Humble Sustainability, a climate-tech startup based in the Philippines, has secured undisclosed funding led by Gobi Partners through its Gobi-Core Philippine Fund.

The Philippines government agency National Development Company (NDC), through the Startup Venture Fund; Double River Impact; Equitrust Holdings; and several high-profile strategic corporations and angels, including those from XA Network, also participated.

Also Read: What is circular economy and why F&B companies should care

The funding round follows the startup’s oversubscribed seed round led by Seedstars International in late 2022.

The fresh capital will be used to expand operations and scale its business.

Humble promotes a circular economy by helping businesses sell their old IT equipment instead of throwing it away, reducing electronic waste. It aids clients in reaching their Environment, Social and Governance (ESG) goals by reusing equipment.

The company has an ambitious goal of making one billion items circular by 2030.

Also Read: The circular economy as the next frontier for Asia’s innovators

The climate-tech venture claims to have diverted over 250,000 kilograms — the equivalent of 116,279 laptops, 6250 residential split-type air conditioners, or 185 Honda Civics — of e-waste from landfills so far. Humble achieved this milestone by leveraging its extensive network of more than 75 B2B clients, which includes renowned companies like Canva, Manulife and Sunlife.

Gobi-Core Philippine Fund co-founder and managing partner Jason Gaisano said: “Considering Asia has been previously recorded to contribute to almost half the world’s e-waste, it’s encouraging to witness the rise of circular economy initiatives in the Philippines.”

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Throughout the whole month of Syawal, I find myself reflecting on the age-old tradition of attending Raya open houses amidst our modern, fast-paced world. In Malaysia, Singapore, and Indonesia, Raya, or Eid, celebrations hold profound cultural significance, transcending mere religious observance. In this era of hectic hustling schedules and digital connections, and if you truly believe in the value of PR, I believe it is crucial for founders and industry leaders to invest their time in attending these festive gatherings, not only for the sake of tradition but also for the invaluable opportunities they offer for networking and relationship building.

For us Malaysians, Raya open houses epitomise the spirit of unity and inclusivity that defines Malaysian culture. It is a time when friends, neighbours, and even strangers come together to partake in the joyous festivities, regardless of race, religion, or social status. This spirit of togetherness fosters a sense of belonging and reinforces the bonds that tie our diverse society together. By actively participating in these celebrations, we, the founders and leaders, could demonstrate our commitment to embracing and preserving our cultural heritage, thereby strengthening our connection to the communities we serve.

Beyond the cultural significance, Raya open houses provide a unique platform for networking and relationship building that cannot be replicated in any boardroom or conference hall. In our interconnected world, where business transactions often occur over emails and video calls, face-to-face interactions remain invaluable. Especially after almost three years devoid of physical events due to the pandemic, it’s only natural for us to yearn for human contact. Attending Raya open houses allows us to engage with peers, clients, and stakeholders in a relaxed and informal setting, fostering deeper connections and mutual understanding.

Also Read: Barbie-fy your business with the power of PR

I recently met a young startup founder who was navigating the complexities of launching their new product. Fortunately for him, he met a seasoned entrepreneur who offered invaluable advice and mentorship to him at one of these Raya open houses. This chance encounter not only provided him with practical guidance but also opened doors to potential partnerships and collaborations. Such stories are not uncommon, where opportunities often present themselves in the most unexpected of places. I myself have experienced it many times.

Moreover, these gatherings offer a glimpse into the lives and traditions of our diverse society, providing valuable insights that can inform and enrich our business strategies. By immersing ourselves in different cultures and perspectives, we gain a deeper appreciation for the nuances of our market and the needs of our customers. This cultural intelligence is essential for businesses operating in Malaysia, where diversity is not just a buzzword but a lived reality.

In addition to networking opportunities, Raya open houses also serve as a platform for showcasing corporate social responsibility (CSR) initiatives and strengthening brand reputation. Many companies take advantage of these gatherings to engage in philanthropic activities, such as distributing aid to the less fortunate or sponsoring community events. By aligning their brands with values of compassion and generosity, founders and industry leaders can enhance their corporate image and earn the goodwill of their stakeholders.

Of course, I understand that attending Raya open houses can be challenging, especially for busy professionals juggling multiple commitments. The KL traffic jam isn’t helping either (I recently was stuck in standstill traffic for two hours on my way to attend a Raya open house by Malaysia’s largest and leading integrated media company, #NotFun). 

Also Read: Yan Lim: a PR maestro in SEA’s entrepreneurial ecosystem

However, I believe that the benefits far outweigh the inconveniences. As leaders, it is our responsibility to prioritise building relationships and nurturing connections, even amidst our hectic schedules. By carving out time to attend these gatherings, we not only honour our cultural heritage but also invest in the social capital that is essential for long-term success.

