MDDI 演讲稿 · 2024-05-29
高级政务部长陈杰豪在ATxEnterprise的开幕主旨演讲
高级政务部长陈杰豪在ATxEnterprise的开幕主旨演讲
要点
- • 新加坡数字经济贡献约70%的GDP；东南亚互联网经济规模预计去年收入约达1000亿美元；新加坡在IMD数字竞争力排名中位列全球第三。
- • 政府推出《数字企业蓝图》（DEB），聚焦AI采用、快速规模化、网络安全韧性及员工技能提升四大支柱，预计惠及至少5万家中小企业，延续自2017年启动、已累计服务近10万家企业的"中小企业数字化"计划基础。
- • 现有22项行业数字化计划将全面更新纳入AI路线图，同时为所有预批准数字化解决方案开启AI功能，目标是在未来两年内惠及至少1.5万家中小企业。
- • 资讯通信媒体发展局（IMDA）推出的"面向数字领导者的生成式AI计划"将联合微软、亚马逊云科技等科技企业，支持至少400家数字化领先企业开发定制AI解决方案。
- • 英伟达（NVIDIA）、Tribe与数字工业新加坡将联合推出AI初创企业孵化计划，提供30亿美元种子资金，支持初创层面的AI创新。
- • "先进数字解决方案"计划将为有独特需求的行业催化开发整合型、云原生数字解决方案，经验证有效后纳入预批准方案，供中小企业大规模采用。
完整译文（中文）
MDDI 英文原文译文 · 翻译日期: 2026-06-21
1. 早上好，各位。今天能来到 ATx Enterprise，有机会在这里见到许多熟悉的面孔和合作伙伴，我感到非常高兴。
2. 今天，我想谈谈支持我们企业数字化转型之旅的下一步。数字化与数字技术正在我们的经济、行业和企业中发挥越来越重要的作用，并切实影响着我们的工作场所——这对在座各位来说都不是什么惊天秘密。
3. 事实上，我们与众多合作伙伴在这一领域已耕耘多年。得益于中小企业、企业及技术合作伙伴的支持，新加坡的数字经济蓬勃发展、充满活力。各位身处全球增长最快的地区之一——东南亚。互联网经济持续增长，去年收入估计约为 1000 亿美元。数字经济正在影响几乎所有行业。
4. 今早我在广播中听到一句话：如果你的工作涉及拿手机或敲键盘，那么你的工作将被包括人工智能和生成式人工智能（GenAI）在内的技术所颠覆和改变。对新加坡而言，这千真万确。我们数字经济贡献了 GDP 的 70%，它创造了优质就业机会和良好发展前景。这对新加坡尤为重要——新加坡是一个开放经济体，地下没有石油，山中没有稀土矿藏，必须依靠创新、勤奋以及在全球经济中保持竞争力。
5. 在支持我们的经济、行业和企业运用技术方面，我们正在夯实坚实的基础。这条路并非始于 AI 或 GenAI 这些流行词。事实上，它历经数十年的积累。多年前便已开始的艰苦努力，从最初的公务员信息化计划，到将技术引入工作场所，再到在新加坡为每家每户铺设光纤基础设施——那已是十多年前的事了。我们早在 1996 年便有了如何运用技术的愿景，以《国家信息技术计划》（National IT Plan）为起点，至今已历经逾 30 年的积淀。在支持我们的企业、行业和商业运用技术方面，我们已取得良好进展。多年来，每 10 家中小企业中有 9 家采用了至少一项数字技术。
6. 我一向鼓励新加坡人和海外宾客亲身感受技术如何被广泛运用——而最好的去处莫过于新加坡本身。我们对自己的饮食文化深感自豪——哪里有本地美食，哪里有最好吃的鸡饭。这些年来，大家都看到了我们熟食中心和食阁的变化。超过 50% 的小贩已采用技术并提供电子支付选项，尤其是新生代小贩和食档。技术的应用不仅限于大型企业和中型中小企业，我们的小贩、熟食中心和组屋区商店也在积极拥抱技术。COVID-19 为这一进程注入了新的推动力。在 IMD 最新数字竞争力排名中，我们在全球位列第三。但还有许多工作有待完成。
7. 我们已投入多年心血，取得了良好进展，但周遭世界正在改变——不仅是技术层面的进步，还有商业机遇与增长。在支持我们的行业和企业方面，还有更多事可以做。如何帮助它们充分、更好地利用生成式 AI 等新兴技术？我们如何支持刚刚踏上数字化转型之旅的中小企业，助其走得更深更远，充分发挥过去几年已投入积累的能力？我们如何缩小中小企业与拥有更多资源、更强风险承担能力的大型企业之间的差距？对于有此抱负的中小企业，我们如何弥合这一差距？最重要的是，我们如何提升员工技能，让他们充分把握工作场所中的技术进步与发展机遇？
8. 我们推行"中小企业数字化"计划（SMEs Go Digital，SMEGD）已近六年——该计划于 2017 年启动——并与各合作伙伴、行业协会以及与中小企业密切合作的商业团体紧密协作，我们对中小企业在运用技术方面所面临的部分挑战有着清晰的认识。
9. 我常开玩笑说，几年前 COVID-19 之前，当通讯及新闻部（MCI）和 IMDA、网络安全局等机构走出去向各行业倡导技术应用时，我们往往像是主动上门敲门的那一方——结果却吃了闭门羹，因为技术被视为成本驱动因素，没人将其看作投资和收入的驱动力。
10. 但多年来，尤其是 COVID-19 之后，对话的内容已经发生了改变。中小企业，尤其是年轻一代的业主和管理层，渴望运用技术。但挑战在于，他们不知道从哪里开始。该怎么做？如何应对技术实施的复杂性？那些遗留企业系统又该怎么办？如何从中过渡出来？如何更好地利用在技术上的投资？这些正是我们近一两年来愈来愈常见的对话内容。
11. 我们正在多年来陆续推出的各项计划——如 SMEGD、CISO 即服务（CISO-as-a-service）等——所奠定的良好基础上继续前行。接下来我们该走向何方？这正是数字企业蓝图（digital enterprise blueprint）的核心所在——回答这些问题，规划前进方向。
12. 在思考数字化转型下一阶段时，我认为有些东西不会改变。是的，技术改变了我们做事的方式，这些或许也必须随之改变。但我认为，有些根本性的原则是我们认定不应改变的。
13. 其中一个根本原则是：技术不能为技术而技术。在企业生态系统中拥有最炫或最昂贵的技术，并不是用来炫耀的资本。技术是为目的服务的，对企业而言尤为如此。关键在于解决迫切的业务问题，真正发挥作用。它如何让我的工作变得更好？如何让我的客户和顾客获得更好的体验？如何帮助我创收、获取市场份额、节省成本、提升竞争力？技术是用来解决问题的。
14. 这不仅仅关乎使用技术。很多时候，无论是云计算、web3 还是 GenAI 这些听起来高大上的技术，都不是简单地将技术搬进工作场所就能奏效的。关键不在于那些零和一，而在于思维方式的转变——文化、人——让技术真正在职场发挥作用，为员工和企业带来改变。因此，不只是为了技术本身，同样也关乎思维、文化与人。
15. 我们几年前推出的一项创新举措——许多企业和商业协会都认为颇具价值——就是我们所称的《行业数字化计划》（Industry Digital Plans，IDPs）。迄今为止，我们已在多个行业推出了 22 份 IDP，涵盖从保安服务、餐饮服务到法律服务等广泛领域。IDP 究竟是什么，为何它能成为我们进一步推进工作的有益基础？
16. 首先，IDP 真正体现的是整个行业的集体所有权——该行业的关键利益相关方，包括商界领袖、负责该行业的政府机构、工会领袖，以及技术合作伙伴，共同汇聚一堂，为该行业描绘共同愿景，再制定计划以实现这一目标。我们不会本末倒置，先说"我们想用这项技术，这些都是美妙的创新"，然后再去为解决方案寻找问题。我们从问题出发，从对前进方向的集体共识出发，再去寻找相应的技术。这些基本原则，我认为不需要改变，即便我们规划下一阶段，也不应改变。
17. 今天，我们正式启动数字化转型的下一阶段，将其命名为《数字企业蓝图》（Digital Enterprise Blueprint，DEB），预计未来数年内将惠及至少 50,000 家中小企业。我认为这还是一个保守的数字。自"中小企业数字化"（SMEs Go Digital）启动以来，过去几年已惠及近 100,000 家中小企业。展望未来，我们认为新升级的 DEB 凭借全新能力、全新合作伙伴关系和全新创新，将至少再惠及 50,000 家中小企业。
