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Government Tech Trends 2019: Beyond the digital frontier

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Deloitte released its “Government Tech Trends 2019: Beyond the digital frontier.” The report explores how the convergence of new technologies with powerful technological forces is driving disruption across government. New technologies include advanced networking, serverless computing, and intelligent interfaces; and technological forces encompass digital experiences, cognitive and cloud.

“Many government organizations are finding that each individual advancement in technology—for example, blockchain, digital reality or serverless cloud architecture—is powerful, but that the real power emerges when they combine,” said Scott Buchholz, principal, Deloitte Consulting LLP and chief technology officer for its government and public services practice. “Finding ways to integrate a constellation of new technologies into a new operational paradigm is the next level challenge that’s unfolding in government right now.”

Government Tech Trends 2019, based on Deloitte Tech Trends, interprets the trends with a focus on government. The report also includes a score for each trend based on its relevancy to government and the government’s readiness to adopt.

The eight trends that are giving rise to new operating models, redefining the nature of work, and dramatically changing IT’s relationship with the business include:

Macro technology forces at work – The nine technology forces at work are: cloud, analytics, digital experience, blockchain, cognitive, digital reality, core modernization, cyber, and the business of information technology. These forces are critical for organizations—their controlled collision can compound the effect of a purposeful, transformational change.

Trend in action: A supply chain can be optimized with an integrated combination of technologies—next-gen core financial system upgrades, cloud deployments, AI predictive models, blockchain for tracking and more.

AI-fueled organizations – Leading organizations are harnessing AI’s full potential for data-driven decision making and generating valuable insights. To become a true “AI-fueled” organization, a department or agency needs to find AI’s place in the mission, rethink its talent, focus on human and machine interaction in its environment, and deploy machine learning across core business processes and enterprise operations.

Trend in action: Use AI and machine learning to help curb fraud, waste, and abuse by detecting invalid, improper or mischaracterized payments.

NoOps in a serverless world – Cloud providers have doggedly automated traditional infrastructure and security management tasks and are increasing the complexity and value of “as a service” capabilities. As a result, technical resources are interacting less and less with the underlying system infrastructure. Operations talent can shift to increasingly agile teams focusing on higher-order (and higher-value) activities that more directly support mission outcomes.

Trend in action: Pay-as-you-go models offer flexibility and cost-efficiency for seasonal demands like tax filings or health care enrollment. Look at piloting new application using container-based, function-based, or other new cloud computing models.

Connectivity of tomorrow – Advanced networking offers a continuum of connectivity that can drive the development of new products and services or transform inefficient operating models. From edge computing and mesh networks to 5G, satellite, and ultra-broadband, organizations across sectors and geographies are relooking at advanced connectivity options to design their networks of tomorrow.

Trend in action: Field-deployed personnel will soon have greater bandwidth on their mobile devices than they have at their desks today—rethink processes and systems to take advantage of the connectivity.

Intelligent interfaces – Intelligent interfaces combine the latest in human-centered design with leading-edge technologies such as computer vision, conversational voice, auditory analytics, and advanced augmented reality (AR) and virtual reality. Working in concert, these techniques and capabilities can transform the ways we engage with machines, data, and each other.

Trend in action: With AR, skilled technicians can move from one system to another without extra training. Inspectors can use facial and image recognition with speech capture interfaces. Indirect measures of activity time and personnel efficiency permit digitalization and analysis.

Beyond marketing—experience reimagined – Today’s citizens expect highly personalized, contextualized experiences. To deliver them, leading chief marketing officers are looking inward to closer partnerships with their own CIOs and a new generation of marketing tools and techniques powered by data-enabled emerging technologies.

Trend in action: Service programs can use advanced marketing techniques to engage the population, gauge reactions and adjust rollouts.

DevSecOps and the cyber imperative – To enhance their approaches to cybersecurity and cyber risk, forward-thinking organizations are embedding security, privacy, policy, and controls into their evolved IT delivery models. DevSecOps fundamentally transforms cyber and risk management from compliance-based activities (typically undertaken late in the development lifecycle) into essential framing mindsets that help shape system design from the ground up.

