ICT4D is ICT4I Turning Ripples of Innovation into Tidal Waves of Development by Building Multi-Stakeholder Partnerships

1
(No Transcript)
2
ICT4D is ICT4I Turning Ripples of Innovation
into Tidal Waves of Development by Building
Multi-Stakeholder Partnerships

• Dr Tengku Mohd Azzman Shariffadeen President and
  CEO, MIMOS, MALAYSIA

3
Contents

• ICT agent of change
• ICT in national development
• ICT4D is ICT for innovation
• ICT4D/I key challenges
• Strategic planning to meet ICT4D/I challenges
• 1985 1993 advent of MIMOS
• 1994 2003 NITC, MSC and NITA
• 2003 onwards restructured MIMOS
• ICT4D/I Framework and MIMOS initiatives
• ICT4D/I key lessons

4
ICT agent of change
ICT is a powerful Game Changer. It has led to
cyberspace
new environment of control - new businesses new
business models
access to global market
more markets and greater competition
fluid money
faster online transactions
greater communication collaboration
greater knowledge flows and increased innovation
access to vast amounts of information
faster and greater learning
prospect of creating a Digital Divide
greater disparity between the haves and
have-nots potential negative side
Key Question How do we direct and focus ICT for
positive development?
5
ICT in national development
dual role
In national development, ICT can be said to play
a dual role as a production sector and as an
enabler
targeting economic development
ICT itself as an industry in its own right, such
as computer hardware, software,
telecommunication, multimedia and semiconductors
targeting socio-economic development
Application of ICT in other areas industries
such as banking and energy, services such
education and health
Hence, the scope of ICT in national development
is broad
6
ICT in national development
the ICT terrain
ICT for Development (ICT4D) covers the entire
terrain
Core technologies, core- and end-products
Use of ICT core- and end-products to develop new
core products and applications
Use of ICT core- and end-products to develop new
solutions
New knowledge, core technologies and prototypes
7
ICT in national development
and innovation
thus ICT4D is all about innovation
doing OLD things better and doing
entirely NEW things
ICT provides the means to get new opportunities
for development as well as enhanced value from
present applications
ICT4D is in fact ICT4I (ICT for innovation) No
innovation, No
development
8
ICT4D/I Key Challenges
The ICT juggernaut is introducing a qualitative
transformation of the industrial society that
dominates much of human activity today at ever
greater speeds, creating ripples of uncertainty
in its wake

• How does one put a leash on the ICT juggernauts
  uncontrolled ways to make things happen ones
  desired way?
• It is not easy one needs to deploy a whole
  gamut of resources people (researchers and
  entrepreneurs), technology, infrastructure,
  universities, firms, government agencies, etc.
• How does one mobilise these resources in smart
  ways that lead to optimal results, minimal
  wastage and in a shorter period of time?
• How does one demonstrate that this can be done
  without putting oneself at great risk?
• This will involve mindset change, redirection in
  planning, and most importantly, peoples
  enthusiastic support and participation in the
  change process.

9
Malaysias attempt at nation-wide strategic
planning to meet these ICT4D/I challenges
1985 - 1993
1994 - 2003
2003 onwards
10
ICT4D/I 1985 -1993
advent of MIMOS
SCENARIO _at_ 1985 Malaysian electronics industry,
although a big money earner for the country, was
essentially engaged only in low value-add
assembly and testing activities RD activities in
ICT and microelectronics at the universities were
sporadic and ad-hoc, with little interaction with
the industry CHALLENGE We needed to develop our
own technologies and IPs so as to develop
technology sovereignty ANSWER MIMOS was set in
up 1985 in response to Malaysias need to move
into developing indigenous technologies in the
area of ICT and microelectronics
11
ICT4D/I 1985 -1993
actions
ACTIONS
MIMOS tried to fill the RD gap and bridge the
silo activities of the universities and the
industry, thus helping to align activities into a
more coherent and directed value-chain

• MIMOS worked with
• universities, influencing curriculum design
  especially in the area of microelectronics (e.g,
  VLSI courses) and carrying out joint RD projects
• the industry to translate RD prototypes into
  commercialisable products

