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India’s Mega Projects Driving the Future India, the world’s fifth-largest economy, is undergoing one of the most ambitious infrastructure transformations in modern history. From record-breaking renewable energy parks to state-of-the-art expressways, industrial corridors, and bullet trains, the country is creating an economic backbone to support its vision of becoming a developed nation under Mission 2047 . These India mega projects  are not simply about building roads, bridges, or power plants. They are large-scale, integrated developments designed to cut logistics costs, boost urbanisation, attract manufacturing, and meet climate goals. For global investors, they present a front-row seat to one of the fastest-growing infrastructure markets in the world. Here are the top 10 mega projects in India  shaping its economic and social future in 2025. 1. NICDC Industrial Corridors and Smart Cities The National Industrial Corridor Development Corporation (NICDC)  is building a network of industrial corridors and next-generation smart cities across India. Covering over 32 development nodes in 11 corridors, these projects provide world-class manufacturing infrastructure, seamless logistics, and robust connectivity. Over ₹28,600 crore has been allocated to 12 flagship smart city projects under NICDC. These cities will act as economic engines—creating jobs, supporting micro, small and medium enterprises (MSMEs), and enabling high-value production. For investors, these corridors are magnets for technology transfer, manufacturing partnerships, and long-term industrial growth. 2. PM Gati Shakti National Master Plan Launched in 2021, the PM Gati Shakti National Master Plan  brings together 44 central ministries, 36 states and union territories, and data from more than 1,650 sources onto a single digital platform. Its goal is to deliver faster, more efficient infrastructure development by improving coordination and reducing project delays. By integrating road, rail, port, and utility planning, Gati Shakti  creates a seamless multi-modal transport network. The plan also aims to cut India’s logistics costs from 14–16% of GDP to under 9%, making Indian goods more competitive globally and attracting foreign investment into manufacturing and trade hubs. 3. Bharatmala Pariyojana Project The Bharatmala Pariyojana  is India’s largest road development programme, targeting over 34,800 km of national highways. Phase I alone has already delivered nearly 20,000 km, with total investment reaching ₹4.72 lakh crore. The project not only strengthens domestic connectivity but also builds border roads linking India to Nepal, Bhutan, Bangladesh, and Myanmar—boosting trade and regional cooperation. Direct and indirect job creation from the programme is expected to run into tens of millions over its lifespan. 4. Digital Highways Initiative India is combining transport and telecom infrastructure with its Digital Highways Initiative . The National Highways Authority of India (NHAI)  is laying 10,000 km of optical fibre cable along national highways to expand internet access in rural areas and enable technologies like 5G, connected vehicles, and real-time traffic systems. Pilot projects are already running along the Delhi-Mumbai Expressway and Hyderabad-Bengaluru corridor, paving the way for a digitally connected logistics and transport system nationwide. 5. Western Dedicated Freight Corridor (WDFC) The Western Dedicated Freight Corridor  is a freight-only railway line running 1,506 km from Dadri in Uttar Pradesh to Jawaharlal Nehru Port in Maharashtra. Its purpose: free up passenger rail lines and create a high-speed, high-capacity route for goods movement. With over 96% of the corridor operational as of mid-2025, travel times for freight have been cut dramatically, reducing logistics costs by up to 15% and boosting industrial efficiency. 6. Delhi–Mumbai Expressway The Delhi–Mumbai Expressway —an eight-lane, 1,386 km highway—will halve travel time between India’s political capital and its financial hub. Due for completion in October 2025, it is set to transform logistics, tourism, and trade along its route. This greenfield expressway connects Delhi, Haryana, Rajasthan, Madhya Pradesh, Gujarat, and Maharashtra, opening up new growth corridors for manufacturing, agriculture, and services. 7. Major Airport Developments – Noida and Navi Mumbai India’s aviation boom is supported by two landmark projects: the Noida International Airport  and the Navi Mumbai International Airport . Together, they will ease congestion in existing hubs and prepare India to handle soaring air traffic demand. The Noida airport is on track for operations in 2025, while Navi Mumbai will begin commercial services in August 2025. Both will be vital for tourism, cargo, and regional economic growth. 8. Khavda Renewable Energy Park In Gujarat’s desert region, the Khavda Renewable Energy Park  is becoming the world’s largest solar power installation, covering 72,600 hectares. Expected to be operational by the end of 2025, it will generate nearly 473 million units of clean electricity annually. This mega project cements India’s role as a global leader in renewable energy, aligning with its climate commitments and reducing reliance on fossil fuels. 9. High-Speed Rail – Mumbai to Ahmedabad India’s first high-speed rail project —a 508 km bullet train corridor between Mumbai and Ahmedabad—is under construction with Japanese collaboration. Trains will reach speeds of 320 km/h, slashing travel times and modernising the nation’s rail infrastructure. With over ₹1.08 lakh crore invested, the project is a model for future high-speed lines across India, including planned corridors linking Delhi, Varanasi, and Kolkata. 10. Vadhavan Port Project The Vadhavan Port  in Maharashtra is a deep-water harbour designed to handle the largest container vessels in the world. With a ₹76,200 crore budget and 20-metre-plus depth, it will strengthen India’s position in global shipping. By 2030, the port is expected to manage over 23 million TEUs annually, linking seamlessly with freight corridors, expressways, and other logistics networks under the Gati Shakti framework. India’s Mega Projects: A Platform for Growth India’s top 10 mega projects  showcase a bold, forward-looking vision. They are not only building infrastructure but also creating long-term value by boosting trade, cutting logistics costs, improving connectivity, and promoting sustainable development. For investors, these projects offer access to high-growth sectors with the backing of strong government policy and public-private collaboration. For citizens, they promise jobs, better services, and a more connected, prosperous future. Key recommendations : Invest early  in sectors linked to logistics, renewable energy, and smart cities. Track Gati Shakti projects  for opportunities in multi-modal transport and industrial zones. Monitor renewable and digital infrastructure  as India accelerates its clean energy and digital economy goals. #India #Indianinvestment To stay informed on the latest insights into global infrastructure, investment opportunities, and policy trends, subscribe to George James Consulting’s article at:  www.Georgejamesconsulting.com .

What are India’s Top 10 Mega Projects Powering Growth and Investment Opportunities?

India’s Mega Projects Driving the Future



India, the world’s fifth-largest economy, is undergoing one of the most ambitious infrastructure transformations in modern history. From record-breaking renewable energy parks to state-of-the-art expressways, industrial corridors, and bullet trains, the country is creating an economic backbone to support its vision of becoming a developed nation under Mission 2047.



These India mega projects are not simply about building roads, bridges, or power plan

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Why Digital Investment Frameworks are crucial for Government Across Australia, government agencies are under increasing pressure to modernise technology, improve services, and use public funds responsibly. Achieving this requires more than just buying new systems — it demands structured, transparent, and forward-looking investment planning. Two major approaches stand out: the Australian Digital Technology Agency’s Digital Investment Plan (DIP)  and the ACT Government’s Technology Investment Framework (TIF) . Both aim to guide agencies in making the right technology decisions, but they take different routes to get there. This guide explains how each works, compares their strengths and weaknesses, and offers practical recommendations for agencies looking to improve their digital investment planning. 1. The Digital Technology Agency Digital Investment Plan (DIP) The DIP  is a structured, whole-of-government approach to mapping out an agency’s future technology investments. It’s updated annually and covers the short-, medium-, and long-term (3, 5, and 10 years). Purpose of the DIP: Align technology spending with strategic priorities. Improve transparency for funding decisions. Identify risks from ageing or unsupported systems. Encourage reuse of systems and avoid duplication. Key Components: Agency Overview  – mission, core functions, and how digital services support delivery. Current State  – list of critical systems, their lifecycle stage, and risks. Digital Outlook  – vision for the agency’s technology future, aligned to strategy. Digital Roadmap  – timelines, milestones, and dependencies for projects. Enablers  – workforce skills, governance, and vendor partnerships. Risks  – security, funding, and supplier risks, plus mitigation plans. The DIP focuses on strategic alignment  and is a key tool for national technology coordination. 2. The ACT Government Technology Investment Framework (TIF) The TIF  is a structured investment process for ACT Government ICT and digital projects. It is designed to ensure technology investments are well-targeted, cost-effective, and deliver clear benefits to the community. Purpose of the TIF: Improve prioritisation of ICT investments. Support business case development. Reduce duplication and enhance system reuse. Strengthen investment governance. Key Features: Two-Pass Process  – first pass for concept approval, second pass for full business case. Readiness Assessments  – early checks on whether a proposal is prepared for detailed design. Portfolio Management  – ensures projects align with broader ACT Government priorities. Mandatory ICT Engagement  – early engagement with ICT governance teams to ensure alignment. Unlike the DIP, the TIF is tightly linked to the annual budget cycle  and has a strong focus on detailed business case development . 3. Similarities Between the DIP and TIF Both frameworks share core principles: Strategic Alignment  – both link projects to agency and whole-of-government priorities. Risk Management  – both require early identification of risks and plans to mitigate them. Lifecycle Focus  – both assess systems over their lifecycle to ensure timely upgrades. Emphasis on Reuse  – both encourage using existing systems where possible to save costs. 4. Key Differences Between the DIP and TIF Feature DTA Digital Investment Plan (DIP) ACT Technology Investment Framework (TIF) Scope National, across all Australian Government agencies Territory-level, specific to ACT Government Focus Strategic mapping of future investments Detailed investment governance & approval Process Annual update with rolling 3, 5, and 10-year outlook Two-pass approval process linked to budget Business Cases Not always required at the DIP stage Central to TIF, required before funding Governance Overseen by DTA Overseen by ACT ICT Governance bodies Detail Level Higher-level strategic planning More prescriptive, detailed design focus Timing Long-term planning Annual budget alignment 5. Strengths of Each Framework Where the DIP excels: Long-term, strategic visioning. Cross-agency coordination at a national level. Helps manage national-level technology risks. Where the TIF excels: Strong governance and oversight. Detailed readiness assessments before committing resources. Tight integration with funding decisions. 6. Lessons from Comparing the Two Blending Approaches  – Combining the DIP’s strategic outlook with the TIF’s detailed governance could create a powerful hybrid model. Early Engagement Pays Off  – TIF’s mandatory early ICT engagement reduces duplication — a lesson national agencies can adopt. Lifecycle Transparency  – Both highlight the need for accurate lifecycle data, which is essential for avoiding sudden system failures. 7. Recommendations for Government Agencies Use a Strategic Roadmap  – even if your funding process is annual, plan at least 5–10 years ahead. Adopt a Two-Stage Process  – take the TIF’s concept and business case approach to de-risk investments. Improve Collaboration  – share plans across agencies to identify reuse opportunities. Invest in Capability  – ensure staff can develop robust business cases and roadmaps. Review Regularly  – update investment plans annually to reflect changes in technology and policy. Building Better Technology Investment Planning Both the Digital Investment Plan  and the Technology Investment Framework  show the value of structured investment planning in government. The DIP brings a national, strategic perspective, while the TIF offers detailed governance tied closely to budget processes. By borrowing from both, agencies can make better technology decisions, deliver improved services, and make smarter use of public funds. For more insights into digital transformation, strategy, and investment planning, subscribe to George James Consulting at www.Georgejamesconsulting.com .

DTA Digital Investment Plan vs ACT Technology Investment Framework: A Comparative Guide to Smarter Government Technology Spending

Why Digital Investment Frameworks are crucial for Government



Across Australia, government agencies are under increasing pressure to modernise technology, improve services, and use public funds responsibly. Achieving this requires more than just buying new systems — it demands structured, transparent, and forward-looking investment planning.



Two major approaches stand out: the Australian Digital Technology Agency’s Digital Investment Plan (DIP) and the ACT Government’s Technology Investment

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The five steps to get a workflow ready for AI automation In today’s fast-moving business world, AI workflow automation is no longer a luxury—it’s a necessity. By automating routine and repetitive tasks using AI, organisations can boost efficiency, reduce errors, and scale their operations with ease. Whether it’s sorting customer requests, processing invoices, or generating reports, AI-driven automation is reshaping how work gets done. But how do you prepare your workflows for AI automation? This article walks you through five key steps to get started, making sure your business benefits from the power of AI without unnecessary risks or setbacks. Step 1: Identify the Right Workflows to Automate Not every task should or can be automated. The first step is to look closely at your processes and identify which workflows will benefit most from AI automation. Good candidates are tasks that are repetitive, rule-based, and involve lots of data handling. For example, customer support teams often spend hours sorting tickets. Automating this can free up valuable time and improve response speed. Look for bottlenecks where delays or errors happen frequently. Start small, focusing on workflows that offer clear value without overwhelming your teams. This makes adoption smoother and helps you learn along the way. Step 2: Choose the Best AI Workflow Automation Tools Once you know what to automate, select the right AI platform. There are many options, so it’s important to pick one that fits your organisation’s needs. Look for tools that are easy to use, can scale with your business, and integrate well with your existing systems like CRM or finance software. Vendor support and training are also key. Your team will need guidance to get the most out of AI tools, so choose a provider that offers solid help and clear documentation. For instance, if you rely on digital documents, pick a platform with intelligent document processing and natural language understanding. Step 3: Integrate AI Tools with Your Existing Systems AI workflow automation works best when your systems “talk” to each other seamlessly. Use APIs or built-in connectors to link your AI tools with current software, so data flows automatically without manual entry. For example, connecting an AI-powered invoice processor with your accounting system means bills are scanned, verified, and recorded without human input. This integration saves time and reduces errors that come from copying data between systems. Step 4: Implement AI Agents for Smarter Automation AI agents are smart software helpers that can take on complex tasks and learn from experience. These agents can draft summaries, answer common questions, or route documents based on content. However, it’s important to keep humans in the loop, especially for decisions requiring judgement or compliance checks. For example, an AI agent might prepare a contract summary for review, but a legal expert should approve the final version. This blend of AI speed and human insight ensures quality and accountability. Step 5: Secure Collaboration and Monitor Success Many AI workflows involve collaboration across teams or with external partners. Strong security measures, like encrypted shared workspaces and permission controls, protect sensitive information without slowing work down. At the same time, set clear goals and key performance indicators (KPIs) to track how well your AI automation is working. Regularly review metrics like time saved, error reduction, or customer satisfaction. This helps you spot issues early and adjust your approach. Common Pitfalls to Avoid Over-automation : Automating every task can harm customer experience or staff morale, especially if it removes important human interactions. Ignoring human input : AI supports people, but can’t replace critical thinking, creativity, or intuition. Technical debt : Avoid piling up unmanaged AI tools by coordinating automation projects under a clear strategy. Start Your AI Workflow Automation Journey Today Preparing your workflows for AI automation requires a clear plan and steady steps. By identifying the right processes, choosing the best tools, integrating systems, leveraging AI agents wisely, and securing collaboration, your organisation can unlock major efficiency and accuracy gains. Remember, AI is a powerful helper—not a magic wand. Keep humans involved, measure progress, and avoid common pitfalls to make the most of this technology. For more expert insights on AI, automation, and digital transformation, subscribe to George James Consulting at www.Georgejamesconsulting.com .

Five Key Steps to Get Your Workflow Ready for AI Automation

The five steps to get a workflow ready for AI automation



In today’s fast-moving business world, AI workflow automation is no longer a luxury—it’s a necessity. By automating routine and repetitive tasks using AI, organisations can boost efficiency, reduce errors, and scale their operations with ease. Whether it’s sorting customer requests, processing invoices, or generating reports, AI-driven automation is reshaping how work gets done.



But how do you prepare your workflows for AI automation

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How Tools Like Humphrey AI help the Policy Development Process In today’s fast-paced government environment, policy development needs to be both thorough and agile. While traditional processes remain important, the reality is that modern priorities demand faster decision-making, better data integration, and more transparent engagement. Tools like Humphrey AI (see article: HumphreyAI )  and similar AI-enabled platforms – could offer valuable support at every stage of the policy cycle. What Policy Development Looks Like Now In many governments, policy development can still be slow, linear, and heavily reliant on manual processes. Research may take months, stakeholder engagement can be inconsistent, and evaluation often comes too late to influence the policy. How Policy Development Should Look Modern policy development should be iterative, evidence-driven, and responsive to changing priorities. It should combine robust research with early and continuous stakeholder engagement, supported by tools that allow real-time analysis and scenario modelling. How Tools Like Humphrey AI Could Help at Each Stage Below is a comparison of the traditional approach and how tools like Humphrey AI could enhance each stage of the process. This is presented as a conceptual guide, not a statement of actual current use. Policy Development Stage Traditional Approach How Tools Like Humphrey AI Could Help 📊 Research & Evidence Gathering Manual literature reviews, limited datasets, slow access to relevant data. Automated data collection, rapid analysis of large datasets, AI-powered evidence summaries. 🧠 Problem Definition & Analysis Relies on expert workshops and written briefs; can miss emerging issues. Natural language processing to detect trends, predictive analytics to anticipate future challenges. ✍️ Policy Drafting Drafting based on fragmented inputs, with slow iterations. Real-time drafting assistance, integration of best practice templates, and scenario-based modelling. 🤝 Stakeholder Engagement Time-consuming consultations, limited reach, static feedback formats. AI sentiment analysis, wider digital engagement channels, instant summarisation of public input. 🛠 Implementation Planning Manual planning tools, difficulty tracking dependencies and risks. AI-driven risk mapping, resource optimisation, and dynamic implementation roadmaps. 📈 Monitoring & Evaluation Periodic manual reporting, often lagging behind policy impacts. Continuous monitoring dashboards, automated KPI tracking, and adaptive feedback loops. Adapting to Modern Government Priorities AI tools like Humphrey AI are not a replacement for human judgement, political acumen, or the need for democratic accountability. However, they can serve as powerful accelerators, enabling governments to process information faster, see patterns earlier, and adapt policies in real time. Conclusion & Key Recommendations Governments should begin exploring AI-enabled policy tools through controlled pilots, ensuring that ethics, transparency, and accountability remain at the core. The aim is not to automate policymaking, but to enhance the quality and speed of decisions. By pairing AI with skilled policy professionals, governments can meet the demands of a faster, more complex world. For more insights into digital tools, government strategy, and innovation, subscribe to George James Consulting at www.Georgejamesconsulting.com

How Tools Like Humphrey AI Could Help at Each Stage of the Policy Development Process

How Tools Like Humphrey AI help the Policy Development Process



In today’s fast-paced government environment, policy development needs to be both thorough and agile. While traditional processes remain important, the reality is that modern priorities demand faster decision-making, better data integration, and more transparent engagement. Tools like Humphrey AI (see article: HumphreyAI) and similar AI-enabled platforms – could offer valuable support at every stage of the policy cycle.

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Humphrey AI for Government Policy Making In the corridors of Whitehall, where tradition meets transformation, a quiet revolution is taking place. The UK government has developed Humphrey AI , a suite of artificial intelligence tools designed to speed up decision-making, analyse public consultations, and make civil service work more efficient. Named after the fictional permanent secretary from Yes Minister , Humphrey is more than a digital upgrade – it represents a fundamental shift in how governments use technology to shape policy, improve services, and remain accountable to the public. From its first live use by the Scottish Government to review responses on regulating cosmetic procedures, to trials across planning departments, healthcare, and tax administration, Humphrey is showing how AI can save millions while freeing up officials to focus on the real policy challenges. But behind the efficiency gains lie important lessons – about accountability, governance, and the role of human judgment in an AI-driven world. What Is Humphrey AI and How It Works Humphrey AI is not a single tool but a family of government-developed AI applications , each designed to address specific civil service tasks: Consult  – Analyses consultation responses, identifying themes and summarising feedback. Parlex  – Searches and analyses decades of parliamentary debate for relevant precedents. Minute  – Transcribes and summarises meetings securely, with customisable output. Lex  – Conducts legal research, producing concise summaries for complex policy issues. Redbox  – Assists with everyday policy work such as preparing briefings. Extract  – Digitises planning data, converting maps and handwritten notes into searchable, shareable formats. These tools have been piloted in departments such as the NHS, HM Revenue & Customs, and local councils in Manchester and Bristol. Results have included a 25% improvement in healthcare appointment scheduling efficiency  and a dramatic reduction in time spent on planning decisions. The potential scale is huge – across the 500 consultations the UK government runs annually, Consult alone could save 75,000 days of manual analysis , worth around £20 million in staffing costs. First Live Trial – The Scottish Government Experience Humphrey AI’s Consult tool had its first live test  when the Scottish Government sought views on regulating non-surgical cosmetic procedures such as lip fillers and laser hair removal. Over 2,000 responses  were reviewed. Consult identified key themes for each question and sorted responses accordingly. Human experts then checked and refined the AI’s output. The results were nearly identical  to full human analysis, with differences having no significant effect on the final conclusions. Officials said the tool “saved a heck of a lot of time” and allowed them to focus more quickly on the policy implications of the feedback. The AI also helped remove bias by ensuring consistent classification of responses. The tool achieved an F1 score of 0.76  – widely considered good for AI accuracy – and gave officials confidence to start planning for wider rollout. Humphrey in the Global AI Governance Context The UK’s approach with Humphrey sits in a varied international landscape of AI governance : European Union  – The AI Act is the world’s first comprehensive AI legal framework, imposing strict requirements for high-risk systems. United States  – Recently moved towards deregulation, prioritising innovation over oversight. China  – Enforces strong AI-specific regulations, while Japan  opts for minimal rules. Singapore and ASEAN  – Promote trustworthy AI with shared guidelines. African Union  – Working on a continental AI strategy to coordinate governance across 54 nations. The UK model is pragmatic and experimental  – deploying AI within existing democratic institutions rather than creating a separate legal structure. This allows for quicker testing while maintaining parliamentary oversight and public transparency. Four Levels of AI Accountability in Government Humphrey AI highlights that accountability for AI in policy making operates across four levels : Micro level – The individual civil servant. Officials must decide when to accept AI recommendations and when to rely on human judgment. Meso level – Organisational governance. Departments must ensure AI serves democratic values, not just efficiency targets. Macro level – National frameworks. Sector-specific guidance and parliamentary oversight set the boundaries for AI use. Meta level – Global coordination.  International cooperation and shared norms will become increasingly important as AI crosses borders. By keeping humans “in the loop” and embedding review processes into tools like Consult, the UK is aiming to balance speed with accountability. Lessons Learned from Humphrey AI From its first deployments, several key lessons  emerge: Efficiency is not enough  – AI tools must also enhance democratic decision-making. Bias can be reduced  – AI provides consistent classification, but final judgments still require human oversight. Iterative rollout works  – Pilots in multiple sectors allow the government to refine use cases before full adoption. Transparency builds trust  – Public reporting and parliamentary scrutiny make AI deployment more acceptable. Skills matter  – Civil servants need training to work effectively with AI systems. Recommendations for Other Governments Other countries considering similar tools can take inspiration from the UK’s approach: Start small, scale up  – Begin with pilot projects in low-risk areas before expanding. Keep humans in control  – Maintain final decision-making authority with trained officials. Build public confidence  – Communicate openly about how AI is used and evaluated. Focus on value, not just cost savings  – Measure success by the quality of decisions as well as efficiency. Align with democratic values  – Ensure systems are transparent, accountable, and inclusive. Conclusion – Humphrey’s Place in the Future of Policy Making Humphrey AI is not just another government IT project – it’s a sign of how public administration is changing. By combining advanced AI tools with existing democratic oversight, the UK is showing that technology can make policy making faster and more responsive without sacrificing accountability . The success of Humphrey will depend not only on its ability to save time and money, but also on whether it strengthens democratic governance. If the UK gets this balance right, Humphrey could become a model for governments worldwide seeking to modernise policy making in the age of AI. For more in-depth articles on government technology, AI in policy making, and digital transformation, subscribe at www.Georgejamesconsulting.com .

How the UK Government’s Humphrey AI Is Transforming Policy Making – Lessons for the Future

Humphrey AI for Government Policy Making



In the corridors of Whitehall, where tradition meets transformation, a quiet revolution is taking place. The UK government has developed Humphrey AI, a suite of artificial intelligence tools designed to speed up decision-making, analyse public consultations, and make civil service work more efficient.



Named after the fictional permanent secretary from Yes Minister, Humphrey is more than a digital upgrade – it represents a fundamental shift in how go

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Why Policy Development Matters More Than Ever Policy development is one of the most important processes in modern governance. It shapes how governments respond to social challenges, economic pressures, and environmental risks. In theory, policy development should be a well-structured, evidence-driven, and inclusive process that produces effective solutions. In practice, however, the reality often looks very different. Too often, policy development is reactive, rushed, and shaped by political pressure rather than long-term planning. This gap between how policy development should look  and how it frequently looks  is widening — especially in the fast-moving environment of modern government. Today’s leaders face a constant stream of emerging issues — from public health crises to climate emergencies — and must make decisions faster than ever before. This means the policy process must evolve to be more agile, data-driven, and responsive while still holding onto the principles of rigour, fairness, and transparency. This article explores: What an ideal policy development process should look like. The common reality of how policies are actually developed. Why today’s environment demands a new approach. How governments can adapt to meet modern challenges. How Policy Development Should Look The ideal policy development process  is structured, transparent, and inclusive. It follows a clear sequence of steps designed to ensure policies are evidence-based and widely supported. 1. Problem Identification The starting point is a clear definition of the issue. Governments gather and analyse data to understand the scale, causes, and impacts of the problem. For example, high unemployment should be studied using economic data, community surveys, and labour market trends before any solutions are proposed. 2. Research and Consultation Evidence gathering is critical. This involves reviewing research, consulting experts, and engaging stakeholders — from industry bodies to community groups. The goal is to understand different perspectives and identify best-practice solutions. 3. Setting Objectives Effective policy development uses SMART objectives  — specific, measurable, attainable, relevant, and time-bound. For instance, a policy might aim to increase representation of a particular group of society and a specific industry by 20% within three years. 4. Drafting the Policy The draft should be clear, concise, and logically structured, outlining the purpose, scope, and practical steps for implementation. Visuals, data charts, and infographics can improve accessibility. 5. Consultation and Feedback Public and stakeholder feedback is essential before finalisation. This can be collected through workshops, focus groups, or online surveys, helping refine the policy and ensure community buy-in. 6. Final Review and Approval After integrating feedback, the policy undergoes a final review before formal approval. Transparency at this stage builds trust and improves acceptance. Implementation, Monitoring, and Evaluation Once approved, policies need clear implementation plans, timelines, and accountability measures. Regular monitoring ensures they remain effective, with adjustments made as circumstances change. In this model, policy development  is proactive, evidence-based, and designed to stand the test of time. How Policy Development Frequently Looks in Practice While the ideal process is well known, the  reality of policy development  is often quite different. 1. Reactive Instead of Proactive Many policies are developed in response to sudden events, public outrage, or political pressure, leaving little time for comprehensive research. 2. Limited Stakeholder Engagement Consultation can be rushed or selective, sometimes limited to groups already aligned with the policy direction. 3. Weak Evidence Base Due to time constraints, data gathering may be incomplete, outdated, or overly reliant on anecdotal evidence. 4. Politically Driven Objectives Targets may be set for political appeal rather than practical achievability, leading to unrealistic commitments. 5. Implementation Gaps Without adequate resources, training, or enforcement mechanisms, policies can fail to deliver intended outcomes. 6. Minimal Evaluation Once launched, many policies are not revisited, meaning ineffective or outdated measures remain in place for years. This disconnect between theory and practice reduces effectiveness, wastes resources, and undermines public trust. The New Reality: Fast-Moving Government Priorities Modern governance is a high-speed environment. Policymakers face: Technological disruption  – AI, big data, and automation are changing decision-making expectations. Public scrutiny  – Social media can amplify issues within hours, creating pressure for rapid responses. Complex, interconnected problems  – Climate change, health crises, and economic instability rarely fit neatly into one department’s remit. Global interdependence  – International events, from pandemics to supply chain shocks, can have immediate domestic impacts. Traditional policy development models — designed for slower, more predictable times — struggle to keep up. Governments must now deliver policies that are both fast and robust . How Policy Development Must Adapt To meet the demands of today’s political and social landscape, governments need to embed agile, data-driven policy development  into their processes. 1. Embrace Real-Time Data Advances in sensors, satellites, and digital reporting mean data can be collected instantly on issues like air quality, traffic, and public health. This allows for earlier problem detection and faster intervention. 2. Use Iterative, Test-and-Learn Approaches Borrowing from agile project management, policies can be trialled on a small scale, refined based on results, and then scaled up. 3. Close Data Gaps Many key policy areas — such as education outcomes, healthcare performance, and environmental impact — still suffer from poor or outdated data. Investment in integrated data systems is essential. 4. Strengthen Cross-Government Collaboration Breaking down departmental silos enables shared problem-solving, better use of resources, and more coherent policy responses. 5. Maintain Transparency and Public Engagement Digital platforms make it easier to share policy information, invite feedback, and show how public input influences final decisions. The Risk of Not Adapting If policy development fails to evolve: Responses to crises will remain slow and reactive. Public trust will erode further. Opportunities for prevention will be missed. Resources will be wasted on ineffective measures. Conversely, a government that modernises its policy development approach can respond faster, prevent harm, and deliver better outcomes for citizens. Conclusion – Building Policy Development for the Future The gap between how policy development should look  and how it often looks  is not inevitable — it can be closed with deliberate reform. By combining the rigour of traditional processes with the speed and flexibility of modern tools, governments can create policies that are evidence-based, agile, and citizen-focused . Key recommendations: Invest in real-time data systems and analytics. Use agile, test-and-learn policy cycles. Strengthen stakeholder engagement at every stage. Build cross-departmental teams for complex issues. Commit to ongoing monitoring and transparent reporting. Policy development is no longer just a technical exercise — it’s a strategic capability. Governments that master it will be better equipped to navigate today’s challenges and seize tomorrow’s opportunities. For more expert insights on public policy, governance, and modern government strategy, subscribe to other GJC articles via www.Georgejamesconsulting.com .

Policy Development in Modern Government: How It Should Look, How It Often Looks, and How It Must Adapt

Why Policy Development Matters More Than Ever



Policy development is one of the most important processes in modern governance. It shapes how governments respond to social challenges, economic pressures, and environmental risks. In theory, policy development should be a well-structured, evidence-driven, and inclusive process that produces effective solutions. In practice, however, the reality often looks very different.



Too often, policy development is reactive, rushed, and shaped by politic

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Why IoT is Changing Everything The Internet of Things (IoT) has become one of the most important digital technologies shaping our world today. It refers to the growing network of physical devices connected to the internet, collecting and exchanging data. These devices range from smartwatches and fridges to factory machines and traffic sensors. IoT is helping businesses, cities, farms, and homes become smarter, faster, and more efficient. In this article, we explore the top 10 real-world applications of IoT, showing how this technology is improving daily life, industry performance, and future planning. Whether you're a student, business owner, government leader, or just curious about tech, these examples show how IoT is already reshaping our world. 1. Smart Homes: Making Everyday Living Easier Smart homes are one of the most popular uses of IoT. Using connected devices like smart lights, voice assistants, and smart thermostats, homeowners can control their home from anywhere using their phone. Forgot to turn off the oven? Just tap your app. Want to adjust the lighting or see who’s at the door? It’s all possible with smart home tech. IoT also improves energy use, helping people save money and reduce carbon emissions. As homes become smarter, life gets more convenient, secure, and eco-friendly. 2. Smart Cities: Building the Cities of the Future Smart cities use IoT to improve urban life by linking services like public transport, utilities, traffic control, waste collection, and more. Sensors monitor everything from road traffic and air pollution to water use and energy demand. Cities like Singapore and Barcelona are already using smart streetlights, intelligent traffic systems, and connected emergency services. These technologies make cities cleaner, safer, and more liveable, helping governments manage growth and deliver better services. 3. Healthcare Monitoring: A Healthier Future with IoT IoT in healthcare allows doctors and patients to monitor health in real-time. Wearables like smartwatches can track heart rate, sleep, and physical activity. Hospitals use IoT to monitor patients remotely, reduce wait times, and manage medical equipment more efficiently. In countries like Taiwan, wearable tech is even used to track fetal health at home, providing real-time feedback to expecting mothers and doctors. IoT helps make healthcare more personal, efficient, and proactive. 4. Industrial IoT: Smarter Factories, Better Products Manufacturers are using Industrial IoT (IIoT) to create smart factories. Machines are fitted with sensors that track performance, predict failures, and alert staff to issues before they become serious. This leads to lower maintenance costs, less downtime, and improved safety. Businesses can track inventory in real time and improve production planning. This technology helps factories become more competitive and responsive to demand. 5. Agriculture and Farming: Smart Tools for Smarter Harvests Smart agriculture is changing the way farmers work. IoT devices monitor soil moisture, crop growth, weather patterns, and even the health of animals. This means farmers can water, fertilise, and harvest at the right time, saving water and boosting yields. This tech is especially helpful in areas with harsh climates or water shortages. With IoT, farmers can make decisions based on real-time data, improving food production and sustainability. 6. Retail Innovation: Personalised Shopping Experiences Retailers use IoT to improve customer service and stock management. Smart shelves alert staff when stock is low. Sensors track how customers move around the store, helping businesses display products better. IoT also helps with online shopping by offering personal recommendations based on past purchases and location. With smart checkout systems, customers can pay quickly and easily. IoT helps create a smooth, data-driven shopping experience. 7. Smart Grids and Energy Management: Greener Power Systems IoT-enabled smart grids help manage electricity use more efficiently. Sensors track real-time power demand, helping energy providers respond quickly to changes and prevent blackouts. Smart meters allow users to see and manage their own energy use. In homes, IoT devices can schedule appliances to run when electricity is cheaper. Across the whole system, this reduces waste, improves reliability, and supports renewable energy sources like wind and solar. 8. Transportation and Mobility: Safer, Smarter Travel IoT is making roads safer and travel more efficient. Self-driving cars use sensors and cameras to detect road conditions and avoid accidents. Public transport systems track buses and trains in real-time to help commuters plan better. Companies use IoT to manage vehicle fleets, track deliveries, and reduce fuel costs. With IoT, transport systems become more reliable, responsive, and environmentally friendly. 9. Supply Chain Management: Total Visibility and Control Managing supply chains is complex, but IoT makes it easier. Sensors track goods as they move through factories, warehouses, and transport networks. Businesses can see exactly where products are and respond to delays or issues immediately. IoT also supports digital twins—virtual models of supply chains that help test and improve systems before making real-world changes. This reduces waste, lowers costs, and improves service delivery. 10. Hospitality and Tourism: Connected, Customised Experiences Hotels and resorts use IoT to offer better guest experiences. Mobile keys let guests access rooms using their phones. Smart devices allow them to adjust lighting, order room service, or give feedback instantly. Behind the scenes, IoT helps manage energy use, track inventory, and monitor equipment. This means better service, lower costs, and happier guests. The travel industry is using IoT to create smarter, more personalised holidays. Embracing the Connected Future The Internet of Things is already transforming how we live, work, travel, and interact with the world. From smart homes and hospitals to connected factories and cities, IoT brings real benefits in efficiency, safety, and convenience. As more devices become connected and technologies like AI and 5G evolve, the role of IoT will only grow. Governments, businesses, and individuals all stand to gain from investing in and understanding these powerful tools. Key Recommendations: Governments should support IoT development through infrastructure and regulation. Businesses should explore IoT to improve operations and stay competitive. Individuals can embrace smart devices to make everyday life easier. Want more insights? Visit www.Georgejamesconsulting.com  and subscribe to our latest articles on technology, digital transformation, and innovation.

Top 10 Real-World Applications of the Internet of Things (IoT)

Why IoT is Changing Everything



The Internet of Things (IoT) has become one of the most important digital technologies shaping our world today. It refers to the growing network of physical devices connected to the internet, collecting and exchanging data. These devices range from smartwatches and fridges to factory machines and traffic sensors. IoT is helping businesses, cities, farms, and homes become smarter, faster, and more efficient.



In this article, we explore the top 10 real-world ap

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Getting the Balance Right with AI regulation Artificial intelligence (AI) is transforming how countries work, compete, and deliver services. But for governments, the big challenge is finding the right balance — supporting innovation without losing control. South Korea is showing the world how this can be done. By combining flexible regulation, smart investment, and a strong public sector push, South Korea is creating a model that protects citizens while allowing AI to thrive. This article explores how South Korea is walking this tightrope and what other governments can learn. 1. AI Regulation That Supports, Not Stifles Many governments fear that regulating AI will slow down innovation. South Korea sees it differently. Instead of restricting AI development, it has introduced a legal and policy framework that encourages experimentation — while still managing risks. The core of South Korea’s AI regulation is its Framework Act on Promoting Artificial Intelligence , passed in 2023. This landmark law: Defines AI broadly and clearly, covering both current and emerging technologies. Sets out government duties to support responsible AI development. Promotes a human-centred approach to AI, focusing on trust, safety, and accountability. Encourages international cooperation and alignment with global AI norms. This law doesn’t ban risky AI outright. Instead, it gives the government tools to step in when needed, such as issuing guidance, supporting ethical standards, or setting limits in sensitive areas like biometric surveillance. South Korea’s regulatory approach is principle-based and agile . It avoids rigid, one-size-fits-all rules. Instead, it creates space for AI developers to work within high-level expectations — transparency, explainability, and fairness — with room for innovation. 2. Regulatory Sandboxes: Testing in Safe Zones One of South Korea’s most useful tools is its system of regulatory sandboxes . These are controlled environments where AI projects can be trialled with temporary waivers from existing laws — so long as safety and reporting conditions are met. This means developers can: Test AI healthcare tools without full certification requirements. Trial autonomous vehicles on public roads with flexible rules. Run financial AI experiments without full licensing obligations. These sandboxes are overseen by the Ministry of Science and ICT  and evaluated case by case. If projects are successful and safe, the government can adjust laws permanently. The sandbox model helps innovation move fast without compromising public trust . It also gives regulators early insight into real-world risks, helping them respond with smarter policy updates. 3. Public Sector Innovation: Leading by Example South Korea isn’t just supporting private sector AI — it’s using AI across government too. This includes: Chatbots for city councils and service hotlines. AI tools to forecast energy use and manage traffic. Machine learning to detect tax fraud or policy failures. The public sector is central to Korea’s national AI strategy. By using AI itself, government: Learns how to manage and buy it better. Builds public trust through real-life examples. Helps local governments and public agencies adopt AI tools with shared infrastructure. The government also funds public AI platforms , like Korea’s national AI cloud, and promotes open data access — making it easier for startups and researchers to build new services. 4. Ethical AI and Safety First A major strength of Korea’s approach is that it takes ethics seriously. The Framework Act  requires AI to: Respect human dignity and fundamental rights. Be transparent and explainable. Minimise bias and discrimination. To enforce this, Korea’s AI Ethics Guidelines  — first published in 2020 — are now being embedded into legislation and procurement. AI systems used in public services must meet these standards. The government is also supporting technical work on explainable AI (XAI), algorithm audits, and AI risk classification. This includes plans for a tiered regulation system , where high-risk AI systems like facial recognition face stricter requirements. 5. Building Talent, Standards, and Research Korea knows AI regulation only works if the ecosystem is healthy. That’s why the country is investing in: AI universities and training centres. Research hubs focused on robotics, language models, and safety. International collaboration, especially with the EU and OECD. It is also investing in data infrastructure . Korea’s national AI data strategy includes: Open government datasets for training AI models. Shared data standards to improve interoperability. Legal reforms to support safe data sharing across sectors. The goal is to make Korea a trusted hub for AI development , where companies know the rules and have the resources to innovate responsibly. 6. Smarter Governance: Learning and Adapting South Korea’s model isn’t just about law. It’s also about governance. The country has created a new AI Policy Coordination Committee  chaired by the Prime Minister, to align efforts across ministries. This ensures that: Policies in transport, health, defence and education stay in sync. Government can react quickly to AI breakthroughs or failures. Feedback from industry, academia, and civil society shapes decisions. This style of government — agile, cross-sector, and learning-oriented  — is crucial for managing AI as it evolves. It’s a model other governments could adopt. What the World Can Learn from Korea South Korea is proving that it’s possible to support fast AI innovation without losing sight of ethics, safety, and public confidence . Its model is based on: ✅ Flexible laws that support experimentation ✅ Sandboxes that allow real-world testing ✅ Strong public sector leadership ✅ Ethical principles built into regulation ✅ Big investment in skills, standards, and infrastructure Governments worldwide can learn from this approach. Rather than rushing to ban or delay AI, or letting it grow unchecked, they can create smart, balanced systems — just like Korea. The message is simple: Regulation doesn’t have to kill innovation. If done well, it can make innovation stronger, safer, and more trusted by everyone.

How South Korea Is Balancing AI Regulation and Innovation: Lessons for Governments Worldwide

Getting the Balance Right with AI regulation



Artificial intelligence (AI) is transforming how countries work, compete, and deliver services. But for governments, the big challenge is finding the right balance — supporting innovation without losing control. South Korea is showing the world how this can be done.



