CHANGI AIRPORT GROUP (SG)
Project: Changi Airport Digital Master Plan
Industry: Airport Operator
Changi Airport Group’s Digital Master Plan (DMP) is a business transformation program for the airport that has transformed Changi’s passenger experience and laid the foundation for Changi to be a Smart Airport of the future.
The DMP, which was first rolled out in 2014, helped Changi create a unified digital identity and presence by communicating to its passengers through a streamlined, omni-channel content delivery and providing a revamped Changi mobile experience. Changi leverages big data to deliver a personalized Changi experience for each of its passengers. By digitalizing core operations processes and gaining deep understanding of key operating imperatives, Changi has achieved improved operational anticipation and reaction, data-enabled resource planning, and a data-driven platform for collaboration and problem-solving. Today’s airports are no longer just a place where airplanes take off and land, as well as passengers come and go. Airports are remaking themselves to become destinations on their own and are vital economic generators providing a gateway to the city, state, or country.
CAG’s plan takes an enterprise approach with a shared vision for digital transformation across key divisions. It focuses on service and operations transformation, unifying brand and identity, revamping the Changi mobile experience to delivery personalized content and experience through big data and analytics and has created a framework to leverage digital technologies to respond to demands in real time through analytics and service transformation.
CAG has won many accolades and awards in their service standards and technology adoption through its constant drive for innovation.
MTR CORPORATION (HK)
Project: Digitalization Roadmap for Rail Gen 2.0
MTR is proactively enhancing its railway transportation service to meet shifting customer needs by leveraging disruptive digital technologies and strategically integrating them into established business processes. A digitalization roadmap was formulated with a top-down management approach to catalyze and ensure continuous delivery of these new technology projects, marketed externally via the ‘Rail Gen 2.0’ initiative.
The primary distribution channel of MTR’s new services is via the flagship mobile application ‘MTR Mobile,’ where commuters and tourists can access route planning and up-to-date travel information. Artificial Intelligence, Big Data Analytics, Cloud, and Beacon Network Way-finding are key technologies in transforming the application into an end-to-end user-centric travel assistance tool.
MTR has recognized the changing business landscape of the transportation industry. In response, MTR has created a vision blueprint incorporating emerging technologies to address evolving customer needs, and set the direction for its business development. MTR established an IT Center of Excellence (iCoE) to promote and drive continuous digital transformation across business functions, to share and promote successful technology cases transforming the business. MTR also organized a hackathon, HackTrain HK, which tapped into the creative minds of young external stakeholders, to drive forward high-potential technological innovations that enhance customer experience and railway operational efficiency.
CHUNYU DOCTOR (CN)
Project Name: Open Platform for Online Medical Consultation of Chunyu Doctor
Chunyu Doctor is the first online medical consultation platform in China that provides real-time communications between doctors and patients. It brings convenient, accurate, and economical medical services to 125 million users, while bringing economic benefits and better brand recognition to 500,000 registered doctors.
Recognizing the potential of online medical services, Chunyu Doctor also launched its Online Medical Consultation Open Platform for enterprises. Users can access related webpages and public accounts for medical consultation services without opening the Chunyu Doctor app. To date, questions asked on the open platform account for nearly 30 percent of the total number of questions obtained by Chunyu Doctor, and this number is still on the rise.
Not only is Chunyu Doctor’s Online Medical Consultation a pioneer of Online Medical Consultation Services in China, it has become one of the most mature service models in the field of mobile health. Notable results have been achieved since the release of the platform almost a year ago, greatly enhancing the brand and increasing profits. The company has alleviated China’s traditional medical problems such as uneven distribution of medical resources, inefficient medical systems, and poor medical experiences and continuously scaling up, handling more than 1 million online medical inquiries every day.
DBS BANK (SG)
Project: Digital to the Core
Industry: Banking and Finance
Digitalization is a key part of DBS’s strategy to thrive in the digital economy where productivity, scalability, and agility are the key characteristics of a successful organization. With DBS’s 49-year history and 24,000 employees in the highly-regulated banking and financial services industry, DBS considered cultural and organizational changes brought about by this strategy.