However, take up of RD output by the industry
was minimal due to to firms relative lack of
capability and capacity to use technology
strategically as well as the high risk that such
investments entail Hence, MIMOS had to extend its
role to the productisation and commercialization
phase, even though this was not planned originally
12
Malaysias attempt at nation-wide strategic
planning to meet these ICT4D/I challenges
1985 - 1993
1994 - 2003
2003 onwards
13
ICT4D/I 1994 -2003
advent of NITC
In 1994 the NITC was formed to drive ICT
utilization for national development. It was
chaired by the Prime Minister and MIMOS was the
secretariat, the secretary being the
President/CEO of MIMOS
The NITC strategic coordination framework (shown
here) facilitates top-down strategic
interventions, cooperation and collaboration, as
well as cross-sectoral planning for seeding and
nurturing innovation
Note that the tri-sectoral multi-stakeholder
partnership between the public, private and
community sectors is founded upon good governance
(G)
14
ICT4D/I 1994 -2003
governance agenda
the tri-sectoral multi-stakeholder governance
model is evolutionary
Public Sector
Public Sector
Public Sector
Private Sector
Community Interest Sector
Private Sector
Private Sector
Community Interest Sector
Community Interest Sector
Traditional Model of Governance
Malaysia Inc. Model of Governance
Convergence Model of Governance for the
Information Age
Governance Agenda - Orderly Transition and
Transformation
15
ICT4D/I 1994 -2003
key initiatives
Multimedia Super Corridor (MSC)
and National IT Agenda (NITA)
two major initiatives to address the issues of
economic competitiveness and social equity
Multimedia Super Corridor (MSC) targeting
economic development
National IT Agenda (NITA) targeting social
development
16
ICT4D/I 1994 -2003
MSC
Multimedia Super Corridor (MSC)
The MSC Strategy Leapfrogging Malaysias
development
The MSC heralded ICT as a new sector of growth to
develop knowledge industries
Planned industry discontinuity
MSC
The simple systems model for the dynamics of
the MSC
17
ICT4D/I 1994 -2003
NITA
National IT Agenda (NITA)
NITA focuses on the balanced development of
people, infostructure, content and applications
to create value, to provide equity and access to
all Malaysians, and to qualitatively transform
our society into a values-based knowledge society
by the year 2020.
NITA lays the basis for the informatisation of
society i.e. the use of ICT in all walks of life
to improve productivity and enhance quality of
life through innovation (in technology, economy,
society, institutions, etc.)
18
ICT4D/I 1994 -2003
Five E-thrusts Model
NITA is being operationalised using the
Five E-thrusts Model
G
Good governance (G) is the end result of being
able to bring together the interests of the
public, private and community sectors in the
context of development through learning (and
unlearning and relearning) whilst at the same
time, protecting our national sovereignty
19
ICT4D/I 1994 -2003
corporatisation of MIMOS

In 1996 MIMOS was corporatised to become a
government-owned for-profit company. Thus, MIMOS
had to move into the industry by commercialising
its RD outputs through spawning start-ups.

• Some of MIMOS notable ventures include
• Jaring, an Internet Service Provider (ISP)
  company
• MySEM, an integrated design and manufacturing
  (IDM) company
• MyMS, a fabless IC design house
• MSCSB, a computing solutions company
• MYNIC, a registry and registrar for the .my
  domain
• OICnetworks, a global internetworking company
• CIDB Econstruct Services, a e-construction
  consultant
• Digicert, a certification authority entity
• iVEST, an internet security solution provider
• Encipta, a venture capital entity