To me, Raya open houses represent more than just a chance to indulge in delicious food and festive cheer; they are a celebration of our shared identity and a testament to the strength of Malaysian culture. As founders and industry leaders, it is imperative that we recognize the importance of these gatherings and actively participate in them. By doing so, we not only enrich our own lives but also contribute to the vibrant tapestry of Malaysian society.

So, well done to those who have been embracing this tradition and seizing the opportunity to connect and celebrate the spirit of Raya with open hearts and open minds. And kudos to the organisers. I certainly had a very nice share of Raya open houses this year. Looking forward to connecting with new friends I recently met.

Food for thought for next year?

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In the wake of a seismic shift in global fintech dynamics, Asia has emerged as the undeniable nucleus of innovation. With its vast population share and a burgeoning user base, the region embodies the forefront of fintech evolution.

The COVID-19 pandemic has served as a catalyst, hastening digitisation throughout Asia, notably in Southeast Asia, where over 60 million people have swiftly adopted digital technologies. In addition, a significant portion of East Asia & Pacific (19 per cent) and South Asia (32 per cent) remain unbanked, indicating ample room for further growth. 

Businesses and investors seeking growth amid uncertainty gravitate toward Asia’s thriving fintech sector. Despite a global decline in fintech venture capital, Asia-Pacific stands resilient, maintaining investment levels. This resilience positions Asia at the forefront of fintech innovation, potentially surpassing North America by 2030.

BCG forecasts that by 2030, Asia will lead the global fintech revolution with an impressive 27 per cent Compound Annual Growth Rate, surpassing North America. Despite currently holding a modest two per cent share in global financial services revenue, the fintech sector is projected to reach US$1.5 trillion in annual revenue by 2030, comprising nearly 25 per cent of global banking valuations. 

Competition for dominance in the Asian fintech space intensifies, which is also seen by the example of the region’s megacities that most often appear at the top of the global fintech ratings.

Competitive landscape: Fintech megacities in Asia

China’s major cities, though diverse, collectively form a unified fintech landscape, primarily focused on the domestic market. While Chinese fintech experienced explosive growth from 2013 to 2018, recent years have slowed down, attributed to stringent national regulations and dominance by tech giants like Ant Group and Tencent.

Notably, Beijing stands out as a vibrant venture capital and startup hub, boasting top-tier talent and extensive access to capital. With its concentration of national fintechs and numerous unicorns, Beijing maintains a pivotal role in global fintech, reflected in its consistent top ranking in fintech hubs.

Also Read: Unlocking Southeast Asia’s financial potential with AI-powered fintech

Hong Kong emerged as a formidable player in the Asian fintech arena, distinguished by its robust regulatory regime, state support, and large-scale fintech events. Despite its relatively small size compared to mainland Chinese cities, Hong Kong boasts a substantial number of registered fintech companies, surpassing even Shanghai and Beijing in certain metrics. Particularly noteworthy is its remarkable post-pandemic growth.

Seoul presents a strong contender to Hong Kong, boasting a sophisticated regulatory environment, government support, and rapid industry growth. While both cities are on par in many aspects, Seoul stands out for its ability to attract larger investments, further bolstering its fintech ecosystem.

As the capital of Japan, Tokyo holds significant potential in the fintech sphere, leveraging its high-tech manufacturing expertise and widespread digitalisation. However, Japan’s already advanced digital financial landscape presents challenges for local fintechs to achieve extraordinary growth compared to neighbouring regions.

Repeatedly hailed as Asia’s premier fintech hub, Singapore stands out for its thriving fintech market, which is expected to exceed US$35 billion this year. The country is home to global fintech giants and large international events. With robust regulatory frameworks, extensive international relations, and post-pandemic growth surpassing Chinese competitors, Singapore solidifies its pivotal role in the regional fintech ecosystem.

India’s Silicon Valley, Bengaluru, emerges as a frontrunner in the Asian fintech race, boasting unparalleled growth and leadership in key metrics. Bengaluru is also considered to be the most concentrated region of fast-growing tech startups in India.

With a developed IT sector, which is evaluated at more than US$100 billion, the city is attractive for fintechs. Being not far behind, Mumbai forms a formidable fintech centre, propelled by India’s burgeoning fintech ambitions.

Dubai emerges as a significant hotspot on the Asian fintech map, leading global rankings in innovation and market size. Supported by progressive business reforms and infrastructure development, the city is one of the key players in shaping the future of fintech in the Middle East.

Also Read: Cross-border payments: Can incumbent banks compete with fintechs in Asia?

The prospects for Chinese and Indian megacities in claiming regional fintech leadership appear challenged by several factors. Despite a turn towards greater openness to foreign capital and increased local companies’ expansion into international markets, significant barriers remain unresolved at the domestic level.