18. 让我简要介绍一下 DEB 的四大重点领域。第一，支持我们的企业变得更智能，尤其是借助人工智能。第二，支持我们的企业更快扩张，以抓住尤其是在区域内涌现的大量机遇。第三，在这个数字世界中，谈创新、谈提升技能、谈变得更智能，都离不开安全保障。您不希望自己的企业在数字化转型的道路上一路驰骋，却因遭遇一次网络安全事件或事故而一蹶不振、无法恢复。因此，第三点是网络韧性——更安全。第四，支持我们的员工提升技能，把握各种机遇。
19. 让我简要谈谈这四大支柱、四大重点领域。第一个是人工智能（AI）。我想在座各位无需多加说服。AI 是变革性技术，几乎可以说是像互联网一样的通用技术，将触及每一个数字系统、每一种职业、每一个行业。与其假装这一切不会发生，不如拥抱这项技术，站在变革的最前沿。我认为最好的诠释是：虽然我们无法预测未来，但预测未来的最佳方式，就是创造未来——支持我们的企业采用技术，尤其是 AI。
20. 我们如何做到这一点？我们从几个方向入手。首先，从广泛基础层面来看，新加坡有超过 200,000 家中小企业。我们如何支持所有这些企业？您可以是一家餐饮（F&B）外卖门店，可以是一个小贩摊位，可以是一家医疗领域的中小企业，也可以是酒店业的中型企业。我们如何帮助所有企业、所有中小企业迅速从 AI 中受益，而无需经历所有技术复杂性，也无需付出高昂的"学费"？一个办法是：我们将更新已发布的 22 个 IDP，在刷新所有 22 个计划时，纳入 AI 功能、AI 能力和 AI 路线图。
21. 其次，作为"中小企业数字化"（SMEs Go Digital）的一部分，我们提供了一套预先审批通过的解决方案，贵行业的中小企业可以根据自身数字成熟度来判断需要解决哪类问题。不同的中小企业拥有不同的成熟度水平。根据您的数字成熟度，有哪些经过预先精选、附带政府支持的解决方案可供订阅？对于这些预先审批的解决方案，我们将在条件允许的情况下全部开启 AI 功能，为我们的企业使用 AI 注入强劲动力。因此，您无需担心所有的复杂性，无需聘请 AI 工程师、AI 科学家，去研究选择哪种 AI 以及如何实施。只需采用数字解决方案，底层便已为您配备了强力 AI。我们预计未来两年内将惠及至少 15,000 家中小企业。这便是第一点——广泛基础。
22. 我们看到了令人鼓舞的良好开端。例如，Rajah and Tann 等律师事务所正在使用 AI，在一定程度上是生成式 AI（GenAI），用于知识管理。他们有一个名叫「Ask Mohan」的系统。我不知道 Mohan 是谁，但这个系统叫做「Ask Mohan」。Mohan 是一套出色的 AI 驱动知识管理系统，让律师能够迅速检索案例先例和法律案件——只需数秒或数分钟，而过去则需要数周乃至数小时。
23. 这不仅仅是法律服务领域的故事。我们还看到更多中小企业，包括教育领域的企业，例如 Algora Co-learning——一家面向幼儿的教育机构——正在使用 AI 赋能的 CRM 系统，更好地管理和服务客户。我理解他们的意思是：借助这些系统，家长投诉减少了，他们也在有效管理各利益相关方。我们看到了令人鼓舞的支持和成果。目前我们"中小企业数字化"解决方案中已有 20% 支持 AI——如上述示例所示，我们将确保在未来数年内为所有解决方案赋能。
24. 这不仅仅是关于广泛基础的支持。我们也在鼓励前沿领域的创新。部分中小企业希望定制或自主开发 AI 解决方案，以解决自身面临的问题——或许是其独特处境，或创造知识产权——他们相信这些知识产权可以复制、扩展，并用于解决行业内外其他地方的类似问题。那么，我们如何支持那些具有蓝海思维、数字化程度较高的中小企业开展创新？
25. 作为 DEB 的一部分，我们正在采取两项举措。第一，我们将这些企业与 Microsoft、Amazon Web Services（AWS）等科技领军企业配对，以支持由 IMDA 主导的"GenAI 数字领军企业计划"（GenAI for Digital Leaders Programme）。未来几年，我们预计将支持至少 400 家此类创新型、数字化程度较高的企业。我们同时也在支持初创企业。我很高兴稍后与大家分享：NVIDIA、Tribe 与 Digital Industry Singapore 将联合发布一项倡议——一个 AI 初创企业孵化项目，以 30 亿美元作为该 AI 孵化计划的种子资金。因此，我们不仅在初创企业层面支持创新，也在为那些希望开拓新领域、勇于创新的数字化程度较高的企业提供支持。
26. 变得更智能固然重要，但中小企业往往会告诉我们，他们需要更快地扩张，以抓住市场机遇——不只是在新加坡，也包括海外。他们如何实现扩张？举个例子，从一家珍珠奶茶店起步，凭借成功的配方和模式，在未来几年内扩展到 10 家门店。当背负着遗留系统时，扩张并不容易。对于没有庞大 IT 团队来管理这些复杂问题的小企业来说，更是难上加难。
27. 那么我们该怎么做？我们计划在 IDP 框架内提供更多集成解决方案。这样，采用了大量预先审批解决方案的中小企业就能确信：随着时间推移，当他们采用更多、更大套件的数字解决方案时，这些解决方案能够相互兼容、互通互操作，并随着企业业务的扩展实现更快的规模增长。
28. 如果市场上尚未提供此类集成解决方案——这是可能发生的，因为某些行业领域可能有其独特的问题陈述和独特需求——我们将如何应对？我们将通过先进数字解决方案（Advanced Digital Solutions，ADS）团队催化此类集成解决方案的开发。我们将联合行业牵头方和 IDP 合作伙伴，梳理出问题陈述，并欢迎业界提出创新方案，以解决这些问题并创建集成数字解决方案。如果验证有效，我们将把它们纳入预先审批方案，以证明大众市场可以采用这些解决方案。这样一来，我们将拥有更多集成解决方案，以支持我们的中小企业提升技能、实现其抱负。
29. 最后，针对在座技术倾向较强的听众，我们将要求越来越多的"中小企业数字化"解决方案采用云原生架构，以实现可扩展性、安全性，并能更便捷地完成部署。
30. 昨天，我走访了 Wanpo Tea Shop，一边品尝珍珠奶茶，一边与店主交流。他们生意兴隆、顾客络绎不绝，但在扩张业务方面遭遇了困难，因为各系统各自为政，不得不依赖大量人工录入和错误对账。借助我们于 2022 年在餐饮服务 IDP（Food Services IDP）下推出的集成数字解决方案，他们得以实现规模扩张。我很高兴地宣布，他们的珍珠奶茶业务即将走出裕廊 Jem 商场，扩展至新加坡其他地区。
31. 让我谈谈第三个重点领域。我讲到了"更智慧"和"更快扩展"，但"更安全"同样至关重要。根据新加坡网络安全局（CSA）的《网络安全健康报告》，他们于2023年进行了一项调查，结果令人颇为意外。十家中小企业中有八家受到网络安全事件的影响，比例相当高。我经常告诉中小企业老板和行业伙伴：你也许并非攻击目标，但很可能成为附带受害者。当勒索软件在野外肆虐时，你永远无法预知何时会中招，你可能就是受害者之一。
32. 在这十分之八中，几乎所有企业都遭受了一定程度的业务损失、声誉损失、客户数据泄露，或遭到勒索软件攻击导致数据被锁定，不得不支付部分赎金，这令人惋惜。
33. 在调查中，我们发现网络卫生水平极低——仅有三分之一的企业采纳了CSA所提出的五项基本网络安全要素中的至少三项。因此，企业的网络卫生水平整体偏低。
34. 当我们询问他们为何不采取更多措施时，许多中小企业表示：是的，我想做得更多，但希望不要太贵、成本不要太高。然而，我仍然不知道从哪里开始，甚至没有能力迈出第一步。