20
Malaysias attempt at nation-wide strategic
planning to meet these ICT4D/I challenges
1985 - 1993
1994 - 2003
2003 onwards
21
ICT4D/I 2003 onwards
restructuring of MIMOS
Due to national demands, by late 90s MIMOS was
playing three strategic roles viz., RD, business
development and policy work
Juggling all the three big hats under the then
organizational structure and operating conditions
was getting to be difficult
However, the underlying working philosophy of
MIMOS technology development for value
creation still stays and entails industry
development (through translating technology to
viable products), social acculturation and good
governance (through applying technology to solve
problems)
22
ICT4D/I 2003 onwards
the ICT4D/I Framework
The diagram depicts the ICT4D/I Framework MIMOS
has been using and will continue to use as the
basis for its activities
K-economy
Innovation for WEALTH CREATION
Industry
ICT as a SECTOR
MIMOS BERHAD Innovation for Life
Innovation for BALANCED SOCIETAL DEVELOPMENT
Information Communication Technology
Society
ICT as an ENABLER
Innovation for GOOD GOVERNANCE
RD Strategic Acculturation Business Incubation
Govern-ment
K-society
23
ICT4D/I 2003 onwards
...MIMOS Initiatives
MIMOS ICT4D/I Initiatives cover all three areas
- economy, social and governance
Innovation initiatives
MSC (Multimedia Super Corridor) Jaring
(internet service provider) IPv6
(internet protocol version 6) iVEST
(virtual env. for secure transactions)
EE TiGER (tech.,
industry govt. for e-revolution)
OSS (open source systems)
Encipta (venture capital entity)
Industry Game Changers
MIU (mobile internet unit)
DAGS (demonstrator application grant scheme)
Agri Bazaar (e-market for agricultural
produce)
Titian Digital (digital bridge)
MyGfL (Malaysian grid for learning)
Social Digital Inclusion
NITA (national IT agenda) NISER
(natl ICT security emergency response center)
MyKad (identity card with with e-facilities)
IRB
(internal revenue board)
Policy and Public Services
24
ICT4D/I 2003 onwards
MIMOS modus operandi
MIMOSs modus operandi is technology
development brokerage through
multi-stakeholder smart partnership with
universities, industries, RIs and Government

• Policy intervention of research issues (eg. ICT
  Microelectronics Roadmaps)
• Industry development support
• Primary source of funding

Government
MIMOS
Universities
Industry
Customer

• Oversight for industry trend at strategic and
  research levels through Advisory/Expert Panels
• Source of paint points, problem, prioritization
  and research solution at
• industry phase and
• customer end
• End recipient of IP
• Source of funds and other intangible support

• Distributed Lab
• Cross-fertilization of knowledge on other
  applications of technologies through interest
  groups
• Basic research support
• Source of talents
• Academic program support
• Partner for exchange programs

• Primary source of information on customer needs
  and market demand

Research Institutes

• Distributed Lab
• Cross-fertilization of knowledge on other
  applications of technologies through interest
  groups
• Partner for exchange programs

25
ICT4D/I 2003 onwards
MIMOS modus operandi
and MIMOS pursues this using a three-pronged
strategy as a technology promoter, partner or
provider for innovation in and through ICT
Examples MSC Jaring EE TiGER DAGS OSS
Promoter (technology diffusion)
Innovation Through Multi-stakeholder Smart
partnership
Provider (technology development)
Partner (technology
co-development)
Examples Computing COMiL (authoring tool),
Vertika (e-commerce engine)
Security iVEST, SEDS (secure
electronic document system), CEWS (cyber early
warning system)
Microelectronics PESONA RISC chip, 0.35 CMOS
process technology
Examples SCADA System (supervisory, control
data acquisition system)
ATOM PC
POMAS (palm oil manufacturing automation
system)
ISDN card
MyKad
26
ICT4D/I 2003 onwards
technology development
To take technology development to the next level,
we want to actively create research clusters
for greater synergy in niche technology areas.
One way to do this is to share the work

• Our resources are limited lack RD talent, lack
  funds, lack entrepreneurs, lack
• Universities to pursue frontier technologies
  (knowledge discovery) research institutes to
  translate science into technology industry to
  turn technology (prototypes) into
  commercializable products
• Horizontal integration through many smaller
  players instead of vertical integration by big
  single players (need deep pockets!)
• Promote co-opetition (collaboration and
  competition) to spur cluster dynamism

Due to the developing state of affairs, we feel
that such a model for technology innovation is
suitable for Malaysia at the moment
27
ICT4D/I 2003 onwards
technology development

However, the different levels of readiness of
the various cluster actors in the Malaysian
context means a lot of work is going to be needed
to develop truly innovative research clusters
Government
Legend
PRIs
MNCs
weak
Corporate Labs
Quality Quantity of Research Talents
Domestic as Captive Market
SMEs
Industry Players
Research Communities
fair
Pre-seed
LDCs
strong
HLIs
Seed
Mezzanine
Expansion
Venture Capital
28
ICT4D/I 2003 onwards
technology diffusion
As regards technology diffusion or acculturation,
we will continue to use the model below to
promote innovative ICT-based solutions for
community development
Acculturation Value Chain (simplified) (each
stage adds some value to the next one)

