current Drivers of Green IT
• The “Green Fad”
• Main Drivers [5]:• Main Drivers [5]:
– Opportunity to save $
– International Commitments
– Stakeholder / consumer pressure
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• Efficiency and effectiveness
S d d d R l i
Future Drivers of Green IT
• Standards and Regulations
• International Commitments
• Culture of Sustainability
• Better reporting of carbon emissions
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Image Source: http://www.beaupre.com/cleanspeak/index.cfm/2009/5/1/Green-business-may-need-a-little-whitecollar-entrepreneurship
Innovation Update Seminar 2010 3/30/2010
• Green IT in National e‐Readiness Assessments
Green IT Trends to Watch For
Assessments
• Complete Green IT strategies
• Sustainability driven by the
consumer
• Individuals educated in
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Green IT
9
Thank YouThank YouFor more info please contact [email protected] more info please contact [email protected]
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Innovation Update Seminar 2010 3/30/2010
References
1. Cosgrove, Terrence. Power management is becoming a feature of PC Life Cycle Management Products .13 November 2009. Gartner.
2. Phelps, John, R. Green IT Initiatives are moving beyond Power and cooling initiatives. 8 p , , g y gFebruary 2010. Gartner.
3. Meehan, Patrick. The Business Unit CIO’s 2010 Agenda. 19 February 2010. Gartner.
4. “Can Green IT Bloom in an Economic Downturn?”. 24 June 2009. Revolution. Available Online: http://www.greenitexpo.com/
5. Carbon Disclosure Project Report 2008: The Adaption Challenge. March 2009. IBM. Available Online: http://www‐05.ibm.com/uk/green/cdp2009/pdf/ftse‐350_carbon_disclosure_project2008.pdf
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