35. 那么我们在做什么？我将从两个方面描述我们的方法。一是"更坚固的锁"，二是"更安全的街道"。为什么强调"更坚固的锁"？这与现实的物理世界并无不同。每个家庭——我们所有人——都必须投资于自身的安全系统。离家时，你不会让门处于未锁状态，你会投资一把合适的锁。
36. 同样，每家中小企业都需要投资于自身的网络安全，以维护与客户的信任、确保业务的持续运营。这是一项投资，而不仅仅是一项成本。
37. 我们正在采取多项措施支持中小企业。例如，推出网络安全基础认证（Cyber Essentials）和网络信任标志（Cyber Trust Mark），为中小企业提供清单，告知他们需要做什么。我们还推出了"首席信息安全官即服务"（CISOaaS）——如果你不确定该怎么做，我们会补贴顾问为你提供指导——这有点像健康新加坡（Healthier SG）健康计划。
38. 但除此之外，我们也在提升数字解决方案的标准，因为中小企业会告诉我们：我采用了数字解决方案，但我不知道这些解决方案的网络安全水平如何。
39. 作为"更坚固的锁"举措的一部分，我们也在提升数字解决方案提供商的网络安全标准。一方面，将其纳入预批准解决方案体系并设定相应标准；另一方面，与云服务提供商紧密合作，提升其技术生态系统的标准。
40. 以上是关于"更坚固的锁"的内容。但与此同时，我们也承认，正如在物理世界中，即便拥有最好的锁和最佳的安全系统，如果你生活在犯罪猖獗的危险社区，这些也可能帮助有限。
41. 那么，我们如何在数字世界中确保中小企业拥有更安全的街道、更安全的社区和更安全的数字运营环境？CSA正在与合作伙伴紧密协作，共同推进这一目标。
42. 其一，提升每个行业的网络安全标准。作为我们更新版行业数字计划（IDP）的组成部分，我们将探讨如何将网络安全考量更深入地嵌入IDP之中。
43. 但CSA也在逐个行业地开展工作，尤其针对高风险行业，研究如何提升整个行业的网络安全态势。
44. 一个典型案例是我们在医疗卫生领域所做的工作。这是一个我们都知道掌握着患者极为敏感个人信息的行业。而且，在新加坡——我想世界许多其他地方亦是如此——医疗服务提供商并非只有一家。
45. 并非只有一个提供商——并非由一个政府机构提供所有医疗服务。有全科医生（GP）、专科诊所的医生，这些诊所分布在不同地区。如果你想建立一个允许数据流通的系统，这意味着每一个全科医生终端都可能成为易受攻击的端点。
46. 那么，我们如何全面提升标准？这正是CSA与卫生部携手合作的意义所在——我们正在推出全国电子健康记录（NEHR）系统。我们不仅要提升核心系统的标准，还要提升整个医疗卫生行业的标准，包括各个端点。我们正在与百汇盛顿（Parkway Shenton）等合作伙伴携手，全面提升其医院及辖下全科医生诊所的网络安全水平。
47. 这是一种思维方式的转变——我们不仅要在企业层面思考"更坚固的锁"，更要在整个行业层面思考"更安全的街道"。
48. 我将简要谈及最后一个重点领域，因为我认为这是相当直观的道理。曾有一位智者告诉我：最稳妥的亏钱方式是赌博，最快的亏钱方式是投资于你一无所知的技术。但我还要补充一句：最愚蠢的亏钱方式，是已经在技术上投入了资金，却不培训员工如何有效使用它。
49. 所以，请不要愚蠢。你已经进行了大量投资，要获得良好回报，就必须培训员工、调动他们的积极性，对他们进行技能再培训和工具升级，使他们能够有效使用你在业务生态系统中部署的技术。
50. 我们是如何做到的？在DEB中，我们专注于两件事。第一是普通劳动力。我们如何支持普通劳动力？在IDP框架下，当我们与关键利益相关方共同为每个行业制定数字化路线图时，这一转型旅程中最重要的利益相关方之一，正是人员和员工本身。
51. 作为更新版及新推出的IDP的组成部分，我们将制定一套数字技能培训路线图。当企业选择采用某项解决方案时，该方案附带一套为员工推荐的培训内容——需要学习哪些技能？可以联系哪些培训机构？可以申请哪些政府补贴？
52. 因此，请充分利用这套数字技能培训路线图。这不仅仅是采用数字解决方案的问题，还请培训你的员工，让他们学会如何最有效地使用这些数字解决方案。明智地选择培训机构，政府也会为此提供支持。
53. 以上是我们正在做的第一件事，我们将与合作伙伴——无论是全国职工总会（NTUC）、e2i、技能创前程新加坡（SkillsFuture Singapore），还是其他不同机构——更紧密地协同推进这一集体努力。
54. 我们正在做的第二件事，是确保在这个生态系统中有足够的科技人才和技术专业人员，以支撑我们在技术创新、部署以及系统运营和维护方面的各项工作。
55. 我们需要技术专业人员，而全球正面临短缺。过去五年，我们创造了额外5万个新工作岗位，技术专业人员从几年前的约15.5万人增长至今天的逾20万人。即便如此，职位空缺依然存在。在任何时间点，市场上可能约有1万个空缺职位。
56. 我们如何在这方面支持企业？有两个方面。一是对现有的20万名IT专业人员进行工具升级和技能再培训，使其掌握云计算、移动技术、软件开发新方式或人工智能等领域的新技能。
57. 我们正在通过科技技能加速器（TeSA）计划对技术专业人员进行技能再培训和工具升级，目标是在未来数年内对至少1.8万名专业人员进行高需求技能的再培训。
58. 技能再培训和工具升级是必要的，但还不够。我们需要一批源源不断的新人才加入，尤其是在人工智能等新兴技术领域。
59. 此前，我们承诺在未来数年内培训1.5万名AI专业人员。因此，我们既要对现有的技术专业人员劳动力进行工具升级和技能再培训，也要在新兴技术的高需求技能领域开辟新的人才培育路径。
60. 我们深感欣慰，因为这不仅仅关乎各类计划和方案。谈到人力资源，不只是进展和举措，而是切实改变了某个人的生活——知道有人已经成功走完这段旅程，借助我们推出的各项举措实现了蜕变。我很高兴见到了两位这样的人。
61. 其中一位是Christopher，他并非科学、技术、工程与数学（STEM）领域科班出身。他曾担任验光师长达15年，但因对科技抱有浓厚兴趣，决定勇敢迈出一步，参与了TeSA旗下的所有课程。如今，他已成功转型为云计算与软件工程师，并在技术开发与部署工作中发挥了重要作用。
62. 这不仅仅是看一个人的起点，更是陪伴他走过一段旅程。Haikal毕业于工艺教育学院（ITE），先后修读了高级职业技术教育证书（Higher NITEC），并在雇主支持下通过工读计划完成了理工学院课程，目前正在新加坡管理学院（SIM University）修读网络安全管理专业。
63. 这是我们正在推动的一项重要转变。这不仅仅是看候选人的学历资历，而是着眼于技能，根据一个人是否具备胜任工作的能力来录用他，而非看他手持何种文凭。在职期间，对他们进行工具更新与技能再培训，使他们能够获得更好的薪酬与更多机会——只要他们愿意为之努力奋斗。
64. 所有这一切都离不开合作伙伴关系，这也引出了我最后一张幻灯片的内容。令我深感欣慰的是，在制定数字企业蓝图（DEB）的过程中，我们广泛征询了各方意见，与业界人士及公众进行了深入交流，收到了许多热情积极的回应，大家对我们所能做到的事情充满期待。
65. 令我更加感动的是，有人不仅告诉我们这件事值得去做，还主动站出来说："我愿意与你们一同推进。让我们携手合作，因为我们相信这将产生切实影响，是互利共赢的结果。"
66. 今天，我们从七位合作伙伴起步。我们很高兴新加坡工商联合总会（Singapore Business Federation）加入我们的行列，他们承诺将依托其3万家中小企业（SME）网络，帮助推广蓝图中的各项举措，让更多会员从中受益，并携手更多会员共同迈入数字化的下一阶段。