These barriers necessitate comprehensive solutions that involve coordination across numerous institutions and a holistic approach. Achieving a fully-fledged resolution to these issues is likely to be a lengthy process, extending beyond a mere few years. 

Looking ahead

In the dynamic realm of Asian fintech, Singapore has long been a leader with its cohesive ecosystem, yet it may further improve its investment environment to cement its status. Meanwhile, Dubai’s rapid ascent in the global fintech arena presents a formidable challenge fueled by efforts to attract businesses and expand influence beyond the Middle East and Africa.

As the landscape evolves, the region’s diversity remains crucial, with current hubs like Singapore in Southeast Asia, Dubai in the Middle East, Bengaluru in South Asia, and Beijing in East Asia likely to share the leadership.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

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This article was first published on February 22, 2024

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In her keynote speech on the first day of Echelon X, Addo AI CEO and Co-Founder Dr Ayesha Khanna discussed how artificial intelligence (AI) is being used today in businesses and how it impacts organisations.

She divided AI into three categories: One that makes humans more productive, another that makes machines more productive, and finally, one that makes AI more productive.

“If you think about any business and divide it based on how much work is done by labour, machines, and systems, then you can find the right interventions to use Generative AI,” Dr Khanna said.

In the context of AI that makes humans more productive, while the general public might be familiar with names such as ChatGPT or Gemini, according to Dr Khanna, the next big step is Enterprise GPT.

“As a niche AI consulting firm, we work with some of the world’s largest healthcare and financial services companies. We’re noticing that people don’t just want one AI assistant like ChatGPT. They want an entire Enterprise GPT stack,” she explained.

Also Read: IN PHOTOS: Highlights from the Echelon X Day 1

“They want to know how to embed Generative AI throughout the organisation. Is this happening already? Ninety-nine per cent of companies don’t do this. So, that’s a huge opportunity.”

Echelon X was held on May 15-16 at Singapore Expo Hall 2. The event aims to empower startups, investors, corporates, SMEs, government institutions, and other ecosystem stakeholders with tools and insights. This year, it features 150 speakers and four stages.

AI for inclusivity

On the first day of Echelon X, another notable session on the implementation of AI is a keynote speech by Dr. Leslie Teo, Senior Director, AI Singapore.

The organisation is a national platform whose mission is to build national AI capabilities. Dr Teo explained that there are elements to the work that AI Singapore is doing, from research to training to building AI products, including an inclusive multilingual model called the SEA-LION (Southeast Asian Languages in Just One Network).

According to Dr Teo, there are several reasons why having a localised LLM is crucial for the region. One includes the beginning of the era of Artificial General Intelligence (AGI), a type of AI that can perform a wide range of cognitive tasks at a level on par with or even better than humans. As one of the various definitions of strong AI, this ability contrasts with ‘narrow AI’ designed to perform just specific tasks.

Also Read: Senior Minister of State Tan Kiat How: Tech ecosystem can flourish with the right talents and skillsets

“We are a step closer to AGI, and it will have a huge impact; it’s foundational. One way of thinking about that foundational impact is by measuring the impact on the region’s economic activity,” Dr Teo explained.

Apart from that, there was also a problem of inclusivity and benchmarking, which is currently mostly done in English.

“We know that most models are built by teams in the US and China. Nothing is wrong with this, but there are very few teams from this part of the world. There are very few multilingual models, especially focused on Southeast Asia. This is true for both open and closed-source models,” Dr Teo said.

“Essentially, our goal and mission is not to compete, but to complement.”

The post The next big things in AI: Why Enterprise GPT and inclusion are going to take centre stage appeared first on e27.

Toxic positivity? That seems a bit harsh when talking about Artificial Intelligence (AI), especially given that all modern businesses aspire to be data-driven in both strategy and execution.

Indeed, over the last decade or two, data has become almost universally regarded as a key corporate asset and an essential input to quality decision-making. And now, with the rise of Generative AI, there is an argument to be made that we’re reaching new levels of insight and productivity.

That said, the increasing importance of data as an asset has resulted in significant overheads being required for its protection. Whether we’re talking about security, regulatory obligations, or simply data integrity, it’s clear that there are plenty of risks and concerns associated with data and its downstream contribution to AI.

In recent times, the concept of data as a liability, or even “ethical AI”, has also raised its head, albeit usually in terms of its strategic value and what might happen if it was compromised in some way. The prevailing analogy here changes from “data is the new oil” to “data is like uranium”, both powerful and dangerous. Savvy data practitioners now realise that governance, while never sexy, has taken on a new and heightened importance in the age of AI.

What effective data practitioners know: Context matters

Yet that’s not quite what we’re talking about here. For me, the idea of toxic positivity being applied to data takes two forms – context and presentation. Likewise, the broader concept of toxic positivity is a social construct that appeals to popular culture and the zeitgeist of today — why wouldn’t it pertain to data and especially AI, especially given its more personal interface?