By combining flexible regulation, smart investment, and a strong public sector push, South Korea is creating a model that protects citizens while allowing AI to thrive. This article

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A New Era of Innovation Leadership South Korea has transformed from a war-torn, resource-poor country into one of the most advanced and innovative economies in the world. Its global leadership in sectors like semiconductors, artificial intelligence (AI), robotics, and consumer electronics is no accident. It's the result of strategic planning, targeted investment in research and development (R&D), and a growing ecosystem of startups and global collaborations. This article explores how South Korea continues to lead in innovation in 2025, the challenges it faces, and what lessons other nations can learn. The Foundation: Education, Exports, and R&D After the Korean War, South Korea focused on building its economy by investing in education and developing export-led industries. Within a decade, illiteracy dropped dramatically, and the nation shifted from exporting basic goods like textiles to advanced products like vehicles, semiconductors, and mobile devices. The government played a central role by supporting selected conglomerates (chaebols) such as Samsung, Hyundai, and LG. These family-owned giants received subsidies and regulatory support, driving the country’s export boom. At the same time, R&D intensity became a cornerstone of national policy. Government agencies, universities, and industry worked hand-in-hand to create a national innovation ecosystem. Innovation in 2025: South Korea's Strategic Focus Areas South Korea continues to lead globally in tech-driven innovation, particularly in the following sectors: 1. Artificial Intelligence (AI)  South Korea is introducing new AI legislation aimed at balancing innovation with public trust. Investment in AI data centres and research is expanding, especially to support small and medium-sized enterprises (SMEs). Government-backed AI initiatives target healthcare, manufacturing, and smart city technologies. 2. Semiconductors.  As a world leader in semiconductor manufacturing, South Korea is doubling down on investment to maintain its edge. With global demand surging for chips in AI, electric vehicles, and devices, companies like Samsung and SK Hynix are expanding their production capacities. 3. Robotics.  South Korea boasts one of the highest robot densities in the world. By 2030, the government aims to deploy one million robots across sectors like logistics, agriculture, and elderly care, supporting productivity and quality of life. 4. Software-as-a-Service (SaaS).  The SaaS market is booming, with events like the Korea Innovation Convergence Summit showcasing Korean startups and building bridges with the US tech ecosystem. Agile development and strong public investment are fuelling rapid growth. 5. Smart Ports.  Incheon has become the first fully automated smart port, and Busan is undergoing major expansion. These ports integrate AI, 5G, and automation to boost logistics efficiency and trade competitiveness. 6. Public-Private Partnerships.  The Korean government is championing public-private collaboration. Initiatives like the K-Startup Grand Challenge support both local and international entrepreneurs, providing funding, mentorship, and market access. 7. Global Collaboration.  South Korea actively partners with other nations, particularly the US, to promote technology exchange and innovation growth. Major events like CES 2025 and APEC 2025 underline Korea’s leadership on the global stage. From Chaebols to Startups: A Mindset Shift While chaebols once dominated innovation, a new wave of startup growth is now reshaping Korea's economy. With the establishment of the Ministry of SMEs and Startups and programmes like TIPS, the startup ecosystem has taken off. Between 2017 and 2021, startup investment surged, and job creation by startups outpaced the four largest chaebols combined. Korean startups are not only thriving locally but succeeding globally—in fields from education and e-commerce to entertainment and AI. Startups now see chaebols not as competitors, but as collaborators. Corporate venture capital (CVC) is growing, with major firms investing in and acquiring innovative startups. This synergy is fostering a more dynamic innovation ecosystem. Youth, Culture, and Risk-Taking A cultural shift is underway. Generation Z in South Korea is turning away from traditional careers in law, medicine, and big corporations. Instead, they value flexibility, personal growth, and mission-driven work—all hallmarks of startup culture. Experienced professionals are also making the leap, leaving secure jobs at Samsung or LG to join or start startups. The mindset of embracing risk and innovation is becoming more common, helping build a vibrant tech ecosystem. Challenges to Innovation: Regulatory Constraints Despite its success, South Korea faces regulatory hurdles that could stifle innovation. The country uses a "positive regulation" model, which means activities are only allowed if explicitly permitted by law. This approach is compounded by "shadow regulations"—informal guidance that limits business flexibility. These systems have led to innovation bottlenecks. The TADA ride-sharing app, for example, was legal under existing laws but faced political and regulatory pushback, resulting in a ban. In the cryptocurrency sector, excessive regulation has driven many firms to relocate to places like Dubai and Singapore. If Korea wants to stay competitive, it must shift towards a "negative regulation" approach, where all actions are allowed unless specifically prohibited. This would encourage risk-taking and allow innovation to flourish without constant legal uncertainty. Crypto Innovation: A Missed Opportunity? South Korea has one of the world’s largest consumer markets for cryptocurrencies, but little industry innovation due to regulatory barriers. The crypto exchanges generate huge volumes, but companies are limited to basic services. Startups looking to innovate with stablecoins or blockchain solutions face endless red tape. By contrast, countries like the US allow experimentation and provide clearer guidelines. Without reform, Korea risks falling behind in this fast-moving sector. Government as an Enabler South Korea's innovation success has historically come from strong government support. Initiatives like KIST and KAIST have nurtured home-grown talent and tech. Strategic investments in broadband, regional innovation hubs, and R&D tax incentives have built a strong foundation. Today, the government must continue playing this enabling role by updating laws, streamlining approvals, and reducing bureaucratic drag. Creating an innovation-friendly regulatory environment is essential for continued growth. Key Takeaways and Recommendations for Other Countries Invest in Education and R&D : Human capital is Korea’s greatest asset. Countries should prioritise education, skills, and science funding. Promote Public-Private Collaboration : Cross-sector partnerships speed up innovation and commercialisation. Support Startups with Policy and Finance : Government incubators, funding, and tax incentives attract entrepreneurs. Modernise Regulations : Outdated or rigid rules discourage experimentation. A flexible approach, like negative regulation, can unlock innovation. Create Global Linkages : Hosting international events, forming trade alliances, and encouraging foreign investment strengthens national innovation ecosystems. Encourage Cultural Shifts : A mindset that embraces failure and experimentation is key to creating resilient innovation ecosystems. Staying Ahead in a Fast-Changing World South Korea is a global role model in how to build an innovative, tech-driven economy. Through education, infrastructure, startup support, and global engagement, it has moved from post-war poverty to global leadership. However, future success will depend on regulatory reform, deeper inclusion of foreign talent, and maintaining its cultural shift toward risk-taking and entrepreneurship. Other nations can look to South Korea as a blueprint for national innovation, adapting its lessons to fit their own context. To explore more insights on innovation and policy, subscribe to our expert articles at www.Georgejamesconsulting.com .

How South Korea Became a Global Innovation Powerhouse: Lessons for Other Nations

A New Era of Innovation Leadership



South Korea has transformed from a war-torn, resource-poor country into one of the most advanced and innovative economies in the world. Its global leadership in sectors like semiconductors, artificial intelligence (AI), robotics, and consumer electronics is no accident. It's the result of strategic planning, targeted investment in research and development (R&D), and a growing ecosystem of startups and global collaborations. This article explores how South Ko

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Building for the Future Starts with a Clear Plan Strong, sustainable infrastructure doesn't happen by accident. It starts with smart planning, reliable forecasting, and well-structured investment pathways. One of the most powerful tools governments and industries can use for this is the infrastructure pipeline . Infrastructure pipelines provide a long-term view of upcoming projects, helping governments, investors, and industry to plan ahead, allocate resources effectively, and drive economic growth. This article explores the different types of infrastructure pipelines, why they are vital, and how they support better planning and delivery across the globe. It also includes examples from the UK, New Zealand, and Queensland, Australia, and finishes with practical recommendations for decision-makers. What Is an Infrastructure Pipeline? An infrastructure pipeline  is a forward-looking tool that shows credible or expected investment plans for infrastructure projects over a set time period. It usually includes information such as funding sources, expected completion dates, procurement stages, and investment types. Pipelines can differ in focus and format. For example: Investment Programmes  show planned government investment commitments across sectors. Forward Pipelines  track future projects from early planning through to delivery. Priority Lists  provide early-stage project suggestions before final approvals. Project Trackers  offer historic data on completed or ongoing projects. Some countries also publish Public-Private Partnership (PPP) pipelines  to help attract private investment in public infrastructure. Types of Infrastructure Pipelines Explained Understanding the types of pipelines helps stakeholders navigate the project landscape: 1. Investment Programmes These identify committed public spending on infrastructure before the projects are fully developed. They show government priorities and give the market an early signal of future demand. 2. Forward Pipelines These are traditional pipelines that track upcoming projects from planning to procurement. They are essential for businesses preparing for tenders and government agencies coordinating delivery. 3. Priority Lists These are 'wish lists' of recommended infrastructure projects, often created to stimulate discussion or shape future funding strategies. 4. Project Trackers These follow infrastructure deals from financial close to completion. They often focus on private sector involvement and track spending, timelines, and delivery performance. Why Infrastructure Pipelines Matter for Long-Term Planning For Governments Pipelines are a central part of good infrastructure planning. They give departments visibility over what’s coming, enabling better coordination, resource management, and sequencing of projects. Pipelines also increase transparency and support public trust. For Industry and Investors Companies and investors rely on pipelines to assess market opportunities, plan their workforce, invest in new equipment, and track procurement timelines. This certainty reduces risk and encourages innovation, training, and efficiency. For Communities Citizens want to know what’s being built and when. Pipelines help communities see the value of public investment and provide a way to monitor progress and hold decision-makers accountable. Case Study: New Zealand’s National Infrastructure Pipeline Te Waihanga, the New Zealand Infrastructure Commission, developed a national infrastructure pipeline to improve coordination across sectors. Its main goals are: Greater transparency : A reliable, up-to-date list of infrastructure projects from across the country. Better coordination : Helping governments, councils, and industries align their planning. Informed decision-making : Supporting the selection and timing of projects. Stable workloads : Giving construction and engineering sectors a clear view of future work. New Zealand’s pipeline includes both delivery-ready and early-stage proposals. The tool helps overcome the challenges of a fragmented infrastructure system with limited workforce and funding. Case Study: Queensland’s Infrastructure Pipeline Queensland’s government provides a state-level pipeline covering current and future projects. It includes: Infrastructure delivery pipeline : Details projects underway or starting in the next four years. Infrastructure planning pipeline : Lists proposals under development but not yet confirmed. This makes it easier for suppliers and industry to plan ahead and support delivery. It also strengthens government decision-making and public engagement. Case Study: The UK’s 10-Year Infrastructure Pipeline The UK government’s pipeline looks 10 years ahead and includes public infrastructure and regulated private-sector projects in energy and water. It helps the construction sector respond to demand with better investment in training, innovation, and equipment. However, to fully benefit from this pipeline, the UK must: Stick to planned budgets and timelines. Provide clear commercial models to attract private investment. Improve data accuracy and update information regularly. The UK pipeline is a starting point for a longer-term strategy that boosts productivity, attracts investment, and supports national goals. Global Infrastructure Pipelines: GI Hub’s Pipeline Access The Global Infrastructure Hub (GI Hub) has created Pipeline Access , a directory that compiles major infrastructure pipelines from G20 countries and beyond. This tool helps users compare investment trends and understand infrastructure delivery across different regions. According to GI Hub: 88% of G20 countries have a Forward Pipeline, Priority List, or Project Tracker. 72% use an Investment Programme. 52% have a Project Tracker. 36% publish a Priority List. This international comparison shows how common and useful infrastructure pipelines are becoming worldwide. Recommendations for Governments and Policymakers To maximise the impact of infrastructure pipelines, we recommend the following: Develop a long-term view : Pipelines should look ahead at least 5–10 years. Update regularly : Timely updates ensure pipelines remain useful and credible. Engage the private sector : Clear signals help attract investment and build confidence. Be transparent : Share project data openly to support public trust and industry planning. Integrate across sectors : Pipelines should combine projects from transport, energy, housing, health, and digital infrastructure. Invest in data quality : High-quality information supports better analysis and planning. Pipelines Shape the Future Infrastructure pipelines are much more than spreadsheets or dashboards—they are planning tools that help shape a country’s future. Whether it’s delivering better roads, schools, hospitals, or digital services, pipelines provide the visibility, certainty, and confidence needed for long-term infrastructure success. As global demand for resilient infrastructure grows, countries that invest in well-designed, transparent, and up-to-date pipelines will be better prepared to deliver projects that meet their future needs. For more insights on infrastructure, investment, and strategic planning, subscribe to our latest articles at www.Georgejamesconsulting.com . https://www.statedevelopment.qld.gov.au/infrastructure/projects-and-programs/queensland-government-infrastructure-pipeline https://www.gov.uk/government/news/infrastructure-pipeline-kicks-off-new-era-of-infrastructure-delivery

Why Infrastructure Pipelines Are Essential for Long-Term Planning

Building for the Future Starts with a Clear Plan



Strong, sustainable infrastructure doesn't happen by accident. It starts with smart planning, reliable forecasting, and well-structured investment pathways. One of the most powerful tools governments and industries can use for this is the infrastructure pipeline. Infrastructure pipelines provide a long-term view of upcoming projects, helping governments, investors, and industry to plan ahead, allocate resources effectively, and drive economic g

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Multi-use stadium design to lock in sustainable economic benefits Stadiums are no longer just places to watch sport. Around the world, the most successful and sustainable venues are being transformed into vibrant hubs that serve their communities every day, not just on matchdays. In the face of rising costs, changing fan expectations, and shifting urban priorities, the future of stadiums lies in innovation, multi-functionality, and mixed-use integration. A New Model for Modern Stadiums The traditional approach to stadium design has largely revolved around the needs of sports teams and fans. However, with average stadium usage rates as low as 3-5% of the calendar year, there's growing pressure to reimagine what a stadium can and should be. The new generation of stadiums must act as catalysts for year-round activity and revenue — seamlessly blending sport, entertainment, culture, commerce, education, and transport. Modern stadiums are becoming micro-cities — places where fans, families, tourists, and locals can gather for everything from concerts to conferences, from shopping to studying. In this shift, innovation is key — not only in technology but also in how spaces are designed, programmed, and connected to the wider urban fabric. Mixed-Use Design: Embedding Diversity into Stadium Infrastructure Innovation in stadium economics starts with masterplanning. Leading venues are being developed with mixed-use at their core, combining residential, retail, hospitality, and office spaces alongside traditional sporting facilities. Stadiums are being reimagined as transport hubs, entertainment complexes, food and beverage destinations, tourist attractions, and even educational campuses. From incorporating shopping centres and cinemas to embedding hotels, housing, and schools, the most ambitious projects are designed to unlock value far beyond ticket sales. The integration of mass transit, cycle routes, and pedestrian networks ensures ease of access, helping venues become more inclusive and sustainable. Learning from Global Leaders in Stadium Innovation In France , the Stade Pierre-Mauroy has taken versatility to the next level. With its moveable pitch, retractable roof, and multipurpose lower bowl, it can seamlessly transition from a 50,000-seat football stadium to a 30,000-seat indoor arena, hosting everything from tennis to concerts. The  Estadio de Futbol Monterrey  in Mexico integrates harmoniously with its natural surroundings. Designed with green principles, it features rainwater harvesting, native landscaping, and breathable architectural facades that reduce environmental impact while enhancing the fan experience. Baku National Stadium , built on a fast-track schedule, used cutting-edge Building Information Modelling (BIM) to deliver a 68,000-seat venue in just 24 months. This data-driven approach highlights how modern technologies can support faster, smarter, and more sustainable stadium construction. The Nassau Coliseum  in New York is noted as an example of how to revitalise a dated venue through smart redevelopment. With no core tenant, the venue is planned as a flexible, community-driven entertainment space, drawing inspiration from London’s The O2 — itself a benchmark for repurposing venues as lifestyle destinations. Sustainability as an Innovation Driver Green design isn’t just good for the planet — it makes business sense. Estadio Castelão  in Brazil showcases how environmental efficiency can be embedded into the core of a stadium. With significant reductions in water and energy usage and a cutting-edge vacuum sanitation system, it stands as a model of sustainable redevelopment. The M Chinnaswamy Stadium  in Bengaluru is also leading the way with its rooftop solar power plant. Not only does it reduce emissions and energy bills, but it also sets a precedent for renewable energy integration in emerging markets. Digital Connectivity and Fan-Centric Design At the heart of modern stadiums is the fan experience — and this increasingly means digital infrastructure. San Francisco’s AT&T Park  offers one of the most connected environments in global sport, with over 1,300 Wi-Fi hotspots and a 1-gigabit connection shared across the stadium. High-speed data allows for immersive, personalised experiences that extend far beyond the physical seat. The Need for Year-Round Relevance The smartest stadiums drive engagement 365 days a year. Ericsson Globe  in Stockholm isn’t just a sports venue — it’s a tourist destination, complete with a glass gondola that takes visitors to the top of the building. Indianapolis Motor Speedway , the world’s largest sporting venue by capacity, is undergoing upgrades to add premium, club-style seating and increase usage through more diverse programming. Even smaller stadiums like the Borisov Arena  in Belarus are showing how intelligent design can maximise limited space and budget. With integrated restaurants, gyms, and public areas, the venue proves that high-spec functionality doesn’t require massive investment. The Stadium of the Future As cities grow and change, stadiums must evolve too. Their economic success depends not only on what happens during a game but on how they serve their communities throughout the year. This means building in flexibility, promoting sustainability, and embedding mixed-use functions from the start. Whether it’s through adaptive architecture, eco-conscious operations, or seamless digital integration, the most successful venues are those that innovate in every sense. By thinking beyond sport, stadiums can become inclusive, multi-use hubs that support jobs, drive tourism, enrich culture, and create enduring economic value. The next wave of stadium innovation won’t just be measured in capacity or carbon savings — but in how well these venues work as living, breathing parts of the cities they serve. #modernstadium #innovativestadium

Re-imagining Stadium Economics: Designing Multi-Use, Multi-Revenue Venues for the Future

Multi-use stadium design to lock in sustainable economic benefits



Stadiums are no longer just places to watch sport. Around the world, the most successful and sustainable venues are being transformed into vibrant hubs that serve their communities every day, not just on matchdays. In the face of rising costs, changing fan expectations, and shifting urban priorities, the future of stadiums lies in innovation, multi-functionality, and mixed-use integration.

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A new era for diplomacy and trade promotion Traditionally, embassies and consulates have served as the official outposts of a nation’s foreign policy—handling visas, diplomacy, and consular support. Trade offices too have had clearly defined roles focused on commercial links and business development. But in today’s globally connected, brand-driven world, there is an opportunity to rethink these outposts as dynamic spaces to build a stronger national image, boost exports, and tell a compelling story about a country’s identity and economic strengths. Rather than being quiet or closed-off places reserved for bureaucratic functions, these diplomatic locations could evolve into engaging platforms for showcasing a nation’s products, services, creativity, culture, and innovation. By drawing inspiration from successful models like World Expo pavilions and trade show experiences, governments can transform their diplomatic presence into tools for influence, trade, and tourism. Making security practical and proportionate Of course, the need for secure diplomatic premises remains, especially in volatile or high-risk regions. But in many cities—particularly major global hubs like Paris, London, Tokyo, New York, Berlin or Singapore—the security risks can often be managed more flexibly. In these locations, the emphasis can shift toward greater openness, creativity, and public engagement. These cities already attract curious citizens, tourists, investors, and business leaders. This makes them ideal locations to trial more open and engaging national spaces. By applying a more balanced approach to risk, countries can create areas within their embassies or trade offices that are public-facing, safe, and designed for engagement. These areas could host rotating exhibitions, product showcases, cultural experiences, digital storytelling and industry-focused events. This helps shift the purpose of these diplomatic assets from passive representation to active promotion. Lessons from World Expo pavilions: showcasing a national story World Expos—sometimes known as universal exhibitions—are excellent examples of how countries can project their identity, innovation, and economic opportunities to the world. The recent Expo 2025 in Osaka has again shown how national pavilions can capture imagination and leave lasting impressions on visitors. These pavilions are not just about architecture—they’re immersive storytelling spaces. Expo pavilions let countries craft their narrative in a creative, curated environment. Visitors walk through multisensory experiences that blend technology, design, music, food, and storytelling. These events are typically attended by millions, offering huge exposure and showcasing a country’s brand in a way that’s memorable and inspirational. Governments could adapt this model in a smaller, more permanent way inside their diplomatic premises. By drawing on Expo-style storytelling, trade offices and embassies could rotate themes every few months—highlighting everything from sustainable farming practices to digital innovation, fashion, sports, or education. These exhibits could be supported with business briefings, food tastings, tech demonstrations, art shows, and live performances—creating a living showroom of a country’s talent and opportunity. A missed opportunity: underused national assets Many embassies and consulates sit in prime real estate, often in architecturally interesting buildings, yet their potential is underused. Some may have galleries, gardens, conference spaces or event halls that sit idle. Rather than being locked behind security gates, these places could play a greater role in shaping how a country is perceived abroad. Imagine walking past an embassy in a major world city and seeing a pop-up food market showcasing a nation’s cuisine. Or a digital installation displaying its green energy achievements. Or a design exhibit promoting sustainable clothing made from indigenous materials. The possibilities are wide-ranging—and all help build soft power. Building a national brand in world cities This opportunity is especially valuable for countries that are geographically distant from key markets. Nations in the Pacific Islands, South America, New Zealand, or Australia may be less familiar to the average person in Europe or North America. For many citizens of London, Paris, Berlin or New York, these countries can feel remote and abstract—often reduced to travel clichés or stereotypes. But that can change. A creative, rotating presence in a city can offer people a real taste of a faraway country. Through immersive spaces in embassies or trade offices, citizens of large cities can "visit" another country without ever leaving their own. They can sample food, experience music, learn about new technologies, meet business owners, or engage with artists and entrepreneurs from places they may never travel to. This not only builds visibility—it fosters trust and connection. It humanises foreign trade. And it positions national products and services as high-value, culturally rich, and innovative. What rotating showcases could look like Countries could adopt a flexible programme approach. For instance: Quarterly themes : Each three-month period could focus on a different sector—e.g., agriculture, tech, education, or creative industries. National champions : Specific firms or entrepreneurs could be profiled in curated displays, including product trials and digital stories. Cultural events : Music, food, and visual art could support the business side, drawing broader audiences and media interest. Investor briefings : Regularly timed trade and investment sessions could run alongside public showcases. Student and education outreach : Schools and universities could be invited to visit and engage with learning resources from the country. A global footprint for national influence Using diplomatic and trade offices to showcase national strengths aligns with broader economic goals—like increasing exports, attracting talent, boosting tourism, and gaining geopolitical influence. In a globalised world, the battle for attention and economic relevance is real. Countries that treat their embassies like strategic communications tools—rather than just administrative centres—are better placed to build influence. Rotating showcases can also help countries respond quickly to changing priorities. Want to promote your country’s AI capabilities? Launch a themed quarter focused on digital transformation. Need to draw interest in green technology? Create an immersive sustainability showcase. Turning embassies into soft power engines It’s time to think differently about diplomatic premises. In addition to their core roles, embassies and trade offices can become national storytelling spaces—places that inform, excite, and connect. Rather than being quiet and closed, they can be bold, vibrant, and alive with creativity. This helps citizens of major global cities experience something new, unexpected, and memorable about a country—especially one they may never physically visit. For remote or smaller nations in particular, this strategy offers a low-cost, high-impact way to shape their global brand and expand their presence on the world stage. #reimaginingembassies #tradeoffices  Creating a rotating showcase at your embassy or trade office ✔ Identify secure but publicly accessible spaces within the building✔ Develop a year-long rotating theme calendar✔ Partner with national industry bodies and exporters to supply showcase content✔ Include cultural elements—music, design, storytelling—to make it engaging✔ Invite local schools, media, investors, and the public✔ Use digital installations to tell stories beyond physical limits✔ Evaluate visitor feedback and adapt regularly✔ Train staff to serve as brand ambassadors, not just administrators✔ Align the showcase schedule with national trade priorities✔ Promote the events through local media and social channels

Reimagining embassies and trade offices as national brand showcases

A new era for diplomacy and trade promotion



Traditionally, embassies and consulates have served as the official outposts of a nation’s foreign policy—handling visas, diplomacy, and consular support. Trade offices too have had clearly defined roles focused on commercial links and business development. But in today’s globally connected, brand-driven world, there is an opportunity to rethink these outposts as dynamic spaces to build a stronger national image, boost exports, and tell a compelling

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The power of government hackathons Hackathons are not just for tech startups or Silicon Valley anymore. Around the world, governments are beginning to realise that hackathons can be powerful tools  to solve public challenges, engage communities, and accelerate digital transformation. By bringing together developers, policy experts, citizens, and industry partners for short, focused bursts of creative work, governments can unlock smarter solutions, faster service delivery, and better use of data and technology. This article explores how government hackathons  work, what benefits they offer, and what’s needed to make them a success. We also look at real-life examples like the UK’s “10X” AI Hackathon  to show how public servants, academics and industry partners can work together on some of government’s trickiest problems. Driving innovation through rapid problem-solving Rapid prototyping Hackathons are built around the idea of quick, practical results . Teams have a short time—often just two or three days—to turn ideas into working prototypes. This approach allows governments to test new solutions before investing in full development. Crowdsourcing ideas Instead of relying only on in-house teams, governments can tap into the creativity of citizens, students, start-ups, and tech professionals . With fresh perspectives and diverse expertise, teams can build solutions that traditional bureaucratic methods might overlook. Tackling complex public problems Hackathons can help tackle big-picture issues like climate change, public health, or digital access. Because they bring different people and disciplines together, they’re perfect for working on multi-dimensional challenges  that cut across agencies. Boosting citizen engagement and transparency Active public involvement Hackathons offer a platform for citizens to co-design solutions . Whether it’s helping design better transport apps or visualising open data, people feel more connected when they have a say in the tools that affect their daily lives. Building public trust Involving people directly in problem-solving builds transparency and trust . Instead of seeing government as distant and slow, citizens get to see quick action, open collaboration, and meaningful outcomes. Showcasing open data and digital capabilities Many hackathons rely on public data —things like city infrastructure, climate records or health statistics. Using these datasets openly not only supports innovation but shows that governments are serious about transparency . Improving public services through collaboration Streamlining services Hackathons often uncover inefficiencies in government processes . Teams may find easier ways to handle permits, complaints, or bookings—making systems better for staff and citizens. Building user-friendly tools With developers working side by side with users and civil servants, the focus stays on real needs. This can lead to websites and apps that are simpler, clearer and faster  than anything built in isolation. Smarter use of data and AI Modern hackathons often explore emerging tech like artificial intelligence, automation, and predictive analytics . This helps public agencies discover new ways to manage resources, detect fraud, or support decision-making. Learning from the UK’s 10X AI Hackathon The UK government’s i.AI  team recently ran its largest-ever hackathon  at Imperial College London. Over 200 developers, data scientists, and public servants came together to tackle some of the country’s biggest challenges using AI. Real-world issues, real-world solutions Challenges included: Automating ministerial correspondence Spotting emerging pandemic threats Summarising government meetings Improving grant distribution Mapping future workforce skills The winning solution, CARL , used AI to guide jobseekers towards training and career pathways. Another standout, MiDAS , automated the sorting of letters for ministers—potentially saving thousands of hours of manual effort. Rapid results, real impact In just three days, 34 working prototypes were built. Many are now being developed further as part of the UK government’s digital strategy. These weren’t just one-off ideas—they became the starting point for scalable, future-ready services . What makes a government hackathon successful? Clear goals The best hackathons start with a focused, real-world challenge. Avoid being too broad or vague. A clear problem helps teams design practical solutions that can actually be used. The right audience Depending on the problem, governments might invite university students, local start-ups, civil servants, or domain experts . A hackathon on water infrastructure, for example, might benefit from engineers and environmental scientists, not just coders. More than just techies Hackathons aren’t only for programmers. Include designers, researchers, policy advisors and service users . Diverse teams lead to better, more inclusive solutions. Support and fairness All teams should get the same access to data, tools and advice. Governments need to provide clear rules, fair oversight, and open access to resources —whether it’s real datasets, regulatory information or technical support. Incentives and rewards Recognition matters. Whether it’s cash prizes, mentorships, scholarships or media attention, rewards help drive participation. Even symbolic recognition, like featuring winning teams in government blogs, can go a long way. Post-hackathon planning Before the hackathon even starts, plan how to support winning ideas. Who will maintain the prototype? Will it be scaled up or tested in real environments? Hackathons must be the beginning—not the end—of the innovation journey. Building communities, not just products Hackathons are also about people and collaboration . They help: Recruit digital talent into government Upskill public servants Create cross-agency networks Inspire young people to work in civic tech In some cities hackathons have brought together universities, businesses and government agencies to co-create smart city apps. This shows that, wherever you are in the world, community building is just as valuable as the code written . Should your government run a hackathon? If your government is looking for faster ways to deliver digital services, engage citizens, or solve hard problems , a hackathon might be the right place to start. Whether it’s building AI tools to spot fraud, mapping infrastructure gaps, or simplifying how people access benefits, hackathons turn talk into prototypes—and prototypes into progress . They're not just about software. They're about changing culture. Moving from slow, top-down decision-making to fast, collaborative experimentation. Done right, a hackathon can: Boost innovation Improve services Build trust with the public Attract and develop talent And most importantly, it shows that governments can be creative, inclusive and forward-thinking —just like the people they serve. ✅ Checklist for running a successful government hackathon Item Consideration 🎯 Goal Is there a clear problem or challenge to solve? 👥 Audience Who should be invited? What mix of skills do you need? 🧰 Resources Do teams have access to data, tools, mentors and space? 📋 Rules Are expectations and fairness rules clearly defined? 🏆 Rewards What incentives can attract participation and quality results? 🛠 Support Who will maintain or scale the solutions after the event? 🔁 Follow-up What’s the long-term plan to take ideas forward? 🌍 Engagement How will you include citizens, not just professionals? 🧠 Learning Will this help build digital skills inside your organisation? 🔓 Transparency Will results and data be shared openly with the public?

Why Governments Should Run Hackathons: Unlocking Innovation, AI and Community Engagement

The power of government hackathons



Hackathons are not just for tech startups or Silicon Valley anymore. Around the world, governments are beginning to realise that hackathons can be powerful tools to solve public challenges, engage communities, and accelerate digital transformation. By bringing together developers, policy experts, citizens, and industry partners for short, focused bursts of creative work, governments can unlock smarter solutions, faster service delivery, and better use of dat

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How Singapore Is Leading in Digital Government Singapore is often seen as a leader in digital innovation—and for good reason. Its Government Technology Agency, GovTech, has developed a powerful digital foundation called the Singapore Government Tech Stack (SGTS) . This stack is not a standalone IT system; it's a complete toolkit that helps government agencies build modern, secure, and user-friendly digital services quickly. At its core, SGTS is about making government services easier to build and use. It replaces slow, agency-specific tech systems with reusable tools and shared digital platforms. These tools are hosted on a secure cloud, which allows different parts of the government to work faster, smarter, and more efficiently. In this article, we explore the structure of SGTS, its key components, and the lessons other countries can learn from Singapore’s approach. We also look at the benefits already being seen—and the key questions your country could ask when thinking about adopting parts of this model. What is the Singapore Government Tech Stack (SGTS)? The Singapore Government Tech Stack is a set of digital building blocks that helps different government agencies create and run high-quality online services. Before SGTS, most agencies built their systems from scratch. That meant more time, more cost, and more risk. SGTS solves this problem by offering: Reusable tools  that save time and avoid duplication A common development environment  so developers can work in the same way across government Built-in security and compliance  tools that meet government policies A shared infrastructure  hosted on the Government on Commercial Cloud (GCC) This approach is secure, faster, and more cost-effective. It also allows agencies to focus on what really matters —designing services that improve people’s lives. Key reusable components in the Singapore Tech Stack SGTS is built in two layers: 1. The Base Layer  – Standardised Development Tools This layer provides the essential tools and services needed to build any government app or website. It ensures consistency, security, and speed . Main components include: CI/CD platform (SHIP-HATS)  – Automates testing and deployment of new apps Container Stack (CStack)  – Lets developers run software in portable containers Observability tools (StackOps, CloudSCAPE)  – Monitor and track system performance Secrets Manager  – Manages secure access credentials DevConsole and Developer Portal  – Give developers a central place to work and collaborate These tools are shared across agencies, saving time and money while keeping systems secure and reliable. 2. The Service Layer  – Reusable Components for Fast Delivery This layer includes ready-to-use digital services and modules that can be plugged into new applications. It supports faster delivery, better integration, and a smoother experience for users . Examples include: Digital Identity Tools  – MyInfo, CorpPass, and Singpass integration Data Tools  – Transcribe, Fraud Detection, and GovText (for natural language processing) Design System  – SG Gov Design System to ensure consistent look and feel Payment Platform  – GovWallet Productivity Apps  – BookingSG Communications Tools  – APEX Cloud and Marketplace These shared components reduce duplication and help build better, more consistent digital services across government. Why SGTS matters: Key benefits for government and citizens The benefits of SGTS are already clear: Speed : Faster development—services like MyInfo were delivered in four months instead of a year. Cost savings : Reusing shared tools avoids the need to build systems from scratch. Security : Tools are designed with security built in, not added later. Consistency : Users get a familiar, connected experience across different government websites. Agility : Teams can launch pilot projects quickly, test them, and improve them based on real feedback. Over 250 systems from nearly 50 agencies  are already using SGTS tools. This shows that SGTS isn’t just a theory—it’s a proven way to modernise government service delivery. Real-life success: How SGTS made a difference One great example is the “Thank You Cher” portal  by Singapore’s Ministry of Education. This platform to thank and celebrate teachers was built in just three months using CStack and WordPress containers on Kubernetes. Because of SGTS, the team didn’t need to spend months building infrastructure—they focused on creating a meaningful, secure experience for users. Another success is the MyCareersFuture  platform, which helps Singaporeans find jobs. It was built using SGTS tools and delivered more quickly and securely than traditional methods. What can other countries learn from Singapore’s tech stack? The SGTS model shows that governments don’t need to start from scratch every time they build a new service. With shared digital platforms and reusable tools, they can move faster, reduce risks, and create better user experiences. Questions other nations should ask: Are our government agencies duplicating work by building similar tools separately? Could a shared tech stack reduce development time and costs across departments? How secure are our current development environments? Are we giving our developers the tools they need to build modern, user-friendly apps? Can we integrate data across agencies to improve policy decisions? By answering these questions, countries can start to explore whether adopting a similar model—or parts of it—might work for them. Final thoughts: A strong digital foundation for the future The Singapore Government Tech Stack is a smart, future-ready way to build digital government services. It’s not just about technology—it’s about improving the lives of citizens by making public services faster, easier, and safer to use. Other governments looking to transform their digital services should take a close look at SGTS. With its reusable components, common tools, and built-in security, it offers a model that’s both practical and proven. Want to learn more about digital government success stories like SGTS? Subscribe to more insights from George James Consulting at👉 www.Georgejamesconsulting.com and stay ahead with the latest thinking on public sector digital transformation, strategy, and innovation

What Is the Singapore Government Tech Stack? A Smart Model for Digital Government Transformation

How Singapore Is Leading in Digital Government



Singapore is often seen as a leader in digital innovation—and for good reason. Its Government Technology Agency, GovTech, has developed a powerful digital foundation called the Singapore Government Tech Stack (SGTS). This stack is not a standalone IT system; it's a complete toolkit that helps government agencies build modern, secure, and user-friendly digital services quickly.



At its core, SGTS is about making government services easier to bui

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What are the five key layers for a government digital stack? Governments around the world are working to modernise how they deliver services. To do this successfully, they need digital systems that are fast, reliable, and easy to connect across different government agencies. The government digital stack model  provides a way to build this kind of digital infrastructure. It breaks down complex systems into five key components or layers that work together. In this article, we’ll explain these five essential layers in a simple way. Whether you’re a policymaker, public servant, or tech advisor, this guide will help you understand how each part supports better digital government services. This article is based on the GovStack initiative , which helps countries build and manage digital public infrastructure using reusable, interoperable components called Building Blocks . 1. Application layer: delivering user-focused services The application layer  is the part that people interact with directly. This includes online platforms and mobile apps where users apply for government services, pay bills, or access health records. It’s the “face” of digital government. At this layer, design is centred around the citizen. The focus is on making sure the services are accessible, easy to use, and meet the actual needs of people. For example, a digital ID app or tax return website belongs in this layer. Key features of the application layer: User interfaces for websites and mobile devices Responsive design for low-resource settings (slow internet, older devices) Integration with back-end systems and building blocks Supports login and personal data access Applications should be reusable and built to work with other government systems, not built from scratch each time. By using shared components like identity verification or payments (covered in later layers), governments can speed up delivery and reduce costs. 2. Building blocks layer: reusable digital capabilities The building blocks layer  is where the magic happens. This layer includes the core digital functions  that can be used by many applications. Think of these building blocks as digital Lego pieces—independent modules that can be reused to serve different purposes across government departments. Each building block provides a specific service. Examples include: ID and authentication : to check who a person is Payments : to handle transactions and fees Workflow and process automation : to manage steps like approvals or status tracking Messaging : for sending updates via email, SMS, or in-app messages Data management : to store and retrieve structured information These building blocks are designed to be interoperable , meaning they can work together smoothly. They follow shared standards and communicate through secure APIs  (application programming interfaces). Why this layer matters: Reduces duplication and tech waste Makes it easier to update or replace parts Supports faster, scalable digital services Promotes consistency across agencies 3. Information mediation layer: connecting systems securely The information mediation layer  acts as a trusted connector between all the other parts. It manages how data moves between systems, departments, and even different platforms. It ensures that information is exchanged securely, reliably, and efficiently . In the GovStack model, this is done through an Information Mediator —a system that controls access, authenticates users, routes messages, and logs activities. It ensures that only the right people and systems can access the right data. Core responsibilities of this layer: Secure message routing between applications and building blocks Authentication of organisations and systems (not just users) Access control and audit trails Service registry for discovering digital services Monitoring and error handling Without this layer, digital government would be messy and unsecure. The information mediation layer keeps things safe and structured while enabling cross-agency collaboration. 4. Data layer: managing structured information Data is the foundation of any digital system. The data layer  includes the storage and organisation of data that powers services and building blocks. This layer must ensure that data is secure, standardised, and easy to access . There are two main types of data here: Application-specific data : such as tax records or health information stored locally. Shared data repositories : such as registries for people, businesses, land, or vehicles. GovStack promotes open standards like JSON and XML , making it easier for systems to read and exchange data. It also supports best practices in data privacy , including user consent and the right to be forgotten. Important aspects of the data layer: Works with common data formats and APIs Supports both centralised and decentralised storage Enforces rules on data privacy and security Includes backup, version control, and consistency checks A strong data layer helps governments use data to make decisions, personalise services, and reduce manual work. 5. Infrastructure and orchestration layer: keeping it all running The infrastructure and orchestration layer  is the backbone of the digital stack. It covers the physical and cloud-based systems that run everything—from data centres to internet connections. It also includes the software tools that deploy, monitor, and manage digital services. This layer ensures that digital platforms are secure, scalable, and reliable . It uses tools like Docker, Kubernetes, and cloud hosting to manage and automate deployment. It also supports testing environments so systems can be updated safely. Key parts of this layer include: Cloud and on-premise infrastructure Tools for automated deployment and scaling Monitoring and logging systems Security measures (encryption, identity protection) Compliance testing and sandbox environments Without strong infrastructure, even the best-designed apps and building blocks will fail. This layer keeps services stable and ready to grow as needs increase. Building better digital governments with a strong stack The government digital stack model  offers a smart, flexible way for countries to modernise how they deliver services. By separating systems into five layers—applications, building blocks, information mediation, data, and infrastructure—governments can develop faster, safer, and more user-friendly services. Each layer plays an essential role. When they’re designed to work together, the result is a digital government that’s more connected, transparent, and responsive to people’s needs. The GovStack approach, alongside global efforts like India Stack and digital public goods platforms, is already helping countries deliver on their digital transformation goals. If you're interested in more expert content like this, be sure to subscribe to other GJC articles at www.Georgejamesconsulting.com . Keywords : government digital stack digital public infrastructure GovStack model government building blocks digital government services information mediator API-based government platforms data governance in public sector open standards for digital government

The five essential layers of the government digital stack: building a smarter digital future

What are the five key layers for a government digital stack?



Governments around the world are working to modernise how they deliver services. To do this successfully, they need digital systems that are fast, reliable, and easy to connect across different government agencies. The government digital stack model provides a way to build this kind of digital infrastructure. It breaks down complex systems into five key components or layers that work together.