67. 其次，我们非常高兴能够与微软（Microsoft）、亚马逊云服务（AWS）和Salesforce携手，共同推动生态系统中的人工智能（AI）应用。就微软而言，我们了解到其Pinnacle AI计划，旨在让更多中小企业能够更便捷地获取Copilot解决方案，同时支持中小企业创新。Salesforce正在推出其Data+AI Boost计划，预计在未来数年内惠及至少5,000家中小企业，我期待Salesforce带来的这一助力。
68. 我们与微软（Microsoft）和亚马逊云服务（AWS）共同支持"面向数字领袖的生成式AI（GenAI for Digital Leaders）"计划，帮助逾400位数字领袖进行创新、开发适合自身的解决方案，并将其推广至更广泛的行业乃至更大范围。
69. 除了推动AI应用之外，我们还希望提升数字解决方案提供商的能力，因为他们是企业采用数字解决方案的重要渠道。我非常欣慰地看到亚马逊云服务（AWS）和微软（Microsoft）与我们携手合作，共同为依托其平台的解决方案用户生态系统提供更好的装备，使其具备AI和生成式AI（GenAI）方面的新能力，提升网络安全防护水平，并触达更多企业、获得更多业务增长机会。这是互利共赢的结果。在此，衷心感谢亚马逊云服务（AWS）和微软（Microsoft）。
70. 网络安全局（CSA）也正在与亚马逊云服务（AWS）、微软（Microsoft）和谷歌（Google）在多个方面开展合作。其中之一是扩大现有的云安全合作，大力推动通过云原生架构加速扩展，并进一步推广云应用。我们希望确保云安全达到应有水准，让企业在将数字解决方案迁移至云环境时能够放心，确保其安全可靠。我们正与云服务提供商密切合作，加强围绕云服务及部署在云端的数字解决方案的网络安全防护。
71. 最后同样重要的是，我非常感谢我们本土的科技行业协会——新加坡电脑学会（SCS）和SGTech——积极联系我们的科技社群：一方面提升各界对数字企业蓝图（DEB）的认知，另一方面广泛动员科技企业踊跃参与各项举措。
72. 例如，SGTech将在其逾1,400家企业网络中，为至少300名TIP学徒提供优质学徒实习机会。SGTech还将推动以技能为导向的招聘、留才与人才发展。
73. 就新加坡电脑学会（SCS）而言，我们很高兴看到他们将外展工作扩展至非信息通信技术（ICT）领域。这不仅仅停留在政府与政府之间的层面，而是上升至行业协会层面，向非科技行业伸出援手，无论是制造业、会计业还是法律服务业，都要携手并进。我们希望共同提升各行各业，而新加坡电脑学会（SCS）正积极发挥其作用，带动其他兄弟行业协会一同前行。
74. 我刚才提到了向非科技行业提供支持的问题。就在此刻，另一场谅解备忘录（MOU）签署仪式正在同步进行——资讯通信媒体发展局（IMDA）正与新加坡法律学院（Singapore Academy of Law）签署谅解备忘录，合作为法律行业开发基于ChatGPT的情境大型语言模型。这不仅仅是支持我们自身所在的行业，我们正在积极延伸触角，携手各行各业共同前行，无论是在政府与政府层面，还是在行业协会与行业协会层面。
75. 我们欢迎更多合作伙伴加入，共同开启数字化的下一阶段。今天，我们正式发布数字企业蓝图（DEB），但这绝非旅程的终点，而是下一篇章的开始。未来还有大量工作有待推进——我们将帮助企业变得更聪明、更安全、发展得更快，同时提升工人技能，为我们的经济创造更好的就业机会、更广阔的发展前景与更优质的成果。非常感谢，我们期待更多合作伙伴的加入。
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英文原文
MDDI 官网原始记录 · 抓取日期: 2026-06-21
1. Good morning, everyone. I’m very happy to be here at ATx Enterprise and have a chance to see many familiar faces and partners here this morning.
2. Today, I’d like to talk about the next bound of supporting our enterprises in their digitalisation journey. It’s not an earth-shattering revelation to anyone that digitalisation and digital technology are increasingly playing a very important role in our economy, industries and enterprises, and making a difference in our workplace.
3. In fact, we have been working on this for many years with many partners. Thanks to the support from the SMEs and enterprises of technology partners, the digital economy in Singapore is growing and vibrant. You are nestled in one of the fastest growing region in the world – Southeast Asia. The Internet economy is growing and is estimated to be about USD 100 billion dollars in revenue last year. The digital economy is impacting almost any industry.
4. I heard a comment on radio this morning: if your job entails holding a phone or touching a keyboard, your job is going to be disrupted and transformed by technology including AI and GenerativeAI (GenAI). It's true for Singapore. 70% of our GDP is contributed by our digital economy. It creates good job and good opportunities. This is more critical for Singapore, an open economy that doesn't have oil in the ground, rare earth minerals under our hill, anddepends on innovation, hard work, and staying relevant to the global economy.