Also Read: With AI comes huge reputational risks: How businesses can navigate the ChatGPT era

Thinking firstly in terms of context, it’s easy to see how many data practitioners become enamoured with their analyses and reports and are blinded to more mundane considerations like relevance and impact. This type of toxic positivity stems from the idea that data is the sole (objective) truth and is, therefore, unassailable. Overconfidence in your data and algorithms breeds an unwarranted certainty around the insights and can yield fatally flawed decisions.

The solution to this problem is to maintain a healthy scepticism towards prima facie answers and to apply common sense and experience in equal measure. In a flashback to my management consulting days, data should be used to prove or disprove the hypothesis, not the other way around.

An AI wake-up call: always question the path of least resistance

In recent times, though, a more insidious threat to decision-making integrity has emerged in the form of Generative AI solutions and, more specifically, their user interfaces. The challenges with AI are both many and well-identified and include a lack of explainability, poor transparency, and variable data quality, to name a few.

Less obviously, a “positivity” problem now presents itself when we consider the form (or presentation) of AI’s responses – they are delivered in such a prescriptive and authoritative manner as to silence any debate on their value or correctness. Here is where the foibles of the technology tend towards positive toxicity – attractive, easy answers that are presented as compelling and “right” answers are the easy option for time-poor analysts and passive insight consumers.

Also Read: Can generative AI usher us into the gilded age of ad creativity?

This problem is much harder to solve, primarily because Generative AI has such broad applicability, with no clear signature of its usage. Likewise, without anyway of knowing if answers are right or wrong, users will naturally lean towards the path of least resistance. Unfortunately, once headed down this path, it is very hard for them to turn back.

To get the most value from AI, never forget the data fundamentals

The assertions above aren’t intended to question the value of AI, data, or data-driven decision-making for that matter. The right knowledge, thoughtfully applied, can illuminate a decision with new possibilities. Rather, it’s to highlight one of the fundamentals of analytical practice which has always existed – understand your business first, and only then seek relevant and considered insights.

Your business doesn’t exist to “consume insights” or to “leverage AI”. It exists to satisfy customer needs while simultaneously generating profits. Thus, the task of stewardship falls to the thoughtful AI and data practitioner who understands how these capabilities support the creativity, productivity, and tenacity required for business success.

To paraphrase Pablo Picasso’s famous quote from 1964 “Computers are useless, they can only give you answers”. The enlightened leader (and analyst) should, therefore, spend just as much time asking “why” the analyses matter versus “what” the AI says.

Toxic positivity comes in the form of the attractive soapbox spruiker standing on the corner, telling you they have all the beautiful answers (whatever the question may be). At Domo, we often get our customers to focus on “data curiosity” – it’s never been more important.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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Singapore-based Web3 infrastructure provider Chainstack has secured an undisclosed sum in strategic investment.

The investors are SBI Ven Capital, Sygnum, Azimut Group, Unicorn Factory Ventures, and Ventech Ventures.

Also Read: Is Web3 just another ‘hype’ or will it unlock a multi-trillion dollar opportunity in fintech?

The company will use the money to advance its product offerings, mainly focusing on white-label solutions crucial for businesses entering the blockchain landscape. These include making the platform more user-friendly and automating the processes to streamline operations and improve efficiency across its services.

Founded in 2018, Chainstack offers a suite of services connecting developers with Web3 infrastructure, powering applications in DeFi, NFT, gaming, and analytics. Chainstack enables companies (from startups to large enterprises) to cut down the time to market, costs and risks associated with creating and scaling decentralised applications.

Chainstack’s offerings encompass integrations with over 25 public blockchains, four consortium networks, four appchain protocols, and partnerships with all major cloud providers. It serves over 100,000 Web3 developers.

Also Read: The race of Web3 and crypto infrastructure vs big tech

Geographically, Chainstack operates in 12 regions and handles over 100 billion requests monthly.

“We anticipate a significant shift in the blockchain infrastructure market towards commoditisation, which we believe will lead to better price performance and enhanced accessibility, greatly benefiting users and developers alike,” Chainstack CEO Jan-Jaap Jager.

The post SBI Ven Capital joins Singapore Web3 infra startup Chainstack’s strategic round appeared first on e27.

Indonesia is at an important juncture in its electric vehicle (EV) transition, with a total addressable market already exceeding US$20 billion and an urgent need for infrastructure development to sustain rapid growth.

Despite impressive advancements, including hundreds of high-powered general charging stations, the country is still playing catch-up with ambitious targets for EV infrastructure.

That said, the nation’s strategic position is reinforced by its substantial nickel reserves, essential for EV battery production, surpassing those of other resource-rich countries and underscoring Indonesia’s global advantage in raw materials.