In this article, we’ll explain these

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The Rise of Centralised Digital Infrastructure Governments worldwide are facing increasing demands for efficient and scalable digital services. Instead of each agency developing its own IT systems, many countries are now embracing whole-of-government digital infrastructure strategies. These strategies utilize reusable and interoperable software components—known as "building blocks"—to create shared platforms. This approach reduces duplication, enhances citizen experience, and accelerates deployment. This article delves into the case for this modular, centralised approach. It examines key initiatives like India Stack and GovStack, contrasting them with decentralised models. We argue that a shared infrastructure model, grounded in government-wide strategy and policy, is essential for effective digital transformation. Why Centralised Approaches Are Gaining Ground Centralised digital infrastructure enables governments to create reusable services such as digital identity, payment gateways, and credential wallets. These services can be developed once and deployed across multiple sectors. This not only cuts costs but also ensures consistency. Furthermore, it supports interoperability among ministries, departments, and agencies, simplifying the scaling of services on a national level. For instance, India Stack serves as a pioneering model of national digital infrastructure. It provides open APIs and modular components—such as Aadhaar (digital ID), e-KYC, e-Sign, and the Unified Payments Interface (UPI)—that are utilized across various sectors to deliver seamless digital services. Instead of duplicating IT systems, different ministries integrate shared building blocks to provide their services. Similarly, the GovStack initiative focuses on developing standardised, open-source "building blocks" for governments to create interoperable platforms. These building blocks—such as identity, payments, messaging, and digital credential wallets—can be assembled flexibly. This allows countries to adopt, adapt, and expand digital platforms in a cost-effective manner. What Are Building Blocks? Building blocks (BBs) are modular, reusable software components. They can function independently or be combined into more complex systems. BBs possess several key characteristics: Interoperable:  Designed to work seamlessly with other blocks. Composable:  Can be assembled flexibly to meet specific needs. Scalable:  Built for high-volume national use. Accessible:  Exposed through standard APIs. Examples of building blocks include: Virtualisation Infrastructure:  This includes compute, storage, and network resources, creating flexible capacity that can be dynamically allocated. This approach avoids the need for each agency to purchase and manage its own hardware. Digital Credential Wallets:  These secure containers store and verify digital credentials, such as qualifications or government-issued IDs. Individuals can access these wallets to prove their identity or attributes. Consent and Access Management Blocks:  These ensure that data sharing adheres to policy and privacy settings. By leveraging these building blocks, governments can concentrate on service delivery and policy outcomes, rather than on bespoke IT builds. Modular Platforms vs. Siloed Systems A decentralised model, where each agency builds and manages its own IT systems, often leads to duplication, incompatibility, and inefficiency. Data silos emerge, requiring citizens to resubmit the same information to multiple departments. This increases cybersecurity risks and complicates upgrades or integrations. Conversely, a centralised platform model addresses many of these challenges. A national digital infrastructure can provide shared capabilities that are maintained at scale, ensuring consistent security, governance, and monitoring. It also facilitates the launch of cross-agency services, such as a unified citizen portal or a national digital ID. Case Study: India Stack India Stack exemplifies how shared digital infrastructure can revolutionise public service delivery. Its components include: Aadhaar:  A biometric-based digital identity system. e-KYC:  A know-your-customer verification service. UPI:  The Unified Payments Interface for real-time transactions. DigiLocker:  A digital document storage solution. Together, these components enable government and private services to authenticate users, exchange verified documents, and facilitate instant payments—all through interoperable, reusable APIs. India Stack has significantly enhanced digital inclusion, expanded financial access, and reduced the cost of service delivery. Its approach offers valuable insights for governments aiming for scale, security, and innovation. GovStack: Supporting Global Adoption GovStack builds on the principles established by India Stack and provides a blueprint for other countries. It offers open standards and community-driven governance to assist governments in deploying secure, interoperable platforms. Its core principles include: Building Block Methodology:  Clear design rules for combining software components. Technical Specifications:  For services like payments, identity, messaging, and digital credentials. Vendor-Neutral Architecture:  This fosters a competitive ecosystem. GovStack aims to help governments avoid vendor lock-in and costly duplication by promoting open, standardised, and interoperable software that can be reused across sectors. The Role of Virtualisation and Cloud-Native Infrastructure Modern digital platforms rely heavily on virtualised infrastructure, encompassing compute, storage, and networking resources that can be dynamically allocated. Instead of physically provisioning hardware for each department, governments can create virtual environments using shared cloud-based data centres. Compute  is virtualised using hypervisors or container orchestration. Storage  is abstracted and replicated for resilience. Networks  are software-defined and segmented for enhanced security. This virtualisation layer enables rapid scaling and flexible deployment of digital services. By using APIs, digital teams can provision infrastructure in minutes, significantly reducing time to launch and simplifying upgrades. Reusable Services: The Example of Digital Credential Wallets Digital credential wallets illustrate how building blocks can facilitate new services. These wallets store and manage verifiable credentials, such as licenses, certificates, or qualifications. Citizens can use them to prove their identity or rights without needing to carry physical documents. GovStack’s Wallet Building Block is designed to support decentralised, verifiable digital information. Its specifications allow for: Interoperability with other building blocks. Multiple wallet formats, including mobile and web. Secure exchange of credentials through standard APIs. This functionality is particularly beneficial in sectors like education, healthcare, and labor, where trusted credentials are essential across agencies. Challenges and Risks of Centralisation While centralising infrastructure offers numerous benefits, it is not without risks: Over-Centralisation:  This can reduce agility or lead to bottlenecks. Implementation Gaps:  Differences between ministries can create friction. Governance Issues:  Ensuring transparency and accountability is crucial. To mitigate these challenges, governments should adopt a modular centralisation approach. This involves using shared building blocks while allowing flexibility at the application layer. Strong policy, governance, and funding frameworks are also essential for success. Rethinking Digital Transformation as a Shared Endeavour The future of digital government lies in modular, shared infrastructure. National platforms that utilise standardised building blocks, like those developed through India Stack and GovStack, enable faster innovation, improved security, and more integrated citizen services. Instead of allowing each agency to build its own systems, governments should view digital infrastructure as a strategic national asset. With the right architecture, they can reduce duplication, streamline operations, and better serve the needs of citizens. www.GeorgeJamesConsulting.com

From Agency IT to Whole-of-Government Platforms: A Modular Approach to Digital Transformation

From agency IT to whole-of-government platforms



Governments worldwide are confronting rising demands for efficient, scalable digital services. Instead of each agency building its own IT systems, many countries are now adopting whole-of-government digital infrastructure strategies. These strategies use reusable and interoperable software components—called "building blocks"—to create shared platforms that reduce duplication, improve citizen experience, and increase speed to deployment.



This

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Centralised vs Decentralised Government Digital Infrastructure: Benefits for the Public Sector Governments across the world are rethinking how they build and manage digital infrastructure. At the heart of this debate is the choice between centralised  and decentralised  approaches. Should one part of government control and manage all digital systems? Or should each government department or agency build and run its own? This question affects the way public services are delivered, how secure and connected government data is, and how much money is spent on technology. Getting it wrong can lead to waste, duplication, poor service for citizens, and even major risks like cyberattacks. Getting it right can help create smoother, safer, and more cost-effective digital systems for the whole country. In this article, we explore the differences between centralised and decentralised digital infrastructure across the whole of government , look at their benefits and downsides, and offer a few pointers to help governments find the right balance. What is centralised government digital infrastructure? A centralised  approach means the government builds and manages digital systems through one primary organisation or integrated digital infrastructure. This central team sets the standards, runs shared services (like cloud storage or ID systems), and ensures everything is consistent and secure. Countries like Estonia, Singapore and the UK have created central teams or digital services that lead this work. They aim to remove duplication and create systems that are easier to connect across departments. Key features: One government connected platforms for core digital services Shared tools like login systems, data platforms and security Consistent design and coding rules Central budget and control over big tech projects What is decentralised government digital infrastructure? In a decentralised  model, different parts of government manage their own digital systems. For example, the tax office might run its own cloud system, while the health ministry builds its own login and data platform. Each organisation decides what works best for its needs. Some countries with strong federal or regional structures, like the United States or Germany, often take this approach, though usually with some central coordination or standards. Key features: Ministries, agencies or regions build and run their own systems More freedom to tailor services to local needs Less reliance on one central tech team Greater variation in tools, standards and systems Benefits of centralised digital infrastructure for government Better integration. Central systems make it easier to connect services and share data across government. Citizens only need to sign in once, and data can move safely between departments when needed. Lower costs. Governments can save money by avoiding duplication. Shared platforms, bulk buying of tech tools, and common standards reduce overall spending. Stronger cybersecurity. A central team can enforce strict security rules and respond quickly to threats. It’s easier to keep systems patched and updated when there are fewer of them. Higher quality and consistency. Common design and user experience rules mean services look and work the same, no matter which part of government runs them. This makes them easier for the public to use. Faster digital transformation. Central teams can lead reform across the public sector, helping slower departments catch up and making sure everyone moves in the same direction. Benefits of decentralised digital infrastructure for government Flexibility and innovation. Agencies can build digital tools that fit their exact needs. Teams can test new ideas more easily without needing central approval. Responsiveness to local needs. Different parts of government often serve different groups. Local teams may understand those users better and adapt faster to their needs. Reduced risk of central failure . If a central system goes down, it can impact the whole government. Decentralised systems mean problems are often contained in one area. Encourages accountability. When each department owns its systems, they may be more invested in making sure things work well and are maintained over time. Key trade-offs for whole-of-government decisions Choosing between these approaches isn’t easy. Governments must weigh up some major trade-offs: Speed vs control : A decentralised approach may let departments move faster, but centralisation gives better control. Customisation vs standardisation : Decentralisation allows tailored solutions, while centralisation supports a common experience for users. Cost savings vs duplication : Central systems save money at scale. Decentralised systems risk wasting resources by repeating similar builds. Whole-of-government choices must also consider political realities. In federal systems, national and regional governments may both have digital responsibilities. Balancing shared services and local control is key. Hybrid models: the best of both worlds? Many governments now aim for a hybrid model  – one that centralises the parts that make sense to share, and leaves room for departments to innovate on top. In this model: The government provides shared digital infrastructure  – such as digital ID, payments, hosting, or core data exchange platforms. Agencies build their own services on top of this infrastructure , using common rules and tools. A central team, often in the finance or digital ministry, sets standards, monitors performance, and supports delivery. This approach tries to get the benefits of both models: shared savings and security, with local innovation and responsiveness. Risks of getting it wrong Without the right balance, governments can face real problems: Over-centralisation  can slow down service delivery, limit innovation, and frustrate agencies with rigid controls. Over-decentralisation  can lead to cyber risks, poor user experiences, wasted spending, and failed projects. Fragmented IT ecosystems  make it harder to share data, respond to emergencies, or plan government-wide reforms. Digital infrastructure is the foundation of modern government. Poor decisions here affect everything from health and tax to policing and emergency services. Finding the right model for the whole public sector There is no perfect answer to the centralised vs decentralised question. But governments need to approach it from a whole-of-government  view, not as isolated departments. Some key questions to consider: What core infrastructure should be shared across all government? Where should departments be free to build their own systems? How can standards, platforms and data policies be designed to support collaboration, not control? Who should be responsible for maintaining shared digital infrastructure? How can the public sector build trust and digital capacity in all its institutions? By focusing on shared foundations and smart standards – while giving agencies room to deliver – governments can create digital systems that serve citizens better, save money, and reduce risk. Want more insights like this? Subscribe for fresh government digital transformation articles at👉 www.Georgejamesconsulting.com

Centralised vs decentralised government digital infrastructure: which is better for the public sector?

Centralised vs Decentralised Government Digital Infrastructure: Benefits for the Public Sector



Governments across the world are rethinking how they build and manage digital infrastructure. At the heart of this debate is the choice between centralised and decentralised approaches. Should one part of government control and manage all digital systems? Or should each government department or agency build and run its own?



This question affects the way public services are delivered, how secure a

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A moment of opportunity for the Horn of Africa In the heart of the Horn of Africa, Eritrea’s Assab Port could soon become one of the most important economic gateways on the Red Sea. With Ethiopia actively seeking better access to maritime trade, and Saudi Arabia showing interest in port development, a real opportunity has emerged. This moment offers not just potential gains for Ethiopia but also a once-in-a-generation chance for Eritrea to unlock long-term economic growth. By modernising Assab Port and opening it to regional cooperation, Eritrea can create jobs, attract foreign investment, and strengthen its economic standing. For Ethiopia, gaining access to a second port—beyond Djibouti—means greater trade flexibility and lower transport costs. If done right, the result will be a win-win for both countries. Why Ethiopia needs alternative sea access Ethiopia, one of Africa’s fastest-growing economies, is landlocked. Since Eritrea’s independence in 1993, Ethiopia has relied on Djibouti for over 95% of its imports and exports. This dependence has come at a high price—more than $1 billion in port fees each year—and it leaves Ethiopia exposed to supply chain disruptions, regional tensions, and rising logistics costs. To reduce this risk, Ethiopia is urgently seeking new port options. Agreements with Somaliland over Berbera Port are ongoing, but Assab offers a closer, more direct route—especially if modernised through Saudi or regional investment. For Ethiopia, Assab could provide both economic resilience and strategic diversification. Assab Port: A gateway to growth for Eritrea Assab is located on the Red Sea, just north of the Bab el-Mandeb Strait, a key global shipping route. Though underused today, the port has the potential to become a regional logistics hub. Modernising Assab would generate massive economic benefits for Eritrea: Job creation  in construction, logistics, port operations, and related services. New revenue  from port fees, customs duties, and supporting industries. Improved infrastructure , including roads, utilities, and housing in the Assab region. Foreign investment , especially from countries like Saudi Arabia, which is actively expanding its influence in the Red Sea corridor. Assab Port could become the cornerstone of Eritrea’s economic future. And if managed well, this growth can be inclusive, sustainable, and stabilising. A shared future: how Ethiopia and Eritrea both benefit Eritrea and Ethiopia have much to gain by working together. Opening Assab to Ethiopian trade under a fair agreement, with support from investors like Saudi Arabia, offers major advantages for both countries: For Eritrea: Secures long-term foreign investment. Diversifies its economy beyond mining and agriculture. Builds stronger political and economic ties with neighbours and global investors. Positions itself as a key transit country in East African trade. For Ethiopia: Gains a faster, cheaper route to the sea. Reduces overreliance on Djibouti. Expands trade capacity to match its growing economy. Strengthens national resilience in times of crisis or conflict. This is more than a port—it’s a chance for peace, progress, and regional cooperation. A joint development model could turn Assab into a symbol of reconciliation and shared prosperity. Saudi Arabia’s strategic interest and what it means Saudi Arabia has plans to invest billions into upgrading Assab Port. This is not just an economic move; it’s also part of the kingdom’s broader push to strengthen its presence along key maritime routes. A modern Assab could act as a Saudi-linked trade hub in the Red Sea, complementing existing UAE, Turkish, and Chinese interests in nearby ports like Djibouti, Berbera, and Port Sudan. For Eritrea, this investment would fast-track the port’s development and bring in capital, technology, and global trade connections. For Ethiopia, Saudi involvement in Assab presents both opportunities and challenges: Potential Benefits for Ethiopia: New trade routes  that ease pressure on Djibouti. Better transport logistics , lowering the cost of goods. Regional influence  through shared infrastructure and trade partnerships. Potential Risks for Ethiopia: Increased competition  for influence in the Red Sea. Dependence on external powers , which may come with political trade-offs. Shifting power dynamics  in the Horn of Africa, where alliances are already delicate. Nonetheless, if Ethiopia and Eritrea work closely with regional partners, these risks can be managed—and the benefits maximised. Balancing economic opportunity and political risk Any development in the Horn of Africa brings some level of political risk. Eritrea must be careful not to become overly dependent on one outside partner. At the same time, Ethiopia must balance its strategic needs with diplomacy, especially given tensions with Egypt over Nile waters and with Somalia over Somaliland. The key to success lies in transparency, shared benefits, and regional diplomacy . If Saudi Arabia’s role is limited to infrastructure and trade, and not military control or political pressure, both Ethiopia and Eritrea can enjoy the benefits of a modern Assab without destabilising the region. Involving multilateral bodies like the African Union, IGAD, or the UN in oversight or support roles could also reduce tensions and build confidence among all parties. A smart investment for the future Developing Assab Port is not just a short-term project. It’s a long-term investment in economic transformation. The global economy is shifting, and regions that control trade routes and supply chains will hold more influence in the years ahead. Eritrea, often overlooked in global development plans, has a chance to step forward. The port can become a platform for industrial zones, logistics centres, and even tourism. With improved rail and road links into Ethiopia and possibly Sudan or South Sudan in the future, Assab could become a gateway to Africa’s interior. For Ethiopia, investing in this relationship—and helping to develop the infrastructure it needs—makes good economic sense. It secures trade flexibility, reduces reliance on a single partner, and strengthens the Horn of Africa’s role in global logistics. Now is the time to act The window of opportunity for Eritrea and Ethiopia to cooperate on Assab Port is wide open. With Saudi Arabia willing to invest and Ethiopia eager to diversify its port access, the stars are aligned. But like any strategic project, this one needs planning, trust, and shared commitment. For Eritrea, this is a defining moment. Developing Assab Port can power its economy for decades, attract global investment, and reposition the country as a serious regional player. For Ethiopia, Assab offers relief from trade bottlenecks and a chance to build a stronger, more balanced maritime strategy. Together, Eritrea and Ethiopia can turn the Red Sea into a corridor of opportunity—not just for themselves, but for the whole Horn of Africa. For more expert articles on African development, strategy, and geopolitics, subscribe to GJC at www.Georgejamesconsulting.com

Assab Port: A Win-Win Economic Opportunity for Eritrea and Ethiopia

A moment of opportunity for the Horn of Africa



In the heart of the Horn of Africa, Eritrea’s Assab Port could soon become one of the most important economic gateways on the Red Sea. With Ethiopia actively seeking better access to maritime trade, and Saudi Arabia showing interest in port development, a real opportunity has emerged. This moment offers not just potential gains for Ethiopia but also a once-in-a-generation chance for Eritrea to unlock long-term economic growth.



By modernising A

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UK Government's Strategy for Streamlining Agile Digital Projects: Enhancing IT Delivery Efficiency The UK Government has updated its approach to planning and approving digital and IT projects. By embracing agile methods, it’s creating faster, more cost-effective systems while reducing bureaucracy. This article explores what these updates mean, how they work, and why they matter—especially for project leaders and public sector organisations. Why Agile Now? In a digital age where speed, flexibility, and user needs are critical, the UK Government has recognised that traditional project planning methods no longer work for every situation. Long business cases and rigid approval processes often slow things down. That’s why HM Treasury and the Central Digital and Data Office (CDDO) have worked together to update the guidance on business cases for agile projects. The goal is simple: support innovation while keeping strong financial controls in place. 1. Moving Away from the Waterfall Approach Agile methods work in short cycles, allowing teams to build, test, and improve digital services continuously. Unlike the traditional “waterfall” approach—which requires detailed planning upfront—agile adapts as the project progresses. Key Benefits of Agile: Faster delivery:  Working in short phases allows services to reach users more quickly. User-focused design:  Regular feedback ensures systems meet real needs. Lower risk:  Small, frequent releases make it easier to spot and fix issues. Greater flexibility:  Projects can change direction based on what works. Cost control:  Incremental delivery reduces waste and increases value for money. 2. A Clearer Path for Approvals The revised guidance introduces a streamlined approval process tailored for agile projects. Instead of forcing every project through the same rigid business case process, it adjusts requirements based on the project’s size, risk, and stage. Discovery and Alpha Phases For early-stage research—known as Discovery and Alpha—departments can now spend up to £750,000  from their existing budgets without needing full Treasury approval. This spending is subject only to Cabinet Office digital controls. This change empowers teams to explore user needs, test ideas, and decide whether full development is worthwhile—all without waiting months for approvals. How it Works: Discovery phase (about 8 weeks):  Identify problems and user needs. Alpha phase (about 8 weeks):  Build prototypes and test solutions. Approval to continue:  Apply for Beta funding only if Alpha shows clear potential. 3. Lighter Business Cases That Still Keep Control Traditionally, projects needed three stages of approval: the Strategic Outline Case (SOC), Outline Business Case (OBC), and Full Business Case (FBC). The updated guidance simplifies this by promoting the use of Programme Business Cases (PBCs) . Key Features of PBCs: Less paperwork:  Focus on outcomes and user needs, not detailed IT specs. Ongoing reviews:  Use burn charts, product backlogs, and demos instead of long documents. Scalable:  Suitable for both small projects and large programmes. For smaller projects (below £10 million and low risk), no separate OBC is needed. These can be managed directly through the PBC. 4. Tailored Guidance for Large and Small Projects The guidance breaks down the approval process based on project cost and risk: Projects Over £10 Million: Require Treasury approval. Should still use a PBC instead of the full traditional business case model. Must include regular reviews and milestones. Emphasis is on working products, not just documents. Projects Under £10 Million: If low-risk, these do not need full Treasury review. Can be approved as part of the programme. Must still show value for money and follow agile principles. In large programmes that include many small projects, the total cost might exceed £10 million. In that case, a single PBC covering all projects is recommended. This provides clarity without unnecessary duplication. 5. Agile Approval in Action: A Walkthrough Here’s how the approval process fits with typical agile stages: Before Discovery: Apply to Cabinet Office for permission to begin early agile work. During Discovery: Notify HM Treasury about planned agile activity. Plan necessary reviews. During Alpha: Begin developing and testing working solutions. Submit the business case before Alpha ends. Apply for Beta funding approval. Beta and Live Phases: Digital services are assessed before launch. Reviews are based on real progress—like demos and charts—not long reports. Treasury may approve funding in stages based on performance. This process allows agile teams to keep momentum while still meeting oversight requirements. 6. Improving Outcomes While Maintaining Control The goal of the new guidance isn’t just speed. It’s about better outcomes . By focusing on real-world testing, user needs, and flexible planning, agile digital projects can: Deliver more relevant public services. Save taxpayer money. Avoid common project failures caused by over-planning and under-testing. And by replacing rigid templates with programme-level oversight and working demonstrations, departments retain the transparency and control they need—without the red tape. Agile is the Future of Public Sector Delivery The UK Government’s updated guidance marks a major step forward in how it delivers digital services. By supporting agile development with flexible business case rules, departments can build smarter, faster, and more cost-effective systems. This shift not only encourages innovation but also ensures that public money is spent wisely. Whether you’re leading a major programme or managing a small project, these changes provide the tools you need to succeed in a fast-moving digital world. Want More Insights Like This? Stay informed on the latest in agile project delivery, digital strategy, and public sector innovation. Subscribe to George James Consulting’s expert articles at www.Georgejamesconsulting.com .

How the UK Government is Streamlining Agile Digital Projects: A Smarter Approach to IT Delivery

UK Government's Strategy for Streamlining Agile Digital Projects: Enhancing IT Delivery Efficiency



The UK Government has updated its approach to planning and approving digital and IT projects. By embracing agile methods, it’s creating faster, more cost-effective systems while reducing bureaucracy. This article explores what these updates mean, how they work, and why they matter—especially for project leaders and public sector organisations.



Why Agile Now?



In a digital age where speed, f

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Changing how the UK government builds digital services In the past, government projects often followed a strict, step-by-step approach. This worked well for building roads and bridges, but not for creating digital services in a world where technology and public needs change fast. That’s where agile comes in. The UK government now uses agile delivery methods  to build better digital services. Agile means working in small steps, testing early, listening to users, and improving based on what’s learned. This article explores how agile has transformed government service delivery, what lessons have been learned, and how scaling agile across large programmes like GOV.UK  has made a real difference. What is agile and why does it matter? Agile started as a new way to build software. It was designed to fix problems in traditional project management, where long timelines often led to services that were outdated before launch. In a typical “waterfall” method, you gather requirements, design the solution, build it, and only test it at the end. There’s little chance to change things once you start. Agile flips that around. Teams gather feedback early, build small parts, test them quickly, and improve as they go. Agile lets teams learn from users before rolling out a full service. That’s especially useful for public services that must adjust to new policies, changing user needs, and emerging technologies. Why agile works better in government Waterfall methods can take years to deliver a full service. By the time the service goes live, it might no longer meet user needs or align with new government policy. Agile helps avoid this by: Starting small and improving based on real feedback. Allowing changes during development, not just at the end. Delivering working services sooner and improving them over time. This approach helps the government save money, reduce waste, and provide better value to taxpayers. It also improves user satisfaction because the services are built with their input from the start. GOV.UK : scaling agile in real life One of the best examples of scaled agile in UK government  is GOV.UK . Launched in 2012, GOV.UK  became the single website for all UK government departments. In just over a year, it hosted the content for 24 departments and 330 organisations. By 2015, it had replaced nearly 1,900 separate websites. The GOV.UK  team used agile from the beginning. They didn’t just follow a set framework—they adapted their way of working over time. Here’s how they did it: Tackling delivery challenges As GOV.UK  grew, the team faced challenges: Work didn’t always stop when it should. It was unclear which problems were most important. User research wasn’t always reflected in what was built. Key knowledge was sometimes held by only one person. To fix these, the team made four big changes: Time-boxing missions to 3 months. Each piece of work, or “mission,” was limited to three months. This helped with focus and gave regular chances to stop or change direction. Using clear metrics. Teams had to measure their impact with real numbers—not vague goals. This showed whether their work was worth continuing. Adding ‘firebreak’ weeks. After each 3-month mission, teams had a week to recharge, learn new things, or work on small improvements. This helped avoid burnout and encouraged creativity. Focusing on sustainable development. Teams worked to reduce technical debt—problems caused by building too quickly—which made future updates easier and faster. Putting scaled agile into practice Adopting agile at scale meant big changes for how teams worked. The GOV.UK  leadership took several steps to make the transition easier: They matched people to the missions that best suited their skills. They listened to staff preferences and career goals. They ran drop-in sessions and surveys to get feedback. They made sure the team structures were right before moving forward. Over time, the new model showed real results. Teams got better at delivering quickly, using data, and improving services without burning out. Lessons learned from GOV.UK Some key lessons emerged from scaling agile at GOV.UK : Small teams work better. Breaking large groups into smaller missions helped people collaborate better and think more clearly. Stopping work is difficult but necessary. Ending a mission can feel like failure, but it helps focus energy on what really matters. Clear goals are critical. Every mission needs a clear problem to solve, a shared idea of success, and some guidance from leadership. Flexible timelines help. While three-month missions worked well, some projects needed more or less time. GOV.UK  began using flexible mission lengths to suit the work. Support part-time staff. Not everyone can work full-time on one mission. GOV.UK  adjusted by grouping part-time staff under shared goals and helping them manage their time effectively. Measure from the beginning. It’s easier to track success if you have good measures in place from day one. Agile tools and techniques in daily use Agile isn’t just about planning—it’s about how teams work together. The UK government uses a set of tools and rituals to stay on track: Daily standups : Short meetings where the team shares what they’re working on and any issues they’re facing. Sprint planning : A session to decide what the team will focus on next. Show and tell : Also known as sprint reviews, where teams present their work to stakeholders. Retrospectives : Meetings to reflect on what went well and what could be improved. User stories : Short notes that describe what the user needs, helping the team understand what to build. Backlogs and team walls : Visual tools that help teams track work and priorities. These tools help teams stay connected, plan smarter, and keep improving how they work. Leadership and culture matter Agile isn’t just for delivery teams. Leaders at every level need to support it. Successful agile teams have leadership that: Supports change and rewards agile thinking. Breaks down barriers between teams. Designs organisations around service flow, not legacy structures. Encourages learning and patience through change. When everyone leads with patience and purpose—whether they’re a senior manager or a junior team member—agile becomes a part of the culture, not just a method. Staying agile for better public services The UK government’s move towards agile delivery has helped build digital services that are faster, smarter, and more responsive to change. GOV.UK  shows how large teams can deliver at scale without losing focus or flexibility. Agile is not a silver bullet, and it comes with challenges. But when it’s supported by strong leadership, clear goals, regular feedback, and a culture of learning, agile can help public services keep up with the needs of the people they serve. Want more insights like this? Visit www.GeorgeJamesConsulting.com  and subscribe to stay up to date with our latest thinking on agile delivery, digital transformation, and public service innovation.

The UK Government's Journey with Scaled Agile: How Public Services Are Changing for the Better

Changing how the UK government builds digital services



In the past, government projects often followed a strict, step-by-step approach. This worked well for building roads and bridges, but not for creating digital services in a world where technology and public needs change fast. That’s where agile comes in.



The UK government now uses agile delivery methods to build better digital services. Agile means working in small steps, testing early, listening to users, and improving based on what’s

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Maximising civilian use cases from military engineering assets  Governments around the world are under increasing pressure to boost defence spending. From geopolitical tensions with Russia and China to pressure from key allies like the United States, many developed nations are preparing for a more uncertain future. But there's a smart way to increase military budgets that also benefits the economy: by investing in dual-use engineering capabilities within the armed forces. This article explores how military engineering—especially through army engineering corps—can serve both national defence and civilian infrastructure goals. Instead of creating idle military assets during peacetime, countries can develop versatile engineering units that contribute to nation-building, economic resilience, and emergency response. By using military engineering to support both security and development, nations can make smarter use of taxpayer money, strengthen their infrastructure, and keep soldiers skilled and mission-ready. 1. Why defence budgets are rising Across the Western world, a new era of defence spending is taking shape. Nations are being urged to invest more in their militaries to counter perceived threats from state actors like Russia, China, and North Korea. International alliances, such as NATO, are setting minimum targets for military expenditure, and governments are responding. But while military budgets grow, many countries still face ageing infrastructure, housing shortages, and rising costs for public works. Critics argue that spending billions on tanks and missiles, which may never be used, offers limited value for the taxpayer. That’s why the idea of dual-purpose military spending  is so important. Instead of choosing between guns and roads, governments can fund engineering capabilities that serve both. 2. The long history of military engineers The idea of military engineers serving civilian needs is not new. Roman legions built roads and aqueducts that lasted centuries. In the 19th and 20th centuries, military engineers played a key role in building lighthouses, hospitals, parks, and monuments. In the United States, the Army Corps of Engineers (USACE) is a leading example. While serving military needs, it has also: Built flood protection systems like levees and dams Managed navigation on major rivers like the Mississippi Constructed customs houses, hospitals, and lighthouses Developed parks, roads, and public monuments in Washington, D.C. Carried out emergency response during floods, hurricanes, and earthquakes This long tradition shows that military engineering can be more than just a wartime tool—it can be a powerful force for national development. 3. Military engineering roles: military and civilian Military roles Base construction : Building and maintaining airfields, barracks, and operations centres Mobility support : Creating roads, bridges, and clearances for troop movement Combat engineering : Clearing mines, building fortifications, and setting up defences Disaster relief : Helping with rescue, shelter, and repair during emergencies Civilian applications Water management : Building dams, canals, and flood control systems Transport infrastructure : Designing and constructing highways, bridges, ports, and airports Environmental projects : Cleaning polluted areas, restoring habitats, and managing waste Public buildings : Constructing schools, hospitals, and other essential facilities Emergency response : Rebuilding communities after natural disasters These functions show how military engineering capabilities can transition seamlessly between peacetime and wartime roles. 4. Responding to natural disasters Military engineers have long played a vital role in disaster response, saving lives and rebuilding communities after catastrophes. In the United States, the Corps of Engineers developed a strong reputation for emergency response, beginning with the 1947 explosion of a ship carrying 2,400 tons of ammonium nitrate in Texas City. Two years later, they responded to a major snowstorm in the Great Plains. By 1950, the Federal Disaster Relief Act formally positioned the Corps as the lead agency for flood response. In 1955, Public Law 84-99 authorised an emergency fund to support flood fighting and infrastructure restoration. Throughout the 1960s and 70s, the Corps responded to major disasters like the 1964 Alaskan earthquake, Hurricane Camille in 1969, and Tropical Storm Agnes in 1972. Their growing expertise led to the creation of a dedicated emergency management program in the 1980s. With the 1988 Stafford Disaster Relief Act, the Corps began working even more closely with FEMA to respond to all kinds of disasters—from hurricanes and floods to oil spills and earthquakes. Key deployments have included: The Exxon Valdez oil spill (1989) Hurricane Hugo and the Loma Prieta Earthquake (1989) Mississippi River floods and Hurricane Andrew (1992–1995) Northridge Earthquake (1994) This long record highlights how military engineering capability can be repurposed rapidly to protect civilians, deliver relief, and rebuild after disasters. 5. Developing skills through military engineering The US Army Corps of Engineers is not only a construction agency—it’s a world-class training organisation. Through its Learning Center, military and civilian staff gain access to cutting-edge education and hands-on experience. Key initiatives include: PROSPECT programme : Offers over 150 technical and professional courses tailored to engineering roles Leadership development : Tiered programmes designed to build management capacity and strategic thinking Engineer credentialing : Supports military personnel in gaining civilian certifications and licences Technical training : Specialised opportunities in geotechnical, transportation, environmental, and water resources engineering Advanced facilities : Access to supercomputers, centrifuges, and labs that enhance learning and innovation Career progression : Multiple career pathways in engineering, project management, and public service Academic partnerships : Collaboration with universities and research institutions to drive innovation This culture of lifelong learning ensures that engineering corps remain up to date and competitive with civilian industry. 6. A modern strategy for defence and development To realise the full potential of dual-purpose military engineering, governments should: Formalise the role  of military engineering units in national infrastructure planning Invest in training  that meets both military and civilian engineering standards Create partnerships  between defence forces and public works agencies Develop clear protocols  for deploying engineering units during peacetime projects Track economic benefits  and share outcomes with the public By doing so, countries can reduce waste, boost efficiency, and create a smarter, more flexible defence strategy. Keep a focus on the economy in times of tension Rising defence budgets don’t have to come at the expense of civilian needs. By investing in dual-use engineering capacity within the military, countries can create real value for their citizens. Military engineers can build the runways needed in wartime—and the roads, hospitals, and flood defences needed every day. From the Roman Empire to the U.S. Army Corps of Engineers, history shows the power of this approach. In a world facing growing threats and shrinking budgets, dual-use military engineering is a win-win strategy for smart nations. If you found this article helpful, subscribe to more insights from George James Consulting at www.GeorgeJamesConsulting.com . Get analysis on infrastructure, and strategy.

Dual-purpose military engineering: boosting defence and building nations

Maximising civilian use cases from military engineering assets



Governments around the world are under increasing pressure to boost defence spending. From geopolitical tensions with Russia and China to pressure from key allies like the United States, many developed nations are preparing for a more uncertain future. But there's a smart way to increase military budgets that also benefits the economy: by investing in dual-use engineering capabilities within the armed forces.



This article exp

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Iconic buildings - more than just bricks and mortar Iconic buildings do more than catch your eye. They help shape the future of cities by attracting investment, tourism, and community pride. From the Eiffel Tower to the Sydney Opera House, these famous landmarks are not just impressive structures—they are engines of economic opportunity. This article explores how iconic architecture can boost urban life, support local economies, and define city identity. We'll also take a closer look at why these buildings matter and how they impact the quality of life in the urban environments they are embedded within. 1. What makes a building iconic? An iconic building is instantly recognisable. It may be famous because of its design, cultural meaning, location, or the emotions it inspires. Unlike monuments, which honour people or events, iconic buildings are lived-in structures that contribute to daily city life. Their size, shape, and symbolism make them landmarks—and they often represent a city’s ambition, identity, or global status. From the Eiffel Tower in Paris to the Sydney Opera House, iconic buildings serve as cultural touchstones, defining the character and identity of a city. Tourists travel from all over the world to experience these structures, not just for their beauty, but for the stories they tell and the experiences they offer. As travel trends shift, new architectural landmarks are emerging as must-visit destinations, such as the Museum of the Future in Dubai, the Vessel in New York City, and Singapore’s Gardens by the Bay. These are not just monuments—they are interactive, immersive spaces that engage both locals and visitors. Take, for example, the Guggenheim Museum in Bilbao. Before it was built, the city was relatively unknown. After its opening, Bilbao saw a surge in tourism, investment, and cultural reputation. This phenomenon became known as the “Bilbao Effect”—proof that a single building can transform an entire urban landscape. 2. The economic ripple effect Iconic buildings can drive economic growth in several ways: Tourism:  People travel from all over the world to see them. Tourists spend on hotels, restaurants, shops, and local attractions. Jobs and business:  These buildings often lead to job creation in sectors like construction, maintenance, hospitality, and retail. Real estate value:  Property prices often increase near iconic landmarks. Developers want to build around them, and companies want offices nearby to boost their brand. Urban regeneration:  New buildings attract attention and funding for nearby infrastructure improvements. Economists studying the effects of iconic architecture often wrestle with how to define and measure their value. Some argue for a binary approach—iconic or not—while others suggest a continuum that could be developed through further empirical research. Spillover effects from such buildings often appear in the form of increased willingness-to-pay (WTP) for real estate that benefits from aesthetic proximity, as well as higher foot traffic supporting local businesses. Spillovers happen on multiple levels: Immediate surroundings : Like having a view from your window. District level : Prestige from living in a renowned neighbourhood. City-wide impact : Living in a globally recognised, modern city boosts the appeal of the entire urban area. For example, the Burj Khalifa in Dubai helped transform its district into a luxury commercial and residential zone. It brought with it new jobs, better roads, and high-end shops. 3. Urbanism and quality of life Urbanism looks at how people live in cities and interact with their surroundings. Iconic buildings play a big role here by improving quality of life. They become places where people gather, celebrate, and share experiences. They offer beauty, function, and meaning. Key urbanism principles linked to iconic buildings include: Open spaces that invite public interaction Buildings that reflect local identity and culture Places that encourage walking, social activities, and safety Design that supports sustainability and innovation These buildings aren't just for show—they become a meaningful part of daily life. The Bibliotheca Alexandrina in Egypt, for example, was designed to renew a city’s cultural spirit and serves as both a global library and a vibrant public space. The COVID-19 pandemic reshaped global travel, and architecture has adapted. Tourists now seek open-air, interactive, and nature-integrated spaces. Cities have responded with: Green urban spaces like rooftop gardens and walkable districts Touch-free technology such as Augmented Reality (AR) in museums Sustainable architecture that aligns with responsible tourism These shifts show how architecture is now expected to deliver experiences, not just aesthetics. 4. City branding and global image City branding is about shaping how a place is seen by outsiders. Iconic buildings are powerful tools for this. Cities like Paris, London, and New York have clear identities thanks in part to landmarks like the Eiffel Tower, Big Ben, and the Empire State Building. A city with a well-known landmark becomes easier to market. It’s seen as progressive, creative, or cultured. This image attracts tourists, businesses, students, and events. Even smaller cities can benefit. Reykjavik’s Harpa Concert Hall and Moldova’s Underground Wine City show how unique design can make lesser-known places stand out globally. In the digital-first world, iconic architecture doesn’t just exist in real life—it exists online. Social media platforms like Instagram, TikTok, and travel blogs drive architectural tourism by promoting photogenic, immersive landmarks. Examples include: The Louvre Abu Dhabi : Its floating dome has gone viral The Edge in Amsterdam : A sustainability icon that attracts global attention Apple Park in California : Corporate, but strikingly designed and widely shared A strong image also feeds back into quality of life. When locals are proud of their city, they engage more in their communities. Investment in branding, events, and local culture tends to follow. 5. Tourism and cultural impact Iconic architecture draws different types of tourists: Culture seekers  who want to visit historic or meaningful places Design lovers  who appreciate innovation and form Event visitors  attending festivals, concerts, or conferences Well-designed buildings can also support: New businesses like cafés, art galleries, and boutique hotels Overnight stays due to increased interest Cultural activities like art shows, public lectures, and markets The Gateway of India in Mumbai not only draws tourists but has hosted major global fashion shows like Dior’s Pre-Fall event—blending local heritage with international appeal. 6. Impact on community and the built environment A good city serves its people—and iconic buildings can help achieve that. They give residents shared spaces, raise local pride, and encourage interaction. When well-integrated, they: Reflect the community’s needs and identity Create jobs and support local economies Raise land values, which can support infrastructure upgrades Cities and developers benefit from these buildings. They attract educated residents and funding, and they allow project developers to seek subsidies or approvals more easily. However, challenges must be managed: Too much tourist traffic can stress old buildings and public spaces Rising property values may push out long-time residents Maintaining iconic buildings can be costly and complex Good planning includes public input and long-term vision. Urban projects must prioritise accessibility, inclusiveness, and sustainability. 7. Case study: Bibliotheca Alexandrina, Egypt Located on the Mediterranean coast of Alexandria, this library is a modern reimagining of the ancient Library of Alexandria. Designed by Norwegian firm Snøhetta, the circular structure is carved into the earth and tilted toward the sea. It features inscriptions from 120 global alphabets and houses millions of books, exhibition spaces, and a planetarium. Its impact includes: City branding : Alexandria is now internationally known for this structure Tourism : It has become a major attraction in Egypt Education and culture : It is a hub for learning and creativity Urban renewal : Nearby roads and facilities were upgraded It shows how iconic design can link history, culture, and innovation while driving development. 8. Measuring the impact: a framework Researchers suggest a simple way to assess the value of iconic buildings: Physical identity : Does the building stand out visually and symbolically? Marketing tool : Does it boost the city’s image and attract attention? User experience : Does it serve residents and visitors well, offering quality interaction? When all three factors are strong, the building becomes more than an asset—it becomes a catalyst for wider growth. Future research on this topic could include deeper assessment of the characteristics of 'successful urban environments' with iconic buildings. It could also include further research into the tangible public benefits derived and how these can be maximized for the surrounding areas.  Iconic buildings - symbolic and economic benefits for urban environments Iconic buildings aren’t just symbols; they are engines of progress. When thoughtfully designed and managed, they boost local economies, attract global attention, and enrich daily life. From Moldova to Mumbai, and Alexandria to Bilbao, the evidence is clear: great architecture can lift cities and communities. These structures enhance human capital by drawing educated residents, boost investor confidence through increased visibility, and become anchors of city pride. The synergy between architectural splendour and economic vitality is undeniable. As cities grow and compete for talent, investment, and recognition, iconic architecture offers a strategic advantage. By combining beauty, function, culture, and identity, these structures can define places—and create lasting economic opportunities. The future lies in buildings that are green, smart, and socially inclusive. Architects and city planners should embrace innovation while ensuring that their designs resonate with communities and promote sustainable urban living. Want more insights? Subscribe to GJC articles See more here: https://www.georgejamesconsulting.com/

How Iconic Buildings Boost Local Economies and Shape Cities

Iconic buildings do more than catch your eye. They help shape the future of cities by attracting investment, tourism, and community pride. From the Eiffel Tower to the Sydney Opera House, these famous landmarks are not just impressive structures—they are engines of economic opportunity.