Trend in action: The National Institutes of Health and the Food and Drug Administration are working to standardize, automate, and virtualize processes using close-knit teams that integrate development, security and operations into to reduce human error, speed results and make difficult operations invisible to the user.

Beyond the digital frontier – Digital transformation has become a rallying cry for business and technology strategists. Yet all too often, organizations anchor their approach on a specific technology advance. Developing a systematic approach for identifying and harnessing opportunities born of the intersections of technology, science, and business is an essential first step in demystifying digital transformation, and making it concrete, achievable and measurable.

Trend in action: Cashierless stores could serve as models for the Department of Defense Exchanges. Government health providers can use health care insurers’ AI-enabled verification of eligibility for medical procedures. Organizations are increasingly using AI and other digital techniques to screen recruits.

“These trends are actively shaping strategic and operational transformations today, redefining IT’s role within government and forcing leaders to reimagine what it means to govern and serve against the backdrop of a global, digitally driven economy,” said Buchholz.

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Aviation Sector Calls for Unified Cybersecurity Practices to Mitigate Growing Risks

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airplane travel

The aviation industry needs to unify its approach to prevent cybersecurity shocks, according to a new study released today by the World Economic Forum. The increased level of interdependencies can lead to systemic risks and cascading effects as airlines, airports and aircraft manufacturing take different approaches to countering cyber risks.

To guard against these risks and create a streamlined approach with civil aviation authorities, the World Economic Forum has launched the Cyber Resilience in Aviation initiative in collaboration with more than 50 companies.

The latest report, Pathways to a Cyber Resilient Aviation Industry, developed in collaboration with Deloitte, outlines how the industry – from airlines to airports to manufacturing and the supply chain – can work with a common language and baseline of practices. The report focuses on mitigating the impact of future digital threats on multiple levels:

International:

· Aligning regulations globally

· Establishing a baseline of cyber resilience across the supply and value chain

· Designing an impartial assessment and benchmarking framework

· Developing international information-sharing standards

National:

· Enabling reskilling

· Rewarding more open communication on aviation incidents

Organizational:

· Integrating cyber resilience in business resilience practices

· Ensuring risk assessment and prioritization

· Improving collaboration

“The aviation industry has developed a strong track record of safety, resilience and security practices for physical threats and must integrate cyber risks into this culture of safety and resilience,” said Georges De Moura, Head of Industry Solutions, Centre for Cybersecurity, World Economic Forum. “A common understanding and approach to existing and emerging threats will enable industry and government actors to embrace a risk-informed cybersecurity approach to ensure a secure and resilient aviation ecosystem.”

“The work of the World Economic Forum on aviation cyber resilience complements these global efforts led by the ICAO and is another excellent example of the importance of broad-based international collaboration among public and private stakeholders,” said Fang Liu, Secretary-General, International Civil Aviation Organization (ICAO).

“Adopting a collaborative cyber-resilience stance and creating trust between cross-sector organizations, national and supranational authorities is the logical yet challenging next step,” said Chris Verdonck, Partner, Deloitte, Belgium. “However, if the effort is not collective, cyber risks will persist for all. Further solidifying an extensive and inclusive community and developing and implementing a security baseline is key to adapt to the current digital reality.”

The Cyber Resilience in Aviation initiative has enabled organizations to create plans as a community to safeguard against current and future risks. It convenes over 80 experts from more than 50 organizations across global aviation and technology companies, international organizations, trade associations and national government agencies. Major collaborators include ICAO, NCSC, EASA, IATA, ACI, Eurocontrol and UK CAA.

The recommendations and principles developed by the community have been published in a set of reports, allowing companies worldwide to learn from their insights and develop their own policies to ensure cybersecurity in aviation.

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Wide Variations in Post-COVID ‘Return to Normal’ Expectations

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London, UK, Covid-19 restrictions in place in Soho. IMF/Jeff Moore

A new IPSOS/World Economic Forum survey found that almost 60% expect a return to pre-COVID normal within the next 12 months. including 6% who think this is already the case, 9% who think it will take no more than three months, 13% four to six months, and 32% seven to 12 months (the median time). About one in five think it will take more than three years (10%) or that it will never happen (8%).