But to fully bring the local EV industry into the mainstream, Indonesia must craft supportive policies and strengthen its commitment to local production. It must ensure that the local ecosystem can meet the stringent component requirements and invite active participation from global investors.

Also Read: Infographic: Why the future of consumer goods lies in the use of AI

In parallel with a landmark investment into local EV two-wheeler company MAKA Motors in July 2023, AC Ventures (ACV) released a marquee report titled Indonesia’s “Electric Vehicle Outlook: Supercharging Tomorrow’s Mobility” produced in partnership with the Electric Mobility Ecosystem Association. The landscape has evolved over the past year, which is why ACV has created an easy-to-digest visualisation of where the sector stands today.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

Join our e27 Telegram group, FB community, or like the e27 Facebook page.

Image credit: AC Ventures

The post Infographic: A visualisation of Indonesia’s electric vehicle transition appeared first on e27.

On the first day of Echelon X, notable investors and entrepreneurs from the Philippines spoke about why the country is the next big thing in the regional tech startup ecosystem, starting from the progress that it has made recently.

The startup ecosystem in the Philippines has shown signs of reaching maturity, especially when compared to seven to 10 years ago, with more corporations trusting startups to be their vendors or suppliers.

“We have set the groundwork for a lot of companies to thrive,” said Caela Tanjangco, Director of Endeavor Catalyst, Endeavor, at a panel discussion on Growth Stage.

To complement that, Vince Yamat, Managing Director at 917Ventures, highlighted the role that social media plays driving the success of tech platforms in the Philippines. More than a decade ago, social networking site Multiply even had to pivot to social commerce after more and more Filipinos used the platform to sell and buy things, instead of social networking activities.

Echelon X was held on May 15-16 at Singapore Expo Hall 2. The event aims to empower startups, investors, corporates, SMEs, government institutions, and other ecosystem stakeholders with tools and insights. This year, it features 150 speakers and four stages.

Also Read: How Tyme Group plans to further strengthen its position in the Philippines—and Southeast Asia

The panel discussion on the Philippines and its prospects featured speakers such as Wirin Eiamphoklarp (Vice President at Gentree Fund); Yamat, Tanjangco, and Iannis Hanen (CEO of iScale Solutions).

It was held following e27‘s announcement of an upcoming Echelon Philippines event in Manila in September

Popular sectors in the Philippines

When asked about popular and promising sectors in the Philippines and the Southeast Asian (SEA) region, Tanjangco said that SEA is the only region in the world where the B2C sector performs better, compared to anywhere else in the world where the unicorns tend to be B2B companies.

“We are in the beta phase where it is very easy for startups to create consumer brands and companies,” said Tanjangco.

Interestingly, the population’s social media savvy-ness plays a crucial role in helping these B2C companies reach out to their audiences and grow their business.

“Because Filipinos can now afford to be monetisable, we are seeing a lot more companies being built, because it is a lot easier now for people to build these types of companies. It’s very easy for them to find a payment gateway for their products and utilise social media to market their products. So. I would say, the Philippines specifically are very positive on consumer-facing companies,” she said.

Yamat mentioned popular sectors such as healthcare that he viewed as ready for disruption. But based on his personal observation, Filipinos would support a startup or company that they trust. “For example, when we entered the fintech space, we knew that we should leverage on Globe, the largest mboile operator in the country,” he said.

“Therefore, we built G-Cash on top of that one, and right now, you can literally accelerate to more than 90 million users and expanding into its adjacencies.”

The post More fun in the Philippines: How its social media savvy population delivers growth for the tech startup ecosystem appeared first on e27.

GovTech Edu is a private organisation aiming to make an impact in Indonesia by building user-centred, high-quality technology. It partners with the government to develop and deliver solutions to transform various industries, starting with the education sector.

According to GovTech Edu, it goes beyond mere feature development and brings findings and recommendations for appropriate technology interventions based on an in-depth understanding of the problem space. The goal is to holistically improve the archipelago’s education system, which impacts millions of students, teachers, schools, and universities.

In this interview with e27, GovTech Edu COO Kevin Emeraldi and CPO Prayudi Utomo share insights into the organisation’s working model, long-term objectives, and the impact it has made in the education sector.

Excerpts:

Can you provide examples of how GovTech Edu has partnered with the Indonesian government to develop and deliver technology solutions for nationwide transformation in the education sector?