This article explores how iconic architecture can boost urban life, support local economies, and define city identity. We'll also take a closer look at why these buildings matter and how they impact the quali

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How peace, partnerships, and reforms are reshaping Azerbaijan’s investment potential Azerbaijan is entering a new phase. Known for its rich oil and gas reserves, it is now moving beyond energy to build a more diverse, modern economy. At the same time, a shift in political relationships is opening the door to fresh opportunities across transport, trade, tourism, and technology. The peace agreement between Armenia and Azerbaijan in late 2024 marked a turning point for the South Caucasus. Alongside internal reforms and a growing focus on the non-oil economy, Azerbaijan is now better placed to attract interest from investors, businesses, and development partners. But success will depend on careful policy choices, smart reforms, and a steady approach to political risks. This article explores the country’s economic evolution, the opportunities ahead, and how shifting regional ties are helping shape Azerbaijan’s future. 1. Strong growth, but still reliant on energy Azerbaijan’s economy has performed strongly in recent years. In the first half of 2022, real GDP rose by 6.2%, supported by booming natural gas exports and a sharp rebound in services like transport, ICT, and tourism. This came as COVID-19 restrictions eased and pent-up demand returned. Energy exports remain a core source of revenue. In 2022, 90% of export growth came from oil and gas, thanks to rising prices. This helped the country maintain a trade surplus of over 30% of GDP and a fiscal surplus of 6%. Foreign reserves rose, and the financial sector stayed stable, with steady lending and falling bad debt. However, oil output has levelled off, and long-term growth will require more than just hydrocarbons. The government is now focused on encouraging growth in non-energy sectors and improving the business environment. 2. Political stability and a reform-focused government Since 2018, Azerbaijan’s leadership has introduced a series of economic and social reforms. New appointments in key ministries—education, agriculture, environment, and tax—have signalled a commitment to modernisation. The government has increased investment in human capital, with education and health budgets rising sharply. In the long run, a better-skilled population and stronger social systems will help reduce poverty, improve resilience, and attract investors looking for sustainable growth. A new socio-economic development strategy is also underway, with a clear aim: shift from a state-led to a private-sector-led economy, while building greener, more inclusive growth. Key goals include reducing the state’s role in business, improving the rule of law, and strengthening transport and digital infrastructure. 3. New opportunities from peace and regional integration The biggest shift may come from outside the country. The Armenia-Azerbaijan peace agreement, finalised in late 2024 after talks in Brussels, Moscow, and Tbilisi, has set the stage for a new era of regional cooperation. At the centre of this shift is the planned Zangezur Corridor —a proposed land route connecting mainland Azerbaijan to its exclave Nakhchivan via southern Armenia. If completed, it would form a key link in the “Middle Corridor”  trade route, allowing goods to move between Europe and China through the South Caucasus and Central Asia. This corridor offers real potential—not only for Azerbaijan but also for neighbours like Turkey, Armenia, and Iran. Turkey, in particular, sees it as a game-changer for freight and exports, and has ramped up its own infrastructure investments in rail, road, and logistics across the region. The corridor’s success is not guaranteed. Delays, political tensions, and practical obstacles could still emerge. But if progress continues, Azerbaijan could become a major transport and logistics hub—bringing in foreign investment, boosting regional trade, and creating thousands of jobs. 4. Growing sectors beyond oil and gas With reforms gaining ground and regional ties improving, Azerbaijan’s non-oil sectors are starting to shine. Several areas are seeing real momentum: Transport and logistics:  The country’s location between Europe and Asia makes it a natural hub. Ongoing infrastructure projects—especially linked to the Zangezur and Middle Corridors—will increase trade flows and reduce transit times. ICT and digital services:  Digital transformation is high on the agenda. With growing internet access and rising demand for online services, the ICT sector is fast becoming a pillar of the non-oil economy. Tourism:  With more stable borders and investments in hospitality, Azerbaijan is regaining its place on the global travel map. Events, ecotourism, and cultural tourism are key growth areas, especially as cities like Shusha and Erzurum are positioned as regional tourism capitals. Agriculture:  Rural development is benefiting from government support. Efforts to modernise farming, improve food security, and develop value-added products are helping create jobs and reduce import dependency. Green energy:  While still early-stage, there is growing interest in renewables. Solar and wind projects are being piloted, and Azerbaijan has committed to greener growth pathways through its new development strategy. 5. Risks and reasons for cautious optimism While Azerbaijan’s prospects are strong, investors should also be aware of the risks. Key challenges include: Political uncertainties:  While peace with Armenia is promising, tensions could still flare up. Diplomatic incidents—such as recent friction between Azerbaijan and Russia—highlight the need for continued engagement and stability. Dependence on energy prices:  Oil and gas still dominate exports and government revenue. A sharp price drop or supply disruption could limit fiscal space and slow growth. Structural reforms still in progress:  Many state-owned enterprises remain inefficient, and the private sector still faces regulatory hurdles. Without continued reform, the transition to a more diversified economy may stall. Inflation and household pressures:  In 2022, inflation reached nearly 14%, driven by global price shocks. This has impacted household spending power, especially among lower-income groups. Still, the long-term outlook remains positive. Azerbaijan is moving in the right direction—with steady reforms, stronger regional ties, and clear goals for the future. For investors willing to take a balanced, long-term view, there are real opportunities to be found. Azerbaijan: a country on the rise—cautiously but confidently Azerbaijan is in transition. From energy giant to trade hub, from post-conflict uncertainty to regional cooperation, the country is laying the foundations for a new kind of growth. While not without risks, Azerbaijan’s mix of political stability, bold reform, strategic geography, and regional peace efforts makes it one of the more promising emerging markets today. Whether in logistics, ICT, tourism, or green energy, there are growing chances for partnerships that benefit both investors and the country’s people. It’s a good time to take a closer look at Azerbaijan—not just for what it is today, but for what it’s becoming. Enjoyed this article?Subscribe for more insights and expert briefings at:   www.georgejamesconsulting.com SEO keywords:  Azerbaijan economic outlook, Azerbaijan investment opportunities, Zangezur Corridor, South Caucasus trade routes, Middle Corridor project, non-oil economy Azerbaijan, Armenia-Azerbaijan peace, Azerbaijan transport hub, emerging market growth 2025

Azerbaijan’s Economic Rise: Unlocking Opportunities in a Changing Region -How peace, partnerships, and reforms are reshaping Azerbaijan’s investment potential.

Azerbaijan is entering a new phase. Known for its rich oil and gas reserves, it is now moving beyond energy to build a more diverse, modern economy. At the same time, a shift in political relationships is opening the door to fresh opportunities across transport, trade, tourism, and technology.



The peace agreement between Armenia and Azerbaijan in late 2024 marked a turning point for the South Caucasus. Alongside internal reforms and a growing focus on the non-oil economy, Azerbaijan is now be

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Surf parks offer a growing investment opportunity Surfing is no longer just a coastal sport. Thanks to modern wave technology, surf parks are popping up in cities and regions far from the ocean. These parks are reshaping recreation, tourism, and real estate—and they’re attracting serious attention from investors. With outdoor sports growing in popularity and people looking for more exciting ways to stay active, surf parks are emerging as one of the most promising leisure investments today. This article explores how surf parks create economic value, the costs and benefits involved, and where new developments are gaining momentum. Whether you're an investor or simply curious about the future of surfing, this discussion will help you understand the key business drivers behind surf parks. The rise of surf parks Surf parks are controlled environments where technology creates perfect, rideable waves. They allow people to learn, train, and surf year-round, regardless of weather or geography. Parks like URBNSURF in Melbourne have become leading examples of success. Since its opening in 2020, URBNSURF has welcomed over 300,000 visitors and helped more than 100,000 people learn to surf, making it the largest surf school in Australia. There are a growing number of surf parks around the world including: Operating Surf Parks The Wave – Bristol, UK (Operating) URBNSURF – Melbourne, Australia (Operating) URBNSURF – Sydney, Australia (Operating) Kelly Slater’s Surf Ranch – Lemoore, California, USA (Operating) Siam Park – Tenerife, Spain (Operating) Surf Snowdonia – Wales, UK (Operating) Waco Surf – Texas, USA (Operating) Sunway Lagoon – Kuala Lumpur, Malaysia (Operating) O2 SURFTOWN MUC – Munich, Germany (Operating) Alaïa Bay – Sion, Switzerland (Operating) Palm Springs Surf Club – California, USA (Operating) Wadi Adventure – United Arab Emirates (Operating) Typhoon Lagoon – Florida, USA (Operating) Planned / Under Construction Surf Parks The Wave – London, UK (Planned) Lost Shore Surf Resort – Ratho, Scotland, UK (Under Construction – opening 2025) Bahrain Surf Park – Bilaj Al Jazayer, Bahrain (Under Construction) Auckland Surf Park – Dairy Flat, New Zealand (Planned) Surfland Brazil – Brazil (Planned) Multiple Wavegarden Projects – Global (incl. Japan, South Korea, UK, Ireland, etc.) (Planned – 60+ in development) The idea is simple: if you can bring the waves to the people, you can unlock a whole new market for surfing. And that's exactly what's happening, with investors now looking to expand this trend globally. High costs, high rewards Building a surf park isn't cheap. Key expenses include land purchase, advanced wave-generation technology, water systems, and construction of the surf lagoon. Ongoing costs involve energy use, staffing, repairs, insurance, and general maintenance. Projects like Wai Kai Surf Park in Hawaii have shown how challenging—but rewarding—this process can be. Yet these parks also deliver long-term value. Their ability to attract steady foot traffic and support a wide range of services makes them ideal anchors for larger developments. Think hotels, restaurants, retail shops, gyms, and residential units—all built around the wave pool experience. Revenue streams: more than just waves Most surf parks generate income through session fees, with customers paying for access to the wave pool. But that's just the start. Parks also earn from: Equipment rentals (boards, wetsuits, lockers) Lessons and surf schools Food, drink, and retail sales Hosting events and competitions Membership programs and season passes Partnerships with fitness brands, tourism agencies, and travel companies With so many ways to make money, it's easy to see why surf parks are becoming attractive to investors. Investment and market growth The global surf park market is booming. It's expected to grow at a rate of 11.5% annually, reaching $3.8 billion by 2028. Some reports suggest even higher growth, with the industry valued at $4 billion and expanding at over 20% per year. What's driving this? Increased interest in outdoor recreation, rising spending on water sports, and the rise of "beginner surfers"—people new to the sport and looking for safe, accessible places to learn. Between 2019 and 2020, participation in surfing surged, with up to 49% of surfers having less than two years of experience. Developers are now using surf parks as anchors for mixed-use developments. Think of them as the new ski resorts or golf communities—places where the wave is the centrepiece, surrounded by real estate, shopping, and leisure options. Examples include The Lost Shore Surf Resort in Scotland, backed by the Scottish National Investment Bank, and the Austin Surf Club in the U.S., a joint venture between Discovery Land Company and Sculptor. Surf parks and the tourism economy Surf parks bring big benefits to local economies. They attract both tourists and residents, create jobs, and boost spending in the community. Visitors come for a day or stay for the weekend, spending money on accommodation, dining, and entertainment. Parks can become year-round destinations that help revive areas with little existing tourism appeal. Bahrain's upcoming surf park at Bilaj Al Jazayer is a prime example. Set within a 1.3 million square metre coastal development, the park is expected to become a key attraction in the region. Its construction has already created jobs and spurred additional infrastructure investments. Innovation and technology Surf park success depends heavily on wave technology. Companies like Wavegarden, Surf Lakes, and Kelly Slater Wave Co. are leading the field, developing energy-efficient systems that produce consistent, adjustable waves. These advancements are making surf parks more affordable and sustainable to operate. Future innovations aim to cut water use, improve energy efficiency, and create waves that suit all skill levels. As these technologies mature, the barriers to entry will lower, encouraging even more investment and development. A sustainable path forward Many developers are also exploring how to make surf parks greener. This includes using renewable energy, recycling water, and reducing carbon footprints. As public concern about climate change grows, these eco-initiatives are likely to become standard practice—and an added selling point for guests and investors. Additionally, surf parks offer a controlled environment that reduces the environmental pressure on natural surf spots. By giving people an alternative to coastal breaks, they can help protect fragile marine ecosystems. Economic and social benefits Beyond profits, surf parks could provide social value. They support community health and wellness, introduce young people to new sports, and create safe learning spaces. Schools, youth programmes, and adaptive surfing initiatives all benefit from having easy access to predictable, well-managed waves. From an economic perspective, surf parks also improve land value. A surf park development can transform a previously unused or underdeveloped area into a hub of activity, increasing the value of nearby real estate. Surfing into the future The surf park industry is currently riding a powerful wave of growth. With demand for surf experiences on the rise and technologies improving every year, surf parks offer strong economic potential for investors, developers, and communities alike. Though the costs are high, the rewards—in the form of tourism, job creation, real estate growth, and sustainable leisure experiences—are well worth the effort. As more surf parks open around the world, expect to see them become key players in the future of sport, recreation, and destination development. See more here: https://www.georgejamesconsulting.com/

Riding the wave: the economic power of surf parks and where investment is growing

Surfing is no longer just a coastal sport. Thanks to modern wave technology, surf parks are popping up in cities and regions far from the ocean. These parks are reshaping recreation, tourism, and real estate—and they’re attracting serious attention from investors. With outdoor sports growing in popularity and people looking for more exciting ways to stay active, surf parks are emerging as one of the most promising leisure investments today.



This article explores how surf parks create economic

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Healthcare beyond hospital walls Access to healthcare has long been a challenge for people living in rural or remote areas. For many, the nearest clinic or hospital might be hours away. But thanks to advances in digital technology, the healthcare system is undergoing a major shift. From virtual doctor visits and health apps to wearable sensors and remote patient monitoring (RPM), these innovations are changing how care is delivered. Patients can now connect with doctors, manage chronic illnesses, and even take part in clinical trials—all from the comfort of their home. This article explores how digital tools are revolutionising healthcare, making it more accessible, efficient, and cost-effective for everyone—especially those in rural and underserved communities. What is telehealth? Telehealth  uses digital devices and communication technologies to deliver healthcare remotely. It includes video appointments, secure messaging with doctors, mobile health apps, and even devices that track your vital signs and send data to your care team. Telehealth can be used in many ways: Online appointments with GPs, specialists, or counsellors Uploading blood pressure or glucose data to your provider Using mobile apps to track symptoms or remind you to take medication Accessing your medical history through patient portals Participating in virtual consultations between local GPs and remote specialists For people living far from hospitals, or for those with mobility challenges or time constraints, telehealth brings essential care closer to home. Telemedicine: remote care in real time Telemedicine  is one of the most visible parts of telehealth. It allows patients to talk to healthcare professionals through video or phone calls, often in real time. For rural communities where specialist care is hard to reach, telemedicine makes a huge difference. Imagine being able to speak to a dermatologist, a psychologist, or a cardiologist without leaving your home. With just a smartphone or computer, patients can receive diagnoses, follow-up care, and even medication management. Virtual visits are also helpful for managing common conditions like: Diabetes Depression and anxiety Skin infections Migraines COVID-19 symptoms The result is faster treatment, less travel, and more consistent care. Remote patient monitoring: better care from a distance Remote patient monitoring (RPM)  uses digital devices to track a patient’s health status at home. These tools collect data like heart rate, oxygen levels, glucose, sleep quality, and blood pressure, and send it directly to healthcare professionals. This technology is especially useful for people living with chronic illnesses such as: Hypertension Heart disease Diabetes Asthma Dementia By spotting warning signs early, doctors can act before a condition becomes an emergency. In fact, RPM has been shown to reduce hospital re-admissions by as much as 30+%, according some research It’s not only better for patients—it’s also more efficient for healthcare systems. One nurse can remotely monitor over 100 patients at once, something that’s not possible in traditional care settings. RPM also supports: Preventive care : Spotting issues before they get worse Cost savings : Avoiding expensive hospital stays Patient compliance : Keeping patients engaged in their own care Smarter decisions : Using real-time data to fine-tune treatment One study found RPM helped cut heart attack and stroke risks for over half the people with uncontrolled blood pressure. Another found an average cost saving of over $10,000+ per patient compared to usual care. Digital health and cost-effectiveness: what the research says While digital tools offer convenience and innovation, many wonder: are they actually cost-effective? Emerging research says yes—especially when mobile apps and web platforms are used smartly. More than half of recent studies showed digital interventions improved patient outcomes while reducing overall healthcare costs. For example: Digital tools helped optimise how doctors and nurses use their time Patients had fewer emergency visits and better long-term health Systems could support more patients using fewer resources Still, researchers note that the full economic impact varies depending on the condition, the type of technology, and how it's implemented. More studies are needed to fully compare costs and benefits across different healthcare systems. However, the early results are promising and show clear benefits for guiding health policy decisions. Telehealth and medication adherence Keeping up with medications is hard for many rural patients due to long travel times or infrequent clinic visits. Telehealth helps by making it easier to: Refill prescriptions Get reminders via apps Attend check-ins with doctors Receive virtual education on drug use This improves treatment outcomes and lowers the risk of disease complications. When patients feel supported and connected, they’re more likely to follow through with their care plans. Tools and platforms transforming care Telehealth isn’t just video calls. It also includes tools that give patients and doctors more control: 1. Patient portals Online systems that let patients message providers, view test results, request prescriptions, and schedule appointments. 2. Mobile health apps Track vital signs, activity, medication, calories, and more. Some also send alerts to care teams. 3. Wearable devices Smartwatches and patches that send live health data—like ECG, sleep, glucose levels, and mobility patterns. 4. Home monitoring systems Devices for seniors or people with dementia that detect changes in movement or falls. 5. Provider-to-provider communication Doctors and nurses in rural clinics can call or video chat with specialists to consult on complex cases, often avoiding unnecessary patient travel. Challenges to watch for While digital healthcare has many benefits, a few challenges remain: Limited internet access : Many rural areas still lack reliable high-speed broadband. Digital literacy : Some patients may struggle to use apps or devices, especially older adults. Privacy and data security : Protecting sensitive health data must be a top priority. Coverage and reimbursement : Not all health insurance plans include telehealth services, although this is improving. Governments and providers must invest in training, infrastructure, and user-friendly platforms to make sure these services are accessible to everyone. The road ahead: building a smarter, fairer system The future of healthcare is not just digital—it’s hybrid. In-person care will always have a place, but digital tools will keep expanding, making healthcare more personal, proactive, and accessible. To support this, we need: Inclusive platforms that work on low-bandwidth connections Policies that ensure equal access and data protection More research into long-term cost savings and outcomes Training for both healthcare workers and patients Telehealth is here to stay. What started as a necessity during COVID-19 has now become a preferred choice for many, offering a more convenient, responsive, and affordable way to receive care. Healthcare for everyone, everywhere Digital technology is changing how we think about healthcare. From remote monitoring and telemedicine to virtual trials and health apps, patients are more connected than ever before. The benefits are clear: better access, lower costs, improved outcomes, and happier patients. With smart planning and the right support, digital health can help us build a system where quality care is available to everyone—no matter where they live. See more here: https://www.georgejamesconsulting.com/

How Digital Technology Is Transforming Remote Healthcare: A New Era of Access and Innovation

Access to healthcare has long been a challenge for people living in rural or remote areas. For many, the nearest clinic or hospital might be hours away. But thanks to advances in digital technology, the healthcare system is undergoing a major shift.



From virtual doctor visits and health apps to wearable sensors and remote patient monitoring (RPM), these innovations are changing how care is delivered. Patients can now connect with doctors, manage chronic illnesses, and even take part in clinic

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The future of medicine is here Imagine a virtual version of your body that grows, learns, and responds just like you. That’s the idea behind a “digital twin” — a smart, virtual model powered by real data. In healthcare, digital twins are changing the game. From personalised treatment to faster drug testing and better hospital planning, these digital models are giving doctors new tools to keep people healthier, for longer. This article breaks down the most exciting uses of digital twins in healthcare today. We'll discuss how they work, where they're being used, and why they matter. Whether you’re a patient, healthcare professional, of just generally interested, you'll see how this tech is reshaping the future of medicine. What is a digital twin in healthcare? A digital twin is a computer-based copy of a real person, organ, or medical system. It’s built using real-world data from scans, wearable devices, and tests. That data helps doctors and scientists create a live, working model that can be used to simulate how a body reacts to disease, medication, or surgery — all without touching the actual patient. These models are made possible through artificial intelligence (AI), the Internet of Things (IoT), and massive health databases. Together, they make real-time health monitoring and personalised care more accurate than ever before. It is helpful to understand some of the areas where digital twins could be used in healthcare. 1. Personalised treatment for conditions like epilepsy One of the most exciting use cases for digital twins is supporting the treatment of conditions such as epilepsy. While some seizures have known triggers, many are unpredictable. Doctors are now testing implantable devices that work like mini digital twins. These devices connect to the brain, track real-time activity, and use machine learning to adjust treatment as the patient’s needs change. These implants use AI and Bluetooth-enabled sensors to constantly learn from the patient's condition. They act as a feedback loop, helping to reduce the number and intensity of seizures by predicting them before they happen. This approach shows how digital twins can personalise treatment for each individual. 2. Filling data gaps with synthetic data In some cases, there isn’t enough real-world health data to build a full digital twin. That’s where synthetic data comes in. By using AI to generate realistic data, scientists can still test treatment plans or simulate a patient’s response to a drug. This is especially useful for rare diseases, where patient data is limited. Synthetic data helps fill the gaps and makes it possible to develop new therapies faster and with greater safety. It also enables researchers to explore thousands of “what-if” scenarios without putting real people at risk. 3. Continuous health monitoring for seniors and chronic patients Chronic diseases like diabetes, heart disease, and dementia require long-term care. Digital twins can help by providing constant monitoring through wearables and mobile phones. These devices track heart rate, sleep, movement, and other health indicators. For elderly patients, digital twins offer extra support. They can send alerts when something looks off and give doctors early warnings of potential problems. This means issues can be caught and treated earlier — and in some cases, prevented altogether. The technology also helps family members and caregivers stay informed. It allows for remote medical checks, reducing the need for frequent hospital visits and giving seniors more independence. 4. A digital twin for every person — from birth to old age In the near future, everyone could have a digital twin that follows them throughout life. This virtual model would grow as you do, collecting data from the moment you're born. This “lifelong health record” could be used for check-ups, fitness planning, early disease detection, or even personalised diet advice. It could track everything from your genetics and allergies to your mental health and physical activity. This full-body digital twin would allow for more precise medical decisions, helping you avoid disease before it starts and stay healthier for longer. It also opens up the possibility of preventive medicine becoming the new normal. 5. More accurate diagnoses through virtual models Digital twins use a mix of data from scans (like CT or MRI), lab tests, and wearable sensors to build an incredibly detailed view of a patient’s body. These models simulate how different organs interact, what happens at the molecular level, and how diseases progress over time. Doctors can use this information to make faster, more accurate diagnoses. For example, if someone has a lung condition, a digital twin can show exactly how it’s affecting their breathing in real time. This makes it easier to identify the best treatment options without invasive testing. It also means doctors can predict how a person will respond to certain infections, helping to tailor care before things get worse. 6. Precision treatment and virtual surgery planning Before performing a surgery, doctors can now practise using the patient’s digital twin. This lets them map out the best approach, reduce mistakes, and prepare for potential risks. During the operation, the twin can help guide the surgeon with live feedback and alerts. Outside the operating room, digital twins can also test how different drugs will affect a specific person — down to their genes. This is already being used in cancer treatment. By using a patient’s genotype, doctors can choose the drugs most likely to work and avoid those that may cause harm. Digital twins are also helping speed up drug development. Virtual clinical trials using these models mean fewer real-life tests are needed, reducing risks and costs. 7. Smarter hospitals with digital twin systems Digital twins aren’t just for patients — hospitals use them too. Departments like radiology are using virtual models to predict patient flow, reduce waiting times, and better manage resources. During the COVID-19 pandemic, one hospital used a digital twin to reorganise its staff schedules and equipment use. The result? Shorter waits, safer care, and higher efficiency. Digital twins can even monitor hospital equipment, predicting when machines might break and preventing downtime. They also help train medical staff using realistic simulations, improving skills and outcomes across the board. The challenges: what’s holding us back? While digital twins offer huge benefits, there are still a few challenges. These include: Privacy concerns : Medical data must be protected from misuse. High cost : Building accurate models takes time, money, and expertise. Ethical issues : Should a virtual model be used to make life-or-death decisions? More research and clear rules will be needed before digital twins become common in all areas of healthcare. However, progress is being made every day. Why digital twins matter Digital twins are changing how we understand, diagnose, and treat disease. From personalised epilepsy care to real-time health tracking, they’re pushing healthcare toward a future that is more precise, proactive, and patient-centred. While there are still challenges to overcome, the potential is enormous. These virtual models are helping to make medicine smarter, faster, and more efficient — for individuals, doctors, and health systems alike. As technology advances, digital twins will become an everyday tool in the fight against illness, offering better outcomes and a new level of personalised care for all. See more here: https://www.georgejamesconsulting.com/ Keywords:  digital twins in healthcare, personalised medicine, wearable health technology, digital twin patient, healthcare innovation, medical technology, future of healthcare

How Digital Twins Are Transforming Healthcare: Top Use Cases

The future of medicine is here



Imagine a virtual version of your body that grows, learns, and responds just like you. That’s the idea behind a “digital twin” — a smart, virtual model powered by real data. In healthcare, digital twins are changing the game. From personalised treatment to faster drug testing and better hospital planning, these digital models are giving doctors new tools to keep people healthier, for longer.



This article breaks down the most exciting uses of digital twins in

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Emerging Trends and Market Momentum in the Future of Wearable Medical Devices Wearable medical devices have moved beyond the realm of fitness enthusiasts and tech-savvy users. What once started as simple heart rate monitors and activity trackers is now a booming health technology sector. These devices are helping people monitor chronic illnesses, detect warning signs earlier, and communicate vital health information in real-time. They are shifting healthcare from hospitals and clinics into homes, workplaces, and daily life. As demand for personalised and connected healthcare grows, wearable medical devices are becoming essential tools. Advances in artificial intelligence, remote monitoring, and sensor miniaturisation are making these devices more accurate, more useful, and more user-friendly. Rapid market expansion The wearable medical technology market is growing at a strong pace. As chronic diseases become more common and healthcare systems look for cost-effective alternatives to traditional care models, wearables are becoming a practical solution. North America currently leads the market, but Asia-Pacific and Europe are not far behind. People increasingly want to manage their health proactively. Devices that monitor heart rate, blood pressure, and oxygen levels are reducing the need for face-to-face consultations. Wearables allow for earlier intervention, fewer hospital visits, and better patient engagement. Health systems, in turn, are beginning to integrate these tools into everyday care. Cost is also a major driver. With hospitals under pressure, home-based monitoring through wearables can cut expenses by reducing admissions and enabling earlier treatment. Smarter, faster, more connected Wearable tech is getting smarter. Modern devices do more than log data—they analyse trends and detect potential issues. Built-in machine learning helps devices recognise what is normal for each user and flag unusual patterns like irregular heartbeats or oxygen dips. Computing is also moving closer to the source. Many wearables now process data on the device itself rather than sending it to the cloud. This enables faster alerts and more responsive care, especially in emergencies. Connectivity is another area of rapid improvement. Devices sync in real-time with apps and health records, allowing doctors and patients to collaborate more easily. Some wearables can transmit data directly to hospitals or caregivers using secure wireless channels. Physically, wearables are evolving as well. They are now lighter, more durable, and often waterproof. From smart rings to skin patches, the design trend is towards comfort, discretion, and long-term wearability. What wearables now track Modern devices now track a wide range of physiological signs. What once required hospital-grade equipment can now be measured from a patch or wristwatch. Today’s devices monitor: Heart rhythm and rate Breathing rate and airflow Blood oxygen and pressure Core body temperature and skin heat Blood glucose (with or without a needle) Sleep stages and disruptions Stress, fatigue, and mood indicators Muscle activity and physical motion Hydration levels and lactic acid Posture and movement during recovery Fertility, ovulation, and pregnancy indicators Innovations in non-invasive sensing, like sweat analysis and optical biosensors, are making it easier to collect this data automatically. Some devices can even measure heart rate just by observing facial blood flow—no contact required. Personal coaching and tailored feedback Many devices now go a step further by interpreting the data they collect. Built-in coaching apps offer feedback, tips, and health alerts. They learn from each user’s habits and adapt over time. Someone prone to heart issues might get early warnings if their readings suggest risk. Athletes might receive suggestions for improving hydration or endurance. These software features are becoming increasingly personalised and are used in everything from fitness and sleep coaching to managing anxiety and recovery after surgery. Miniaturisation and innovation The technology behind wearables continues to shrink and improve. Sensors are smaller but more powerful, making them suitable for discreet patches, smart rings, and even embedded devices. New developments include: Flexible biosensors that bend with movement Ultra-tiny chips implanted under the skin Sensors that analyse chemicals in sweat Optical systems that track blood and oxygen These advances are reducing the size of wearables while improving accuracy. As a result, users now have access to clinical-quality monitoring without bulky equipment. Wearables are also becoming more user-friendly. Devices now feature simple interfaces, rechargeable batteries that last days, and sleek designs that blend into daily life. Many also include wireless syncing and app integration. Devices to watch in 2025 Several wearable categories are expected to gain traction in 2025: Smart rings : Compact and subtle, ideal for tracking heart rate, temperature, and sleep. Adhesive patches : Provide continuous monitoring without restricting movement. Smartwatches : Now approved for medical use in some regions, with features like ECG and skin temperature monitoring. Women’s health devices : Focused on hormonal changes, fertility, and menopause support. Sweat and breath sensors : Emerging alternatives for glucose and hydration monitoring. These tools are being designed not just for health-conscious consumers, but for people managing chronic diseases, recovering from illness, or needing ongoing medical oversight. Monitoring, treatment, and beyond Wearables aren’t just about diagnostics. Many now offer therapeutic functions too: Cardiac and respiratory tools : Devices that measure ECG, blood oxygen, and lung function. Diabetes tech : Glucose monitors paired with insulin pumps for automated delivery. Pain management : Devices using nerve stimulation or heat to relieve chronic pain. Neurological trackers : Tools to monitor brain activity, sleep cycles, or muscle responses. Recovery devices : Movement trackers, posture monitors, and smart insoles for rehab. The goal is whole-person care—monitoring conditions, supporting treatment, and helping users stay well. Always-on healthcare Perhaps the most significant shift is the rise of continuous care. Many devices are designed for 24/7 use, especially for people with long-term conditions like hypertension or heart failure. These tools help track symptoms and treatment effectiveness in real time, alerting users or clinicians if something changes. By shifting more of the monitoring process into everyday life, wearable devices reduce reliance on hospital visits and allow for faster responses to emerging health issues. For doctors, it means more accurate, up-to-date information. For patients, it means greater control, fewer surprises, and often, better outcomes. Remaining challenges Despite the progress, there are still hurdles to overcome: Behaviour change : Collecting data is easy, acting on it is harder. Users need help turning insights into action. Privacy concerns : With so much personal data being shared, security must be a top priority. Regulatory approval : Devices with medical claims need to pass safety and accuracy tests. Affordability : Cutting-edge wearables can still be costly and may not be covered by insurance. Overcoming these issues will be key to making wearable health tech more widely used. Summary Wearable medical devices are becoming a vital part of the healthcare system. They offer a window into the body’s real-time activity and health status—without the need for invasive tests or constant clinical supervision. As the market expands and technologies improve, these devices will continue to shape a more proactive, personalised, and data-driven model of care. The future of health is wearable, connected, and always on.

The future of wearable medical devices: emerging trends and market momentum

Wearable medical devices have moved beyond the realm of fitness enthusiasts and tech-savvy users. What once started as simple heart rate monitors and activity trackers is now a booming health technology sector. These devices are helping people monitor chronic illnesses, detect warning signs earlier, and communicate vital health information in real-time. They are shifting healthcare from hospitals and clinics into homes, workplaces, and daily life. As demand for personalised and connected heal

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Around the world, governments and private investors are launching massive infrastructure projects. These initiatives aim to reshape how we live, travel, and work. They are not just significant in size; they come with huge budgets, cutting-edge technology, and long-term goals for sustainability, economic growth, and global collaboration. The Future Landscape of Infrastructure In this updated list, we bring together insights from various sources to highlight the top 10 biggest infrastructure projects for 2025. These projects range from solar power plants to entire new cities. They underscore how far infrastructure is evolving and adapting to modern needs. 1. NEOM – The $500 Billion Smart City of Saudi Arabia At the top of our list is NEOM, a futuristic city being constructed in Saudi Arabia. With a projected cost of USD 500 billion, NEOM encompasses several ambitious projects. These include The Line, a linear city without roads, Trojena, a mountain tourism area, and Oxagon, an industrial floating port. NEOM is designed to be powered entirely by clean energy. It will feature advanced technologies such as AI, robotics, and smart grids. This city is the centerpiece of Saudi Arabia’s Vision 2030 initiative. 2. The Gulf Railway – Linking Six Nations Through Rail The Gulf Railway intends to connect Saudi Arabia, Kuwait, Bahrain, Qatar, the UAE, and Oman. This 2,000+ km rail network is designed to bolster trade, tourism, and sustainability in the region. With an estimated cost of USD 250 billion, the project is partially under construction. It employs high-speed and renewable-powered transport systems and represents a key part of the Gulf region’s commitment to low-carbon infrastructure. 3. International Space Station – Science in Orbit Even though it's not based on Earth, the International Space Station (ISS) is an essential infrastructure project. The total cost of the ISS is USD 150 billion. Developed through partnerships between NASA, Roscosmos, ESA, and other space agencies, the ISS serves as a science lab orbiting Earth. It focuses on microgravity research and space exploration. The construction of the ISS required multiple space missions, with various modules assembled in orbit. 4. King Abdullah Economic City – A New Business Hub This megacity in Saudi Arabia, with an estimated cost of around USD 100 billion, is being developed along the Red Sea coast. It will incorporate industrial areas, a massive port, a business district, residential neighborhoods, and academic institutions. The project aspires to become a global center for logistics, industry, and technology by employing automation, AI, and renewable energy. 5. Dubailand – The World’s Largest Entertainment Destination Dubailand is a vast tourism and leisure complex planned for Dubai, covering over 100 square miles. With a budget of USD 64.3 billion, it incorporates theme parks, hotels, retail outlets, eco-tourism zones, and residential developments. This project is being constructed with sustainable design principles, focusing on net-zero emissions, green building practices, and water conservation. 6. South–North Water Transfer Project – Managing China’s Water This extensive Chinese initiative is among the largest water transfer projects globally. With a budget of USD 62 billion, the plan aims to move water from the wetter south to the drier north. The project will utilize channels, tunnels, and pumping stations to achieve this. Eventually, it is expected to deliver nearly 45 billion cubic meters of water each year to cities facing shortages. 7. Jubail II – Expanding Saudi Arabia’s Industrial Power Jubail II is an extension of Jubail Industrial City, one of the largest industrial zones in the world. This expansion, estimated at USD 80 billion, adds thousands of hectares of industrial, residential, and commercial areas. The project supports initiatives for carbon capture, clean hydrogen production, and green petrochemicals. Key players include Shell and other energy firms. 8. Al Maktoum International Airport Expansion – Growing Dubai’s Aviation Dubai is significantly expanding Al Maktoum International Airport, investing USD 33 billion into the project. Once completed, it could accommodate over 250 million passengers annually, making it the largest airport by capacity globally. The construction incorporates green building materials, smart technologies, and sustainable aviation practices. 9. Madison Square Garden Sphere – A New Type of Entertainment Venue Located in Las Vegas, the MSG Sphere is a USD 2.3 billion venue, designed like a massive dome. It employs LED exteriors, immersive projection technology, and advanced sound systems to provide unique digital entertainment experiences. Despite its comparatively smaller cost, it represents a significant innovation in entertainment infrastructure. 10. Dholera Solar Power Plant – Scaling Up Renewable Energy in India While the Dholera Solar Power Plant's cost of USD 169 million is much lower than the others on this list, it remains one of the largest renewable energy projects globally. Situated in Gujarat, India, the 700 MW solar farm spans 11 square kilometers. It includes smart grid technology, advanced water-saving methods, and fosters the development of nearby green industries. Mega Projects Show Where the Future is Headed From smart cities to advanced airports, and orbiting labs to renewable energy plants, the top infrastructure projects of 2025 illustrate how nations are investing in technology, sustainability, and connectivity. These projects represent not just size but also ambition and a vision for the future. As they reshape cities and industries, they highlight new approaches to collaboration, innovation, and environmental responsibility. Want more insights like this?  Subscribe to GJC articles for the latest on global infrastructure, green technology, and mega project innovation. See more: https://www.georgejamesconsulting.com/

How Mega Projects Are Reshaping Our Planet

How mega projects are reshaping our planet



Around the world, governments and private investors are launching huge infrastructure projects that aim to reshape how we live, travel, and work. These projects aren’t just big in size—they come with huge budgets, cutting-edge technology, and long-term ambitions for sustainability, economic growth, and global collaboration.



In this updated list, we bring together insights from several sources to highlight the top 10 biggest infrastructure projects

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Bringing visibility and accountability to cloud spending Managing cloud costs effectively is increasingly vital as organizations expand their cloud usage. FinOps—a framework that aligns engineering, finance, and business teams—promotes shared responsibility and enhances financial decision-making. This article explores how Google Cloud (GCP) supports FinOps goals through tools like FinOps Hub 2.0, Gemini Cloud Assist, and Google’s built-in billing and optimization services. Our aim is to provide organizations with a clear view of their cloud usage, identify waste, and empower teams to take cost-aware action. 1. FinOps Hub 2.0: Improving visibility of usage and waste FinOps Hub 2.0 is Google Cloud’s central platform for managing and optimizing cloud spending. With its new features focusing on resource utilization, teams can quickly pinpoint areas of overprovisioning (like a virtual machine used at just 5% capacity) or underprovisioning (such as a GKE cluster operating at 110% utilization). Visual tools, including a waste heatmap, help highlight inefficiencies across services such as Compute Engine, Kubernetes Engine, and Cloud Run. This allows FinOps teams to take immediate, data-driven actions to minimize waste. 2. Gemini Cloud Assist: Turning insights into actions Gemini Cloud Assist, now integrated with FinOps Hub, delivers summarized insights and suggested actions. It highlights key waste patterns and drafts messages to communicate optimization opportunities with engineering teams. By automating the delivery of insights, Gemini Cloud Assist has saved customers over 100,000 hours of manual FinOps work in a year. It significantly reduces the time needed to discover optimization details and accelerates collaboration between teams. 3. Expanding access: Multi-project views with new IAM roles A significant enhancement for FinOps practice in GCP is the ability to grant solution owners access to relevant cost insights across multiple projects. With the new IAM role, Project Billing Costs Manager, teams can view billing data specifically related to their projects—without exposure to broader financial information. This change facilitates the extension of FinOps practices across departments while maintaining proper access controls. It fosters a more federated and scalable approach to financial governance in the cloud. 4. Core GCP tools to support FinOps workflows Beyond FinOps Hub and Gemini Cloud Assist, GCP offers an array of built-in tools that support the FinOps lifecycle: Billing Export and BigQuery : Allows raw data analysis across projects and time periods. Cost Insights Dashboard : Provides templated visual reports for straightforward visibility of expenses and trends. Recommendations Hub : Highlights suggestions to reduce costs across various services. Budgets and Alerts : Enables teams to monitor spending and stick to set targets. Forecasting Tools : Features both console-based and custom forecasts using BigQuery ML or Data Studio. These tools streamline the FinOps lifecycle—informing decisions, optimizing expenditure, and embedding cost awareness into daily operations. 5. Automating and enforcing best practices Effective FinOps on GCP hinges on robust tagging and automation. Labels used at the project level facilitate clear cost allocation. Tools like Forseti Config Validator can detect labeling violations and support compliance, while the Cloud Foundation Toolkit assists in automating label creation at project setup. To further enforce best practices, GCP provides policy-as-code options and recommends a structured onboarding process, which includes architecture and cost reviews. Driving cultural change with FinOps principles Google’s FinOps framework advocates for cultural values such as transparency, shared responsibility, and continuous improvement. Teams are urged to: Make data visible and usable for everyone Respond to cost insights promptly View cost anomalies as learning opportunities, rather than failures Collaborate cross-functionally to prioritize optimization tasks These principles are supported by tools designed to educate users (through learning services and internal communities), incentivize performance, and measure workload value over time. Ongoing optimization and value tracking FinOps is an ongoing process. GCP encourages regular cost reviews, re-forecasting, and workload value tracking. Workload owners can utilize unit economics—such as cost per active user or cost per transaction—to assess whether their cloud investments are justified. This methodology aids ongoing funding decisions and ensures that optimization efforts align with business objectives. Conclusion: GCP tools offer practical support for FinOps adoption Google Cloud provides an extensive suite of services that aligns with the FinOps framework. From FinOps Hub 2.0 to built-in reporting, forecasting, and automation, these tools empower organizations to gain better control over their cloud costs. Adopting FinOps in GCP involves more than just utilizing new tools; it requires cultivating a culture of cost awareness, accountability, and collaboration. With the appropriate structure and support, organizations can effectively reduce waste, enhance decision-making, and unlock greater business value from their cloud investments. Want more tips like this?  Subscribe to GJC articles for expert insights on FinOps practices, cloud strategy, and digital optimization trends. See more here: https://www.georgejamesconsulting.com/ References  Google Cloud. (2021). Getting started with FinOps on GCP . https://cloud.google.com/solutions/cost-efficiency-on-google-cloud

Mastering Cloud Costs with FinOps on Google Cloud

Bringing visibility and accountability to cloud spending



Managing cloud costs effectively is becoming more important as organisations grow their use of the cloud. FinOps—a framework for aligning engineering, finance and business teams—helps build shared responsibility and improve financial decision-making.