5. We are building a strong foundation in terms of supporting our economy, industries and companies using technology. This road didn't just start with the buzzwords of AI or GenAI. In fact, it is multi decades in the making. Hard work started many years ago, from our very first plans to computerise the civil service, to bringing technology in the workplace, and putting in place infrastructure like fibre to every home in Singapore. That’s more than 10 years ago, and having a vision of how to use technology, starting with the very first plan in 1996, the National IT plan. It's more than 30 years in the making, and we've made good progress in terms of supporting our enterprises, industries and businesses in using technology. Over the years, 9 in 10 SMEs adopt at least one digital technology.
6. One area which I always encourage Singaporeans and our overseas guests is to see how technology is being used pervasively. And where else to go but Singapore. We are very proud of our food culture – where the local cuisine is, where the best chicken rice is. Over the years, you've seen the change at our hawker centres and food centres. More than 50% of our hawkers have adopted technology and offered e-payments options, especially newer generation hawkers and food stalls. It's not just about using technology at the big enterprises, medium-sized SMEs, but our hawkers, food centres and heartland shops are adopting technology. COVID-19 helped to give this a boost. Globally, we are ranked third in terms of digital competitiveness in the last ranking by IMD. But there’s lots more to be done.
7. We've invested many years, seeing good progress, but the world is changing around us not just in terms of technological advances, but business opportunities and growth. Much more can be done to support our industries and enterprises. How to help them to make full and better use of emerging technologies, like generative AI? How are we supporting our SMEs who have just started their digitalisation journey, to go deeper and further, to make full use of the capabilities that they have invested in over the last few years? How do we close the gaps between SMEs and larger enterprises, which have more resources and more ability to take risk and experiment with technology? How do we close the gap for SMEs who have the ambition to do so? And most importantly, how are we upskilling our workers to make full use of the advances and opportunities in the workplace?
8. Having done SMEs Go Digital (SMEGD) for almost six years – we launched in 2017 – and working very closely with partners, trade associations, and industry associations which work very closely with our SMEs, we've had a very good sense of some of the challenges that SMEs are facing in terms of using technology.
9. I always joke, a few years ago before COVID, when MCI and our agencies like IMDA and cybersecurity agencies go out and advocate the use of technology in our industries - we often seem to be the ones knocking on the door - the door gets slammed in our face, as technology is seen to be a cost driver. No one sees technology as an investment and revenue driver.
10. But the conversations have changed over the years, particularly after COVID-19. SMEs, especially younger generation owners and management, want to use technology. But the challenge is they don't know where to start. How do we do it? How do we cope with the complexity of doing technology? And what about all our legacy enterprise systems? How do we transition out from it? How do we make better use of our investment in technology? These are the kind of conversations that we've seen more recently, in the last couple of years.