Emeraldi:

1. Mindset changing: Becoming a tech development partner for the government is not just about developing the tech/platform itself but building and sharing an understanding of the importance of a user-centric mindset and delivering the tech properly. We need to change the Ministry’s mindset in building tech products by inviting them to understand the needs of their users instead of directly executing the Ministry’s requests. We want to become a thinking partner, not a feature factory.
2. Iterative process: We transform the working process from a linear process to an iterative process — Discover, Deliver, Distribute:

• Discover: We gather insights into the problem through various methodologies and user research. This process informs the initial design of the product, ensuring its relevance to the users’ needs. For example, during the development of one of our platforms, Rapor Pendidikan, a dedicated Design & Research team is responsible for feedback from the field directly with the school principals, teachers, and operators, using these insights as a foundation for product and feature development with the Ministry team.
• Deliver: After discovering the actual needs of our users in the field, we work closely with the Ministry team to develop and build the product based on the agreed scope and workflow. We also iteratively manage the content production process and quality control to ensure quality and scalability.
• Distribute: After the public launch, the product will be monitored continuously to anticipate the need for improvement. We oversee content contributors, curate materials, and engage with local government and user communities as part of our retention strategy to maximise socialisation and implementation in the field.

How does GovTech Edu go beyond feature development to bring findings and recommendations for appropriate technology interventions, and how does this approach contribute to solving complex problems in the education space?

Emeraldi:

The scope of the problems handled by the ministry is always on a national scale, involving millions of people: here, it is about three to four million education actors, from teachers to school principals and local governments with diverse backgrounds. Meanwhile, the nature of regulation development is top-down, where a ministry will create a regulation based on its consolidated vision.

Also Read: From gold rush jeans to digital skills: Edutech’s Levi Strauss moment

This is where a user-centric mindset, bringing findings and recommendations from direct users, becomes important to fill the gap between the top-down regulation from the ministry and the bottom-up needs of the user.

For example, the evolution of Platform Merdeka Mengajar (PMM) — a mobile app aiming to empower K-12 teachers — triggered hockey-stick adoption. In the early age of PMM development, we found that teachers’ nature in upskilling themselves is by learning from their peers/community-driven. Hence, we grew the platform from a prescriptive to a collaborative platform. We experienced a drastic growth by considering users’ feedback and adding more relevant features. As of today, PMM has been used by 3.5 million teachers and 3 million monthly active users and supports over 100k organic learning communities organised by teachers on the platform.

Another example is the development of the Rapor Pendidikan platform, which provides a data-driven report and recommendations for the government, school principals, and teachers. When our research team conducted research and a visual audit together with the users, we found a gap in the school principals’ ability to read and analyse data. This insight changed the design strategy from the original brief to creating a data visualisation for national assessment to providing school improvement recommendations that triggered real action.

What are GovTech Edu’s future plans and initiatives for further enhancing the education system in Indonesia through technology, and how does it continue making a positive impact on millions of students, teachers, and educational institutions?

Emeraldi:

Currently, we focus on providing more access to quality training and teaching materials so that teachers can share their best practices in the classroom with peers.

User adoption is growing not only for teachers in the first-tier city but also for teachers in rural areas. The tech platform also helps to open access to quality training, teaching materials, and peer learning.

Earlier this year, we integrated all those functions with teacher’s career development and progression. Previously, a teacher’s career progression, especially the teachers with civil servant status, was a bureaucratic process. This new function will help to simplify the bureaucracy and improve the fairness of their career advancement process with its online nature. We need to ensure that all the activities in the platform that help teachers become better teachers integrate into the teacher’s career development and progression, so not only that the platform helps them to access quality teaching materials, but also to document their improvements and contribute to their career progression, as well as help them to get the appreciation they deserve.

What specific methodologies does GovTech Edu employ to conduct field research across Indonesia and gain a deep understanding of the challenges faced by users in the education system?

Utomo:

We focus on having a first-principle understanding of the problem faced by citizens (our users) and the Ministry (as the regulator).

As Emeraldi pointed out, we are the ministry’s thought and development partner. Thus, the main methodologies are conversations and joining the echelons and their teams to understand the problems they face. This defines the Ministry’s strategic vision and mission.

Also Read: Bold moves: Capitalising on market dips in edutech

For citizens, we use design research methodologies such as design sprints, qualitative interviews, and quantitative surveys to really understand our users. We encourage everyone on our team to participate to gain direct exposure to our user problems and challenges. User-centricity is the core value and mindset we want every team to have.

Could you elaborate on the co-design process GovTech Edu undertakes with relevant stakeholders to ensure that its products meet the diverse needs of the Indonesian education ecosystem?

Utomo: We believe that users’ presence is essential in the product design process, as they provide insight into what they really need and what works best for them. An example of the co-design process was during the development of the Rapor Pendidikan (the education report card) platform, which aims to provide school principals and teachers with an action-oriented report on schools’ literacy, numeracy, character traits, and school environment.

The brief, research, and findings: There was a gap between the regulation and the ministry’s request regarding the condition on the ground. This was proven when our team conducted the research with direct users before developing Rapor Pendidikan. They found a gap in the school principals’ ability to read and analyse data, which changed the design strategy from the original brief (to create a data visualisation for national assessment) to school improvement recommendations that triggered real action.