Views on when to expect a return to normal vary widely across countries: Over 70% of adults in Saudi Arabia, Russia, India, and mainland China are confident their life will return to pre-COVID normal within a year. In contrast, 80% in Japan and more than half in France, Italy, South Korea, and Spain expect it will take longer.

At a global level, expectations about how long it will take before one’s life can return to its pre-COVID normal and how long it will take for the pandemic to be contained are nearly identical. These findings suggest that people across the world consider that being able to return to “normal” life is entirely dependent on containing the pandemic.

An average of 45% of adults globally say their mental and emotional health has gotten worse since the beginning of the pandemic about a year ago. However, one in four say their mental health has improved since the beginning of the year (23%), about as many that say it has worsened (27%).

How long before coronavirus pandemic is contained?

Similar to life returning to pre-COVID normal, 58% on average across all countries and markets surveyed expect the pandemic to be contained within the next year, including 13% who think this is already the case or will happen within 3 months, 13% between four and six months and 32% between seven and 12 months (the median time in most markets).

Majorities in India, China, and Saudi Arabia think the pandemic is already contained or will be within the next 6 months. In contrast, four in five in Japan and more than half in Australia, France, Poland, Spain, and Sweden expect it will take more than a year.

Change in emotional and mental health since beginning of the pandemic about a year ago

On average across the 30 countries and markets surveyed, 45% of adults say their emotional and mental health has gotten worse since the beginning of the pandemic about a year ago, three times the proportion of adults who say it has improved (16%)

In 11 countries, at least half report a decline in their emotional and mental health with Turkey (61%), Chile (56%), and Hungary (56%) showing the largest proportions.

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African fisheries need reforms to boost resilience after Covid-19

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The African fisheries sector could benefit substantially from proper infrastructure and support services, which are generally lacking. The sector currently grapples with fragile value chains and marketing, weak management institutions and serious issues relating to the governance of fisheries resources.

These were the findings of a study that the African Natural Resources Centre conducted from March to May 2020. The centre is a non-lending department of the African Development Bank. The study focused on the impact of the Covid-19 pandemic in four countries – Morocco, Mauritania, Senegal and Seychelles. The countries’ economies depend heavily on marine fisheries. The fisheries sector is also a very large source of economic activity elsewhere in Africa. It provides millions of jobs all over the continent.

The study dwells on appropriate and timely measures that the four countries have taken to avoid severe supply disruptions, save thousands of jobs and maintain governance transparency amid the ongoing global uncertainty and crisis.

Infrastructure shortcomings include landing facilities, storage and processing capacity, social and sanitary equipment, water and power, ice production, and roads to access markets.

Based on the findings, researchers made recommendations to strengthen the resilience of Africa’s fisheries sector in the context of a prolonged crisis, and looking ahead to a post-Covid-19 recovery.

The report strongly advocates for:

– Increased acknowledgment of the essential role of marine fisheries stakeholders and the right of artisanal fishermen to access financial and material resources.

– Strengthening the collection of gender-disaggregated statistical data in a sector that employs a vast number of women and youth.

– Establishing infrastructure and support services at landing and processing sites of fishery products, with priority access to water.

– Investing in human capital to ensure high-level skills in the different areas of fisheries management.

– Improving governance frameworks by encouraging the private sector and civil society to participate in formulating sectoral policies and resource management measures.

The study recommends urgent reforms to make marine fisheries more resilient and enable the sector to contribute sustainably to the wealth of the continent’s coastal countries.

Marine fisheries are a crucial contributor to food security and quality of life in Africa. Good nutrition is a key factor to quality of life, and the marine fisheries sector supports the nutrition of more than 300 million people, the majority of whom are children, youth and women. It also provides more than 10 million direct and indirect jobs.

Dominated by artisanal fishing and traditional value chains, the fisheries sector in Africa is mainly informal and is rarely considered in public policies or in assessing the wealth of countries.

Like other sectors, the African fisheries sector has been severely hit by the Covid-19 pandemic. Covid has affected supply markets and regional trade. This has resulted in substantial economic losses for most households that depend on fisheries.

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