• Output of Stage 1 is a conceptual model with
  solution based on dimensions of technology,
  content and community and also a research agenda
• Output of Stage 2 is a project demonstrating the
  innovative application of ICT in solving a
  particular community problem
• Output of Stage 3 is a fine-tuned, field-tested
  model which is robust enough for
  commercialisation, or adoption by an
  implementing agency
• Output of Stage 4 is a formal model which can be
  used elsewhere with minor customisation for local
  requirements but with predictable results

29
ICT4D/I 2003 onwards
technology diffusion
However, end-to-end funding has to be put in
place to realize the full value chain
GAP
Traditional Funding
Market Forces Funding

• Only DAGS is available for informatisation
  projects but it supports only up to Stage 2
• No support is provided for Stage 3
• No funding available
• Business building capacity is lacking
• Funding for Stage 4 depends solely on market
  forces
• The market forces represents societal uptake
  commercial value potential

Concepts proved at Stage 2 have to be nurtured
into prototypes to ensure successful
commercialisation and roll-out
30
Malaysias attempt at nation-wide strategic
planning to meet these ICT4D/I challenges Key
Lessons
31
ICT4D/I

key lessons
Key Lessons

• Development must be balanced and holistic
• In addition to the economic side, the social
  and governance aspects must also be given equal
  emphasis, if not more, since we believe that the
  latter two provide the foundation to sustain the
  former
• Investment in human capital is critical for
  technological innovations
• Need to increase scientists engineers
• Need to increase entrepreneurs
• Need to take preventive measures against Brain
  Drain
• Need to acculturate society on the use of ICT
• The role of the university in the innovation
  value chain is not to be underestimated
• Able to quickly train qualified technical
  personnel
• Should invest in basic research to create own
  IP to help create an indigenous industry
• Forge strong university-RI-industry linkages so
  as to be a key player in industrial clusters

32
ICT4D/I

key lessons

• Industry clusters are necessary to promote and
  sustain innovation
• Our industry is not matured enough to evolve
  on its own driven by market forces. Hence,
  top-down initiatives are a must. The MSC is
  such an initiative.
• Multi-stakeholder smart partnerships are a must
  to move fast since one may have to buy
  technologies, work with others for mutual gain,
  or hire talents
• The foundation for building industrial
  clusters is collaboration and cooperation between
  various players for mutual benefit
• Domestic industry development is crucial for long
  term sustainability
• This is a lesson we learnt from our EE
  industry, which is very MNC dominated with low
  technology transfer, and hence amenable to
  relocation if conditions elsewhere are better.
• The networked society is said to be the future
  society. Information and knowledge are going to
  be the key drivers for socio-economic growth
• Thus, network security is going to be a major
  issue. This is the reason why NISER (National ICT
  Security and Emergency Response Center) was set
  up.

33
ICT4D/I

key lessons

• Informatisation of society (use of ICT to
  enhance ones activities, to create added value)
  must be given equal emphasis as infrastructure
  development
• The Koreans have found out that ICT
  infrastructure alone is not going to pay high
  dividends. This is why we have focused NITA on
  content. DAGS, Titian Digital (BDD) and EE
  TiGER are examples of our informatisation
  efforts. However, we have problems with scaling
  up projects due to issues such as lack of
  awareness, funding, lack of interest, vested
  interests, etc.
• Effective innovation policy. Examples include
• Long-term commitment to basic research and the
  creation of own intellectual property (IP),
  leading to technology sovereignty
• Effective protection of IP
• Development of national technology roadmaps to
  provide focus, direction and align resources for
  RD activities
• Appropriate funding mechanisms to carry ideas all
  the way to market i.e., along the entire
  innovation value chain

34
THANK YOU
ICT fosters innovation innovation is THE
core competence for sustaining
National Competitiveness
MIMOS Berhad Technology Park Malaysia
57000 Kuala Lumpur Email tmas_at_mimos.my
http//www.mimos.my
35
National ICT Emergency Response Center (NISER)