The co-design process or visual audit with the Ministry’s counterpart: After evaluating school principals’ ability to read and analyse data, we mapped out which visuals are familiar and can aid in the absorption of information and data through our product together with. The process includes determining which colours are needed to use their language within the platform so that the platform can be more easily understood by them, especially when they want to evaluate the school’s condition and make improvements in the future.

The implementation and product refinement: From these processes, we understand that data should not only be presented comprehensively but also require a specific narrative and curation so that school principals know what action recommendations need to be taken for school improvements. The next step was to iteratively design the product and produce the platform to find the right model to present the national assessment results that would trigger real action on the ground. In the process of finding the right product solution, we ensure close alignment with Minsitry’s counterpart, too.

The result: Rapor Pendidikan has released its second version due to this iterative process and is now available to the general public (as the previous version was only available for school principals). Additionally, the platform has become the single source of truth for discussing school improvements and triggering actionable steps. School principals can now engage in discussions with local governments and other institutions to support improvements within their schools using Rapor Pendidikan data.

Can you explain how GovTech Edu develops a robust adoption strategy for its technology solutions and what factors are considered to ensure successful implementation and usage?

Utomo:

a) When we release a product, we ensure that our users will have support from a holistic ecosystem, such as the community and customer ops team. The goal is to assist them so they can experience the product’s benefits in their daily lives.

For example, we provide:
Local and grassroots community activation: For context, K-12 education is under the purview of the local government with a high level of variation from one state to another. To ensure meaningful implementation by regularly socialising with local government and direct users such as teachers, school principals and operators. We believe that clear communication can reduce the learning curve. Therefore, we make sure that we use the right language in communicating any material related to our platforms, such as the benefits of the technology, how to use it, address any concerns or questions that arise from users, etc. The communication team also has a pre-mortem session with the customer operations team to mitigate any potential misconceptions & risks during the implementation process.

Responsive customer operations system with proper SLA (customer’s issues are responded to within four hours and resolved before 12 hours) to serve or answer feedback, questions, and complaints from nationwide users. We want to make sure that our system can address user’s feedback and complaints in a timely and satisfactory manner, improving user experience and satisfaction.

Alignment and coordination with the policy and transformation team to ensure that relevant regulations are aligned with the development of tech solutions. They also oversee the socialisation process to ensure that users and stakeholders understand our innovation and its compliance with regulations.

Also Read: Following investment from NBA star Jeremy Lin, BINAR aims to reach profitability through new innovations

b) Numbers and beyond: Numbers are inevitably one of the necessary factors in measuring a successful implementation; for example, Play Store rating—Platform Merdeka Mengajar was rated 4.9, the highest rating amongst Indonesian government apps. One of the resulting examples of our holistic adoption strategy is when we improved the Platform Merdeka Mengajar (super app for teachers) based on direct feedback.

By adding learning community features in the app, teachers can now connect with over 100,000 cross-regional communities across nations through PMM, allowing them to seek inspiration and share best practices not only with teachers in their own areas but also nationwide.

However, we don’t see our users merely as statistics; instead, we focus on the transformative journey or paradigm shift that serves as a testament to Indonesia’s commitment to fostering a robust foundation.

One of the real examples would be the rise of the self-learning culture amongst active PMM users: where upskilling activities used to be limited and a top-down instruction, now it’s accessible for everyone, everywhere, and the active users are choosing their learning materials at their own pace. Another example is a shift in how school principals plan school improvements—which used to be based on assumptions, and now it’s based on valid data from Rapor Pendidikan.

How does GovTech Edu ensure the impact of its technology solutions on improving student learning outcomes, teaching capabilities, and career growth opportunities within the Indonesian education system?

Utomo:

Inclusive access: Prioritising inclusive access to quality education would thereby unlock the potential of millions of teachers previously marginalised by bureaucratic barriers.

Inclusive access is very important because previously, teacher training was centralised only in the big cities and Java island, and reached only 20 per cent of all teachers in Indonesia.  This was because of Indonesia’s vast demographics, resulting in very limited access to training from the central government.

Now, training participation has increased 7x or reached 80 per cent of all teachers in Indonesia with our technology (through the Merdeka Mengajar Platform) compared to 2019. High-quality teacher training can now be easily conducted online and can be tailored to the needs of each teacher and school.

Promotion of lifelong learning: After the learning access is opened and more equal, we empower educators to be lifelong learners by providing what their needs are through our tech, so the usage of our platform becomes more natural and sustainable.  On the other side of the same coin, we use technology to reduce the administration and reporting of our educators by doing business process transformation, through simplification of business processes, improvement of user interface, and automation of the processes.

