May 19, 2020

Achieving South Africa's e-services vision

South Africa
Big Data
Bizclik Editor
3 min
Achieving South Africa's e-services vision

Written By Joseph P. Gallagher, Partner for Communications and Media for IBM Middle East & Africa

 Delivering transformative e-services that support national development has long been a government objective. With the arrival of significant new bandwidth connections and the maturing of mobile, big data and cloud technologies, many of the components necessary for effective e-government are now in place.

 However, there are certain issues and potential pitfalls that need to be addressed before this e-government vision can be fully realised.

 Crucially, stakeholders need to avoid the trap of believing ‘if we build it, they will come’. As seen by the success of services such as M-PESA and MoDe in Kenya, any solution or service must address a specific need in the market, in the right way, if they are to succeed.

Understanding what the citizens need, and how these needs should be met, requires dialogue. Technology can facilitate this dialogue in a meaningful way, by providing both the connections and the platforms necessary.

 E-services cannot be entirely successful if they meet only the needs of one side, however. Effective e-services that support development must speak to the goals and needs of both the government and the people.

What is needed is a benefits-driven model. The SARS platform, for example, is a mature and well-implemented developed platform that meets needs on both sides.

Extending to people

However, in many other areas, we see ICT and e-services meaning different things to different people, with the result that many departments may have e-government initiatives in place, but they are still missing the vital extension to the people.

 So, while many of the key components necessary for e-services now exist, they must be developed and coordinated strategically, in order to realise the vision.

We need to move beyond a focus on the infrastructure too, to centralise the funding and deployment model create an avenue for return path traffic and ideas, and develop an ecosystem for sustained growth.

 Universal access is crucial for connecting with the people. Central to realising the vision of universal access is the deployment of a National Broadband Network. 

But while most South Africans now have access to mobile connectivity, sufficient, affordable and high quality access is not yet within reach of everyone.

To achieve it, South Africa needs to move beyond its divergent funding model for broadband, to a concentrated funding model, where a pool of capital is provided for a national broadband initiative.

National asset

In addition, better use needs to be made of Telkom’s infrastructure, the biggest national telecommunications asset South Africa has, as the backbone of enablement.

 With the cost of service delivery still far too high in South Africa, we need to look to lower cost solutions through cloud based services.

With a narrower focus and a benefits-driven model, e-services should be provided through smaller, focused clouds delivering in specific areas, such as education or e-health.

By defining the ecosystem, enabling access and reliability, then moving to a benefits-driven ecosystem enabled by the cloud, the public sector is able to create a foundation for e-services that lends itself to repeatability and future integration, as well as the support of future technologies and demands.

 E-services present the potential to underpin social transformation, but the challenge lies in achieving this ideal.

Doing so depends less on the technologies available and more on the realistic execution of programmes to convert policy intent into behavioural uptake and execution. It requires collaboration from all parties – from government agencies to telecommunication service providers, businesses and citizens.

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Jun 14, 2021

5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly

Kate Birch
3 min
Heading up Europe’s first on-demand insurance platform for the gig economy, Janthana Kaenprakhamroy is winning awards and leading with diversity

Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.

Here, Business Chief talks to Janthana about her leadership style and skills. 

What do you do, in a nutshell?

I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.

How would you describe your leadership style?

I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.

What’s the best leadership advice you’ve received?

Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.

How do you see leadership changing in a COVID world?

I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.

They say ‘from every crisis comes opportunity’, what opportunities do you see?

The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless. 

What advice would you give to your younger self just starting out in the industry?

Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.


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