• NISER was formed to provide ICT security services
  and to fill up gaps that could be detrimental to
  National Security
• This is done by working with other Agencies
• NISER will not nullify the need for dedicated
  teams within organizations, government agencies,
  etc
• NISER enhances services provided by dedicated
  teams within organizations through mutual
  cooperation, info sharing and technical assistance

SECURITY FORCES
36
NISER Achievements

• National Level
• Developing the National Information
  Infrastructure Protection Agenda framework
• Managing national strategic initiatives such as
  Panel of Experts
• Providing technical support to the National
  Information Security Committee (NISC)
• Promoting the ISO 17799 that provides
  recommendation for the development of information
  security standard and effective security
  management in an organisation
• Setting up the Computer Forensics Lab and
  Information Assurance Lab
• Providing computer incident response services to
  the Malaysian Internet users
• Conducting awareness programs such as information
  security training, survey and seminar
• International Level
• Co-founder of APCERT (Asia Pacific Computer
  Emergency Response Team)
• Member of FIRST (Forum of Incident Response and
  Security Teams)
• Active participation (represent Malaysia) in
  information security standards working groups
• Promoting information security initiatives
  particularly among Islamic countries

37
Demonstrator Application Grant Scheme (DAGS)
A Social Innovation to Seed NITA Realisation
DAGS is a funding platform primarily for content
and community development for the following
priority areas

• Social Digital Inclusion (BDD)
• eg. Rural Poor, Urban Poor, Senior Citizens,
  Disabled, Women, Youth, SMEs
• Economic Competitiveness
• eg. SMES, EE
• E-Public Service
• eg. Local Authorities

38
DAGS Awards Recognitions (1)

• Project e-Pekak received
• The United Nations Malaysia Award 2001.
• Swiss Dev. Foundation Financial Support.
• Project e-Bario received
• 2002 Industry Innovator Award by Society of
  Satellite Professionals International, NY.USA.
• Top 7 Intelligent Communities in the World by
  World Teleport Association, NY, USA.
• Project Cybercare received
• Recognition adoption by the Microsoft
  Foundation

39
DAGS Awards Recognitions (2)

• Project ARBEC received
• Recognition by Mc Arthur Foundation London
  Museum of Natural History
• South East Asias only virtual museum of natural
  history and affiliated to major museums of
  natural history in Europe and the US as well as
  on-line journal consortium of Swets-Blackwell
• Project nutriWEB received
• The prestigious "Golden Web Award" given by the
  The International Association of Web Masters and
  Designers (I.A.W.M.D), Florida USA
• Project Primarycare received
• Acknowledgement as
• a dynamic Open Source
• application for health by Open
• Source Health Care Alliance,
• Minoru Development Corp, France.

40
Bridging the Digital Divide
National Framework
41
The EE TIGeR Project
(TIGeR Tech., Industry and Govt. Working for
e-Revolution)
To re-intermediate in the economic
competitiveness of the Manufacturing Sector with
emphasis on the electronic and electrical clusters
Strategy
Strategy
Encourage SMIs to adopt RosettaNet
Encourage SMIs to adopt and implement e-business
applications
42
Why EE TIGeR?

• Challenges
• Technology is driving the new business paradigm
• Virtual supply chains are displacing traditional
  supply chains
• Malaysian EE suppliers will be driven out of
  global business relationships if they do not
  participate in the global virtual supply chain
• Solution Industry and Government must develop a
  conducive environment for growth and
  sustainability of the Malaysian suppliers to
• Improve Malaysias competitiveness in the global
  EE / ICT manufacturing sector
• Demonstrate applicability of e-enabling solutions
  for promotion of supply chain management in other
  sectors

43
Some relevant URLS
http//www.mdc.com.my
http//www.pikom.org.my
http//www.nitc.org.my
http//www.neac.gov.my
National Economic Action Council
Ministry of Energy, Communication Multimedia
http//www.ktkm.gov.my
http//www.mcmc.gov.my
http//www.miti.gov.my
http//www.mida.gov.my
Malaysian Industrial Development Authority
http//www2.jaring.my/nccim
http//www.might.org.my
http//www.matrade.gov.my
http//www.statistics.gov.my
Department of Statistics Malaysia
http//www.jaring.my/isis
44
(No Transcript)