This article explores how Google Cloud (GCP) supports FinOps goals through tools such as FinOps Hub 2.0, Gemini Cloud Assist, and Google’s built-in billing and optimisation services. The

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Understanding AWS’s approach to cloud cost management As cloud environments grow in complexity, organisations are seeking new ways to gain visibility into costs and improve financial accountability. One approach gaining traction is FinOps—a framework for managing cloud spending that brings together engineering, finance and operations. This article explores how AWS tools and services can support a FinOps strategy. It outlines what AWS currently offers, from cost tracking tools to emerging AI-based solutions, and suggests how these capabilities may help organisations make more informed decisions, improve cost efficiency, and build collaborative workflows. 1. Exploring AI-driven FinOps with Amazon Bedrock and Nova Amazon Bedrock allows organisations to create AI agents using AWS foundation models such as Amazon Nova. These models are designed to perform a range of tasks, including summarisation, cost forecasting and complex analysis. Nova comes in several formats (e.g., Micro, Lite, Pro) and is tailored for business and enterprise use. Organisations interested in advanced, AI-supported FinOps workflows may consider using these tools to: Summarise detailed billing data Project future spending based on historical patterns Suggest optimisation steps using custom logic Nova’s pricing and performance are positioned to support larger-scale FinOps efforts, but organisations should assess whether its capabilities align with their internal needs and security policies. 2. Multi-agent architecture for FinOps use cases AWS has introduced multi-agent support in Bedrock, enabling different AI agents to collaborate on tasks. A typical FinOps setup could involve: A supervisor agent to manage user queries A cost analysis agent that connects with AWS Cost Explorer A cost optimisation agent that accesses AWS Trusted Advisor This model allows for task-specific processing. For example, if a user asks about last month’s spending and savings opportunities, the query can be divided between agents and answered with a combination of historical data and real-time insights. 3. Implementing access control and secure interfaces Organisations adopting FinOps on AWS may consider using Amazon Cognito to manage access. This service supports role-based access control, ensuring only approved users interact with cost data or optimisation agents. For teams building internal dashboards, AWS Amplify can be used to deploy secure front-end interfaces. 4. Automating actions with Lambda and cost tools Automation is another feature supported by AWS. Lambda functions can be linked to Bedrock agents to perform tasks such as: Querying cost trends Maintaining date and time context Providing spending forecasts via Cost Explorer Retrieving optimisation recommendations from Trusted Advisor These components may help teams reduce manual work and improve response times when handling FinOps queries. 5. Tools for visibility and analysis AWS Cost Explorer and AWS Budgets allow users to track spending, compare across services, and make projections. These tools support real-time monitoring and trend analysis, potentially reducing the risk of overspending or delayed action. AWS users can consider these tools if they are looking for: Daily or monthly cost summaries Alerts for unusual usage patterns Comparisons between planned and actual spend 6. Tagging to support accountability and cost allocation Tagging is a core FinOps practice. AWS supports native tagging capabilities that help identify who is using cloud resources and for what purpose. By applying tags consistently at the point of resource creation, teams can: Track usage by department or service line Identify underutilised infrastructure Enable cost-sharing through showback or chargeback models Monitoring tag compliance is also possible using AWS automation tools. 7. Deploying a FinOps prototype with CloudFormation To speed up experimentation or deployment, AWS provides a CloudFormation template that sets up key resources: Bedrock agents Lambda functions Cognito pools IAM roles Organisations can use this template to test FinOps workflows in a controlled environment before wider rollout. Adjustments may be needed depending on region, security requirements, or scale. 8. User experience and workflow integration Once deployed, the system can provide a conversational interface for FinOps queries. For example, users may ask: "What were my top spending services in March?" "Where are savings opportunities based on Trusted Advisor data?" Results can be returned in real-time, giving finance and engineering teams actionable insights. AWS recommends integrating these tools with standard workflows, and they can be adapted based on internal processes. AWS tools as potential FinOps enablers AWS offers a growing number of services that may assist with FinOps adoption. These include well-established tools like Cost Explorer and Budgets, as well as more recent innovations such as Bedrock and Nova for AI-powered workflows. While not every organisation will need all components, teams looking to improve cost visibility, automate financial operations, or experiment with AI in cloud finance may find value in exploring these options. As always, careful testing, security review, and internal alignment are recommended before deploying FinOps tools at scale. Want more tips like this?  Subscribe to GJC articles for insights on FinOps practices, AWS cloud strategy, and digital optimisation trends. See: https://www.georgejamesconsulting.com/ Reference  FinOps Foundation. (2023). U.S. Public Sector FinOps Playbook  (Version 1.0). https://www.finops.org/introduction/how-to-use/ https://aws.amazon.com/blogs/machine-learning/build-a-finops-agent-using-amazon-bedrock-with-multi-agent-capability-and-amazon-nova-as-the-foundation-model/

Using AWS Tools to Support FinOps in the Cloud

Understanding AWS’s approach to cloud cost management



As cloud environments grow in complexity, organisations are seeking new ways to gain visibility into costs and improve financial accountability. One approach gaining traction is FinOps—a framework for managing cloud spending that brings together engineering, finance and operations.



This article explores how AWS tools and services can support a FinOps strategy. It outlines what AWS currently offers, from cost tracking tools to emerging A

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How tagging makes FinOps possible Tagging cloud resources might sound simple, but it plays a major role in controlling costs, improving visibility, and building a strong FinOps culture. Whether you’re a government agency, a non-profit, or a large enterprise, tagging is essential to understanding who’s using what—and why. In this article, we explain why tagging and labelling are critical in FinOps, how they help teams across finance and IT work together, and what best practices you should follow. We’ll also look at how different cloud platforms—AWS, Google Cloud and Azure—manage tagging. 1. Why tagging matters for cloud cost management When budgets are tight, leadership needs quick answers. Without good tagging, it’s nearly impossible to know where cloud costs are coming from. Tagging links cloud usage to specific projects, teams, or purposes. That means: You can identify unused services or “orphan” resources that are still costing money. Teams become accountable for their usage. Finance can compare cost to performance and adjust budgets as needed. Everyone gets more transparency on what’s being spent and why. Tagging also turns traditional cost control into something smarter—where savings don’t come at the expense of quality or service. 2. Tagging helps spot waste and improve efficiency FinOps brings clarity to the cloud. But without tagging, even the best FinOps process can’t deliver. Tagging helps organisations: Track all resources across multiple clouds Label inactive services that should be shut down Allocate costs by department, contract or project Provide real-time usage dashboards to leadership When tagging is consistent and well-planned, it becomes much easier to automate tasks, reduce waste, and boost the value of every cloud dollar spent. 3. How tagging works in different cloud platforms Each cloud provider has its own way of tagging. Here's how the main ones do it: Amazon Web Services (AWS).  AWS uses a tag key and tag value structure. Tags can be added through the EC2 console, and permissions can be restricted to specific users. Steps include selecting a region, choosing the resource type (e.g. EC2 instance), and applying key-value tags that help classify and filter resources. Google Cloud Platform (GCP).  In GCP, labels are used to group resources with a similar purpose—like development, testing or production. Each resource can have up to 64 labels. Labels are case-sensitive and must follow a regex naming rule. GCP also supports cloud tags as an additional way to manage resource classification. Microsoft Azure.  Azure tags are used to categorise resources by department, environment or cost centre. Tags are managed through Azure Cost Management and PowerShell commands. There are limits—tag names can’t exceed 512 characters and values can’t exceed 256. If someone lacks permission, a “Tag Contributor” role can be assigned. 4. Best practices for tagging and labelling Good tagging is more than just putting a name on a resource. Here are some smart ways to make it work: Avoid using sensitive or personal information in tags Stick to a clear and consistent format Keep tag names and values short and readable Avoid special characters in Azure tags (like %, &, /, etc.) Group tags into categories: business, technical, automation, security Use automation to apply tags during resource creation Audit tags regularly to clean up outdated or unused ones Make sure tags reflect your funding sources and reporting needs 5. Tagging builds accountability and transparency When done right, tagging connects cloud usage to teams, functions and costs. This creates: Accountability : Everyone sees who used what and why. Efficiency : Finance teams can quickly review services and recommend changes. Transparency : Business leaders can make data-driven decisions without surprises. Readiness : When budget cuts or emergencies hit, you already know where to reduce spending. 6. Automating your tagging process Manual tagging isn’t scalable. Most organisations need automation to manage tagging across hundreds or thousands of cloud resources. FinOps teams can: Use tagging plugins for AWS Schedule scripts in Azure Apply labels automatically in GCP Automation reduces errors and saves time. It also ensures that tagging happens the moment a resource is created—rather than waiting for someone to remember. 7. Linking tags to budgets and reporting One of the main benefits of tagging is that it makes showback and chargeback possible: Showback : Lets departments see what they’ve spent without being billed. Chargeback : Allocates actual costs to specific teams or projects. With a solid tagging strategy, organisations can forecast budgets, identify overuse, and make cost-saving changes without guesswork. Tagging is the heart of FinOps Tagging isn’t just a technical detail—it’s the foundation of a working FinOps culture. Without good tagging, you can’t track usage, control spending, or build trust between teams. Cloud platforms like AWS, Azure and GCP offer powerful tagging features. But it’s up to your team to use them wisely. Set clear rules, automate wherever possible, and treat tagging as a key part of your financial strategy. Want more insights like this?  Subscribe to GJC articles for the latest on cloud strategy, FinOps, and digital innovation. Reference  FinOps Foundation. (2023). U.S. Public Sector FinOps Playbook  (Version 1.0). https://www.finops.org/introduction/how-to-use/

Why Tagging is the Secret to FinOps Success

How tagging makes FinOps possible



Tagging cloud resources might sound simple, but it plays a major role in controlling costs, improving visibility, and building a strong FinOps culture. Whether you’re a government agency, a non-profit, or a large enterprise, tagging is essential to understanding who’s using what—and why.



In this article, we explain why tagging and labelling are critical in FinOps, how they help teams across finance and IT work together, and what best practices you should f

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Why culture matters for FinOps success FinOps is more than just a financial tool—it’s a culture shift. As governments and public agencies shift more services to the cloud, it becomes vital to manage costs in a smart and transparent way. This is where FinOps (short for Financial Operations) comes in. It helps teams across finance, IT, procurement and leadership work together to make better decisions with cloud spending. But FinOps only works well if the right organisational culture is in place. It’s not just about tools or data—it’s about people, collaboration and clear processes. In this article, we explain how to build the kind of culture needed for FinOps to succeed. Whether you’re just getting started or already on the journey, these steps will help you create a strong foundation. 1. Lay the groundwork with good planning The first step in building a FinOps culture is to understand your current situation. Start by asking: What cloud systems and services are in use? Who is responsible for managing cloud costs? What are the common pain points (e.g. overspending, lack of visibility)? You’ll also need to: Identify executive sponsors who support the change Find supporters in IT, finance and procurement teams Research tools, funding processes and security rules that may affect FinOps work With this information, you can build a realistic plan. This should include goals, early adopter teams, tool needs, training, and a draft communication plan. It’s also important to set initial KPIs (key performance indicators) that show progress. 2. Socialise FinOps across the organisation FinOps is a team sport. To make it work, you need to spread awareness and support. This means talking to all the different groups involved: Executives need to understand how FinOps links to their strategic goals Finance teams need to see how it improves budget control IT teams need to understand their role in tagging and reporting Procurement and contracting staff need to see how it fits into existing processes Run short sessions, like “lunch and learns” or workshops. Explain the benefits, show a future roadmap, and highlight quick wins. Socialising FinOps helps people feel part of the process and builds trust. 3. Create a shared FinOps model Once people are on board, you can define your FinOps model. This includes how the teams will work together and what your cloud strategy looks like. Here are some key points to include: What is your tagging strategy? (This helps identify who is using what cloud services.) How will you show or charge back costs to departments? What tools will you use to manage and report on spending? What are the rules for making commitment-based purchases like reserved cloud instances? It’s important to align this model with existing structures like a Cloud Centre of Excellence (CCoE), PMO, or IT strategy office. 4. Use automation wisely Automation is an important part of FinOps maturity. But don’t try to automate everything at once. Start small. Use automation to support things like: Tagging resources at the point of creation Identifying unused or idle services Sending alerts for cost spikes or over-budget areas As your confidence grows, expand your automation efforts. Make sure you include automation goals in your FinOps roadmap. 5. Build a solid tagging strategy Tagging is the backbone of FinOps. Without it, you can’t track who’s using cloud services, what they’re doing, or how much it costs. Your tagging strategy should: Follow a clear taxonomy that fits your organisation (e.g. by team, project, contract line) Include containers, serverless and other less visible services Assign clear roles for maintaining and updating tags Tagging doesn’t have to be perfect right away. Start with key tags and build from there. 6. Link costs to funding and operations In the public sector, cloud contracts often roll up into just a few budget lines. But within those contracts, many different teams may be using the same services. FinOps helps sort this out through showback and chargeback: Showback  gives visibility to what each group is spending, without billing them directly Chargeback  sends actual costs to each group’s budget Both methods help teams take ownership of their cloud costs and improve forecasting. 7. Involve the right people at the right time FinOps success depends on getting the right people involved. This includes not only IT and finance but also: Executives focused on mission and compliance Procurement and legal staff Cyber security teams Programme managers Cloud vendors and resellers Define who does what and document it. This avoids confusion and makes collaboration easier. 8. Choose the right tools There are many tools that can support FinOps—both third-party and cloud-native. Look for tools that: Support tagging and reporting across multiple cloud providers Help with chargeback/showback Offer dashboards for different user needs (finance, technical, executive) Forecast future cloud costs and track commitment-based discounts Check with your security and procurement teams to make sure tools meet your requirements. 9. Prepare for real FinOps operations After planning, socialising, and building systems, you’re ready to start operating FinOps for real. This involves: Finalising KPIs and dashboards Creating self-service views for teams to see their usage Setting alert thresholds for budget changes Regular meetings to review progress and address blockers Start with pilot teams and early adopters. Use their successes to encourage wider adoption. 10. Keep maturing your FinOps practice Building a FinOps culture isn’t a one-off project. It’s a journey. Use the Crawl, Walk, Run model to pace your rollout. Regularly check your progress and update goals as needed. Keep learning from other agencies and use resources like the FinOps Foundation to stay up to date. Conclusion: culture is the key to FinOps success Tools, tags and dashboards matter. But at the heart of FinOps is a strong culture of collaboration, transparency and shared responsibility. By planning carefully, involving the right people, and creating clear processes, public sector organisations can build a FinOps culture that delivers real results. If you’re starting or scaling your FinOps journey, don’t do it alone. Share your progress, learn from others, and stay flexible as your needs evolve. Want more articles like this?  Subscribe to GJC articles for insights on FinOps, cloud strategy, digital transformation and more - see https://www.georgejamesconsulting.com/ Reference  FinOps Foundation. (2023). U.S. Public Sector FinOps Playbook  (Version 1.0). https://www.finops.org/introduction/how-to-use/

Building a Winning Organisational Culture for FinOps Success

Why culture matters for FinOps success



FinOps is more than just a financial tool—it’s a culture shift. As governments and public agencies shift more services to the cloud, it becomes vital to manage costs in a smart and transparent way. This is where FinOps (short for Financial Operations) comes in. It helps teams across finance, IT, procurement and leadership work together to make better decisions with cloud spending.

But FinOps only works well if the right organisational culture is in pl

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The census is changing and administrative data is a key part of this The population and housing census is one of the most important tools a government has. It tells us how many people live in a country, where they live, and what their lives are like. This information helps governments plan for schools, hospitals, transport, jobs, and social services. For years, censuses were done in a traditional way: sending out thousands of staff to go door-to-door and ask people questions. But now, many countries are finding better, faster, and more affordable ways to collect census data—by using administrative data. Administrative data refers to information that governments already collect for other reasons, such as tax records, school enrolments, health records, and civil registration. In this article, we’ll explore how countries are using this data to support, enhance, or even replace traditional census methods. We’ll also look at examples from around the world and explain what this means for the future. Why use administrative data in the census? Carrying out a traditional census is expensive, time-consuming, and increasingly difficult. Hiring thousands of temporary workers, printing paper forms, and travelling to every household takes a lot of resources. On top of that, fewer people are willing to take part in face-to-face surveys or fill out long forms. Using administrative data helps solve these problems. It allows governments to: Save money Improve data quality Count people who might be missed Deliver faster results Countries like Denmark and Norway have already moved to full register-based censuses, using administrative data only. Others, like Australia, Indonesia, Korea, and Turkey, are using a combination of methods. What is administrative data? Administrative data is collected for everyday government work—not for statistics. For example: Population registers: Lists of residents Address databases: Information on where people live Social security data: Records of pensions, benefits, and employment Health and education data: School enrolments, hospital visits, etc. When this data is organised and linked together carefully and securely, it can be used to support or even replace some parts of the census. Types of census approaches using administrative data There are three main ways governments are blending administrative data into their census: Register-based census  – Uses only administrative records, with no fieldwork. This works best when all necessary data is available and accurate. Combined census  – Uses administrative data plus some traditional data collection (like sample surveys or online forms). This is the most common model. Traditional census with support from administrative data  – Keeps the full census survey but uses admin data to help target fieldwork or check accuracy. Let’s look at how different countries are doing this. Australia: combining admin data with modern methods The Australian Bureau of Statistics (ABS) has been gradually increasing its use of administrative data. In 2016, they launched a national Address Register built with admin data and door-to-door checks. They also improved online census forms and sent letters instead of paper forms. For the 2021 Census, ABS went further. Admin data helped: Identify communities likely to have low response rates Confirm if homes were occupied on census night Fill in data where emergencies made field visits impossible They also compared census data with admin data to check quality—and found very few differences. Indonesia: building a foundation for the future Indonesia began using admin data in the 2020 Census. Although their Population Registration System wasn’t fully accurate yet, it was useful for the first stage: household pre-listing. That data was combined with older census data to create a new statistical register. People could complete their census forms online, with the existing data pre-filled. They simply had to confirm or correct it. Then local leaders helped verify the information, and field workers filled in any missing details. Indonesia is now preparing to use more admin data in its 2030 census. Republic of Korea: a full combined model South Korea moved from traditional censuses to a combined model by first comparing census data with admin records from their Resident Registration Register (RRR). Over time, they built a register using data from 25 different sources, across 14 public agencies. Since 2020, they’ve produced a core set of census items from admin data every year. A sample survey adds more detailed information. A smart system matches records using virtual IDs, keeping people’s data private and secure. Turkey: transitioning to a register-based census Turkey’s last full census was in 2000. Since then, the government has built a Central Civil Registration System and a National Address Database. These systems are now used to carry out most of the census. In 2021, about 70% of Turkey’s census variables were produced using admin data. For the rest—such as housing information—a sample survey was used. Turkey aims to move to a full register-based census in the near future. Challenges and things to watch out for Even though administrative data has many advantages, it isn’t perfect. There are important things to keep in mind: Data quality : Admin data may be out-of-date or missing key details. Privacy and trust : People must feel confident their information is protected. Coordination : Government agencies must work together and share data securely. Legal barriers : Some countries need to change laws to allow use of admin data for statistics. Countries moving in this direction need good systems for checking and improving data. They also need clear plans for what data will be used, how it will be combined, and how privacy will be maintained. Looking ahead: a global shift in census-taking From Asia to Europe and beyond, more and more countries are using administrative data in their censuses. Each country is doing it in its own way, depending on what data is available and how ready their systems are. While it may take time to move fully away from traditional censuses, the direction is clear. Admin data makes census-taking more affordable, more accurate, and more future-ready. As governments keep improving how they collect and use data, we can expect even smarter censuses in the future. The future of the census is digital and data-driven The census is changing. Around the world, countries are finding new ways to count their people—ways that are cheaper, faster, and more reliable. Administrative data is leading this transformation. It helps governments better understand their populations while saving time and money. Countries like Australia, Indonesia, Korea and Turkey are showing that with the right systems and safeguards, administrative data can play a powerful role in the census. Over time, we’ll see more nations follow their lead. If you’re interested in how governments are using data to improve public services and decision-making, make sure to subscribe to GJC articles  for more insights like this. See more here: https://www.georgejamesconsulting.com/

How Governments are using administrative data to modernise the census

The census is changing and administrative data is a key part of this



The population and housing census is one of the most important tools a government has. It tells us how many people live in a country, where they live, and what their lives are like. This information helps governments plan for schools, hospitals, transport, jobs, and social services.



For years, censuses were done in a traditional way: sending out thousands of staff to go door-to-door and ask people questions. But now, man

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Comparing Public Sector Software Engineering in the UK and Singapore As governments race to digitise their services and meet rising public expectations, software engineering has become central to delivering smarter, faster, and more citizen-centred outcomes. The United Kingdom and Singapore have taken ambitious yet distinct approaches to cultivating software engineering excellence across their public sectors. While the UK fosters community-led collaboration through its Cross-Government Software Engineering Community and the evolving Heads of Engineering (HoE) group, Singapore's GovTech agency is reshaping the landscape with an integrated, platform-based model rooted in centralised leadership and agile delivery. This article explores how these two strategies compare in building digital capability, strengthening engineering culture, and accelerating public service innovation. It highlights what each model can teach us about scaling software excellence in government, and why strong engineering foundations are critical for achieving long-term digital transformation. Building communities vs building platforms The UK government’s strategy places a strong emphasis on growing a grassroots community of practice. The Cross-Government Software Engineering Community and its offshoot, the Heads of Engineering group, are designed to unite public sector engineers under shared goals: knowledge exchange, support for professional development, and collaborative problem solving. This model leans heavily on peer learning and distributed leadership. Monthly Lean Coffee sessions, open Slack discussions, special interest groups, and regular unconferences allow engineers across government to share experiences, showcase open-source projects, and develop new policies together. The aim is to promote consistency and innovation without enforcing strict top-down mandates. By contrast, Singapore’s GovTech takes a more structured, centralised approach. Software engineering is embedded in a larger transformation agenda, with GovTech playing both enabler and executor. Agencies across government are provided with ready-to-use, secure digital platforms powered by the Singapore Government Tech Stack, allowing them to build and deploy scalable applications rapidly. Reusable components, shared APIs, and robust cloud infrastructure are all designed to streamline development and reduce duplication. Both models offer clear strengths. The UK’s community model encourages experimentation, supports diverse needs, and fosters a sense of shared ownership. Singapore’s centralised strategy delivers speed, reliability, and coherence across systems, which is particularly valuable in a small, tightly governed state. Driving engineering excellence through leadership Leadership development is a key area of focus for both countries, though their strategies differ. The UK’s Heads of Engineering group is a self-organising collective of senior engineers from various departments. In 2025, this group moved to establish an Engineering Excellence Council to influence high-level strategy and bridge the gap between practitioners and decision-makers. The council aims to address the digital skills shortfall at senior levels and overcome the organisational silos that inhibit the sharing of knowledge and tools. The approach is strongly community-driven: it emerged from workshops involving over two dozen departments and has identified open source, collaboration, and standardisation as core priorities. It seeks to give engineers a louder voice in shaping the future of digital public services. Singapore’s model embeds leadership within its organisational structure. GovTech champions engineering excellence by setting standards and aligning development practices across the civil service. Through career frameworks, talent pipelines, and cross-functional training, GovTech nurtures leadership within software engineering teams while ensuring alignment with broader digital goals. The focus on operational visibility, quality assurance, and continuous improvement is supported by clearly defined roles, performance metrics, and talent retention strategies. Where the UK encourages leadership from within its community, Singapore builds it systematically through governance and investment in human capital. Talent and collaboration: Bottom-up vs top-down empowerment One of the UK’s key strengths lies in its bottom-up talent engagement. Engineers are encouraged to participate actively in shaping policy and practice through community channels. Initiatives like GitHub repositories, newsletters, and open forums allow contributors to influence real change. Singapore’s model focuses on providing engineers with the tools, infrastructure, and career development frameworks needed to succeed. Talent management is central to its strategy, with a strong emphasis on skills development and professional growth. This approach is designed to deliver consistent, high-quality outcomes by aligning personal development with institutional goals. Both countries recognise the importance of collaboration. While the UK promotes cross-departmental engagement through informal networks, Singapore fosters collaboration through shared platforms and common standards. Singapore’s Singapore Government Developer Portal, for instance, is a one-stop hub for documentation, APIs, and tools that encourage reuse and interoperability. Accelerating delivery while maintaining standards A shared goal for both governments is delivering citizen-facing services quickly and reliably, without compromising quality or security. In the UK, this is tackled through evolving community best practices and the increasing influence of the HoE group in setting standards. Singapore takes a different route, embedding security, compliance, and operational rigour into its tools and platforms. Its Government on Commercial Cloud (GCC) initiative ensures that digital services are not only secure but also easily scalable. Meanwhile, products like APEX demonstrate how shared infrastructure can simplify complex processes such as payroll submission across multiple agencies. Where the UK is laying strong foundations for collaborative governance and open source development, Singapore is advancing operational agility through high-quality, centrally supported engineering practices. Modernising for the future: AI and beyond As both countries look ahead, modern technologies such as artificial intelligence are beginning to reshape their engineering landscapes. Singapore has already launched AI exploration initiatives, using automation and intelligent tools to modernise legacy systems and optimise development workflows. The UK’s focus on AI is still emerging but likely to benefit from its collaborative culture. The community-driven nature of the HoE group and its Engineering Excellence Council offers a solid platform for responsible AI integration through shared learning and iterative experimentation. In both cases, the challenge lies in scaling innovation while maintaining public trust. This requires clear ethical frameworks, adaptable governance, and open engagement with both internal stakeholders and the public. Conclusion: Two complementary paths to engineering excellence Comparing the UK and Singapore’s software engineering strategies reveals two highly effective, yet distinct models for digital government. The UK excels in fostering a distributed, inclusive community that builds capacity from the ground up. Singapore leads in deploying integrated platforms and aligning engineering efforts to national priorities with remarkable speed and precision. Each country’s approach reflects its governance style and institutional culture, yet there are clear lessons to be learned on both sides. The UK could benefit from some of the structured delivery mechanisms seen in Singapore, while Singapore might draw inspiration from the UK’s community-led experimentation and bottom-up engagement. Ultimately, both nations demonstrate that strong engineering foundations—whether built through collaboration or centralisation—are essential to the future of digital government. By investing in talent, aligning standards, and fostering collaboration, they are building the resilience and agility needed to navigate the complexities of tomorrow’s digital challenges. See more here: https://www.georgejamesconsulting.com/

Exploring the Divergent Paths of Public Sector Software Engineering: Insights from the UK and Singapore

Comparing Public Sector Software Engineering in the UK and Singapore



As governments race to digitise their services and meet rising public expectations, software engineering has become central to delivering smarter, faster, and more citizen-centred outcomes. The United Kingdom and Singapore have taken ambitious yet distinct approaches to cultivating software engineering excellence across their public sectors. While the UK fosters community-led collaboration through its Cross-Government Softwa

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Rethinking what drives national productivity When we talk about boosting a nation’s productivity, most people imagine millions of firms gradually becoming more efficient. But real-world data tells a different story. In fact, a small number of firms — national champions — are responsible for the majority of productivity gains. These are the businesses that find new ways to grow, scale, and shift value. Rather than inching forward, they take bold strides that reshape entire sectors. At the same time, achieving broad-based productivity growth demands more than just relying on standout companies. Governments also need to create the conditions for innovation to flourish, competition to thrive, and workers to gain the right skills. And perhaps most importantly, we need to focus on inclusive productivity — ensuring that gains reach the wider workforce and economy. This article explores how countries can lift their productivity by supporting national champions, increasing competition, rethinking R&D strategies, addressing skill gaps, and keeping low-productivity workers connected to the labour market. It’s not just about doing things better — it’s about doing the right things differently. The power of national champions: few firms, big impact One of the biggest surprises in productivity research is just how concentrated progress really is. Studies show that a few large firms are usually responsible for around two-thirds of productivity growth across key sectors in advanced economies. These "national champions" punch far above their weight. These firms aren’t necessarily the most efficient or the fastest growing. What sets them apart is their ability to combine scale, innovation, and market impact in a way that moves the needle for their entire country. Their success proves the “power of one” — the idea that a single firm’s strategic decisions can influence national economic performance. Champions are found across industries. Some drive change by scaling cutting-edge technologies, others by redefining customer value or rebalancing portfolios towards more productive segments. What they have in common is a readiness to act boldly, often creating ripple effects across their sectors. For example, digital disruptors in retail or logistics don’t just grow themselves — they force others to adapt, raising the overall productivity bar. Bold strategies, not just efficiency tweaks It’s a common misconception that productivity gains come mainly from squeezing out cost inefficiencies. In truth, the most impactful firms usually grow by creating new value — not just cutting expenses. Case studies show key strategic moves that champions use: Improving customer value propositions:  Productivity grows when firms enhance their offering — such as better logistics, smarter personalisation, or omnichannel options. Scaling transformative business models:  Firms that rapidly scale high-value digital or service-based models lead sector growth. Refocusing on productive offerings:  Leaders often shift away from low-margin products or regions to double down on areas with better returns Building network effects and scale advantages:  Creating ecosystems or strengthening supply chains can unlock huge productivity jumps. Reorganising for better efficiency at scale:  While operational transformation matters, it usually plays a supporting role to strategic repositioning. These moves usually occur in bursts, not steady trickles — often triggered by market disruption or competitive pressure. And their effects often go beyond the firms themselves, setting off a chain reaction across industries. The role of sector dynamics: fertile ground for growth Some sectors naturally lend themselves to the emergence of champions. Industries with space for innovation, customer value creation, or business model transformation — such as tech, logistics, or retail — tend to see more rapid productivity growth. On the other hand, sectors that rely mainly on cost-cutting or operate under heavy constraints (such as regulation or weak demand) often struggle to produce high-performing firms. Here, the balance of champions to laggards — firms that pull down national productivity — plays a decisive role. However, champions can come from anywhere. Some evolve from niche players. Others are legacy firms that reinvent themselves. The key is a willingness to transform and a supportive environment that allows them to thrive. Creating the right conditions: five national priorities While champion firms drive growth, policymakers still have a critical role to play. It’s not just about picking winners — it’s about building an ecosystem where more firms have the chance to rise. Here are five areas that deserve attention: 1. Boosting competition to unlock innovation More competition is one of the most powerful levers for national productivity. When firms compete, they’re pushed to innovate and become more productive. But rising market concentration in some sectors has dulled this edge. Policymakers can take steps to revive competitive pressure, including stronger enforcement of competition rules, reforming intellectual property regimes to avoid stifling innovation, and removing unnecessary occupational licensing requirements that block new entrants. A more open, contestable market gives more firms the opportunity to become tomorrow’s Standouts. 2. Investing in human capital — skills for the future More years of schooling won’t automatically result in better productivity. What matters is the relevance and quality of education and training. Many young adults lack the basic skills to thrive in today’s workplace, limiting the potential for inclusive productivity gains. National strategies must focus on improving foundational education, expanding access to vocational and technical training, and reskilling workers for high-demand sectors. The most productive economies will be those with adaptable, well-trained workforces. 3. Making smarter R&D investments Innovation depends on research — but the way countries allocate R&D funding matters. Too often, public funding is overly concentrated in a few areas, while emerging fields are under-resourced. A more balanced R&D portfolio — spread across different scientific domains — gives economies a better shot at discovering breakthrough technologies. Governments can also do more to connect research institutions with business, helping to accelerate commercial applications. 4. Focusing on inclusive productivity and job quality Automation and technological shifts can improve output — but they also risk leaving some workers behind. Productivity growth should not come at the cost of excluding low-wage or lower-skilled workers from the labour market. True national progress means ensuring that all workers benefit from growth. This includes keeping people employed, even in lower-productivity roles, and creating pathways for skills development. A job is not just an economic unit — it’s also a stepping stone to future contribution. Policies should recognise the social value of work, not just its output per hour. A national productivity strategy should be accountable for labour market exits and aim to keep workers engaged and improving. 5. Encouraging reallocation without exclusion Some firms and sectors naturally shrink as others rise. But to make this reallocation process productive, governments must ensure it doesn’t result in mass displacement. This means supporting transitions — helping workers and capital flow to more productive areas through retraining, targeted incentives, and infrastructure investment. Encouraging business exits when necessary is part of the process, but it must be balanced with a focus on resilience and fairness. The case for inclusive champions: productivity for all It’s tempting to chase growth by focusing solely on standout firms and tech-powered sectors. But long-term prosperity also depends on bringing more firms and people along for the ride. About half of all large firms already improve productivity faster than their sector average. And while most micro-, small-, and medium-sized enterprises are too small individually to move national figures, collectively they account for up to a third of productivity growth in key sectors. Tomorrow’s champions may be hiding in today’s overlooked companies. The job of policymakers is to ensure the conditions exist for these firms to scale, transform, and contribute. Summary: a new productivity playbook Boosting national productivity isn’t about pushing every firm to be a bit more efficient. It’s about enabling the bold — while creating a system that’s fair, open, and inclusive. That means: Backing national champions that take bold moves Revitalising competition to spur innovation Aligning R&D spending with future opportunities Raising skill levels and job quality Ensuring that productivity growth includes all workers, not just the most productive Productivity remains the ultimate driver of prosperity. But how countries achieve it — and who benefits — is a choice. With the right mix of strategic focus and inclusive policy, nations can turn today’s uneven progress into widespread opportunity. See more here: https://www.georgejamesconsulting.com/

How countries can lift national Productivity: bold moves, better competition, and inclusive growth

Rethinking what drives national productivity



When we talk about boosting a nation’s productivity, most people imagine millions of firms gradually becoming more efficient. But real-world data tells a different story. In fact, a small number of firms — national champions — are responsible for the majority of productivity gains.



These are the businesses that find new ways to grow, scale, and shift value. Rather than inching forward, they take bold strides that reshape entire sectors.



At t

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Introduction: How AI is transforming the work of civil servants and public policy teams Artificial intelligence (AI) is no longer a distant innovation on the horizon—it is now playing a pivotal role in changing how government policy is developed, written, and delivered. AI-powered tools that can summarise complex data, draft content, refine documents, and even present information in a compelling and accessible format are beginning to revolutionise the public sector. These technologies promise to cut through bureaucracy, reduce manual workload, and increase the quality and speed of policy work. From processing vast consultation responses to tracking policy implementation in real time, AI is fast becoming an essential partner to policy professionals. This shift does not signal the replacement of humans. Instead, it marks the evolution of policy making into a hybrid model—one where civil servants and technology work side by side. This article explores the major ways AI is reshaping government policy development, including strategy formulation, legislative engagement, and programme delivery. It also outlines how the policy role is changing and what steps public institutions can take to prepare. AI and evidence-based policymaking: enhancing research, synthesis, and public input The starting point for any effective policy is a thorough understanding of the issue. Traditionally, this has required countless hours of reading, summarising, and cross-referencing large volumes of material. But AI is changing that. Modern AI systems can quickly analyse thousands of pages of reports, legislation, stakeholder submissions, and datasets, generating concise summaries in seconds. This streamlines the research phase and allows policy professionals to spend more time evaluating evidence and shaping options. One of the most significant improvements AI brings is in public consultation analysis. Government departments receive thousands of submissions for major consultations, but reviewing them manually is expensive, slow, and often inconsistent. With AI, policy teams can extract key trends, identify areas of consensus or concern, and prepare high-quality summaries far more quickly and affordably. This enables faster policy iteration and greater responsiveness. Instead of waiting months for a consultation analysis, AI tools can produce insights in near real-time—allowing government to test proposals, refine approaches, and deliver more responsive outcomes. By embedding AI in the early stages of policy development, public agencies can build stronger, more inclusive evidence bases while reducing the burden of low-value administrative work. Democratising policy development: using AI to navigate laws, parliament, and governance Government policy doesn’t operate in a vacuum—it must align with laws, be debated in parliament, and fit within a wider framework of governance. AI tools are beginning to help civil servants better understand and engage with these democratic processes. Legislation, while essential, can be difficult to interpret without legal training. AI-powered legal research assistants can now navigate the statute book, highlight relevant provisions, and summarise legal obligations in plain language. This empowers policymakers to make more informed decisions, reducing reliance on scarce legal resources and speeding up legislative planning. Parliamentary debates and votes also play a key role in shaping policy, but keeping up with discussions across dozens of topics and hundreds of politicians is a challenge. AI systems trained on parliamentary records can track debates, summarise positions of individual MPs or peers, and flag key themes. This helps policy teams better anticipate opposition, tailor briefings for ministers, and respond to concerns in a more targeted way. These tools aren’t just internal aids—they also support more transparent, accountable governance. When both policymakers and the public have easier access to legislative context and parliamentary sentiment, democratic engagement deepens. With AI making parliamentary and legal systems more accessible, policy professionals can operate with greater confidence and alignment across all branches of government. AI-powered implementation: improving public service delivery and policy outcomes Good policy is not just written—it must be delivered. Yet, delivery has often been treated as a separate function, with many civil servants focusing more on drafting and approval than execution. Artificial intelligence is closing this gap. AI offers real-time insights into how policies perform once rolled out. For example, dashboards powered by AI can track service usage, highlight operational issues, or monitor feedback from citizens. This early visibility allows departments to intervene quickly, refine their delivery plans, and ensure policies have their intended impact. Furthermore, these tools support joined-up working across departments. AI can aggregate inputs from digital teams, frontline staff, analysts, and operations to create a shared understanding of what's working—and what isn’t. This supports faster adjustments and more agile responses, which are especially vital in fast-moving policy areas. Policy implementation also becomes easier to monitor at scale. Governments can use AI to measure impact indicators, detect bottlenecks, and flag risks before they escalate. This transforms delivery from a reactive process into a proactive one, helping civil servants move from policy announcement to real-world change with greater confidence. AI is not just streamlining how policy is developed—it is revolutionising how it is delivered, measured, and improved in the real world. Rethinking the policy role: the evolving skills and responsibilities of public servants The rise of AI will not remove the need for human judgment in government. Instead, it will change what policy professionals spend their time doing—and which skills are most valued. As AI handles more of the routine drafting, editing, and research tasks, civil servants will need to shift focus to higher-level work: interpreting complex systems, managing relationships, identifying trade-offs, and navigating institutional dynamics. These human skills are essential to ensure policies are not only technically sound, but also politically viable and socially effective. This shift means that future policy professionals will need a blend of traditional expertise and digital fluency. Understanding how to work with AI—how to frame effective prompts, evaluate outputs, and spot biases—will be just as important as knowing how to write a submission or brief a minister. The way officials gain experience may also change. In the past, junior staff built expertise by doing the legwork—reading reports, drafting notes, and synthesising evidence. If AI performs these tasks instead, governments will need new methods for training, such as shadowing, mentorships, or embedding young professionals in frontline roles to gain real-world exposure. Organisations must ensure that AI adoption enhances professional development, rather than stifling it. Maintaining a knowledgeable and adaptive policy workforce will be essential for long-term success. Making the most of AI: building a modern, effective civil service To harness AI's full potential in policy making, governments must take deliberate steps. Uncoordinated adoption could lead to poor outcomes, while structured, responsible implementation will deliver significant benefits. Firstly, there must be investment in AI literacy across the public sector. Policy staff need clear guidance on when and how to use AI tools, as well as training to evaluate outputs critically. Building digital confidence across all levels of the workforce is key. Secondly, departments should experiment with different ways of working. This includes testing new AI tools, trialling alternative workflows, and learning what kinds of tasks can be automated without compromising quality. Innovation hubs, agile teams, and sandbox environments will all play a role. Thirdly, human oversight must remain central. While AI can offer powerful support, it should never replace accountability, transparency, or ethical judgment. Civil servants must continue to weigh evidence, manage political realities, and uphold public trust. By combining the best of human thinking with the capabilities of AI, governments can create a policy profession that is faster, smarter, and more attuned to the needs of citizens. Conclusion and next steps: preparing the civil service for AI-driven policy making AI is set to reshape the practice of public policy. With its ability to speed up analysis, enhance legislative insight, and support better delivery, it offers the civil service a once-in-a-generation opportunity to modernise how government works. But this transformation is not automatic. For AI to truly support better governance, it must be introduced thoughtfully, with appropriate training, clear ethical standards, and strong leadership. The goal is not simply to do things faster—but to do them better, guided by evidence, engagement, and experience. As AI tools become more advanced and more embedded, the policy profession will become even more important—not less. By staying curious, learning new skills, and keeping a clear focus on public value, civil servants can lead this transition with confidence. Practical recommendations for AI adoption in policy development Equip the workforce with AI skills. Deliver targeted training to ensure policy professionals understand how to use and evaluate AI tools effectively. Create alternative learning pathways. Redesign early career roles to include mentoring, field placements, and cross-functional projects to develop critical thinking and domain expertise. Test and scale AI policy tools. Expand trials of AI-powered platforms that assist with drafting, consultation analysis, legislation research, and delivery tracking. Establish ethical guidelines and oversight. Develop clear policies for responsible AI use in government, including checks for bias, transparency, and human review. Integrate AI into strategic planning. Ensure AI capabilities are considered in long-term workforce planning, policy cycles, and digital transformation strategies. See more here: https://www.georgejamesconsulting.com/

The future of policy making: how Artificial intelligence is reshaping government decision-making

Artificial intelligence (AI) is no longer a distant innovation on the horizon—it is now playing a pivotal role in changing how government policy is developed, written, and delivered. AI-powered tools that can summarise complex data, draft content, refine documents, and even present information in a compelling and accessible format are beginning to revolutionise the public sector.