11. We are building on a very good foundation of different schemes that we put in place over the years, such as SMEGD, CISO-as-a-service, etc. And where do we go from here? Really, this is the heart of the digital enterprise blueprint, answering these questions and charting the way forward.
12. As we think about the next phase of digitalisation, I think some things don't change. Yes, technology change how we want to do things, and these might have to change. But I think there are some fundamentals we recognise shouldn't change.
13. One of the fundamentals is, this is not technology for the sake of technology. It's not having the fanciest or the most expensive technology in your enterprise ecosystem so you can brag about it. Technology serves a purpose, especially more so for enterprises. Have pressing business problems make a difference. How does it make things better for me? How does it make things better for my customers and clients? How does it allow me to earn revenue, get market share, save costs, and be more competitive? Technology addresses a problem.
14. It's not just about using technology. Often times, whether is it fanciful technologies like Cloud, web3, GenAI, it's not just about lifting and dropping technology in the workplace to make it work. It is not about the ones and zeros, it is about the mindset shifts - the culture, the people - to make the technology work in the workplace, to make a difference for the workers and for your business. Thus, it's not about technology’s sake, but also mindset, culture and people.
15. One of the innovations that we started off a few years ago, which many enterprises and business associations find useful, is what we call the Industry Digital Plans (IDPs). We've launched 22 IDPs thus far in a wide-range of sectors, from security guarding, food services, to services like the legal sector. What is the IDP and why is it a useful foundation for us to build on?
16. Firstly, IDPs is really a collective ownership of the sector, but the key stakeholders in that sector, the business leaders, the government agencies championing the sector, the union leaders, the technology partners coming together to chart a collective ambition for that sector, and then developing a plan to achieve that outcome. We don't start with the cart before the horse and say this is a technology that we want to use, and this is all the wonderful innovation, and then find a problem for the solution. We start with a problem, starting with a collective ownership of where you want to go and looking for the technology. So these are some of the fundamentals that I don't think you need to change and shouldn't change even as we chart the next bound.
17. Today we are launching the next bound of digitalisation. We call it the Digital Enterprise Blueprint (DEB), and we expect that this will benefit at least 50,000 SMEs in the coming years. I think this is a conservative number. Since SMEs Go Digital started, we've benefited almost 100,000 SMEs over the last few years. And moving forward, we think that we will benefit at least 50,000 with the new upgraded DEB, new capabilities, new partnerships and new innovations.
18. Let me just talk about the four focus areas of the DEB. The first is supporting our enterprises to be smarter, especially using artificial intelligence. Secondly is supporting our enterprises to scale faster to seize the burgeoning opportunities especially in the region. And thirdly, in this digital world, you cannot talk about innovation and skilling and be smarter without being safer. You don't want to be an enterprise that's riding away for digitalisation. But once you're hit by a cybersecurity event or incident you cannot recover. So cyber resilience, be safer. And fourthly, supporting our workers to upskill them to seize opportunities.
19. Let me just briefly touch on some of the four prongs, the four focus areas. The first is about artificial intelligence (AI). I think we are preaching to the converted here. These are transformative technology, pretty much a general-purpose technology like the internet that is going to touch every digital system, every job, every industry. And rather than pretending that it's not going to happen, let us embrace the technology and be at the forefront of change. And I think the best way to describe it is that while we cannot predict the future, the best way to do so is to make the future, create it, and support our enterprises adopting technology, especially AI.
20. How do we do so? We do so in a few prongs. One, at a broad base, we have more than 200,000 SMEs in Singapore. How do we support all of them? You can be an F&B food services outlet, you can be a hawker, you can be an SME in the medical field, you can be a medium-sized enterprise in the hospitality setting. How do we help all companies, SMEs, to benefit from AI quickly, without having to go through all the technical complexity and pay a heavy price of tuition. One way to do that is that we'll update our 22 IDPs that we have already launched, to incorporate AI functions and capabilities and roadmap in all our 22 plans as we refresh them.
21. Secondly, we have a set of pre-approved solutions as part of the SMEs Go Digital, where SMEs in your sector, you can determine what is the kind of problems you're trying to solve based on your digital maturity. Different SMEs have different levels of maturity. Based on your digital maturity, what is the set of solutions that are pre-curated that comes with government support that you can subscribe to? For these pre-approved solutions, we will turn on the AI functionalities for all of them where possible, to turbocharge our enterprises in using AI. So you don't have to worry about all the complexity, hiring AI engineers, AI scientists, to understand what kind of AI to choose and how to do that. Just adopt the digital solutions and under the hood is turbocharged AI for you. And we expect to benefit at least 15,000 SMEs in the coming two years. So that's one, broad base.
22. We see promising, encouraging starts. For example, legal firms like Rajah and Tann are using AI, to some extent GenAI, in their knowledge management. So they have this system called ‘Ask Mohan’. I don't know who Mohan is, but the system is known as ‘Ask Mohan’. And Mohan is a wonderful knowledge management system enabled by AI, allowing lawyers to quickly search case precedents and legal cases. It is a matter of seconds and minutes, rather than weeks and hours in the past.
23. It's not just about legal services. We also see many more SMEs including those in the education space, for example, Algora Co-learning, which is an education institute for young kids, using AI and empowered CRM systems to better manage and engage their clients and customers. How I interpret what they mean is that they have less angry parents using some of the systems, and they are managing their stakeholders. And we see encouraging support and results. 20% of our SME Go Digital solutions are already AI enabled, as some examples showed, we will make sure that we empower all of them in the coming years.
24. It's not just about broad base support. We are also encouraging innovation at the cutting edge. SMEs want to bespoke or develop their AI solutions to solve their problems, perhaps unique situations that they face, or to create IP, which they believe can replicate and scale up and use to solve similar problems elsewhere in industry and the world. So how are we supporting those digitally advanced SMEs who have blue ocean thinking, to create new innovation?
25. Well, there are two things we are doing as part of the DEB. First, we are pairing them up with tech leaders like Microsoft, Amazon Web Services (AWS), and many others to support what we call the GenAI for Digital Leaders Programme run by IMDA. In the coming years, we expect to support at least 400 of such innovation and such digitally advanced companies. We are also supporting startups. I am very glad to share later today that we will release that NVIDIA and Tribe and Digital Industry Singapore will be launching an initiative, an incubation for AI startups with $3 billion as a seed funding for this AI incubation. So you're supporting innovation, not just at the startup level, but also for more digitally advanced enterprises who want to break new grounds and innovate.