The DBS leadership team, made up of Piyush Gupta (Chief Executive Officer), David Gledhill (Chief Information Officer), and Neal Cross (Chief Innovation Officer), fundamentally changed the operations and culture within DBS by identifying how processes have changed, through internal hackathons within various business units, mass adoption of new technology to re-architect its technology structure, and setting up of DBS Asia X (DAX) as a space to collaborate with start-ups and the Fintech community to reimagine, inspire, and create the future of innovation.
Piyush Gupta and his leadership team have culturally transformed the bank, positioning DBS at the forefront, as one of Asia’s preferred banks and into an internationally recognizable brand. Through this transformation, DBS has been able to rapidly adopt new technology into its business and solutions. With significant investments in strategic technology solutions such as DBS Lifestyle, PayLah, POSB jolly, and POSB Smart Buddy, DBS has expanded customer reach and acquisition, with an increase of wealth customers and Singapore SME customers acquired via digital channels in 2016. It has also leveraged analytics to provide contextual offers and advice to customers, reduced ATM downtime, better predict and prevent trade fraud, and lower employee attrition. With over 50 partnerships with universities, government agencies, and knowledge partners, DBS continues to leverage best-in-class research/ thinking.
TAISHIN BANK (TW)
Project: Digital Bank: Richart
Industry: Banking and Finance
As the younger generation moves toward digital channels for their financial needs, Taishin launched Richart, its digital bank in April 2016. Designed to provide the best user experience and products, Richart undertakes continuous customer research to provide the most innovative functions in the market, three of them protected by patents. With seven major updates released in 11 months, Richart has been a huge success with over 90,000 new savings account applications in under a year, of which 70 percent of newly acquired customers are under the age of 35, matching the goals of Taishin’s strategy to attract a younger market. Richart has become the biggest digital bank in Taiwan, paving the way for the successful digital transformation of Taishin.
Richart is the only purely digital bank in Taiwan which provides a comprehensive product set and functions. Richart has created a real digital banking experience, providing savings account, credit cards, investments, and loans in one app. It is the first banking app in Taiwan developed with the Agile working method.
JARDINE RESTAURANT GROUP (HK)
Project: Pizza Hut Social CRM & Mobile App
Industry: Food & Beverage
The Pizza Hut Social CRM and Mobile App were designed to prepare the organization for a dynamic form of engagement to promote customer loyalty, drive sales, and ultimately, own a bigger slice of the market. Launched in June 2015, the Pizza Hut Social CRM and Mobile App include three innovative features:
1. Mobile queue ticketing with Express Ticket for dine-in
2. Points Sharing between friends, and
3. Interactive surprise promotion e-couponing.
To drive the project, Pizza Hut’s marketing and IT teams successfully came together to work towards the common goal of injecting technology into digital marketing campaigns – a customer-centric strategy emphasizing personal interaction over transaction-only interaction with the customer.
With information gathered via the social CRM, Pizza Hut developed targeted promotions with one-on-one customer journeys generating double digital growth sales as compared to traditional media promotion. Jardine Restaurant Group also saved millions of HKD in leaflet printing and distribution after the launch. The end goal is to be more environmental-friendly by shifting printing cost to digital advertising.
HDFC BANK (IN)
Project: HDFC Omni-experience Transformation Initiative
Industry: Banking and Finance
HDFC Bank’s Digital Innovations unit has created an omni-experience initiative with three services: Missed Call Commerce, HDFC Bank OnChat, and HDFC Bank LITE App. It leverages traditional and digital forms of communication to drive an enhanced banking experience, while simultaneously enabling ‘non-digital’ consumers to transact and interact with the bank via mobile phones.
Missed Call Commerce allows users to recharge their mobile phones by giving a missed call to a number after a one-time SMS registration process. This service can be availed through feature and smartphones and does not require an app or internet connection. It is not restricted to HDFC Bank customers. HDFC Bank customers can connect anyone’s mobile number to their own bank account, and can link up to 5 mobile numbers.
HDFC Bank OnChat provides social commerce services on Facebook Messenger through OnChat, supporting English or Hinglish. OnChat understands user requirements using natural language processing. This is a conversation-based service and not a command-based service. Customers can recharge prepaid phones or pay utility bills by just providing mobile number and customer account number, or book a cab from Ola and Uber after a one-time link to their accounts.
The HDFC Bank LITE App does not require an internet connection to be used as communication takes place over SMS or the Missed Call Banking Platform, providing access to customers in remote areas. The app is available in English and Hindi languages and currently provides more than 10 transactions including fund transfer.