These technologies promise to cut through bureaucracy, reduce manual workload, and increase the quality and speed

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What are the five steps to build a digital twin for urban planning? The development of a digital twin involves careful planning, phased implementation, and cross-functional collaboration. Here’s a step-by-step guide tailored for city governments and urban planners. Step 1: Define the purpose and users The first—and most critical—step is to clearly define what  your digital twin is meant to achieve and who  will use it. Is the goal to optimise traffic flow? Support long-term infrastructure planning? Reduce carbon emissions? Engage citizens more effectively? Common use cases include: Designing smart transport networks Managing water and energy demand Simulating urban heat effects and green space layouts Coordinating construction activity Planning climate-resilient infrastructure Key questions to answer: What problems are you solving? Who are the users—urban planners, engineers, community leaders? What outcomes will define success? Well-defined objectives help guide technology choices and ensure alignment with broader city strategies. Step 2: Audit and collect data Next, identify the datasets you already have, and determine what additional data is needed. Start with: Geographic data (GIS) Asset inventories (e.g. buildings, roads, pipes) Mobility data (public transport, road usage) Environmental data (air quality, noise, weather) Utility networks (electricity, water, gas) Don’t fall into the trap of building massive data lakes without purpose. Prioritise relevant, actionable data that supports your defined objectives. Tips for success: Establish consistent formats and metadata standards Set up data governance policies early Ensure systems can share and integrate data across platforms Incorporate real-time sources through IoT devices Collaborate with data scientists, engineers, and GIS specialists to validate, cleanse, and enrich your datasets before model building begins. Step 3: Design the virtual model With your data pipeline in place, it’s time to create the digital environment. This includes developing a visual and functional representation of your city, district, or precinct. Key components: Geometry : the layout of buildings, roads, green spaces, utilities Attributes : zoning, land use, property data Behaviours : traffic patterns, footfall, energy use, water flows Constraints : regulations, climate conditions, planning rules Use simulations to test different development scenarios. These might include: Peak-hour traffic congestion Emergency service access Flood risk under different rainfall levels Heat distribution during summer Balance model complexity with usability. The goal is not perfection, but actionable insight. Start simple and scale functionality as needed. Step 4: Implement real-time systems and governance To make your digital twin truly dynamic, connect it to live data feeds and deploy it across user groups. This phase includes: Sensor integration : IoT devices for temperature, noise, air quality, etc. Visualisation platforms : dashboards, maps, 3D viewers, AR/VR interfaces Access control : secure user roles and permissions Data processing pipelines : systems for ingesting, cleaning, and analysing data streams You’ll also need a governance structure that supports: Inter-agency coordination Data sharing agreements Risk management and cybersecurity protocols Regular auditing and quality checks Keep interfaces user-friendly. Decision-makers shouldn’t need coding skills to use your platform. Tailor views and dashboards to different user roles. Step 5: Monitor, optimise, and scale Once operational, your digital twin should be treated as a long-term strategic asset. Actions to take: Continuously update models  as infrastructure, population, and behaviours evolve Expand coverage —from a single precinct to a district, and eventually to a whole city Integrate with generative AI  to automate reporting and predictive modelling Use feedback loops —compare model outcomes with real-world data to improve accuracy As your city’s digital maturity increases, connect multiple twins together. This creates a networked urban intelligence system , enabling large-scale insights and cross-sector innovation. Final thoughts: investing in the digital city of the future Building a digital twin for urban planning is more than a technical challenge—it’s a cultural shift toward data-driven, responsive, and citizen-focused governance. It requires collaboration, forward-thinking leadership, and a willingness to experiment. The benefits are clear: smarter infrastructure decisions, more efficient public services, improved sustainability, and stronger community engagement. With the right approach, your city can lead the way in creating vibrant, resilient urban environments. The journey starts now. See more here: https://www.georgejamesconsulting.com/

How to build a digital twin for urban planning: five essential steps

What are the five steps to build a digital twin for urban planning?



The development of a digital twin involves careful planning, phased implementation, and cross-functional collaboration. Here’s a step-by-step guide tailored for city governments and urban planners.

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Why Brisbane deserves your attention When people think of global tech hotspots, they might first picture Silicon Valley, Singapore, or Tel Aviv. But increasingly, eyes are turning to Brisbane. With momentum building across startups, advanced manufacturing, and quantum computing, Queensland’s capital is quietly—but rapidly—shaping up as a serious contender in the next wave of global technology development. The city is riding a wave of post-pandemic growth, capitalising on its strategic location, government support, and thriving innovation ecosystem. Far from being a fringe player, Brisbane is now firmly on the global radar. The numbers—and the projects—are starting to prove it. This article explores Brisbane’s evolving tech landscape and why now is the time for investors, entrepreneurs, and policy leaders to take note (Also see: Five Components for Brisbane Tech hub ) A thriving ecosystem: steady growth and real resilience In the years following COVID-19, Brisbane’s startup scene has transformed dramatically. Between 2021 and 2023, the city’s tech ecosystem generated over AUD 10.8 billion in value—growing at a staggering 81% annually. That kind of acceleration isn’t just a flash in the pan; it signals fundamental shifts in how business, research, and innovation are converging in the city. Crucially, this growth isn’t limited to one or two sectors. Startups across 18 of 19 key industries saw expansion, a sign that Brisbane’s ecosystem is not only strong but diversified. The city has climbed 13 places in the global rankings of emerging startup ecosystems, now placing comfortably among the world’s top 40. Much of this is due to sustained, targeted investment from the Queensland Government through programmes like Advance Queensland. These initiatives are doing more than just handing out grants—they’re helping to build capacity, create jobs, and set the stage for world-class innovation across the board. Strong foundations: Brisbane’s sectoral focus and global reach What makes Brisbane’s rise so noteworthy is the calibre of its specialisation. The city has carved out a strong niche in high-potential sectors like Artificial Intelligence, Big Data, and Life Sciences. These aren’t just buzzwords—they’re areas of strategic importance to Australia’s economic future and are drawing significant investment and talent. Startups here are increasingly geared for global markets. Take Clipchamp, a Brisbane-based video editing platform, which was acquired by Microsoft in 2021. Or Go1, a workplace learning platform that secured over $200 million in funding. These aren’t just local success stories—they’re proof that Brisbane can create scalable, exportable technology with international appeal. And it’s not just happening in garages or co-working spaces. The ripple effect of these wins is inspiring new founders, drawing capital into the region, and solidifying Brisbane’s reputation as a place where innovation can take root and grow. The quantum leap: Brisbane’s world-first quantum project Perhaps the most extraordinary validation of Brisbane’s emergence as a global tech centre is PsiQuantum’s decision to base its Asia-Pacific headquarters and build the world’s first utility-scale, fault-tolerant quantum computer right here. Backed by a landmark $940 million investment from the Australian and Queensland governments, PsiQuantum’s Brisbane facility is not just a research lab—it is a full-scale industrial venture. Located in the Brisbane Airport precinct, the site will eventually house over 400 specialist staff and a network of interconnected silicon photonic chips cooled to near-cryogenic temperatures. This is a pioneering leap, not just in scale but in concept. While quantum efforts in the US and China remain largely experimental, PsiQuantum’s design is engineered for commercial application from day one. Photonic qubits, which rely on particles of light rather than superconducting circuits, offer more stable and scalable pathways toward real-world utility. By the end of 2027, the first phase of the computer is expected to be operational, with a longer-term goal of achieving fault tolerance and reaching one million physical qubits by 2029. These timelines may seem ambitious, but the foundations are already being laid—with cryogenic systems under construction, university partnerships signed, and test facilities coming online at Griffith University. Skills, infrastructure, and sovereign capability What sets this project apart isn’t just the technology—it’s the ecosystem around it. The initiative includes deep integration with Queensland’s top universities, including UQ, QUT, Griffith, USC, and USQ. These partnerships are geared not just toward research, but towards training the next generation of quantum engineers, technicians, and software experts right here in Australia. The facility’s infrastructure is equally groundbreaking. A massive cryogenic plant, developed in partnership with Linde Engineering, will provide the stable 4 Kelvin environment necessary for quantum operation—just above the temperature of outer space. This makes Brisbane the site of one of the most complex and demanding tech installations in the southern hemisphere. And critically, all of this is happening under Australian sovereign control. At a time when governments around the world are rethinking how to secure strategic technologies, Brisbane is offering a compelling model: local talent, global partnerships, and national capability. Momentum building: what comes next Brisbane’s evolution is not slowing down. With plans for future expansion already baked into PsiQuantum’s facility design—and signals of similar development in the United States—the city is positioning itself as a long-term centre for advanced computing. Moreover, this transformation is creating knock-on opportunities across sectors. Advanced manufacturing, clean energy modelling, logistics, and pharmaceutical development all stand to benefit from the quantum and AI capabilities being developed in Brisbane. For startups, it means more infrastructure, more investment, and more opportunity. For government, it offers a blueprint for how targeted investment can unlock new economic engines. And for global tech leaders? It’s an open invitation. Brisbane is now a place where the most ambitious ideas—ideas once thought too complex or remote—are becoming reality. Summary: the call to action Brisbane is no longer just a city with potential. It’s a city with momentum. The convergence of robust startup growth, government support, international investment, and world-first quantum infrastructure is making Brisbane one of the most exciting innovation centres in the Asia-Pacific. The question is no longer whether Brisbane can play a role in the global tech economy—it’s whether you’re ready to be part of it. Whether you're an entrepreneur looking to scale, an investor searching for the next frontier, or a policymaker aiming to future-proof your region, Brisbane deserves a place on your map. Because what’s happening here is more than growth—it’s transformation. And it’s only just beginning. See more at: https://www.georgejamesconsulting.com/ https://www.industry.gov.au/publications/national-quantum-strategy https://science.desi.qld.gov.au/research/key-areas/quantum

Why Brisbane is emerging as Australia's next tech powerhouse and global innovation hub

Why Brisbane deserves your attention



When people think of global tech hotspots, they might first picture Silicon Valley, Singapore, or Tel Aviv. But increasingly, eyes are turning to Brisbane. With momentum building across startups, advanced manufacturing, and quantum computing, Queensland’s capital is quietly—but rapidly—shaping up as a serious contender in the next wave of global technology development.



The city is riding a wave of post-pandemic growth, capitalising on its strategic loca

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Making the case for real-time intelligence and long-term behavioural insights Modern events and public venues operate in an environment where expectations are high, risks are real, and the margin for error is shrinking. Whether it’s a one-off music festival or a large shopping centre welcoming thousands each day, failing to understand how people move, behave, and react within these spaces can lead to operational chaos, safety risks, and missed commercial opportunities. The solution is already in our hands—literally. Mobile phones, carried by nearly every attendee or visitor, generate a constant stream of anonymised data that can be used to monitor crowd movements, detect problems early, and build a much deeper understanding of how spaces are used. Ignoring this data means operating blind. This article explains why mobile phone data must be part of every serious event management or venue operation strategy, and how its use differs between short, high-intensity events and long-running, pattern-driven venues. The high stakes of event management Short-term events are high-risk, high-pressure environments. Huge numbers of people often arrive in a narrow window, move through unfamiliar areas, and leave en masse. The operational challenge is immense—and the consequences of getting it wrong are serious. Mobile phone data provides a live, location-based pulse of the crowd. It tells organisers where people are, how fast they’re moving, where they’re slowing down, and what areas are becoming overcrowded. This is not a “nice to have”—it’s essential for preventing congestion, ensuring safety, and delivering a seamless experience. Planning before the gates open Historical mobile data gives event planners the power to prepare with precision. Where did attendees come from last year? Which entry points saw delays? Which transport modes were most popular? This kind of insight means decisions about parking, shuttle routes, entry lanes, and signage are based on facts—not guesswork. In addition, analysing data from previous events allows organisers to predict crowd behaviour with surprising accuracy. With this, they can forecast surges, pre-position staff, and avoid operational surprises. Real-time response on the day Once the event begins, mobile data becomes a real-time command centre. Organisers can track crowd density in specific zones and respond immediately. If a bottleneck forms near an entrance, extra staff can be sent. If a food area becomes overcrowded, notifications can reroute people to quieter spots. This isn't just about comfort—it’s about keeping people safe and in control. Learning from every event After the event ends, data doesn't stop being useful. It helps dissect what worked and what didn’t—how long people stayed, what attractions drew the biggest crowds, and which areas were underused. Armed with these insights, organisers can continuously improve future events and justify investments with clear evidence. Long-term venues need long-term intelligence While short-term events demand rapid responses, long-term event centres—such as arenas, retail precincts, and convention venues—require a deeper, ongoing understanding of how people interact with their spaces. Mobile phone data is the key to unlocking that understanding. Over time, it reveals consistent behavioural trends and patterns that traditional tools miss. Without this intelligence, venues risk making critical decisions in the dark. Understanding real customer behaviour Rather than relying on assumptions or sporadic surveys, mobile data offers continuous visibility into how people use a venue. How often do they visit? How long do they stay? Where do they spend the most time? When is footfall at its highest or lowest? These insights make it possible to tailor the layout, opening hours, staffing, and services to match real demand. In retail spaces, this might reveal the ideal time to run promotions or when to rotate stock for maximum visibility. In stadiums or exhibition centres, it might show which gates are underused or how long people wait for amenities. Optimising layout and operations Persistent data collection allows venue managers to fine-tune how a space is used. If corridors are consistently congested, layout changes can ease the flow. If certain areas are ignored, the design or purpose of those zones can be rethought. Even cleaning and maintenance can be timed for minimal disruption based on real usage trends. Rather than guessing what visitors want, venue operators can see it in the data—and act accordingly. Two environments, two different needs The core value of mobile phone data is clear across both short-term and long-term settings—but the way it’s used must match the context. Here's how they compare: Aspect Short-Term Events Long-Term Venues Time pressure Immediate: crowd movement changes by the minute Gradual: behaviour patterns develop over days, weeks, or seasons Primary goal Maintain safety, manage surges, ensure smooth attendee flow Improve layout, increase engagement, optimise service delivery Data type Live movement tracking and short-term activity spikes Historical trend data, visit frequency, dwell times Decisions made On-the-spot crowd control, staffing, emergency response Strategic planning, infrastructure upgrades, operational refinements Operational impact High-stakes, time-critical actions Continuous improvement, efficiency gains, revenue optimisation Why delay is no longer an option The technology is here. The data is available. And yet, many organisations still rely on outdated methods—manual counts, anecdotal feedback, or static planning tools. This isn’t just inefficient; it’s risky. Ignoring mobile phone data leaves you blind to how people are actually using your space. You won’t see problems forming until it’s too late. You won’t know if your investments are working. And you’ll miss the chance to offer a safer, smoother, more tailored experience. For governments, venue operators, or event producers, the message is clear: mobile phone data is not a future opportunity—it’s a present necessity. In conclusion.... we need to start using Mobile Phone Data Mobile phone data has transformed from a novel tool into a critical asset for managing both live events and complex venues. For short-term gatherings, it enables precise planning, live monitoring, and fast reaction—reducing risks and improving crowd experience. For long-term venues, it provides the insights needed to understand behaviour, enhance operations, and maximise impact. As spaces grow more crowded and expectations continue to rise, real-time and long-term intelligence will separate successful events and venues from those that fall short. The case is clear. Mobile phone data is not just useful—it is essential. The time to act is now. See more here: https://www.georgejamesconsulting.com/  https://www.equityai.co/

Why mobile phone data is essential for managing events and event centres

Modern events and public venues operate in an environment where expectations are high, risks are real, and the margin for error is shrinking. Whether it’s a one-off music festival or a large shopping centre welcoming thousands each day, failing to understand how people move, behave, and react within these spaces can lead to operational chaos, safety risks, and missed commercial opportunities.



The solution is already in our hands—literally. Mobile phones, carried by nearly every attendee or vi

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Preparing your culture for the AI revolution: a call to action for leaders Artificial intelligence (AI) is fast becoming a defining feature of modern organisations. It’s not just a new tool—it’s a new way of working, deciding, and thinking. As digital transformation accelerates across sectors, the push to integrate AI into core business processes has become urgent. But while most organisations have focused heavily on technical readiness—building data infrastructure, training teams in AI tools, and investing in new platforms—they’ve often overlooked the cultural side of the equation. ...without a shift in mindset and workplace culture, even the best AI technologies risk being underused or misapplied. Culture is the hidden architecture that determines how technology is received and used. If the culture is resistant, AI will fail to deliver its full potential. If the culture is adaptive and people-centred, AI can drive productivity, innovation, and resilience across the business. This article explores the cultural transformation needed for AI success and sets out a roadmap for action—one that calls on leaders to think beyond code and into the human heart of the organisation. The human-centred case for AI readiness AI adoption is not just a technical challenge—it’s a deeply human one. Many employees are experiencing strain as AI tools disrupt familiar processes and roles. This discomfort is often less about the technology itself and more about uncertainty: What does this change mean for me? Will I be replaced? How do I fit into this new world? To address these concerns, organisations must adopt a human-centred approach that puts people at the core of AI transformation. This starts with diagnosing the existing workplace culture. Before rolling out new systems, leaders should assess whether their organisation is culturally ready for AI. Are teams open to change? Is innovation rewarded? Is there trust in leadership? Both quantitative and qualitative methods—such as staff surveys, interviews, and behavioural data—can provide valuable insight. Next, AI investments must align with the organisation’s purpose. AI should enhance the things the business already does well—whether it’s customer service, innovation, or operational efficiency—not distract from them. Purpose-led deployment builds clarity and buy-in, making it easier to align departments and secure long-term support. The challenge of cultural inertia Despite enthusiasm at the top, many AI initiatives stall at the implementation stage. One major reason is cultural inertia. Employees are often not equipped—mentally, emotionally, or practically—for the scale of change AI brings. New systems shift decision-making authority, reshape roles, and introduce unfamiliar workflows. Without a clear cultural plan, these changes can create confusion or pushback. Resistance to change is natural. People may fear redundancy, question the motives behind AI deployment, or feel overwhelmed by technical jargon. Others may be eager to explore AI’s potential but lack the confidence or training to do so. To move forward, organisations need a culture that encourages exploration, tolerates experimentation, and values learning. This is where leadership is crucial. Leaders set the tone for cultural transformation. They must not only explain what is happening but also why it matters. A well-crafted AI narrative—one that speaks to both hearts and minds—is essential. It should clarify what will change, what will remain, and how employees will be supported along the way. Practical steps for cultural readiness Building a culture that supports AI adoption requires intentional effort. Below are four practical steps organisations can take: Start small but strategic. Launching AI through small, high-impact initiatives helps build momentum without overwhelming the system. These early wins demonstrate the value of AI and help teams build trust in new tools. For instance, automating repetitive admin tasks can free up time for more creative or strategic work—making AI feel like a partner, not a threat. Create a compelling AI story. People are more likely to support a change when they understand its purpose. Leaders should develop a clear, engaging narrative for AI implementation—one that addresses practical concerns and connects emotionally with teams. When employees feel their leaders have a solid plan, they are more likely to feel ready and comfortable using AI in their roles. Promote cross-team collaboration. AI is rarely confined to one department. It often intersects across functions—customer service, marketing, HR, operations. Encouraging collaboration between these areas helps prevent silos, spread good practice, and generate new ideas for using AI effectively. Cross-functional teams also surface potential risks early and build more inclusive, realistic solutions. Support sustained adoption. It’s not enough to train staff once and move on. Cultural change takes time. Leaders must consistently reinforce the right behaviours, celebrate success stories, and address obstacles as they arise. Regular check-ins, feedback loops, and accessible learning opportunities are key to keeping the momentum alive. Overcoming fear with skill, language and purpose One major gap in many AI strategies is the lack of a shared language. While there’s been a strong focus on upskilling—teaching people how to use AI tools—there’s been less attention on helping teams develop a common way of talking about AI. Without this shared understanding, miscommunication and anxiety can grow. Organisations should invest in building AI literacy that is both technical and cultural. That means not just teaching how algorithms work, but also discussing what AI means for individual roles, team dynamics, and organisational values. Forums where staff can question, reflect, and co-create new ways of working are critical. This dialogue helps turn uncertainty into ownership. In addition, change champions—staff who embrace AI and support others—can act as cultural bridge-builders. By modelling positive behaviour and offering peer support, they help normalise AI use and reduce fear. These internal advocates are especially useful in large or geographically dispersed organisations where change must ripple across different teams and levels. Embedding AI into the fabric of the business AI works best when it’s embedded into day-to-day operations, not treated as a separate project. Instead of building isolated AI teams, organisations should weave AI into their core strategies and leadership structures. For example, if customer experience is a priority, AI should be used to personalise service or respond faster to queries. If innovation is the goal, AI should help analyse trends or streamline product development. This integrated approach ensures AI stays aligned with business goals and avoids becoming a siloed or short-lived initiative. It also encourages continuous improvement. As more departments adopt AI and build confidence, the organisation becomes more agile—ready not just for this wave of change, but for the next. Conclusion - make culture your competitive edge AI is no longer on the horizon—it’s here. But whether it becomes a source of friction or a driver of value depends less on the tools themselves and more on the people who use them. Culture is the missing link in many AI strategies, yet it is also the most powerful lever for success. Leaders must step up—not just as technical sponsors of AI, but as cultural architects. They must foster environments where curiosity, learning, and trust flourish. They must be honest about the challenges, but bold in their vision. And most importantly, they must create space for employees to not just accept AI, but shape its role in the organisation’s future. By diagnosing cultural readiness, aligning AI with purpose, communicating with clarity, and sustaining the change, organisations can build a workplace where AI thrives—and where people do too. The AI revolution is here. It’s time to make sure your culture is ready. See more here: https://www.georgejamesconsulting.com/

How can organisation culture hold back AI adoption?

Artificial intelligence (AI) is fast becoming a defining feature of modern organisations. It’s not just a new tool—it’s a new way of working, deciding, and thinking. As digital transformation accelerates across sectors, the push to integrate AI into core business processes has become urgent. But while most organisations have focused heavily on technical readiness—building data infrastructure, training teams in AI tools, and investing in new platforms—they’ve often overlooked the cultural side of

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Mobile phone data can be annonymised for reliable, real time transport planning As cities grow, mobility needs become increasingly complex. Transport planners are tasked with designing systems that reflect real-world behaviours—where, when, and how people move. Traditionally, this insight has been derived from costly and infrequent travel surveys or data collected via road sensors and ticketing systems. But a far richer, more continuous source of information already exists: the data generated by our mobile phones. Known as Mobile Phone Data (MPD), this form of passive data collection has been heralded as a revolution in transport planning, offering lower costs, greater coverage, and timely information. Yet, despite its promise, MPD remains underused in many planning contexts. This article explores what MPD offers, where it’s being used effectively, and—more importantly—why planners aren’t making full use of it. The appeal of mobile phone data in transport planning MPD refers to the anonymised location information gathered from mobile devices as they interact with cell towers. This interaction provides a continuous trail of where people are, when they move, and which routes they take. Unlike conventional surveys or ticketing records, MPD does not rely on voluntary participation, predefined routes, or specific transport modes. It offers a broader, more dynamic picture of population movement. Several compelling advantages make MPD especially attractive. It costs far less to obtain than large-scale surveys, which are labour-intensive and often infrequent. The data can be gathered at a national scale and refreshed continuously, allowing planners to detect trends, respond to events, and model future scenarios with far greater confidence.  Moreover, MPD reveals actual behaviour rather than self-reported patterns, reducing the biases that plague survey responses. MPD also excels in its spatial resolution. It enables analysts to see movement within and between neighbourhoods, helping to understand commuting flows, population density shifts, and regional travel patterns in much finer detail. As ticketless public transport systems become more common, MPD offers a primary data source for passenger tracking without requiring physical validation points. Traffic modelling, which traditionally depends on sensors and historical records, can also be vastly improved by MPD, enabling a more detailed understanding of journey lengths, peak congestion points, and road use. Practical uses: transport statistics and system design One of the most established applications of MPD lies in transport statistics. Agencies have used it to calculate population concentrations, track flows between districts, and estimate aggregate travel distances such as total personal miles travelled (PMT). In contrast to the static snapshots offered by census data, MPD provides a moving picture, allowing authorities to monitor how travel evolves across days, seasons, or in response to policy changes. For public transport, MPD helps map journey patterns even where ticketing systems don’t exist or where riders switch modes mid-journey. In the case of urban buses or light rail systems with open access, MPD may be the only consistent method to estimate patronage. As more systems adopt virtual ticketing or shift towards integrated mobility platforms, reliance on mobile data will only increase. In road transport, MPD offers a way to supplement or even replace traditional methods such as vehicle counters or fuel consumption modelling. While it may not yet replace sensor-based accuracy for real-time speeds or traffic flow at specific intersections, MPD provides a broader context, capturing route choice, journey purpose, and even demographic nuances based on user profiles. Furthermore, active transport—such as walking and cycling—has historically been difficult to track. Survey participation is typically low among users of these modes, and infrastructure like bike counters is rare. MPD helps overcome this by showing all forms of movement, not just those tied to motorised or ticketed modes. Real-world experience: Indonesia’s shift from surveys to mobile data One of the clearest demonstrations of MPD’s potential comes from Indonesia. Faced with financial and logistical challenges in maintaining traditional household travel surveys, the national statistics agency, BPS-Statistics Indonesia, began exploring MPD as an alternative. Conventional surveys were expensive, limited in geographical reach, and slow to deliver results. As a result, they were conducted only every two years and covered just five major urban centres. In collaboration with Telkomsel, a major mobile network operator, and the Indonesian Ministry of National Development Planning, BPS launched a pilot project in Bandung. Using the mobile data of more than 50,000 subscribers, they developed algorithms to map commuting flows and delineate the boundaries of the metropolitan area. This allowed them to identify actual travel patterns, comparing them to legal metropolitan definitions. The results revealed mismatches, offering a more evidence-based basis for planning decisions and regional policy. Validation was carried out using a travel diary survey app completed by volunteer participants, allowing for the cross-checking of algorithm outputs against self-reported journeys. This iterative process improved the reliability of the MPD-based models. Moreover, the entire process took significantly less time and money than a traditional survey, and it delivered more granular insights. So why isn’t mobile phone data widely used? Despite these advantages, many transport agencies remain hesitant to adopt MPD. A major reason is the complexity involved in interpreting the data. Unlike structured surveys, mobile data requires careful filtering to distinguish between trips and non-trips, determine dwell times, and define appropriate zoning systems. For example, distinguishing a stop at a traffic light from an actual destination requires algorithms calibrated with local knowledge and transport context. There are also concerns about data privacy. Even anonymised datasets raise questions about surveillance and public consent. In many jurisdictions, planners are still navigating legal and ethical frameworks for how mobile data can be accessed, stored, and used without infringing on individuals’ rights. Another challenge is methodological maturity. While the data is available, there’s still work to be done in refining how mode of transport is inferred, especially for shorter trips. Errors in classification can mislead investment priorities or infrastructure design. Researchers caution that mobile data is best used over long sampling periods to allow for statistically significant conclusions, particularly when attempting to assign trips to specific modes. Institutionally, many planning bodies are structured around legacy data systems. Integrating MPD into existing processes may require new skills, partnerships with telecom providers, and updated analytical frameworks. There may also be resistance within organisations unfamiliar with the intricacies of digital data processing or concerned about relying on third-party providers. Opportunities on the horizon Nonetheless, the direction of travel is clear. As cities become more digitally enabled and as planning becomes increasingly data-driven, MPD will move from optional supplement to essential foundation. The richness of mobile data makes it well-suited to address new challenges, including real-time crisis response, climate-resilient transport design, and equitable access assessments. Importantly, MPD enables longitudinal monitoring. Changes in commuting behaviour following a new policy—say, congestion pricing or extended public transport hours—can be tracked almost in real time. This allows for a more adaptive approach to transport planning, where interventions can be refined in response to actual outcomes rather than projections. There’s also untapped potential in layering MPD with other digital sources such as GPS tracking, social media activity, or IoT-enabled sensors. These integrations could offer a multidimensional view of urban life, allowing planners to understand not just movement, but purpose, sentiment, and experience. Conclusion - its time to accelerate use of Mobile Phone data for transport planning Mobile phone data represents a transformative shift in the way we understand and plan transport systems. It offers unprecedented detail, scale, and frequency in monitoring how people move. Yet, uptake remains uneven, largely due to institutional inertia, concerns over data protection, and the technical complexity of extracting reliable insights. Still, the examples from countries like Indonesia show that these challenges can be overcome, and that the rewards are significant. With the right safeguards and analytical rigour, MPD can become the backbone of modern transport planning. As travel behaviours grow more dynamic and cities more interconnected, relying on outdated data collection methods is no longer sufficient. Embracing mobile phone data will not only make planning more responsive and inclusive—it will help cities move smarter and better into the future. See more here: https://www.georgejamesconsulting.com/ References https://unece.org/sites/default/files/2023-05/ECE-TRANS-WP6-2023-Inf-1%20%28MPD%20Handbook%29.pdf

Why aren’t transport planners using mobile phone data? Missed opportunities in transport planning

As cities grow, mobility needs become increasingly complex. Transport planners are tasked with designing systems that reflect real-world behaviours—where, when, and how people move.



Traditionally, this insight has been derived from costly and infrequent travel surveys or data collected via road sensors and ticketing systems. But a far richer, more continuous source of information already exists: the data generated by our mobile phones. Known as Mobile Phone

Data (MPD), this form of passive

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What are the opportunities of gamification in the public sector? Gamification can be described as the integration of game‑inspired reward systems, narrative structures and feedback loops into activities that are not traditionally playful. The aim is not entertainment for its own sake; rather, it is to harness the motivational pull of games to advance policy goals. A well‑designed system typically includes three layers: Core mechanics  – quantifiable actions such as earning points for completing tasks, unlocking virtual achievements or progressing through levels that represent mastery. Meaningful feedback  – real‑time dashboards, status bars or progress maps that show users how their actions contribute to personal or community objectives. Intrinsic narrative  – a story or theme that situates routine processes (for example, paying rates, reporting issues or learning about regulations) within a broader, purpose‑driven journey. Because public services often involve prescribed steps that many citizens find complex or tedious, adding clear goals and transparent feedback can dramatically improve comprehension and perseverance. ...what are the benefits and applications? Civic education Interactive learning tools that simulate parliamentary debates, budget allocation or environmental planning can demystify governance structures. By experimenting safely within a gamified environment—choosing policies, observing trade‑offs and receiving immediate responses—users grasp constitutional principles far more rapidly than they might through static texts alone. Digital service navigation Online portals for tax returns, licensing or benefit applications sometimes overwhelm infrequent users. Layering micro‑rewards for each completed section and displaying a progress tracker reduces cognitive load and signals steady advancement. Some administrations have reported marked declines in abandonment rates after adopting such techniques. Community engagement and co‑design Local authorities frequently seek resident feedback on planning proposals or infrastructure priorities. Gamified surveys that award virtual credits for thoughtful responses—and allow those credits to be donated to community projects—have shown promise in increasing response quality and depth. Participants feel their voice carries measurable weight, reinforcing trust. Behaviour change campaigns Health, transport and environmental departments experiment with friendly competitions to encourage desired actions, such as safe driving, energy conservation or active commuting. Rather than punitive approaches, participants accrue status or tangible rewards when collective targets are met, demonstrating how positive reinforcement can complement regulation. Staff development and recruitment Inside government itself, simulations model emergency response, policy trade‑offs or resource management. Candidates or employees tackle branching scenarios where every decision influences subsequent challenges, providing cost‑effective experiential learning while capturing useful performance data. Challenges and risks While the potential is sizeable, implementing gamification across government has challenges. Ethical design  – Government possesses coercive authority; thus any system that nudges behaviour must remain transparent, proportionate and voluntary. Over‑reliance on psychological triggers can edge into manipulation if checks are absent. Decision‑makers must articulate the public benefit and publish the rules of the game in plain language. Equity and accessibility  – Not every resident owns a smartphone, has reliable connectivity or enjoys competitive play. Designers must offer alternative routes to the same outcome and provide accessible interfaces for varying abilities, languages and literacy levels. Data protection  – Points and badges are innocuous, yet the platforms hosting them often collect location, performance and demographic information. Robust governance frameworks are essential to avoid mission creep, safeguard anonymity where appropriate, and allow participants to opt out. Novelty fatigue  – Engagement can plateau once the initial excitement fades. Routine iteration, fresh challenges and meaningful long‑term rewards are required to prevent decline. A neglected system quickly conveys the impression that citizen input is neither valued nor actioned. Measurement complexity  – Attributing policy successes solely to gamification is difficult; external factors such as media coverage, economic conditions or parallel campaigns interact with the experience. Clear baselines and mixed‑method evaluation help disentangle influence. ...so what are some emerging opportunities? Advanced analytics and personalisation As analytical capabilities mature, game systems can adapt in real time to individual preferences, offering alternative missions or communication styles that resonate with different personality types. Personalisation boosts intrinsic motivation while respecting privacy boundaries. Extended reality and sensory immersion Augmented and virtual reality open avenues for immersive public consultations. Residents can explore proposed developments at full scale, annotate surfaces or negotiate trade‑offs within a shared virtual space, receiving instant recognition for constructive contributions. Cross‑sector collaboration Partnering with educational institutions, charities and private developers spreads cost and introduces broader creativity. Joint ventures also mitigate the risk of government monopolising behavioural data, as governing agreements delineate ownership and permissible use. Sustainability alignment Gamified dashboards translating collective recycling rates, carbon savings or biodiversity gains into relatable visuals strengthen environmental literacy. When communities see tangible progress bars inching closer to ambitious climate targets, small personal actions feel collectively powerful. Conclusion Gamification is not a cure‑all for civic disengagement, but when carefully designed, it converts routine transactions into shared journeys towards public value. By clarifying objectives, rewarding constructive behaviour and celebrating communal success, governments can humanise digital services and bring policy aims to life. To succeed, officials must balance creativity with responsibility—crafting experiences that are inclusive, transparent and continuously refined through evidence. If those principles are followed, gamification offers an appealing pathway to a future in which citizens feel genuinely engaged. See more here: https://www.georgejamesconsulting.com/

How can gamification work in government?

Gamification can be described as the integration of game‑inspired reward systems, narrative structures and feedback loops into activities that are not traditionally playful. The aim is not entertainment for its own sake; rather, it is to harness the motivational pull of games to advance policy goals.

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What is quantum resistance and should you care about it? As the digital age advances, so do the threats that accompany it. A new wave of security concern is emerging—not from hackers armed with powerful conventional computers, but from the approaching reality of quantum computing. These machines promise immense processing power and a fundamentally different way of performing calculations. But with that power comes a major risk: the ability to break the cryptographic systems that currently safeguard our data, communications, and digital infrastructure. Quantum resistance refers to a new generation of cryptographic techniques designed to withstand attacks from quantum computers. These techniques—also known as post-quantum or quantum-safe cryptography—are being developed to ensure that the information we secure today cannot be compromised by the technologies of tomorrow. As the potential of quantum computing grows, so too does the urgency of adopting encryption methods that can survive its impact. This article explores the importance of quantum resistance, focusing on its application in modern digital systems, the challenges involved in making the shift, and the opportunities it presents for governments, industries, and society at large. Why quantum resistance is needed Cryptography is embedded in nearly every digital interaction, from logging into email accounts and banking online to managing critical infrastructure and protecting state secrets. It forms the backbone of privacy and trust on the internet, primarily through two main types of algorithms: symmetric-key encryption and public-key encryption. Symmetric-key methods scramble data using a secret key and are widely used for storing or transmitting sensitive information. Public-key encryption, by contrast, relies on two mathematically linked keys—one public, one private—to establish secure communications and verify identity. Both types are mathematically complex, and under current conditions, would take thousands of years for classical computers to break. Quantum computers, however, operate on completely different principles. Instead of processing one calculation at a time, they can analyse many possibilities simultaneously. Using algorithms like Shor’s, quantum systems could swiftly solve mathematical problems that underpin today’s public-key cryptography, rendering it obsolete in the blink of an eye. The consequences could be severe. If public-key systems are compromised, secure browsing, digital signatures, blockchain systems, and encrypted messaging could all become vulnerable. Worse, there are growing concerns that malicious actors may already be storing vast amounts of encrypted data, waiting for the day quantum machines are powerful enough to decrypt them—an approach often referred to as "harvest now, decrypt later." Current state and implementation of quantum-resistant algorithms Although today’s quantum machines do not yet possess the power to break mainstream encryption, efforts are already well underway to develop new defences. Researchers have been testing novel cryptographic algorithms designed to withstand quantum attacks. These post-quantum algorithms rely on mathematical structures different from those used in conventional encryption—such as lattice-based, multivariate polynomial, and hash-based techniques. The challenge is not just inventing new encryption schemes but standardising and deploying them across the vast digital landscape. Rolling out quantum-resistant algorithms into existing systems—like email services, secure messaging platforms, cloud storage, and authentication systems—is no small feat. It involves rethinking digital certificates, updating protocols, and redesigning hardware in some cases. One transitional approach involves hybrid encryption: combining post-quantum and traditional cryptographic methods to hedge against uncertainties. This ensures that if a post-quantum algorithm is found to be flawed, the classical algorithm still offers a layer of protection. While this approach provides added security during the transition, critics argue it increases complexity and may delay full adoption of new standards. Notably, symmetric-key encryption is thought to be less vulnerable. Though quantum techniques such as Grover’s algorithm could reduce the time needed to break symmetric keys, simply doubling the key length offers an effective defence. This makes public-key cryptography the immediate concern and the primary focus of quantum-resistance development. Challenges to wide-scale adoption Despite progress, several obstacles stand in the way of widespread adoption of quantum-resistant cryptography. One major hurdle is time. Upgrading global digital infrastructure to use new cryptographic algorithms is not something that can be done overnight. In fact, for critical sectors like defence, finance, or healthcare, such changes may take years. Another issue is uncertainty. While promising candidates for post-quantum cryptography are being vetted, there’s no guarantee that a future discovery won’t expose vulnerabilities in them. Unlike traditional algorithms, which have stood the test of time, these newer methods are still undergoing scrutiny. Trust must be earned, and that takes rigorous testing and industry-wide collaboration. The practicalities of integration also present problems. Many existing systems are built around assumptions tied to classical cryptography, such as key lengths, processing speeds, and hardware design. Adapting to post-quantum methods may require significant system overhauls, creating friction for smaller organisations or under-resourced institutions. Moreover, awareness remains an issue. Outside of academic and cybersecurity circles, many organisations and government bodies are unaware of the potential threat or believe it to be decades away. This perception could delay preparation and increase future vulnerability. The opportunities ahead The shift to quantum resistance is not just a defensive move—it also brings opportunities for innovation, resilience, and leadership. By transitioning to post-quantum cryptographic standards early, governments and industries can build trust in their digital services, safeguard sensitive data for the long term, and position themselves as global leaders in cyber resilience. For technology developers, it opens up avenues for creating next-generation secure communications tools, authentication protocols, and digital identity systems. Financial institutions, healthcare providers, and infrastructure operators have the chance to future-proof their systems and avoid costly retrofits or crisis-driven upgrades. In a broader sense, the focus on quantum resistance serves as a catalyst for strengthening overall cybersecurity practices. It encourages better key management, system audits, and architecture reviews—improvements that benefit organisations even before the quantum threat fully materialises. There is also a strategic dimension. As geopolitical tensions and cyber warfare grow more sophisticated, the ability to protect information against tomorrow’s threats becomes a matter of national interest. Investing in quantum-safe technology today ensures a measure of sovereignty and self-determination in an increasingly unpredictable digital world. Preparing for a post-quantum world Quantum computing represents a major leap forward in processing power and computational capability. But it also presents one of the most significant threats to digital security in decades. While it’s unclear exactly when quantum machines will reach the point of being able to break existing encryption, the consensus is clear: the risk is real, and the time to prepare is now. Developing and implementing quantum-resistant algorithms is not simply a technical exercise—it is a strategic necessity. Governments, businesses, and institutions must act deliberately to ensure that their data, systems, and services are secured against the quantum future. Doing so will require investment, education, and international collaboration. But the result will be a safer, more resilient digital world—one that can continue to support innovation, privacy, and trust, even as quantum computing reshapes the technological landscape. See more at: https://www.georgejamesconsulting.com/

What is quantum resistance and why should you care?

Quantum resistance refers to a new generation of cryptographic techniques designed to withstand attacks from quantum computers. These techniques—also known as post-quantum or quantum-safe cryptography—are being developed to ensure that the information we secure today cannot be compromised by the technologies of tomorrow. As the potential of quantum computing grows, so too does the urgency of adopting encryption methods that can survive its impact.