26. Be smarter is important, but oftentimes SMEs will tell us they need to scale much faster, to seize market opportunities, not just in Singapore but overseas. How can they scale? For example, one bubble tea shop and now you have the successful recipe and format, out to 10 bubble tea shops in the coming years. It is not so easy to scale when you have a legacy system. And it's much more so for small enterprises without a very large IT team managing many of these complexities.
27. So what do we do? Well, what we intend to do is as part of the IDPs, we will have more integrated solutions within those plans. So SMEs adopting many of the pre-approved solutions have the assurance that over time as they adopt more and larger suite of digital solutions, those solutions can talk to each other, interoperate and can scale much faster as the enterprises scale their businesses.
28. Where such integrated solutions are not available in the market and it could be so because certain industry sectors may have their own unique problem statements, unique needs. What will we do? We will catalyse development of such integrated solutions through the Advanced Digital Solutions (ADS) team. Together with the sector leads and the IDP partners, we will draw out a promise statement and we welcome industry to propose innovations to solve these problems and to create integrated digital solutions. And if it works, we will move them into a pre-approved scheme to show that mass market can adopt these solutions. So we have more integrated solutions to support our SMEs in skilling and their ambitions.
29. Lastly, for the more technologically inclined audience here, we will require more and more of SMEs Go Digital solutions to be cloud native in architecture. So it's scalable, secure, and able to deploy much more easily.
30. Yesterday, I visited Wanpo Tea Shop and enjoyed my bubble tea while speaking to the owner. They are doing very well with long crowds, but they faced issues in scaling their business as they had stovepipe solutions, resorting to a lot of manual entries and reconciliation of errors. So with integrated digital solutions that we launched in 2022 under the Food Services IDP, they were able to scale and happy to announce that they will be scaling up their bubble tea beyond just Jem in Jurong but elsewhere in Singapore.
31. Let me talk about the third focus area. I talked about Be Smarter, Scale Faster, but it is also very important to Be Safer. Based on The Cyber Security of Agency of Singapore (CSA)’s Cybersecurity Health Report, they did a survey in 2023 and the results were very surprising. 8 in 10 of our SMEs were impacted by cybersecurity incidents and that’s very high. I always tell SMEs’ bosses and industry partners that you might not be the target, but you could well be the collateral damage. When ransomware is in the wild, you never know when you will be hit and you might be one of the victims.
32. Of these 8 in 10, almost all of them suffered some business loss, reputation loss, loss of customer data or ransomware attack data where their data gets locked, and they have to pay off some of the ransom unfortunately.
33. In the survey, we discovered very low levels of cyber hygiene as only one in three of them adopted at least three out of five of the very basic cyber essential aspects that CSA has put out. So the level of cyber hygiene among enterprises was very low.
34. And when we ask them why they are not doing more? Many of the SMEs say yes, I'd like to do more, but hopefully not so expensive and not so costly. However, I still don’t know where to start and I don't have the competence to even get started.
35. So what are we doing? Well, I will describe our approach in two ways. One is about stronger locks. And second about safer streets. Why stronger locks? Well, it's no different from the physical analog world. Every household – all of us – has to invest in our own security system. You won’t leave your door unlocked when you leave your house. You will invest in a proper lock.
36. Similarly, every SME will need to invest in your own cybersecurity, to maintain trust with your customers and your clients to ensure business continuity. You are investing in your own cybersecurity. It is an investment, not just a cost.
37. And we are doing many things to support our SMEs. For example, having Cyber Essentials and the Cyber Trust Mark to tell SMEs and give them a checklist on what they need to do. We also have Chief Information Security Officer-as-a-Service (CISOaaS) – so if you are not sure what to do, there are consultants that we help to subsidise to tell you what to do – it’s like a Healthier SG Health Plan.
38. But beyond that, we are also raising the standards of the digital solutions, because SMEs will tell us, I adopt the digital solutions but I don't know how cybersecure the solutions are.
39. As part of the stronger locks, we are also uplifting the cybersecurity standards of our digital solution providers. One, by setting standards for them as part of the pre-approved solutions, but also working very closely with our cloud service providers to uplift standards of their tech ecosystem.
40. So that’s on stronger locks. But at the same time, we acknowledge that even like in a physical world, we can have the best locks and best security systems, but it may not help much if you're staying in a very dangerous neighbourhood where crime is rife.
41. So how are we making sure in a digital world, we have safer streets, safer estates, and safer digital operating environment for SMEs? CSA is working very closely with our partners to do so.
42. One by uplifting the cybersecurity standards of every sector. As part of our refreshed IDPs, we will look at how we consider embedding cybersecurity considerations more deeply in our IDPs.
43. But CSA is also working sector by sector, especially for the high-risk sectors, on how to uplift cybersecurity posture in the entire sector.
44. One good example is what we are doing with healthcare. It’s a sector that we all know, holds very sensitive personal information of their patients. And it's not so easy in Singapore and I think likewise in many other parts of the world, there are multiple providers of healthcare services.
45. It's not just one provider – not one government agency providing all the health care. You have general practitioners (GP), doctors in specialist clinics and you have different geographical distribution of these clinics. If you want to have a system that allows data to flow, this means that every endpoint of your GP is the endpoint that could be vulnerable.
46. So how do we uplift standards across the board? And that's where CSA is working together with the Ministry of Health as we roll out the National Electronic Health Record (NEHR) system. How we are uplifting standards not just at the core systems, but across the entire healthcare sector, including at the end points. We are working with partners, for example Parkway Shenton, to level up the cybersecurity of their hospitals, as well as their GPs across the board.
47. This is a mindset shift we have to think about – not just at the enterprise level of stronger locks, but at the entire sector level in terms of safer streets.
48. I will briefly touch on the last focus area because I think this is something that's quite intuitive. Someone wise once told me, the surest way to lose money is to gamble. The fastest way to lose money is to invest in technology that you don’t know about. But I add on, the stupidest way to lose money is that having invested in the technology, you don't train your staff how to use it effectively.
49. So please, don't be stupid. You have made heavy investments and to yield good results, you have to train your workers and engage them, reskill them and uptool them to effectively use the technology that you have put in place in your business ecosystem.
50. How are we doing so? There are two things we are focused on in the DEB. First, it is the general workforce. How are we supporting the general workforce? As part of the IDP, as we worked out a roadmap on digitalisation for every sector with the key stakeholders, one of the most important stakeholders in the transformation journey is the people and workers themselves.