With Missed Call Commerce, HDFC Bank OnChat and HDFC Bank LITE App, HDFC Bank brings innovation and ingenuity in leveraging traditional forms of interaction to drive enhanced experience for customers. To date, services like Missed Call Recharge and LITE App have empowered financially-excluded segments who do not have access to the internet and Mobile Banking services, with more than 55% of recharge transactions initiated from rural and semi-urban areas.
M SOCIAL SINGAPORE (SG)
Project: Increasing Productivity with Robotics in the Hospitality Industry
The hospitality industry in Singapore faces severe labor shortages while demand for better customer service and increased productivity remains constant. To address this, M Social Singapore has introduced Singapore’s first Front-of-House Autonomous Service Delivery Robot, or AURA. Working with its partners StarHub and the Hotel Productivity Centre, Singapore’s first autonomous hotel front-of-house robot integrates with key hotel systems, such as networks, elevators, and telephony for an end-to-end solution, showcasing how the Internet-of-Things is leveraged to improve business processes while enhancing customer experience as a business outcome over and beyond productivity increase.
Using simple text and graphics to help guests intuitively interact with her, AURA can navigate within the hotel where she can assist guests to their room or deliver requested items to them. As a result, AURA has freed up staff time to allow them to be more engaged with guests at a deeper level, allowing hotel guests to have a more relatable connection and affinity with the hotel, which in turn drive customer loyalty.
Project AURA has enabled organizational excellence by making business operations more productive, addressing manpower shortage through robotics solutions. AURA has verified high customer satisfaction levels, with MCIL unveiling plans to deploy further robotics solutions within its hotels.
POSTAL SAVINGS BANK OF CHINA (CN)
Blockchain-hosted Business System
Industry: Banking and Finance
Blockchain technology and application research started at the Postal Savings Bank of China in 2015. Through innovation, research, and development based on the enterprise-class open source blockchain platform Hyperledger Fabric, Postal Savings Bank of China developed an asset-hosted blockchain system that includes four mechanisms: (1) shared ledger, (2) intelligent contract, (3) privacy protection and consensus mechanisms, and (4) realized interaction and sharing of hosted business information and supervision of asset usage.
Postal Savings Bank of China’s blockchain-based asset-hosted management system reduces original business links and improves risk management. It is the first successful application of blockchain technology in a core banking business system in China’s banking industry. The innovation proves that blockchain technology can be used in real business environments of banks and successfully solve trust problems in financial activities and problems in specific business scenarios, as well as enhance trust, simplify processes, increase processing efficiency, and improve risk management level of the whole industry. Since going online in October 2016, the system has successfully conducted hundreds of transactions in a real business environment.
URBAN REDEVELOPMENT AUTHORITY (SG)
Project: Digitalization Plan – Exploit data and analytics for smart digital planning
Singapore’s land use planning and conservation authority, the Urban Redevelopment Authority (URA), takes a holistic and long-term land use planning approach to achieve sustainable development. This requires extensive amounts of data and close collaboration with economic, social, and development agencies, as well as consultation with stakeholders in private and public sectors. URA has made complicated data, analytics, and digital tools simple to use for planners, and create digital platforms to encourage data sharing, collaboration, and co-innovation across agencies and the industry.
A key component of the three-year Digitalization Plan is capability building. To drive this, one of the key initiatives is URA’s Analytics Immersion Program (#AIM), an in-house training program designed to seed a culture of planning that is data-driven and evidence-based. The four-month program equips officers with new skills and techniques in data analytics, including learning new software such as ArcGIS, R, and Tableau. At the end of the core training, officers can choose to work on projects to be presented to URA’s senior management. The projects go on to become joint-lab collaborations with agencies or are implemented as real work applications within URA. With these successes, more agencies have collaborated with URA, allowing them to strengthen the culture of digital planning within URA and our partner agencies.
The three-year Digitalization Plan facilitates integrated planning at the Whole-of-Government (WOG) level, providing better planning insights and drive productivity gain. It transforms urban planning processes, involves and empowers staff at all levels to contribute ideas, find solutions, and create a culture of innovation. It allows stakeholders, agencies, and customers to be engaged, share data and integrate business processes and systems.