This article explores the importance of quant

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Digital payment systems continue to evolve rapidly The future of digital payment systems - a world being transformed in front of us Digital payment systems are undergoing a profound transformation. The past decade has seen the gradual shift from cash to card, then from card to mobile, and now to something far broader — a fully integrated digital financial ecosystem. What began as a convenience has become an expectation, and as technology continues to evolve rapidly, the lines between payments, identity, mobility, data, and commerce are blurring. The convergence of mobile, artificial intelligence (AI), open banking, and even central bank-led digital currencies is changing not just how we pay, but what we expect from the financial system as a whole. The future of digital payments is being shaped by a powerful mix of consumer demand, technological innovation, regulatory intervention, and global economic shifts. From biometric payments on smartphones to instant cross-border transfers and embedded finance in travel and retail, this landscape is evolving at an unprecedented pace. This article explores the trends driving that change and what the next five years might look like for digital payment systems across the world. Mobile at the heart of the transformation The smartphone has become the essential tool in the modern payments journey. No longer just a communication device, it is now the wallet, bank branch, and payment terminal for millions. Consumers increasingly prefer to leave physical cards at home, instead tapping their phones or scanning QR codes to make purchases. The combination of convenience and enhanced security — with biometric authentication such as fingerprints or facial recognition — has made mobile payments a trusted option for day-to-day transactions. Merchants too are adapting to this mobile-first world. Many are adopting software-based point-of-sale (softPOS) solutions, which allow standard smartphones to function as payment terminals. These solutions are especially valuable for small businesses, pop-up vendors, and during peak periods when extra capacity is needed to reduce queues. By embracing mobile-based payment systems, businesses can increase flexibility and improve the customer experience. In some regions, the shift is well underway. In the Nordics, for example, more than three-quarters of consumers use mobile payment options in physical stores. In Italy, mobile payment usage jumped by over 75% in a single year — a sign of both consumer readiness and technological maturity. Seamless mobility and smart travel payments Another area being transformed by digital payments is urban mobility and transport. As cities and transport providers adopt digital-first models, payment systems are being reimagined to support seamless journeys. Instead of fumbling for change or queuing at ticket counters, travellers now expect automatic, app-based solutions that calculate the best fare for them, based on real-time travel data. Digital solutions are powering a smarter approach to mobility. Travel cards can be topped up automatically. License plate recognition is increasingly used for tolls and parking. And integrated mobile apps allow users to plan, pay for, and manage trips within a single interface. These innovations not only make commuting more efficient but also lay the groundwork for future urban ecosystems that blend public and private transport. Importantly, these systems rely on flexible, real-time payment technologies that are deeply embedded into the broader travel infrastructure. They enable greater transparency, more equitable pricing, and better access — especially for occasional travellers who don’t fit into rigid fare structures. Sustainability as a core value in payments Sustainability is no longer a niche concern in commerce — it is fast becoming a mainstream expectation. Many consumers now consider environmental impact when deciding how and where to spend their money. Payments are increasingly seen not only as a transactional activity but as part of a broader value chain that includes packaging, logistics, and emissions. Digital payment systems are playing a role in this shift. In countries like Sweden and Denmark, paper receipts are being phased out in favour of digital alternatives, reducing waste. Some payment providers are aligning their operations with environmental, social, and governance (ESG) goals by digitalising processes and partnering with eco-conscious businesses. Furthermore, there is growing interest in how payment systems can support sustainable consumer behaviour. For example, systems that allow users to track the carbon footprint of their purchases, or that prioritise local and environmentally friendly retailers, are becoming more common. For merchants, adopting digital payments that support sustainable options is increasingly a competitive advantage, helping them attract ethically-minded consumers. Personalised and industry-specific experiences In a digital economy, payment systems are not just background infrastructure — they are becoming central to customer engagement. Whether in retail, hospitality, or services, consumers now expect smooth, tailored experiences. Payments that are fast, flexible, and embedded into broader systems are becoming standard. One key trend is the integration of payments with industry-specific software. In restaurants, for example, payment systems are increasingly tied into reservation tools, kitchen management systems, and customer loyalty programmes. This helps businesses manage operations more efficiently while providing a more cohesive experience for customers. Retail is also moving rapidly towards omnichannel models where the physical and digital blend seamlessly. Customers might browse online, try in-store, and pay via mobile — all within a unified experience. A consistent payments platform ensures there are no surprises with pricing, discounts, or rewards. Speed and convenience are crucial. In hospitality, table-side payments and contactless options reduce friction, shorten wait times, and increase satisfaction. The more personalised the payment experience, the more likely it is to create customer loyalty and drive repeat business. Central bank digital currencies and the evolution of money One of the most profound shifts in digital payments is the emergence of central bank digital currencies (CBDCs). Unlike private cryptocurrencies, CBDCs are government-backed digital versions of national currencies, intended to complement cash and existing digital money. Their development marks a major shift in how central banks think about money, stability, and innovation. Momentum is building globally. As of 2024, more than ten CBDCs have been launched, with many more in development. The European Central Bank, for example, is making steady progress towards launching a digital euro, potentially as soon as 2027. These currencies are expected to support financial inclusion, stimulate innovation, and enhance trust in digital transactions. The introduction of CBDCs is not about replacing current systems but expanding them. They can offer new options for consumers and businesses, reduce reliance on intermediaries, and enable faster, cheaper, and more transparent transactions. In regions with large unbanked populations, CBDCs could dramatically expand access to the formal economy. Still, challenges remain. Privacy concerns, technical readiness, and cross-border interoperability will all need to be addressed. But what is clear is that the idea of what constitutes “money” is being rewritten in real time. Data, trust, and the future of payments infrastructure Perhaps the most valuable by-product of digital payments is data. Each transaction provides insights into consumer behaviour, preferences, and spending patterns. This data is a key driver of value for banks, fintechs, and merchants alike — enabling better services, targeted offers, and operational efficiencies. Yet the growing volume and sensitivity of this data also raise new challenges. Privacy and cybersecurity are now top concerns for regulators, businesses, and consumers. In a recent industry survey, nearly half of respondents cited data protection as their number one issue looking ahead, well ahead of concerns like CBDCs or crypto assets. Behind the scenes, the payments infrastructure is also changing. Traditional card networks and payment processors face growing pressure from new entrants and domestic alternatives. In response, many are investing in cloud-based platforms, open banking, and instant payments. The adoption of international standards like ISO 20022 is helping enable faster, more reliable cross-border transactions — breaking down barriers that once slowed global commerce. Governments in some countries are going even further, viewing payments infrastructure as a strategic asset. National platforms like Brazil’s PIX, Turkey’s TROY, and Russia’s Mir are examples of homegrown systems designed to ensure sovereignty over domestic financial flows. In Africa and Asia, digital payment systems are expanding financial inclusion and offering millions access to services that were previously out of reach. A converging ecosystem Digital payments are no longer a standalone innovation — they sit at the crossroads of commerce, data, mobility, and financial policy. The coming years will see even greater convergence, as payments systems integrate with digital identity frameworks, AI-driven security tools, sustainable commerce platforms, and government-backed digital currencies. This convergence is happening at breakneck speed. The result will be a payments landscape that is faster, smarter, more inclusive, and more responsive to consumer needs — but also more complex and tightly regulated. Success in this future will depend on adaptability, innovation, and trust. As the definition of money itself evolves, so too will the systems that manage it. For businesses, policymakers, and consumers, understanding and shaping this future will be essential. The next chapter of digital payments is already being written — and it promises to be transformative. For more see: https://www.georgejamesconsulting.com/

What is the future of digital payment systems?

Digital payment systems are undergoing a profound transformation. The past decade has seen the gradual shift from cash to card, then from card to mobile, and now to something far broader — a fully integrated digital financial ecosystem. What began as a convenience has become an expectation, and as technology continues to evolve rapidly, the lines between payments, identity, mobility, data, and commerce are blurring. The convergence of mobile, artificial intelligence (AI), open banking, and even

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Putting mobile phone data to work for public policy Across many high-income countries, governments are struggling to modernise how they design and deliver policy, often constrained by legacy systems, fragmented data, and a lack of real-time insights. While elected leaders call for smarter, more efficient public services, the tools available to them frequently lag behind expectations. At the same time, mobile network operators have yet to fully explore the value of repurposing anonymised mobile phone data (MPD) to support evidence-based decision-making. Paradoxically, some of the most innovative examples of MPD use are emerging not in the wealthiest nations, but in lower-income countries where traditional data sources are limited. With global challenges intensifying—from climate shocks to health emergencies—governments increasingly require timely and location-specific data. When properly safeguarded and anonymised, mobile data offers significant potential to improve the way governments monitor change, plan responses, and deliver services. Understanding how people move and live Mobile data offers powerful insights into population movement, social patterns, and human proximity. These data include call detail records (CDRs), mobile app location data, and signals collected by telecom infrastructure. Though originally created for operational purposes, when aggregated and anonymised, these data can help governments understand population flows, detect behavioural trends, and respond to rapid changes. For example, during the COVID-19 pandemic, several governments used MPD to monitor compliance with public health measures, identify areas of high transmission risk, and evaluate the effectiveness of lockdowns. Beyond health, similar applications can support urban mobility planning, environmental monitoring, disaster preparedness, and economic development strategies. From emergency response to forward planning MPD is not only useful in crises. It can enhance national statistics and planning in countries with limited data infrastructure. In Haiti, for instance, where the most recent census data is from 2003, MPD has provided rapid and relevant insights during natural disasters, disease outbreaks, and infrastructure assessments. In such contexts, traditional surveys and censuses are often too slow, infrequent, or costly to offer timely guidance. Mobile data allows for real-time decision-making and helps answer essential policy questions such as how populations are changing, what is driving those changes, what is likely to happen next, and what impacts current policy decisions are having. This adaptability makes MPD a flexible and scalable asset across sectors. The privacy and security challenge Using MPD responsibly requires strong privacy protections, governance standards, and ethical safeguards. To gain and maintain public trust, data must be anonymised, stored securely, and used transparently. Policies must clearly define acceptable use cases, restrict access, and prevent data misuse. Many of the use cases emerging have shown that this is achievable and that the risks are manageable. To support ethical use, international institutions have developed standards, tools, and methodological guidance. The UN Committee of Experts on Big Data and Data Science for Official Statistics, for instance, has produced a series of guides that outline good practices for collecting, processing, and using MPD to complement traditional statistics. These guides highlight use cases in tourism, migration, transport, and disaster response—demonstrating how MPD can strengthen policy design and delivery. Building systems, not just pilots Although pilot projects and case studies illustrate the potential of MPD, many countries have not yet institutionalised its use. According to the World Development Report: Data for Better Lives 2021 , fewer than 20% of low- and middle-income countries have the capacity to use advanced data sources like MPD in policymaking. Most existing efforts are small in scale and lack long-term support. To move beyond pilots, governments must commit to mainstream adoption. This includes investing in data infrastructure, developing legal frameworks, building technical capacity, and forming strong partnerships with mobile operators. Collaborative efforts are required to unlock the full value of MPD and embed its use within national statistical and planning systems. The Global Data Facility, hosted by the World Bank, has been created to support this transition. It aims to help 30 countries by 2030 integrate MPD into their national data ecosystems. By combining funding, technical support, and cross-country learning, the Facility seeks to build sustainable systems that are equipped to deliver continuous, privacy-preserving insights. Examples driving global learning Practical examples show that MPD can be deployed rapidly to support decision-making in complex settings. In Haiti, MPD has been used to guide responses to epidemics, natural disasters, and population displacement. These applications have delivered timely insights that would not have been possible using conventional data sources alone. Around the world, governments are working with international institutions to build their capacity to use MPD effectively. Technical workshops, operational training, and data-sharing arrangements help countries understand the value of MPD and prepare their systems to handle it responsibly. Shared learning is essential to ensure that innovations can be adapted to different contexts and scaled in a sustainable way. The Global Data Facility supports this through country cohorts that bring together public agencies, telecom operators, regulators, and researchers. These collaborative groups work to develop legal, technical, and operational frameworks, enabling MPD to be used effectively across a range of policy areas. A call for strategic investment The gap between what is possible with MPD and what is currently being implemented remains wide. While the technology exists, many countries lack the financial, institutional, or legal frameworks to turn small-scale projects into sustained systems. Without strong incentives or short-term commercial returns, mobile operators are unlikely to prioritise MPD for public policy applications without government involvement. Strategic investment is needed to build long-term, integrated data ecosystems. The economic case is strong: studies suggest that every dollar invested in national data systems can generate returns of around thirty dollars, through better-targeted interventions and more efficient resource use. To fully realise the benefits, governments must treat MPD as a core component of their data strategies. That means updating legislation, securing stable funding, building partnerships, and strengthening public trust. It also means aligning MPD use with other emerging data sources, such as satellite imagery and administrative records, to provide a richer picture of social and economic change. Conclusion - shifting from potential to practice Mobile phone data holds immense potential to strengthen public decision-making. It provides fast, granular, and cost-effective insights into how societies move, grow, and change. Yet its use in government policy remains underdeveloped. Moving forward will require coordination across sectors, clear safeguards, and targeted investments in infrastructure and capacity. Countries that embrace MPD now will be better equipped to respond to future shocks, design smarter public services, and make better use of limited resources. Those that delay risk falling behind in a data-driven world. The tools are available. The challenge is to turn potential into practice—and make mobile data a trusted, routine part of the policymaker’s toolkit. See https://www.georgejamesconsulting.com/  for more. References Buckee, C., Balsari, S., Chan, J., Crosas, M., Dominici, F., Gasser, U., ... & Lazer, D. (2020). Aggregated mobility data could help fight COVID-19. Science , 368(6487), 145–146. https://doi.org/10.1126/science.abb8021 Flowminder Foundation. (2022). Using Mobile Phone Data for Development . Retrieved from https://www.flowminder.org United Nations Committee of Experts on Big Data and Data Science for Official Statistics. (2023). Methodological Guides on Mobile Phone Data for Official Statistics . Retrieved from https://unstats.un.org/bigdata/taskteams/mobilephone World Bank. (2021). World Development Report 2021: Data for Better Lives . Washington, DC: World Bank. https://www.worldbank.org/en/publication/wdr2021

How can mobile phone data be used for government policy development?

Across many high-income countries, governments are struggling to modernise how they design and deliver policy, often constrained by legacy systems, fragmented data, and a lack of real-time insights. While elected leaders call for smarter, more efficient public services, the tools available to them frequently lag behind expectations. At the same time, mobile network operators have yet to fully explore the value of repurposing anonymised mobile phone data (MPD) to support evidence-based decision-m

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The convergence of data, cloud and AI for large-scale transformation across government Governments across the world are under increasing pressure to modernise public services, deliver better outcomes with constrained budgets, and respond to crises with speed and precision. At the centre of these demands lies a potent force: data. Advances in data architecture, cloud computing, and artificial intelligence (AI) are ushering in a new era of digital transformation, with governments seeking ways to harness these capabilities for everything from pandemic response to social services management. One of the most prominent examples of this shift is the rise of large-scale data platforms that allow agencies to connect, analyse and act on information in real time. Palantir Technologies, a software company that began with defence contracts, is now playing a key role in shaping how the U.S. federal government handles data integration and decision-making. This article explores how technologies like Palantir’s are redefining public administration, what benefits they offer, and what concerns they raise—before looking at alternatives and concluding with implications for future government reform. The evolution of data in government Historically, government data systems have been fragmented and inflexible. Different agencies managed their own information independently, creating silos that made it difficult to coordinate services or make informed policy decisions. Attempts to modernise often fell short, hampered by outdated infrastructure, legacy contracts, and resistance to change. The shift in recent years has been driven by the convergence of several key factors: the explosion of digital records, the falling cost of cloud storage and processing power, and major advances in machine learning and data analytics. Together, these trends have opened the door to data environments that are both far more integrated and far more intelligent. Rather than simply storing information, modern platforms can actively interpret and evaluate data as it flows in. These systems can detect anomalies, recommend actions, and even automate routine tasks—changing the very nature of how policy is implemented and how frontline services are delivered. Palantir’s federal platform: a transformative case study Palantir Technologies has emerged as a leader in this space, providing powerful software platforms that enable public agencies to extract insights from complex, disparate data. Initially developed to support military operations and counter terrorism efforts, the company’s tools are now widely used in civil government. In the United States, Palantir has secured a major contract to create a centralised data platform for the federal government. This initiative brings together information from a broad range of sources—including tax records, immigration files, and health data—into one integrated system. At the heart of this platform is Palantir’s Gotham software, which goes far beyond the traditional role of a database. Gotham enables real-time analysis, pattern detection, and predictive modelling. These capabilities allow federal agencies to identify potential fraud, assess risk factors, and allocate resources more effectively. This isn’t merely about efficiency. The scale and scope of the system being built have prompted comparisons to an “intelligence layer” that could influence decisions across welfare, law enforcement, public health, and more. While the promise of such a system is enormous—particularly in terms of preventing harm and reducing waste—it also raises significant ethical and practical questions. Concerns around privacy and accountability As governments expand their use of AI and integrated data systems, concerns over privacy, civil liberties and democratic oversight have grown. Critics argue that platforms like Palantir’s carry the risk of evolving into surveillance infrastructure, where vast amounts of personal data are interpreted and acted upon without sufficient transparency or recourse. In Palantir’s case, the use of AI to make behavioural judgments or assess “risk” has drawn scrutiny. Who determines the thresholds for suspicion? What happens if the algorithm is wrong? How are biases managed in the data or in the models that analyse it? Privacy advocates have expressed particular unease about the merging of previously separate databases, warning that it could create a detailed picture of individuals’ lives that no single agency could have assembled on its own. There are also broader concerns about the concentration of control—when one firm holds the technical and operational keys to such a powerful system, how much say does the public truly retain? These are not hypothetical worries. The use of Palantir software in immigration enforcement, for example, has already drawn criticism for facilitating the tracking and deportation of undocumented migrants in the US. As the platform is deployed more widely within civil agencies, these questions are only likely to become more urgent. Beyond Palantir: emerging alternatives While Palantir is perhaps the most high-profile example of government data integration, it is by no means the only option. A number of other companies and initiatives are offering powerful tools to help governments manage data more intelligently and ethically. One alternative comes from open-source platforms, such as those built on Apache Spark or the Elastic Stack. These frameworks offer high levels of customisation and allow governments to retain more control over their data environments. Used with appropriate safeguards, they can provide many of the same analytical functions as commercial software—at lower cost and with potentially greater transparency. Cloud providers such as Microsoft, Google and Amazon Web Services also offer robust data platforms tailored to public sector needs. These include privacy-focused data lakes, machine learning services, and visualisation tools that can be adapted to a wide range of contexts. In some jurisdictions, governments have chosen to build their own integrated platforms using these cloud components, reducing reliance on single vendors. Additionally, regional and local governments have increasingly turned to modular platforms that allow for incremental change. Rather than building a monolithic system, these solutions let agencies trial new tools in specific areas—such as predictive maintenance for infrastructure or fraud detection in benefits programmes—before expanding system-wide. Another noteworthy model is the development of “data trusts” and independent oversight mechanisms. These frameworks aim to ensure that sensitive data is used in ways that respect public expectations and maintain accountability, regardless of the technology involved. Conclusion - towards an intelligent data driven public sector The emergence of large-scale data platforms marks a watershed moment for government digital transformation. With the right technology, public institutions can dramatically improve service delivery, respond more effectively to crises, and craft policies that are grounded in real-world evidence. Palantir’s involvement with the U.S. government underscores both the potential and the complexity of this transformation. Its platforms demonstrate how integrated analytics and AI can rewire the way governments function. At the same time, the scale and centralisation of such efforts demand a careful balance between innovation and oversight. Alternatives to Palantir show that there are multiple pathways forward—some more open, modular, and decentralised than others. Ultimately, the challenge is not just technical; it is institutional. Governments must build the internal capacity to manage complex data systems, engage the public about how their information is used, and establish governance frameworks that ensure ethical and accountable use. If handled responsibly, these new tools offer governments a chance to break free from outdated models and build a public sector that is smarter, faster and more in tune with the needs of the people it serves. But that promise can only be realised if the transformation is as thoughtful as it is powerful. See https://www.georgejamesconsulting.com/  for more.

How can advances in data, cloud computing, and AI enable a new era of government digital transformation?

How can advances in data, cloud computing, and AI enable a new era of government digital transformation?At the centre of the opportunity is the convergence of: data. Advances in data architecture, cloud computing, and artificial intelligence (AI) and this is ushering in a new era of digital transformation, with governments seeking ways to harness these capabilities for everything from pandemic response to social services management.

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Are electric vertical take off and landing (eVTOL) aircraft about to break into the mainstream? Is mobility is on the cusp of a sustainable aviation transformation? For decades, aviation has largely been the domain of airports, long-haul routes, and tightly controlled airspaces. Now, with the emergence of electric vertical take-off and landing (eVTOL) aircraft, a new chapter is beginning—one that reimagines how people and goods move through the skies above cities and regions. While still in the development phase, eVTOLs are being seen as a promising solution to congestion, emissions, and outdated transport systems. This article explores what eVTOLs are, the scale and scope of the opportunity they present, and the practical and technological challenges that will shape their future adoption. What are eVTOL aircraft? eVTOL aircraft are a category of airborne vehicles designed to take off and land vertically using electric propulsion systems. Unlike traditional helicopters that rely on fuel-based engines and generate considerable noise, eVTOLs operate with electric motors powered by batteries or hybrid systems. Their design allows for vertical lift, hovering, and horizontal flight, making them uniquely suited for densely populated urban settings. These aircraft typically use multiple rotors or propellers, either in fixed or tilting configurations, to achieve lift and movement. Onboard computer systems manage stability, navigation, and safety features. Depending on the configuration, some eVTOLs may be piloted, remotely controlled, or fully autonomous. While their appearance may resemble scaled-down aircraft or drones, eVTOLs represent a distinct shift in aerospace engineering, combining elements of aviation, electrification, and automation. This makes them fundamentally different from traditional aircraft, with unique advantages in efficiency, emissions, and operational flexibility. The opportunity: sustainable, responsive air mobility The promise of eVTOLs extends well beyond the novelty of personal flying machines. Their most compelling value lies in their potential to reshape transport networks, particularly in congested and underserved regions. 1. Urban and regional transport revolution eVTOLs could drastically shorten travel times by bypassing gridlocked roads and transporting passengers directly from point to point. In major cities, this means cutting hours-long commutes down to minutes. For outlying suburbs and rural areas, it provides a fast, direct link to urban centres without the need for expensive and disruptive ground infrastructure. Because they can land and take off in compact spaces, including rooftops or specially designated platforms (often called 'vertiports'), eVTOLs reduce the need for traditional runways or large terminals. This opens up new mobility options, especially in places where building additional roads or railways is neither feasible nor environmentally sound. 2. Lower emissions and quieter operation As the transport sector seeks alternatives to carbon-intensive modes of travel, eVTOLs offer a cleaner option. When powered by renewable electricity, they produce no direct emissions and help reduce overall carbon footprints. Even when using grid electricity from mixed sources, their environmental impact is significantly lower than combustion-engine vehicles and helicopters. Moreover, their electric propulsion systems are much quieter than conventional aircraft, which is crucial for gaining public acceptance in residential and urban areas. This makes eVTOLs ideal for frequent operations close to where people live and work. 3. New business models and industries The rise of eVTOLs could create an entirely new segment in the transport industry, encompassing aircraft manufacturing, software development, vertiport infrastructure, flight operations, air traffic management, and maintenance services. With regulatory momentum building and investment growing, the economic potential is becoming substantial. There is also scope for integration with other technologies—such as autonomous systems, artificial intelligence, and digital twins—allowing for efficient scheduling, smart maintenance, and seamless multimodal journeys. 4. Enhanced emergency response and logistics Beyond passenger transport, eVTOLs offer new options for emergency services and logistics. Whether delivering medical supplies, transporting patients, or reaching remote locations in times of crisis, their speed, flexibility, and minimal infrastructure requirements could prove game-changing. The challenges: infrastructure, regulation, and readiness Despite their promise, eVTOLs face significant hurdles before they can enter everyday use. These challenges are not insurmountable but will require deliberate coordination, technological maturity, and societal readiness. 1. Battery limitations and range Current battery technologies limit eVTOL range and payload. While ongoing improvements in energy density and battery safety are promising, early models are likely to offer limited flight distances—perhaps suitable for short urban or regional hops but not yet comparable to conventional helicopters or fixed-wing aircraft. Battery weight, charging times, and lifespan are also major factors influencing the commercial viability and scalability of eVTOL fleets. Greater progress in lightweight, energy-dense battery systems will be essential for expanding use cases. 2. Infrastructure development For eVTOLs to function at scale, they require more than just the aircraft. Vertiports must be constructed across cities and regions, integrated into existing transport systems, and outfitted with charging capabilities and passenger handling facilities. The layout of these sites, their accessibility, and their regulatory approvals all involve substantial planning and coordination across multiple levels of government and the private sector. Importantly, eVTOL operations will also need robust digital infrastructure for scheduling, safety monitoring, and integration with air traffic control. 3. Regulatory and safety frameworks While aviation authorities are progressing towards new standards for advanced air mobility, certification processes are still evolving. Aircraft design, pilot licensing, maintenance protocols, and airspace usage all need careful regulation to ensure safety and public confidence. Questions around pilot training, autonomous flight, collision avoidance, and cyber-security are especially relevant in this context. Public perception will play a major role in determining the pace of adoption—any incident or failure in early stages could set the sector back significantly. 4. Cost and accessibility In their early years, eVTOLs will likely be expensive to build, operate, and maintain. Until the sector reaches greater maturity and benefits from economies of scale, access may be limited to premium users or high-priority services. As with electric cars, costs are expected to decline over time—but affordability will remain a key issue in the short to medium term. Efforts must also focus on ensuring that this new mode of transport complements rather than competes with existing mobility systems, especially public transport. Without careful planning, eVTOLs risk becoming an exclusive service for the few, rather than a broadly accessible mobility tool. Conclusion Electric vertical take-off and landing aircraft represent one of the most exciting frontiers in modern transport. Their potential to transform urban mobility, reduce environmental impacts, and create new economic opportunities is vast. Yet realising this potential will require more than just technical innovation. It will demand foresight, regulatory clarity, public engagement, and sustained investment. The coming decade is likely to be a proving ground for eVTOL technology. As development continues, the challenge for governments, industry, and communities will be to move forward in a way that is safe, inclusive, and strategically aligned. If done well, eVTOLs could mark the beginning of a more connected, sustainable, and efficient era of flight. This is one to watch... See https://www.georgejamesconsulting.com/  for more.

What is the emerging opportunity of eVTOLs - the next era of aviation

Is mobility is on the cusp of a sustainable aviation transformation?



For decades, aviation has largely been the domain of airports, long-haul routes, and tightly controlled airspaces. Now, with the emergence of electric vertical take-off and landing (eVTOL) aircraft, a new chapter is beginning—one that reimagines how people and goods move through the skies above cities and regions. While still in the development phase, eVTOLs are being seen as a promising solution to congestion, emissions, a

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Confronting climate realities with greening urban design Brisbane’s subtropical climate is one of its defining features, shaping its identity and lifestyle. However, the city is increasingly vulnerable to the effects of climate change, particularly prolonged periods of extreme heat. The central business district (CBD), dominated by hard surfaces and dense development, amplifies urban heat island effects, reducing comfort, walkability, and public amenity. As temperatures rise, there is growing recognition that Brisbane must embrace a new approach to urban design—one that integrates vegetation and climate-responsive features across all facets of the built environment. A subtropical urban canopy is no longer a luxury; it is a necessary adaptation strategy to ensure that the city remains liveable, attractive, and economically resilient. Prioritising urban greening in the CBD The city’s core is currently underperforming in terms of vegetation cover and shade. Footpaths, plazas, and civic areas often lack adequate tree canopy, making them uncomfortable and sometimes unsafe during peak summer conditions. Retrofitting these spaces with green infrastructure—trees, planter beds, vertical gardens, and green roofs—must become a priority for council and developers alike. Urban greening initiatives in the CBD can: Lower ambient temperatures and reduce energy costs Improve stormwater management and air quality Support biodiversity in high-density areas Enhance the overall experience of city users—residents, workers, and visitors alike A comprehensive strategy that integrates natural systems into the heart of the city will deliver long-term returns in both environmental and economic terms. Rooftop gardens and vertical greening: building upwards with nature Cities around the world are harnessing under utilised spaces, particularly rooftops and building façades, to expand their urban greenery. Brisbane has significant potential to follow suit. Rooftop gardens  offer a practical and visually appealing solution for dense urban areas. These spaces act as natural insulators, reducing the energy required to cool buildings and supporting stormwater retention. They also provide valuable habitat for urban flora and fauna. Beyond environmental benefits, rooftop gardens can be designed as recreational or communal spaces—adding liveability and value to both commercial and residential developments. Vertical greening —including green walls, living façades, and vertical farming—provides additional opportunities to introduce vegetation into constrained urban settings. These systems can: Contribute to thermal regulation Reduce noise and air pollution Increase building energy efficiency Offer localised food production in some cases (e.g., vertical agriculture) Incorporating vertical greening as a standard element of design, especially for high-rise developments in the CBD, would signal Brisbane’s commitment to sustainable, climate-conscious growth. Shade structures: bridging the comfort gap Although Brisbane has ambitious objectives in its “Walkable Brisbane” strategy, current infrastructure does not adequately support pedestrian comfort during warmer months. Key pedestrian corridors and public transport interchanges are exposed, limiting usage and decreasing accessibility for vulnerable groups. Investment in well-designed shade structures—particularly on bridges, walkways, and civic plazas—should be accelerated. Projects such as the proposed shading of Victoria Bridge must be prioritised and insulated from future budgetary cuts. Shade provision is not merely a matter of amenity; it is central to safety, health, and the functionality of the active transport network. Shade structures can also serve as architectural features, enhancing Brisbane’s visual identity and encouraging foot traffic in the CBD. Functional awnings and public realm standards Awnings are a common feature in Brisbane’s commercial architecture, yet many are constructed from transparent or heat-trapping materials such as glass or acrylic. These materials provide minimal thermal protection and may exacerbate heat exposure at street level. Regulatory reforms should encourage, or where appropriate require, the use of opaque, heat-reflective materials in new awning construction. In parallel, public realm design guidelines should prioritise deep overhangs, recessed entries, and integrated shade landscaping to create a more comfortable pedestrian environment throughout the year. Community gardens and local greening initiatives At the neighbourhood level, community gardens play a crucial role in fostering social connection and supporting urban resilience. These spaces offer residents the opportunity to participate in greening efforts, grow food, and share knowledge. In doing so, they support not only environmental objectives but also community well-being and cohesion. Integrating community-managed green spaces into the CBD and surrounding suburbs would support broader public participation in Brisbane’s sustainability goals. Such initiatives could be modelled on successful international examples—such as Bangkok’s Bang Kachao, a peri-urban green space near the Thai capital that combines small-scale agriculture, cycling infrastructure, and environmental education in a cohesive urban conservation effort. Green building design and sustainable construction Brisbane’s development pipeline must align with sustainability and climate adaptation goals. Incorporating green building features—including solar panels, passive ventilation, recycled construction materials, and green roofs or walls—should become the norm rather than the exception. New buildings should meet stringent environmental performance standards, and existing assets should be retrofitted where feasible. Developers, planners, and architects all have a role to play in ensuring Brisbane’s skyline evolves in a way that supports liveability and ecological resilience. Integrated strategies: towards a subtropical urban future Creating a subtropical urban canopy is not simply about planting more trees—it requires an integrated suite of policies, planning mechanisms, and funding priorities. To advance this vision, Brisbane should adopt the following strategic actions: Mandate green infrastructure in all new developments : Include requirements for rooftop gardens, vertical greening, and deep planting zones in the city plan. Retrofit public spaces and pedestrian corridors : Expand street tree planting, introduce shade structures, and install landscaped medians or bioswales where possible. Review and strengthen design standards for shading : Ensure awnings, bus stops, and walkways use materials and forms that provide genuine solar protection. Support community-led greening projects : Provide grants and in-kind support for community gardens, school-based planting initiatives, and urban agriculture pilots. Embed sustainability in building approvals : Encourage or require the use of green walls, energy-efficient design, and stormwater management systems in new developments. Conclusion: leadership through climate-responsive design Brisbane has the opportunity to lead by example—creating a CBD that is both economically competitive and environmentally responsive. By embedding greenery and climate-sensitive design into its urban core, the city can enhance liveability, attract investment, and better safeguard residents against extreme heat. A coordinated effort, supported by policy, community engagement, and cross-sector collaboration, can transform Brisbane from a city of concrete corridors into one that celebrates its subtropical setting—lush, shaded, vibrant, and future-ready. See https://www.georgejamesconsulting.com/  for more.

Why Brisbane needs to accelerate urban greening initiatives

Brisbane’s subtropical climate is one of its defining features, shaping its identity and lifestyle. However, the city is increasingly vulnerable to the effects of climate change, particularly prolonged periods of extreme heat. The central business district (CBD), dominated by hard surfaces and dense development, amplifies urban heat island effects, reducing comfort, walkability, and public amenity.



As temperatures rise, there is growing recognition that Brisbane must embrace a new approach to

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A new wave of Gulf support for Egypt Egypt’s economy has long relied on international support during times of stress. But in 2024 and 2025, the scale and form of that support shifted dramatically. Gulf states—especially the United Arab Emirates (UAE) and Saudi Arabia—have stepped forward not just with loans or aid, but with large, strategic investments. This new approach blends economic opportunity with geopolitical influence. It comes as Egypt faces one of its most serious financial challenges in decades, with rising debt, inflation, and pressure on its currency. Gulf capital is now a key part of Egypt’s effort to rebuild confidence, attract private investment, and reset its long-term growth path. This article offers an overview of these developments, focusing on the scale of Gulf investment, the types of projects involved, and how they are linked to wider reforms and economic goals. The Ras El Hekma deal: a turning point for Egypt’s finances In February 2024, the UAE announced a record-setting $35 billion investment in Egypt. This became the country’s largest foreign direct investment agreement to date and marked a turning point for its financial outlook. The deal was centred on the rights to develop Ras El Hekma, a coastal peninsula west of Alexandria. It included: $24 billion in fresh foreign exchange for Egypt Conversion of $11 billion in UAE central bank deposits into Egyptian pounds A long-term development plan for a new tourist city with an airport, resorts, residential areas, and business zones Work on the Ras El Hekma project is due to begin in 2025. In time, it is expected to attract as much as $150 billion in wider investment and generate employment and revenues for both Egypt and the UAE’s ADQ fund, the deal’s lead investor. This injection of foreign currency provided a timely boost to Egypt’s reserves and public finances. It also gave the government enough confidence to liberalise the pound in March 2024, letting the currency float freely for the first time in years. Unlocking reforms, unlocking support Following the currency reform and Ras El Hekma deal, the International Monetary Fund (IMF) resumed its Extended Fund Facility agreement with Egypt, expanding the programme from $3 billion to $8 billion. Additional support followed from other multilateral institutions, including: $8 billion from the European Union $6 billion from the World Bank Egypt’s primary fiscal surplus for the year ending June 2025 rose to $18 billion, or about 6% of GDP. Inflation began to decline steadily, reaching 26% in July 2025, down from much higher levels earlier in the year. Foreign exchange reserves hit a record $46 billion, up by nearly one-third since February. These improvements signalled renewed confidence in Egypt’s ability to stabilise its economy and attract private capital. The UAE interest beyond Ras El Hekma The UAE had already been an active investor in Egypt before the Ras El Hekma announcement. In 2023, Abu Dhabi’s ADQ committed $800 million to acquire stakes in three Egyptian industrial companies. Another UAE investment group bought a $625 million share in Eastern Tobacco. Although discussions also took place with Qatar and Saudi Arabia at the time, those deals did not close—partly due to expectations of an upcoming devaluation, which investors believed would affect asset pricing. The February 2024 agreement changed the tone of Egypt’s investment climate. The scale of UAE involvement demonstrated a strategic commitment and provided confidence to other partners. It also gave the government space to press ahead with deeper economic reforms. Saudi Arabia returns with $5 billion commitment In early 2025, Egypt’s cabinet confirmed that Saudi Arabia would invest $5 billion into its economy. While not as large as the UAE’s commitment, it was a significant gesture—particularly since economic ties between Cairo and Riyadh had slowed after 2022, when Saudi Arabia shifted away from unconditional financial support. The new investment, led by Saudi Arabia’s Public Investment Fund (PIF), is described as a “first stage”. Specific projects are yet to be confirmed, but the funds will support agreed areas of development. This move aligns with Saudi Arabia’s efforts to diversify its economy and build stronger commercial ties across the region. Some observers view this as part of a broader economic rivalry with the UAE, particularly around Red Sea development and regional influence. As Saudi Arabia pushes ahead with its NEOM project on its own Red Sea coast, investing in Egypt’s neighbouring shores may form part of a strategic balancing effort. Widening scope: Gulf involvement in Egyptian infrastructure Gulf-backed investment in Egypt is not limited to tourism and real estate. The UAE’s AD Ports Group recently signed a long-term agreement to develop the KEZAD East Port Said Industrial and Logistics Zone. The 50-year renewable contract covers a 20 km² area near the Suez Canal, with $120 million allocated in its first phase. This deal expands on the UAE’s existing presence in Egypt’s port infrastructure. For example: DP World owns 90% of Ain Sokhna Port The UAE holds significant stakes in Alexandria Port and Suez Canal Authority projects The strategic importance of these investments is clear. Egypt’s ports sit at the crossroads of Europe, Africa, and Asia, and control of key logistics hubs carries both economic and geopolitical value. Reforming Egypt’s investment approach Egypt has made clear its intention to encourage private sector involvement. It has set a cap on public investment spending—EGP 1 trillion ($20 billion)—to make more room for private capital in future budgets. In the 2025–2026 fiscal year, the government expects a record EGP 3.5 trillion ($72 billion) in total investment: Private sector to contribute EGP 1.94 trillion ($40 billion), or 63% Public sector to contribute EGP 1.56 trillion ($32 billion), or 37% This is a shift from previous years, when public investment dominated. Government policies, including reforms supported by the IMF, have encouraged more local and foreign firms to step in. According to Planning Minister Rania Al-Mashat, credit to the private sector has already increased in early 2025. Although public investment still grew by 6.3% in 2023–2024, it remained below the new ceiling—signalling that the shift is intentional and supported at the highest levels. A new era of investment and partnership The past two years have seen a major rebalancing of Egypt’s investment landscape. Gulf countries, led by the UAE and Saudi Arabia, are now among the most active players in Egypt’s economic future. These new partnerships go beyond short-term support and reflect long-term strategic thinking. At the same time, Egypt is using this momentum to advance economic reforms, restore market confidence, and create space for private enterprise. The scale of recent deals—such as Ras El Hekma—shows how foreign investment can be a catalyst for broader change, if supported by consistent policy and planning. While the challenges ahead are still significant, Egypt’s new investment partnerships suggest that the country is finding new ways to navigate global pressures, regional competition, and its own development goals. For more in-depth reporting on global investment, infrastructure, and economic reform, subscribe to GJC Insights .

Gulf investment in Egypt: reshaping partnerships, reform, and economic ambition

A new wave of Gulf support for Egypt



Egypt’s economy has long relied on international support during times of stress. But in 2024 and 2025, the scale and form of that support shifted dramatically. Gulf states—especially the United Arab Emirates (UAE) and Saudi Arabia—have stepped forward not just with loans or aid, but with large, strategic investments.



This new approach blends economic opportunity with geopolitical influence. It comes as Egypt faces one of its most serious financial chall

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Citizens deserve better Let’s be honest. Governments have not been as proactive or deliberate as they should have been when it comes to modernising their technology. While industries across the board have made major advances, the public sector has often lagged behind. Systems are outdated. Data sits in silos. Many services are slow, difficult to use, or simply fail to meet people’s expectations. Citizens expect better. And they should. The technology exists today to make government more helpful, more responsive, and more efficient. So why are so many agencies still stuck using decades-old systems that are costly to maintain and hard to improve? It’s time to ask the hard question: is now the moment for the public service to leap forward and fully embrace a modern technology stack? The current state: slow, siloed and stuck Across the public sector, too many systems are built for yesterday. Software is often specific to one agency. Applications tend to be large, hard to change, and rarely talk to each other. Critical updates can take months or even years. This means new services take too long to build and citizens are left frustrated. A few key problems keep coming up: Old infrastructure : Many systems still run on physical servers or fixed virtual machines. These setups are hard to scale and expensive to run. They’re built for peak demand, which means a lot of computing power sits unused most of the time. Lack of shared tools : Most governments don’t have common digital building blocks like reusable digital ID, payments systems, or data-sharing platforms. This forces every agency to build things from scratch or find complicated workarounds. Limited openness : Few public service systems are built using open-source code or published standards. That makes it hard to innovate, hard to audit, and harder still to work across agencies or borders. Policy not made for machines : Most laws, rules and entitlements are still written for humans to read, not machines to process. This means they can't be turned into code that enables faster, more transparent decisions. Together, these issues mean higher costs, slower delivery, and services that don’t reflect how people live their lives. Leapfrogging to smarter, faster government But here’s the good news: public services can skip the slow, painful transition and jump ahead. By shifting to a modern technology stack, governments can unlock faster service design, more resilient infrastructure, and systems that are built for today—and tomorrow. A modern “stack” means using reusable building blocks: digital identity, messaging, payments, data platforms, and common user interfaces. These pieces run in the cloud and are designed to work across agencies. They strip out complexity, save time, and reduce costs. Even better, many of these tools are already being developed as digital public goods. They’re open, standardised, and built to be shared across countries. Governments don’t need to invent everything from scratch—they can collaborate and customise as needed. This isn’t just about keeping up with the private sector. It’s about making digital government work better for everyone. Ready for the AI era What’s coming next is even more important. New tools powered by AI—especially what’s known as “agentic AI”—will soon be capable of carrying out complex tasks on behalf of users. But these agents can’t do much unless the underlying government systems are ready to support them. That means building a stack that is smart, secure, and adaptable. Imagine systems where: Digital agents know who they are, who they’re working for, and what they’re allowed to do. Payments can happen automatically, based on clear rules and verified outcomes. Citizens and businesses interact with government through voice, chat, or apps—without having to know which agency does what. Rules and laws are written in a format that both humans and machines can understand, update and enforce. Data can be shared safely and responsibly across agencies, without breaching trust. This is what a future-ready government stack should look like: one that supports fast, smart and trustworthy services. What the future stack should include Let’s paint a clearer picture of what a modern public service technology stack might look like in practice. It would include the following layers and components: Cloud-native infrastructure : Systems should be elastic, efficient and affordable. Governments don’t need to own every server—they just need strong service agreements and the ability to scale up or down quickly. Shared digital tools : These include universal digital ID, secure messaging, open payment systems, and common registers. These tools should be open-source or co-developed with trusted partners to reduce duplication and increase speed. Smart data platforms : Governments need a clear, secure way to collect, catalogue, and access data. That includes protections for privacy and tools that allow learning from data without exposing sensitive information. Simulation environments : Before making big policy changes or technology updates, governments need safe spaces to test ideas. These ‘digital twins’ can help prevent errors and build public confidence. Programmable rules and payments : Entitlements, laws and subsidies should be built into code. This means decisions can be made quickly and automatically—with full audit trails and options for review. AI-ready identity and authorisation : Both humans and machines should have verifiable credentials. That way, agents can act only within their limits—and every action can be traced back to someone or something accountable. Unified user experience : Whether it’s via chat, voice, or apps, users should not have to figure out how government is structured. The system should meet them where they are—on their devices, in their language, with accessibility built in. Governance and transparency tools : Every decision made by an agent should be explainable. Citizens and auditors should be able to see what happened, why, and how to challenge it if needed. Getting governance right Perhaps the most important part of this new stack is the governance layer. This is where public control, trust and accountability live. Even in a world of fast-moving technology, governments must remain in charge of the rules. That means defining which agents can act, under what authority, and with what oversight. It also means having tools in place to stop or reverse actions when something goes wrong. Governments should embrace shared standards and open tools—but they must not give up control of how decisions are made or enforced. This is about building public trust, not just public systems. The moment for bold action We’re at a crossroads. Public service can either continue down the path of patching up outdated systems—or it can take a bold leap forward and build the foundations for modern, responsive, people-first services. This isn’t just about technology. It’s about dignity, fairness, and making sure every citizen gets the services they need without confusion, delay or frustration. It’s about moving from slow, scattered systems to something smart, joined-up and built for the real world. Citizens deserve a public service that works like the best parts of the modern world: simple, fast, and effective. We already have the tools and knowledge to make this happen. What we need now is the will—and the urgency—to act. The future won’t wait. It’s time to build the public service our communities deserve. Let’s not settle for catching up. Let’s leap ahead. See https://www.georgejamesconsulting.com/  for more.