51. As part of the refreshed and newly launched IDPs, we will have as part of it a digital skills training roadmap, where companies when they choose the solutions to adopt, it comes with a set of recommended training for your workers. What are the skillsets to learn? And who are the training providers that you can tap on? And what are the government grants that you can avail yourself to?
52. So please make full use of this digital skills training roadmap. It's not just about adopting a digital solution, but please train your workers on how best to use these digital solutions. Choose a training provider wisely, and there's government support for you to do so.
53. So that's the first thing we are doing, and we will tie it more closely with our partners, whether it’s NTUC, e2i, SkillsFuture Singapore, or different agencies coming together on this collective effort.
54. The second thing we are doing is really about making sure that there's enough tech talent and tech professionals in this ecosystem to support all the things we want to do, in terms of innovating tech, deploying, or just operating and maintaining systems.
55. We need tech professionals and there is a global shortage. Over the last five years, we've created and have extra 50,000 new jobs from around 155,000 tech professionals a few years ago to more than 200,000 today. And we still have vacancies. At any one point in time, probably 10,000 vacancies in the market.
56. How are we supporting our enterprises in this regard? There are two aspects. One is about retooling and reskilling our existing 200,000 IT professionals to pick up new skills about cloud, mobility, new ways of developing software or AI.
57. We are retooling and reskilling our tech professionals under our TechSkills Accelerator (TeSA) programme and we aim to reskill at least 18,000 of them in the coming years with all these in-demand skills.
58. Reskilling and retooling is necessary, but not sufficient. We need a pipeline of new talent coming in, especially in emerging technology like AI.
59. Earlier, we committed to training 15,000 AI professionals over the coming years. So retooling and rescaling the existing workforce as tech professionals, but also creating new pathways with in-demand skills in emerging technology areas.
60. We are very heartened because it is not just about programmes. When it comes to manpower, it's not just about progress and initiatives. It is making a difference in somebody's life and knowing that someone has successfully walked that journey using the initiatives that we have rolled out. And I was very heartened to have seen two individuals.
61. One is Christopher, who wasn’t trained in Science, Technology, Engineering and Mathematics (STEM). He was an optometrist for 15 years, but he has an interest in technology and decided to take the plunge and went through all the programmes under TeSA. Now, he has been reskilled as a cloud and software engineer, and meaningfully deployed in developing and deploying technology.
62. It is also not just looking at a person and where his starting point is, but also working a journey with him. Haikal graduated from ITE and went through Higher NITEC, polytechnic that was supported by his employer under a work-study programme, and he is now studying cybersecurity management at SIM University.
63. This is an important shift that we are making. It is not just about looking at a candidate’s qualifications, but looking at skills and hiring someone for a job because he can do the job regardless of which piece of paper he is holding. And in a job, retooling and reskilling them so they can get better pay, better opportunities, as long as they're willing to work hard for them.
64. And all these can’t be done without Partnerships, which leads me to the last slide. I'm very heartened that in the process of developing the DEB, we consulted widely, engaged widely with the industry players, with members of the public and we had very enthusiastic and positive responses about what we can do.
65. And I'm much more heartened, when people tell us it's a good thing to do, but also step forward and say, “I will do it together with you. Let's work on it together because we believe it makes an impact and it’s a win-win outcome.”
66. Today, we are starting off with seven partners. We are happy to have Singapore Business Federation with us who has committed to leveraging its network of 30,000 SMEs to help to amplify initiatives in the blueprint and benefit more of its members and bring more of its members along in next phase of digitalisation.
67. Secondly, we are very happy to have Microsoft, AWS and Salesforce to strengthen AI adoption in our ecosystem. For Microsoft, we heard about the Pinnacle AI programme, making sure that co-pilots solutions are more accessible to more SMEs and also supporting SMEs to innovate. Salesforce is launching its Data+AI Boost programme to benefit at least 5,000 SMEs in the coming years and I look forward to this boost from Salesforce.
68. Together with Microsoft and AWS, we are supporting the GenAI for Digital Leaders programme to support more than 400 of them to innovate and create solutions that work for them and scale up to a wider industry and beyond.
69. Beyond working on strengthening AI adoption, we want to also raise capabilities of our digital solutions providers, because these are the important channels for enterprises in adopting digital solutions and I'm very heartened to have AWS and Microsoft work together with us to better equip their ecosystem of solution users riding on their platform to have new capabilities in AI and GenAI to be more cyber secure, and to reach out to more enterprises and have more opportunities to grow their business. It is a win-win outcome. Thank you very much for AWS and Microsoft in that.
70. CSA is also partnering with AWS, Microsoft and Google on a few things. One is by expanding our existing collaboration on cloud security and giving a big push to scale faster through cloud, native architecture, and more adoption of cloud. We want to make sure cloud security is up there and enterprises have assurance that when they move their digital solutions on to a cloud environment, it is secure. We are working very closely with the cloud service providers to tighten the cybersecurity around the cloud offerings, as well as the digital solutions sitting on the cloud.
71. Last but not least, I’m very thankful for our own tech industry associations, Singapore Computer Society (SCS) and SGTech for reaching out to our own tech community. Firstly, to raise awareness of our DEB and secondly, to bring in our tech enterprises and crowd them in to participate in many of the initiatives.
72. For example, SGTech will place at least 300 TIP apprentices into good apprenticeship opportunities among its own network of companies - more than 1,400 of them. SGTech will also drive adoption of skill-based hiring, retention and development.
73. For SCS, we’re very happy that they are expanding the outreach to non-ICT sectors. So it's not just at a government to government level, but at the industry association level, reaching out to non-tech sectors to bring everyone along, whether it's in manufacturing, accountants or legal services. We want to uplift everyone and SCS is playing its part to bring the rest of its brother industry associations along.
74. And I was talking about non-sector to non-tech sector support. At this point in time, there is an MOU signing concurrently taking place right now, where IMDA is signing an MOU with the Singapore Academy of Law to develop a context based large language model using ChatGPT for the legal sector. It's not just about supporting our own sector but we're reaching out to bring every sector along, both at the government-to-government level, and at the industry association-to-industry association level.
75. We welcome more partners to join us as we embark on next phase of digitalisation. We are launching the DEB today, but it's certainly not the end of a journey and is the start of the next chapter. There is much more work to be done as we equip our enterprises to be smarter, safer, scale faster and upskill our workers, creating better jobs, better opportunities, and better outcomes for our economy. Thank you very much and we welcome more partners.
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