Policy and technology that complement each other: The long-term goal is for policy and technology to work side by side, even influencing each other. Thus, when there is a paradigm or cultural shift, the system and regulations can also change to become more relevant to users to support irreversible transformation through tech.

Can you share any challenges GovTech Edu has encountered during its end-to-end development process and how these challenges were addressed to ensure the success of its products?

Utomo:

An old legacy system that has been deeply rooted for years: Previously, working with the government involved a top-down culture within the policy-maker in designing solutions, therefore we actively engage in the ideation process right from the start, ensuring that our developments align with the ministry’s objectives rather than just adhering to specifications, as well as to influence the systemic changes while still pursuing quick wins that must be achieved.

Massive and diverse ecosystem: Indonesia has a massive educational ecosystem with approximately 3.5 million teachers and 400,000 schools scattered nationwide, with a wide distribution and varying geographical conditions and technological readiness. Another significant challenge is the persistently low educational quality due to the limitation of infrastructure and inequality of access, which hinders improvement. These challenges require the technology team to deliver inclusive and reliable technology products in most circumstances.

For example, the size of the teacher’s super app, Platform Merdeka Mengajar, is only around 6 MB, and it has become an inclusive product for teachers in a diverse environment.

Also Read: Empowering education with AI: Practical use cases from Solve Education!

Decentralised regulation spanning 38 provinces and 514 cities and regencies: The nation’s decentralised regulation presents a huge challenge in tech implementation. For example, when we launched the Talent Management feature in Platform Merdeka Mengajar, one of the main challenges was that every local government had their own application to manage teachers’ teaching performance in the region, hence presenting greater resistance to the use of the integrated system we offer on the platform.

Therefore, we have a dedicated team that works closely with both the central and local governments, involving them during the iterative process to close the gap between top-down regulation and bottom-up solutions. This helps them better understand the benefits of our platform compared to previous applications.

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Singapore’s leading VC firm, Golden Gate Ventures, has announced the first close of its inaugural MENA (Middle East and North Africa) fund at US$20 million.

The anchor investor is Al Khor Holding. Other Limited Partners are Al Attiya Group and former Qatar Prime Minister Sheikh Jassim Bin Jabor Al Thani.

The US$100-million Golden Gate Ventures MENA Fund I will focus on powering startups in key sectors such as alternative energy, greentech, B2B artificial intelligence, and energy-related deep tech, on top of fintech, healthtech, and edtech.

Also Read: Innovation on the rise: Southeast Asian startups secure impressive funding rounds

It is the first international VC fund to be established and managed in Qatar. Partner Michael Lints, who has moved there, will lead the operations of Golden Gate Ventures MENA Fund I.

In recent years, Qatar has been building its startup ecosystem with a supportive government, a strong push for economic diversification, a pro-business environment, and heavy investment in the startup space.

“MENA is emerging as a growing innovation hub, with Qatar rising as a beacon of progress. We see a real opportunity to drive a golden corridor of growth between Southeast Asia and MENA to help startups scale from one region to the other,” said Vinnie Lauria, Founding Partner at Golden Gate Ventures.

SEA has seen tremendous growth across these sectors and has launched several high-profile IPOs in the last decade. MENA’s trajectory is expected to follow that of SEA’s, and the connection of both regions is expected to have a multiplier effect on their growth.

Some high-profile startups in Golden Gate Ventures’s portfolio, namely CodaPay, Stripe, and Multiplier, have expanded to the Gulf.

Golden Gate Ventures’s SEA-MENA connection was established in the early days with QInvest, a Qatar-linked state fund as an LP in its Asia fund. Looking ahead, the firm expects to see more activity between the regions as the SEA ecosystem matures and the MENA ecosystem levels up as a global contender.

“Golden Gate Ventures has spent close to a decade curating our networks in MENA and building up our long-term strategy for the region – with the view of growing both SEA and MENA together – synergistically. We have connected the SEA and MENA startup ecosystems and hope to increase this manifold. There are opportunities for startups to scale between the regions and so many common areas of growth like climate tech, health tech and edtech,” said Lints.

Also Read: ‘Want VC funding? Your startup needs to be valued at least US$700M in 10 years’: Jeffrey Paine

At the announcement of the Golden Gate Ventures MENA Fund I, the firm also announced the launch of its Qatar startup ecosystem primer entitled ‘Qatar Rising: Where Ambition and Capital Converge’. It provides an insightful look at how different factors – its robust economic policy, investment landscape, startup ecosystem, talent pool and cultural influence – have converged in the last decade to position the Gulf state as a progressive global economy.

In the last two years, Golden Gate Ventures has expanded its presence by establishing its Vietnam operations in 2022, launching an office in Saudi Arabia in 2023 to tap into opportunities in the Middle East—Southeast Asia corridor, and adding a New York presence in recent months.

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