...its time for the Public Service to shift to a modern tech stack

Citizens deserve better. Let’s be honest. Governments have not been as proactive or deliberate as they should have been when it comes to modernising their technology. While industries across the board have made major advances, the public sector has often lagged behind. Systems are outdated. Data sits in silos. Many services are slow, difficult to use, or simply fail to meet people’s expectations. Citizens expect better. And they should. The technology exists today to make government more he

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Thailand and the China effect: navigating an uncertain economic future Thailand’s economic trajectory, once buoyed by strong regional linkages and a thriving tourism sector, is increasingly being shaped by the evolving situation in China. In the past decade, China has emerged not only as Thailand’s largest trading partner but also as a primary source of investment, tourism, and even migrant labour. However, with China now facing significant economic headwinds—including a real estate crisis, weakening consumer confidence, and tightening capital controls—Thailand is beginning to feel the pressure. Rather than a short-term bump, the ripple effects from China’s slowdown appear to be reshaping Thailand’s medium- to long-term economic outlook. While many of the region’s economies are struggling with global trade uncertainties and a deceleration in domestic consumption, Thailand is uniquely exposed to fluctuations in Chinese activity. From declining Chinese tourist arrivals to surging investment in controversial grey-market businesses, the once-comfortable economic interdependence between the two nations is entering a new, unpredictable phase. Tourism from China: from backbone to burden Perhaps no other sector illustrates the dramatic shift in fortunes more clearly than tourism. Chinese visitors once represented the largest share of Thailand’s inbound travellers, often accounting for nearly a third of international arrivals. But as of early 2025, those numbers are fading. In the first quarter of the year, only 1.3 million Chinese tourists visited Thailand—a sharp 24% decline from the same period in 2024. This downturn is more than a temporary dip. A mixture of geopolitical tensions, safety concerns, and domestic instability have made Thailand a less attractive destination for Chinese travellers. Incidents such as the collapse of a construction site in Bangkok and rising concerns along the Myanmar border have damaged Thailand’s image among Chinese tourists. Furthermore, the crackdown on call centre scams involving Chinese nationals has added to a growing perception of instability. Thailand’s response has been to shift from focusing on sheer volume to pursuing "high-value tourism." This shift, while pragmatic, comes with its own risks. Relying on fewer but higher-spending tourists may prove challenging if outbound travel from China continues to contract due to economic pressure at home. Thai authorities have already downgraded their international tourism revenue target from THB 2.3 trillion to THB 2 trillion for 2025, citing these very concerns. Chinese investment: a double-edged sword In contrast to the tourism decline, Thailand is witnessing an influx of Chinese investment, particularly in the real estate and retail sectors. With weakening economic prospects at home, many Chinese investors are looking outward, and Thailand has become a favoured destination for both personal relocation and business expansion. This trend is visible in the Thai real estate market, where demand from Chinese buyers has led to rising activity in both condominiums and low-rise housing developments. Chinese developers and contractors are bringing in their own expertise, construction techniques, and often, their own materials. This has led to an increase in the use of Chinese-sourced products in construction, furnishing, and decoration, further tightening the economic ties between the two nations. However, not all reactions to this influx have been positive. Concerns have been raised in parliament regarding the growth of so-called “grey businesses”—enterprises that operate legally but stretch or exploit regulatory loopholes. Many of these ventures reportedly hire exclusively Chinese workers, bypassing local labour entirely and thereby raising questions about fair competition, regulatory compliance, and long-term sustainability. While Chinese investment can bring innovation and capital, the surge also highlights the need for stronger governance to prevent adverse effects on domestic businesses. Labour dynamics and illegal migration Alongside this wave of investment is the increasing presence of Chinese nationals in Thailand’s informal labour market. Official figures suggest that around 9,000 Chinese citizens are working in various Thai provinces, although the real number is likely far higher. In areas such as Rayong and Chonburi, estimates place the number of Chinese workers between 15,000 and 16,000. These individuals are often employed in sectors reserved for Thai citizens, such as construction, transportation, and small-scale retail. The visa-free entry policy between China and Thailand has been cited as a major driver of this trend, facilitating easier entry for those seeking work but not always complying with labour regulations. Thai business owners and local officials have expressed growing unease over the rise of foreign-controlled enterprises that fail to integrate or invest in local communities. In some cases, Chinese-operated businesses are reported to prioritise Chinese-speaking employees, operate under unregistered names, and maintain close networks that exclude local involvement. This has put pressure on Thai small and medium-sized enterprises (SMEs), especially in the hospitality and food sectors, where competition from Chinese investors is growing rapidly. Changing dynamics in trade Trade between Thailand and China has traditionally been a cornerstone of their bilateral relationship. China is Thailand’s largest trading partner, and a significant share of Thai exports—from agricultural products to electronic components—are destined for Chinese markets. In April 2025, the Ministry of Commerce’s Trade Policy and Strategy Office (TPSO) reported that Thailand’s imports from China reached a monthly high of $8.82 billion, while exports to China reached $3.55 billion, a 3.2% increase year-on-year. The resulting monthly trade deficit stood at $5.27 billion. Thailand's imports were led by strong growth in machinery and electronics. Electrical machinery topped the list at $1.67 billion, more than doubling from last year. General machinery rose to $848 million, while imports of computers and parts reached $507 million. Home appliances also grew to $659 million. The only major category to fall was chemicals, down 11% to $497 million. China’s economic deceleration may be starting to alter this dynamic with Chinese manufacturing output slowing and domestic consumption falling, Thai exports to China have started to plateau or even contract in certain categories. Meanwhile, Chinese exports to Thailand remain strong, leading to an increasingly unbalanced trade relationship. The risk here is that Thailand may become more of a passive consumer in the bilateral trade equation, importing lower-cost Chinese goods while struggling to find buyers for its own exports. This imbalance is compounded by global trade tensions, particularly those involving China and the United States. As Chinese firms face export barriers in Western markets, they are redirecting goods to neighbouring economies, including Thailand. While this can result in lower prices for Thai consumers, it can also crowd out domestic producers who cannot compete with China’s scale and cost advantages. Economic migration of Chinese businesses Beyond traditional investment, a new form of economic migration is taking place. Many small and medium-sized Chinese businesses, particularly in the food and retail sectors, are relocating to Thailand in search of stability and market access. In 2024 alone, over 8,000 new Chinese restaurants opened in Thailand, reflecting a nearly 60% increase in Chinese involvement in the food industry. This influx is partly driven by a crisis in China’s domestic food and beverage market, where over three million restaurants closed in the past year. Faced with shrinking demand and rising costs at home, Chinese entrepreneurs are now setting up shop in Thai cities, often using family networks and pooled resources to establish operations quickly. While this might contribute to local economic activity in the short term, the longer-term picture is less clear. Thai restaurant owners and other SMEs have found themselves squeezed out of the market, unable to match the scale, pricing, or staffing models of their new competitors. Data suggests that despite the opening of more than 100,000 restaurants in 2024, around half of them closed within the first six months—pointing to a high rate of business turnover and instability. Conclusion Thailand’s relationship with China remains complex and multilayered. On the one hand, China’s slowdown is hurting key sectors like tourism and trade. On the other, it is also fuelling waves of investment and migration that are reshaping Thailand’s economy in new and unpredictable ways. The outcome of this transformation will depend largely on how well Thai institutions manage these shifting currents, ensuring that growth remains inclusive, sustainable, and anchored in national priorities. In the medium to long term, Thailand will need to continue navigating the tension between opportunity and over dependence. As China looks increasingly inward to address its own economic difficulties, Thailand must come to terms with the new reality of its regional economic environment. See https://www.georgejamesconsulting.com/  for more. This article is general in nature and should not be regarded as investment advice. Readers are encouraged to conduct their own research and seek tailored advice from a licensed financial adviser. ประเทศจีนมีผลกระทบต่อเศรษฐกิจของไทยอย่างไร?

What impact is China having on Thailand's economy?

Thailand’s economic trajectory, once buoyed by strong regional linkages and a thriving tourism sector, is increasingly being shaped by the evolving situation in China. In the past decade, China has emerged not only as Thailand’s largest trading partner but also as a primary source of investment, tourism, and even migrant labour. However, with China now facing significant economic headwinds—including a real estate crisis, weakening consumer confidence, and tightening capital controls—Thailand is

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Rethinking the data layer across government... Governments are changing quickly. With the rise of artificial intelligence (AI), there is a chance to make public services more personal, quicker, and more effective. AI can find patterns, make decisions, and act with little help from people. This brings big opportunities and serious responsibilities. To keep up, governments must change how they use data.  Right now, data systems are often slow, disconnected, and hard to manage. Data is stuck in different places, formats, or systems. Sharing and using it safely is hard. That must improve. A better data setup is needed—one that is faster, safer, and ready for AI. A new view of public data In a world with AI, all data can be useful. Even messy or un-organised data can be turned into something helpful. That’s why governments should treat data like important infrastructure – similar to roads or electricity. It needs care, investment, and clear rules. This new data setup should: Give real-time access to many types of data: words, images, videos, sensor feeds, and more Keep data private and secure with detailed control rules Let departments and trusted partners share data safely Treat public data as a shared national asset to improve decisions and services How to make data work better: eight key areas To create a modern data setup that works well with AI, governments should focus on: 1. Smarter ways to store and share  Data should be easy to find and use. AI needs steady, real-time access to different types of information. Systems should be safe, open, and well connected. Privacy rules must protect each part of the data. 2. Easier connections between systems  Data from different places – both inside and outside government – should connect easily. This allows quicker decisions and better warnings about problems. 3. Strong systems for identity  AI needs to clearly know who or what it is working with. Unique IDs for people, places, and groups make it easier to manage and protect information. People should only have to share the same information once. 4. Useful metadata  Metadata tells us things like where data comes from, when it was made, how it should be used, and how much we can trust it. This helps AI make clear and fair decisions. 5. A setup for AI agents  Governments need a tech setup to use AI safely. It should track what AI agents do, stop them from doing harm, and keep people in charge. It should also allow problems to be fixed quickly. 6. Being open and clear  As much as possible, governments should share their data, tools, and models. Openness builds trust, supports creativity, and allows others to make new things from government data. 7. Shared public data collections  Governments should build and care for large, good-quality data collections. These could be words, pictures, maps, or records. With the right protections, they can help research, innovation, and better public services. 8. Managed data as a service  Important public data sets should be treated like ongoing services. That means keeping them accurate, fair, and up to date, with teams in charge of their care. This helps AI use the best and most reliable information. The new way government operates AI is changing how governments do their work. As more jobs become automated, government can work faster and respond more quickly. Here are some areas being reshaped by AI: Service delivery : AI can adjust services to suit each person, speak many languages, and reply instantly. This makes services faster, cheaper, and more inclusive. Back office : Jobs like sorting data, checking rules, or making decisions can be done by AI. This cuts down paperwork and speeds things up, while keeping clear records. Compliance : AI can check data in real time and give instant feedback. This removes delays and reduces paperwork, while keeping quality high. Policy-making : AI can test different policies, adjust them as things change, and help government stay focused on what works. Workforce : AI can take over repeat tasks, allowing staff to focus on things that need human thinking. It can also give workers better tools to learn and grow. Procurement : Buying things can be quicker and more focused on results. AI can match needs to suppliers, help with contracts, and check how well things are going. Technology systems : Governments need flexible systems to run AI. These should be simple, low-cost, and easy to update or expand. New ways to manage and use data To support AI, governments must think differently about how data is used and shared. Some useful ideas are: Linking without moving : Instead of moving data into one place, connect it where it already is. This keeps it safe but still usable. Pre-linked data : Connect key data sets ahead of time to make them ready for AI use. This helps improve services in areas like health or education. Platforms ready to use : Grow storage and computing systems that can handle big data. Make sure they connect easily and support AI needs. Safe access : Give trusted users a simple way to reach public data safely. Use tools that monitor and report any misuse. Fair funding : Create a payment system for valuable data use. Keep access fair and open to researchers and new ideas. Independent data body : Set up a long-term group to manage national data with strong rules and safety checks. Later, governments can aim higher: Joined-up personal data : Carefully combine personal data to give more tailored help, like in health or welfare. Shared IDs : Use common identity numbers to help systems work better together. Innovation spaces : Build places where public services, researchers, and businesses can use data to solve big challenges. Working with others : Team up with other countries to share ideas and agree on how to use data and AI. Conclusion: five key steps for governments To support this change, governments should: Treat data like infrastructure  – fund it, manage it well, and use it to improve services Build safe systems for real-time sharing  – connect data securely across teams and partners Set rules for AI use  – keep track of AI, manage risks, and stay in control Be open  – share data, code, and tools to build trust and support new ideas Support workers and users  – use AI to help people do better work and create better services for everyone By changing how data is handled, governments can unlock the full value of AI – not just to save time, but to build smarter, fairer public services. See also: https://www.georgejamesconsulting.com/post/basic-data-cleansing-to-enable-ai https://www.georgejamesconsulting.com/post/governments-need-to-be-more-ambitious-with-the-use-of-unstructured-data-for-ai https://www.georgejamesconsulting.com/post/how-can-x-road-data-exchange-be-used-by-other-nations https://www.georgejamesconsulting.com/post/how-could-data-and-ai-improve-three-methods-for-assessing-the-impact-of-new-transport-projects

Why governments need a new way to manage data

Governments are changing quickly. With the rise of artificial intelligence (AI), there is a chance to make public services more personal, quicker, and more effective. AI can find patterns, make decisions, and act with little help from people. This brings big opportunities and serious responsibilities.



To keep up, governments must change how they use data. Right now, data systems are often slow, disconnected, and hard to manage. Data is stuck in different places, formats, or systems. Sharing a

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Its hard to see where things are going for Thailand right now Thailand, long viewed as a stable economic performer in Southeast Asia, is now confronting a murkier and more uncertain future. While short-term indicators may sometimes hint at resilience, the broader outlook for the country's economy in the medium to long term is far less encouraging. From persistent structural weaknesses to escalating global trade tensions, multiple pressures are converging to create an increasingly complex economic environment for Thailand. This article explores the underlying economic dynamics shaping the country’s trajectory, beyond temporary fluctuations to the enduring risks and structural fragility. A challenging growth landscape Thailand’s growth prospects have become significantly constrained in recent years. Although the country emerged from the pandemic with some renewed momentum, recent projections for gross domestic product (GDP) growth suggest a notable loss of steam. National economic planning authorities now expect GDP growth to fall between 1.3% and 2.3% in 2025, even after accounting for additional government stimulus. This would mark one of the weakest performances since the depths of the pandemic and raises deeper concerns about the country's long-term growth potential. External challenges are playing a major role in Thailand’s softening outlook. With trade protectionism on the rise—particularly from key markets—Thailand faces increased risks to its export-driven economy. The possibility of high tariffs, especially from the United States, threatens to undercut machinery and electronics exports, which have historically formed the backbone of Thai trade. Export growth forecasts have been lowered repeatedly, and private investment is now expected to shrink as firms hesitate to commit capital in a more volatile and uncertain environment. Domestic fragilities persist Thailand’s domestic economy is also grappling with persistent vulnerabilities. Household and corporate debt remain at elevated levels, limiting consumer and business confidence. Despite some initial gains in private consumption following the pandemic, spending growth has begun to slow again. Even though government stimulus measures may provide a short-term cushion, they do little to address underlying structural imbalances that continue to weigh down demand. Moreover, public finances are showing signs of stress. As policymakers attempt to reignite growth through fiscal interventions, there is growing concern about the rising level of public debt. While stimulus spending may support short-term consumption and infrastructure activity, it also raises questions about long-term fiscal sustainability. Credit rating agencies have already adjusted their outlook on Thailand’s fiscal position in response to mounting pressures. Institutional and monetary constraints The capacity of Thailand’s central bank to stimulate the economy through interest rate cuts has also become limited. Following a series of reductions, the benchmark interest rate now sits at a relatively low level, restricting the scope for further easing. Although the country continues to hold substantial foreign exchange reserves—providing some resilience against external shocks—monetary policy alone may not be sufficient to reverse the downward trend in economic activity. Recent discussions around the legal structure governing foreign exchange reserves have further complicated the picture. Moves to consolidate separate reserve accounts under a single framework have raised fears about weakening the institutional safeguards designed to protect these assets. While Thailand has come a long way since the 1997 financial crisis, such debates reflect lingering anxieties about the country’s long-term economic security. Regional competition and shifting global dynamics Thailand’s economic model, heavily reliant on manufacturing, tourism, and exports, is increasingly being tested by shifting global conditions and rising regional competition. Neighbouring economies, such as Vietnam and Malaysia, are drawing in higher levels of foreign direct investment, particularly in high-tech sectors like data centres and digital manufacturing. In contrast, Thailand is seeing a decline in private investment, partly due to tighter credit conditions and lingering concerns over domestic reform momentum. Tourism, a critical engine of growth for Thailand, is also showing signs of strain. Despite a gradual recovery in visitor numbers, forecasts have been scaled back amid weaker demand from key markets such as China. While moderate increases in arrivals are expected, they may not be sufficient to offset other drags on the economy, particularly if global travel continues to be affected by broader economic slowdowns. Long-term pressures and policy uncertainty Looking further ahead, Thailand faces additional challenges that could limit its ability to achieve sustainable growth. Technological transformation, demographic ageing, and a need for structural reforms all loom large. The country has yet to fully adapt its economic model to the digital age, and productivity gains have remained limited. Without deeper investment in innovation, skills development, and infrastructure, Thailand risks being left behind in an increasingly competitive global economy. Policy uncertainty is another significant factor clouding the outlook. Trade negotiations with key partners remain unresolved, and any escalation in tariff measures could trigger further disruptions. At the same time, there is limited clarity on the direction of long-term domestic reforms needed to boost competitiveness and resilience. While political leaders have pledged continued support for the economy, actual policy execution has at times fallen short of expectations. Summary Thailand’s medium to long-term economic outlook remains deeply uncertain. External threats such as global trade tensions and tariffs are compounding domestic challenges, including high debt levels, weak private investment, and slowing consumption. Despite strong foreign reserves and limited government stimulus, underlying structural problems and institutional constraints continue to weigh heavily on the country’s growth trajectory. Without a clear and coordinated response to these enduring pressures, Thailand risks facing a prolonged period of low growth and heightened vulnerability to global shocks. Note: This article provides general information only and does not constitute investment advice. Readers are encouraged to conduct their own research and consult a qualified financial advisor before making any investment decisions. เศรษฐกิจไทยมีแนวโน้มไม่ชัดเจนในระยะกลางถึงยาว

Thailand’s uncertain medium to long-term outlook

Thailand, long viewed as a stable economic performer in Southeast Asia, is now confronting a murkier and more uncertain future. While short-term indicators may sometimes hint at resilience, the broader outlook for the country's economy in the medium to long term is far less encouraging. From persistent structural weaknesses to escalating global trade tensions, multiple pressures are converging to create an increasingly complex economic environment for Thailand.
This article explores the unde

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What are the opportunities from film and movie location tourism? Film and television have the unique ability to bring places to life, shaping the way audiences around the world see destinations. Locations featured in popular films can become tourism hotspots overnight. More than just a temporary surge, these sites often experience long-term benefits that extend to branding, marketing, employment, and infrastructure. From sweeping landscapes captured on screen to quaint towns turned famous by a single scene, film tourism can be a powerful economic engine for local economies. The connection between a cinematic location and tourist interest can transform obscure areas into thriving attractions, while also giving destinations a memorable brand identity. Towns, cities, remote regions should consider how they can leverage the unique economic opportunities that film, television and other media can offer.   The draw of cinematic destinations What makes film tourism so compelling is the emotional connection viewers develop with stories and characters. Seeing a place on screen can spark a desire to visit, often with a sense of familiarity and curiosity. When tourists visit locations they recognise from films or shows, their travel is driven not just by scenery, but by the desire to relive moments from the story. This translates into increased visitor numbers, longer stays, and higher spending. The example of New Zealand following the release of The Lord of the Rings  trilogy shows just how powerful this can be. Inbound tourism rose by 40% between 2000 and 2006, far outpacing regional averages. Locations such as Hobbiton became permanent tourist attractions, creating jobs and supporting local businesses. In the UK, locations from the Harry Potter  series continue to attract fans from around the world, often increasing visitor numbers by 50% or more. Economic benefits beyond visitor numbers The financial benefits of film tourism go far beyond simple visitor counts. Tourists visiting film sites often spend more, stay longer, and seek immersive experiences. This supports hospitality, retail, transport, and local service providers. For example, Middle-earth fans travelling to New Zealand reportedly spent significantly more than the average tourist, boosting national revenue. Job creation is another major benefit. A successful film tourism site can employ hundreds of people directly and indirectly. At Hobbiton, up to 280 staff were employed pre-COVID, and the surrounding area saw the growth of accommodation, dining, and transport businesses. The demand for tour guides, interpreters, merchandise vendors, and maintenance services provides employment opportunities for residents, especially in regional areas. Film tourism also stimulates infrastructure development. Roads, signage, visitor centres, and digital platforms often receive investment to support increased tourist demand. This can enhance access and quality of life for local communities as well. Cultural and branding advantages Films shape the public perception of destinations, often more powerfully than traditional advertising. A well-loved movie can elevate a location into a globally recognised brand. Campaigns like "100% Middle-earth, 100% Pure New Zealand" cleverly linked the country's natural beauty with its cinematic identity. These campaigns don't just attract film tourists; they create a long-lasting, positive brand association. Destinations can use their film ties to highlight culture, heritage, and natural beauty. This reinforces local identity and helps preserve historical sites by making them economically valuable. In India, films shot in Rajasthan, and Ladakh have brought national and international attention to these culturally rich regions, supporting both tourism and pride in local heritage. Modern marketing and digital potential With the rise of digital media, the marketing of film tourism has become more dynamic. Campaigns now include social media, user-generated content, and augmented reality. Hashtags like #IfYouSeek encourage fans to share their experiences, spreading awareness organically. Platforms like TikTok and Instagram help destinations reach younger travellers who are influenced by short, engaging content. Tourism boards and film commissions are also forming closer partnerships with production companies. Agreements often include rights to use film footage in promotional content, as seen in the deals made for The Hobbit  and Avatar  films. These collaborations ensure tourism messages are woven into film marketing from the start, amplifying the impact. Challenges and considerations Despite its benefits, film tourism requires careful management. Overcrowding, environmental damage, and cultural disruption can result if sites are not prepared for surges in visitor numbers. Dubrovnik, featured in Game of Thrones , had to implement visitor limits to preserve its historic core. Successful film tourism strategies must include sustainability measures, community involvement, and long-term planning. There is also the risk of becoming overly reliant on a single film or series. Diversification is key. Some destinations offer tours that cover multiple films or themes, or they develop broader attractions beyond the original filming location. Investment in visitor experience, such as interactive exhibitions or themed events, can help maintain interest. Recommendations for destinations interested in film tourist To unlock the full potential of film tourism, destinations should: Form partnerships with film producers early  to secure marketing rights and coordinate promotional efforts. Invest in infrastructure  to ensure visitor readiness and benefit local residents. Develop themed experiences , such as guided tours, festivals, or attractions, that bring the film to life. Build sustainable tourism plans  that manage crowds, protect sites, and involve local communities. Encourage targeted support schemes , offering tailored financial benefits to those developing film-related infrastructure. Simplify travel logistics for film crews , through discounted fares, streamlined transport, and accommodation arrangements. Promote destination readiness  by supporting necessary physical improvements, especially in underdeveloped or lesser-known areas. Bundle experiences  that link shooting locations with studio tours or behind-the-scenes elements to add value for tourists. Streamline compliance  by reducing red tape and creating a more welcoming environment for production teams. Foster international appeal  through major showcases, festivals, or creative meetups that spotlight locations and attract fans and professionals. Support complementary sectors , including costume design, catering, and local crafts, to maximise the economic ripple effect. Embrace immersive technology  to enhance visits, offering virtual reality, interactive maps, or on-location digital overlays. Use targeted social media strategies  that build authentic interest in film locations and attract niche communities. Conclusion Film and movie location tourism is more than a passing trend; it's a meaningful way to bring stories to life while generating real-world benefits. By tapping into the emotional pull of cinema, destinations can unlock significant economic opportunities, strengthen their identity, and engage visitors in powerful ways. From rural towns to bustling cities, the next blockbuster might just be the key to a tourism boom. The challenge now is not just to attract film productions, but to build a sustainable, engaging, and community-friendly model of tourism that lasts long after the credits roll.

How can film and movie location tourism boost local economies

Film and television have the unique ability to bring places to life, shaping the way audiences around the world see destinations. Locations featured in popular films can become tourism hotspots overnight. More than just a temporary surge, these sites often experience long-term benefits that extend to branding, marketing, employment, and infrastructure.



From sweeping landscapes captured on screen to quaint towns turned famous by a single scene, film tourism can be a powerful economic engine f

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Navigating a trade war requires a careful strategy In today’s volatile global trade environment, managing tariffs is not just a cost-control exercise—it’s a strategic imperative. A structured, forward-looking approach can help businesses turn compliance challenges into opportunities for competitive advantage. The following ten approaches could provide a practical roadmap for navigating and mitigating tariff risks. 1. Map your tariff exposure are precisely as possible A comprehensive mapping of your import data is foundational. Start by analysing all imported goods and assessing applicable tariffs by country of origin. Cross-reference this with the volume and value of imports across product lines to determine where duties hit hardest. It may highlight that many components fall under high-risk tariff categories—prompting targeted rather than blanket mitigation strategies. Use dynamic mapping tools—such as tariff heat maps—to regularly update and visualise your exposure. This allows for quicker identification of priority areas and a more agile response to policy changes. 2. Clarify and optimise rules of origin Don’t rely on assumptions about where your products “come from.” Customs authorities use complex rules—including value-added thresholds, substantial transformation tests, and specific processing criteria—to determine origin. These vary significantly between trade agreements. Recent audits have shown that a number of origin certificates contain errors that can result in penalties. To avoid this, independently verify your suppliers’ documentation, conduct periodic audits, and educate your supply chain on correct origin determination. Include origin verification clauses in supplier contracts and align sourcing with favourable trade zones where possible. 3. Reengineer your product classification Even minor design changes can shift your product into a more favourable tariff classification. This technique—known as tariff engineering—has proven particularly effective in high-duty sectors. Some companies are avoiding component duty by importing items separately for domestic reassembly, or by altering material composition. Other approaches include packaging adjustments, material substitutions, or importing components rather than fully assembled goods. Done correctly and legally, these changes can yield substantial long-term savings. 4. Actively leverage FTAs, duty reliefs, and bonded regimes While trade tensions persist, Free Trade Agreements (FTAs) and relief programs still offer untapped value. Agreements like  United States-Mexico-Canada Agreement (USMCA), Regional Comprhensive Economic Partnership (RCEP), and the European Union (EU)'s network can reduce or eliminate tariffs if origin requirements are met. Supplement this with programmes such as duty drawbacks, Foreign Trade Zones (FTZs), and temporary importation bonds. While these programmes require diligent administration, the payoffs are often substantial and justify the effort. 5. Continuously monitor political and regulatory risk Tariff classifications and trade measures evolve quickly. Classification codes are revised periodically, and new trade remedies or retaliatory tariffs can appear with little warning. Set up systems to monitor global developments, including new antidumping duties. Consider establishing an internal task force or engaging external experts. 6. Build a resilient and diversified supply chain Modern supply chains must balance efficiency with flexibility. Companies should adopt multi-source strategies across regions and trading blocs to reduce dependency on any single geography. Nearshoring, alternate port selection, and buffer inventory positioning are now standard. This could be by offsetting marginal cost increases with tariff savings and faster delivery to key markets.  Tariff planning should be a standing agenda item in supplier development and logistics strategy discussions. 7. Integrate tax, legal, and compliance functions Tariff decisions ripple through your organisation. A change in sourcing or production location might trigger new tax obligations or affect your transfer pricing strategy. Coordination between legal, tax, and trade compliance is essential. Consider forming cross-functional governance structures to evaluate impacts holistically. For instance, relocating manufacturing could raise IP protection concerns or trigger permanent establishment risks in new jurisdictions. Unified planning prevents missteps and unlocks smarter configurations. 8. Quantify and scenario-test your exposure Strategic planning begins with understanding potential downside risk. Map out scenarios to assess how various tariff levels—5%, 15%, 25%—could affect your landed costs, supplier network, and customer pricing. Ask critical questions: What’s your threshold for breaking even? Which second- or third-tier suppliers might be disrupted? How does your vulnerability compare to competitors? Quantifying these factors enables confident decision-making under uncertainty. 9. Reassess pricing and customer strategy If passing costs to customers becomes unavoidable, don’t do it without careful thought. Analyse price elasticity and segment customers by their ability to absorb increases. Where margins allow, consider asking higher-margin suppliers to share the burden. Adjust your pricing strategy in a targeted way. This could involve regional pricing models or differentiated increases across product lines. Avoid flat-rate markups, which can erode competitiveness unnecessarily. 10. Anticipate competitor behaviour through simulations Note that your competitors are facing similar challenges—and their responses can reshape the playing field. Will they cut prices to gain market share, or raise them to protect margins? Use techniques like game theory and simulation exercises to model likely competitor moves and pre-emptively shape your response. For example, if a rival is insulated by geography or preferential trade terms, you may need to double down on customer retention, explore new markets, or fast-track cost-saving innovations. Scenario planning can be about psychology and perception as much as it is about economics. Conclusion Managing tariffs in today’s climate demands more than tactical reactions. It requires an integrated, strategic framework that combines data, design, diversification, and diplomacy. Businesses that proactively map their exposure, build flexible structures, and align functions internally will be better positioned not just to survive trade disruptions—but to turn them into levers for growth.

What are ten ways to navigate a trade war?

Navigating a trade war requires a careful strategy



In today’s volatile global trade environment, managing tariffs is not just a cost-control exercise—it’s a strategic imperative. A structured, forward-looking approach can help businesses turn compliance challenges into opportunities for competitive advantage. The following ten approaches could provide a practical roadmap for navigating and mitigating tariff risks.

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Governments should re-consider efforts to centralise finance systems Across many governments, finance systems have grown in silos—each agency managing its own tools, data, and processes. While this may have worked in the past, it now poses a significant challenge for governments trying to deliver coordinated, efficient, and transparent public services. Centralising finance systems isn’t just about consolidation—it’s about creating a stronger foundation for better decisions, stronger control, and smarter spending. Before diving into the benefits and steps of system integration, it’s helpful to understand how the OECD frames different financial management information system (FMIS) models: The Centralised FMIS model , in which entities within government are granted access to an FMIS operated by the Ministry of Finance or another central agency, applying common standards, definitions and functionalities. The Partially decentralised FMIS  (or "partially centralised FMIS") model, in which i) certain entities within government are granted access to a centralised FMIS while others are operating a separate FMIS; or ii) only some core financial management functions are managed in a centralised FMIS, while others are managed by entities within government in their own IT systems. The Decentralised FMIS model , in which entities within government are allowed to develop and operate their own FMIS systems, possibly subject to some central government requirements and standards. This article focuses on the centralised model—why it matters and how to effectively integrate agency finance systems into a unified, future-ready platform. 1. Why centralise finance systems? Centralisation provides a single source of truth. When finance data is spread across agencies, it becomes difficult to get a full picture of the government’s financial position. This fragmentation delays decision-making, obscures inefficiencies, and increases the risk of mismanagement. A centralised system allows decision makers to: Access consistent and real-time data Improve cash management and reduce borrowing costs Strengthen internal controls and reduce duplication Align budgets with national priorities more easily With centralisation, finance leaders can shift their focus from reconciling disconnected spreadsheets to steering public resources towards better outcomes. 2. Integrated financial management across government A modern centralised system integrates financial data and workflows across all agencies and levels of government. This doesn’t mean losing the specific needs of individual departments—instead, it allows their unique processes to feed into a coherent whole. Integration also spans beyond core finance functions. Human resources, payroll, procurement, debt management, and revenue collection all need to connect to the central platform. This linkage supports better forecasting, more accurate reporting, and coordinated reform across public service systems. 3. Real-time decision support In a fast-moving world, governments need systems that reflect today’s realities—not last month’s. Real-time integration makes it possible to see the current financial position, monitor actuals versus budget, and identify problems early. Central platforms should support digital transactions, automated reconciliations, and interactive dashboards. Whether it’s checking the cash flow, analysing agency spending, or tracking programme delivery, decision makers need access to timely, reliable information. 4. Building a modern platform with interoperable components Rather than trying to build a single massive system, governments should develop a modular platform that can grow and evolve. This involves using interoperable digital components connected through standard APIs and shared data formats. This approach reduces vendor lock-in, allows flexibility in system upgrades, and supports integration of best-in-class tools over time. Agencies can keep specialised systems where needed, provided they can exchange data with the central platform securely and consistently. 5. Moving from paper to digital workflows End-to-end digital workflows make processes faster, more transparent, and more secure. Replacing manual approvals and paper records with digital transactions ensures accountability while reducing the opportunity for errors or fraud. Integrated workflows should reflect real financial operations—budgeting, procurement, payments, and reporting—and be tailored to local connectivity realities. Approvals and oversight can be embedded in the system design, enhancing control without slowing progress. 6. Connecting finance to service delivery Centralised finance systems should link money to outcomes. This means connecting financial information with sectoral data—such as health, education, and infrastructure indicators. With the right data standards and common identifiers, decision makers can assess the impact of funding decisions, monitor delivery against targets, and reallocate resources as needed. This creates a feedback loop that strengthens performance management and supports evidence-based budgeting. 7. Building in transparency and accountability Modern finance systems should support openness by design. That means making budget data, procurement outcomes, and performance information available to oversight bodies and the public. Central platforms simplify reporting, improve audit readiness, and support real-time publication through open data portals. By embedding transparency features from the outset, governments can build trust and drive better governance outcomes. 8. Enabling cost efficiency at scale Centralising finance systems unlocks savings across government. Shared platforms reduce the need for parallel infrastructure and systems maintenance. Consolidating services such as payroll or procurement also brings efficiency gains. A unified system also makes it easier to implement reforms, monitor costs, and support whole-of-government strategies. Staff can be redeployed from administrative processing to analytical and strategic roles, improving overall capability. Conclusion Modernising public finance systems is not just a technical task—it’s a strategic imperative. Fragmented systems belong to a past era. Governments today face increasing complexity, public scrutiny, and demand for transparency. The path forward lies in centralisation: building a unified system that integrates agency finance processes into a coherent, responsive, and accountable framework. With the right approach—one that respects both national goals and agency needs—governments can create finance systems that deliver clarity, control, and confidence. Reform isn’t easy, but with focus and coordination, it’s entirely achievable. And the benefits? Better decisions, stronger institutions, and public finances that work for everyone.

Why Governments should re-consider centralising finance systems

Governments should re-consider efforts to centralise finance systems



Across many governments, finance systems have grown in silos—each agency managing its own tools, data, and processes. While this may have worked in the past, it now poses a significant challenge for governments trying to deliver coordinated, efficient, and transparent public services. Centralising finance systems isn’t just about consolidation—it’s about creating a stronger foundation for better decisions, stronger control,

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Government Finance Ministers should be demanding modern digital public finance systems  The responsibilities of today’s Minister of Finance extend far beyond simply balancing budgets or approving expenditure. In a rapidly evolving world—marked by global uncertainty, rising public expectations, and complex social challenges require modern finance leaders to make faster, smarter decisions. Yet, many are still constrained by legacy (technology) public finance systems that simply cannot keep pace. These outdated digital platforms often produce fragmented, delayed or opaque financial data, making it difficult to respond with agility to risks or opportunities. However, the opportunity for transformation is clear. Through the adoption of streamlined, integrated, and centralised digital systems, a Minister should now expect immediate access to high-quality data across government. This would not only improve the reliability of financial management, but also enable the rapid redirection of resources to priority areas, better risk oversight, and the ability to detect inefficiencies or failing initiatives earlier. Ultimately, modern public finance systems should empower ministers with clear, real-time insights and decision-making tools—freeing them from constant negotiation and guesswork. A new standard for public finance: clarity, control, and confidence At a foundational level, a public finance system must accurately record and track all financial transactions—whether they involve cashflows, assets, liabilities, or obligations. But in the digital age, accuracy alone is no longer sufficient. Ministers should expect these systems to generate timely and consistent financial reports at both agency and whole-of-government levels, removing dependence on manually compiled spreadsheets or slow year-end reconciliations. A modern system should deliver data that is both granular and dynamic. Rather than relying on outdated monthly or quarterly updates, ministers should have the ability to generate ‘at a glance’ reports whenever needed—whether responding to a sudden crisis, addressing emerging risks, or planning future spending. This level of responsiveness requires not only the right software, but also a finance culture that values transparency and alignment across departments. Additionally, such a system must support full regulatory compliance with accounting and financial reporting standards, while being flexible enough to respond to evolving legal and policy frameworks. This balance of control and adaptability is essential for managing risk and ensuring accountability at all levels of government. Smarter decisions through better data and planning tools One of the greatest strengths of a digitally enabled finance system is its ability to support informed decision-making. The system should facilitate long-term planning and resource allocation, allowing ministers and departmental leaders to test different policy scenarios, assess trade-offs, and model outcomes. It should enable multi-year budgeting that links resource inputs with programme outcomes, while offering visibility into how spending aligns with national priorities. To manage financial risks effectively—whether operational, economic or political—the system must offer early-warning indicators and real-time risk dashboards. With these tools, ministers can monitor the performance of large-scale investments and infrastructure projects, intervene early in under-performing programmes, and adjust course before damage is done. Performance measurement should also be built into the system. Government spending must be evaluated not only by how much is spent, but by the value and outcomes achieved. By making it easier to track performance against key indicators, finance systems can support more rigorous value-for-money assessments, ultimately leading to more effective service delivery. From fragmented silos to a unified finance ecosystem A critical challenge facing many governments is the fragmented and siloed nature of their public finance management systems. These are often built on ageing agency specific IT platforms that do not speak to one another, leading to inconsistent data and duplicative reporting. Ministers should expect—and demand—a whole-of-government approach that breaks down these barriers. An integrated finance ecosystem would enable seamless information-sharing across departments, agencies, and even between central and local governments. This requires common data standards, interoperable platforms, and governance structures that promote cross-agency coordination. The Minister of Finance should not have to negotiate endlessly with line agencies or navigate inconsistent reporting formats. Instead, a centralised dashboard should provide a unified view of the government's financial health—at both micro and macro levels. Such integration would allow ministers to pinpoint exactly where money is being spent, where savings can be found, and where potential risks are emerging. It also would enable more agile resource allocation. In the face of a natural disaster or an economic downturn, resources could be rapidly redirected to meet changing demands without relying on complex appropriation cycles or inter-agency haggling. Rethinking the delivery model: digital by design To achieve this vision, governments must reform how finance systems are funded and delivered. Too often, large-scale digital infrastructure projects are treated like physical infrastructure—requiring exhaustive business cases, upfront capital expenditure, and lengthy procurement cycles. By the time a new finance system is implemented, it may already be obsolete. Modern systems require a new approach. Instead of large, one-off deployments, public finance reform should be iterative, user-centred, and continuously evolving. Ministers should support funding models that prioritise long-term investment in digital capabilities—including data science, user research, and agile software development. In-house teams should be empowered to refine and adapt systems over time, rather than outsourcing all innovation to external vendors. This shift also involves thinking about public finance as part of a broader digital public infrastructure—connected to HR systems, procurement tools, performance dashboards, and citizen engagement platforms. In this way, public finance becomes not just a compliance function, but a strategic enabler of government performance. Conclusion In today’s world, a Minister of Finance or Treasurer should expect far more than static financial statements and opaque accounting practices. With the right digital infrastructure, the public finance system can become a powerful tool for real-time governance—giving ministers instant visibility over spending, outcomes, risks, and opportunities. This new paradigm offers enormous potential. No longer should ministers be forced to navigate entrenched silos, inconsistent data, or outmoded funding models. Instead, they should have access to integrated, transparent, and responsive systems that enable them to lead with confidence. Achieving this transformation is not a question of technology alone—it requires sustained leadership, cultural change, and a commitment to embedding digital thinking into the heart of fiscal management. But the reward is a more agile, accountable, and effective government—better equipped to meet the challenges of today and tomorrow.

What a Minister of Finance should expect from the public finance system

What should Minister of Finance or Treasurers be demanding from the Public Finance system that their Ministry of Finance uses? How integrated should this digital system be with the delivery agencies? In 2025, the Minister should be demanding the best digital and data solutions that are available on the market - not antiquated, spreadsheet based approaches. It is no longer good enough to allow some agencies to have modern FMIS systems but allow the central agency to run a legacy system. The hub

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...whole of government Public Finance needs a digital step change  In a world where most government services are moving online, public finance systems in many countries remain stuck in the past. While revenue collection, taxation, digital payments, and digital identity systems have made huge strides, the financial core of government is still lagging behind. Far too often, financial departments rely on outdated systems and spreadsheets, offering little to no real-time insight into agency finances. Ministers and senior officials face significant challenges when making decisions, especially during critical times such as annual budgeting. They are forced to rely on manual workarounds and the goodwill of agencies due to the lack of integrated systems. The truth is, many finance departments are still led by traditional accountants who often lack the digital skills or vision required to embrace transformative technology. As a result, finance ministers across the globe are being under-served, and the broader opportunities for data-driven, efficient, and integrated public finance are being missed. A step change is needed—driven by political interest and leadership. The case for digital transformation Digital transformation in public finance offers the chance to completely reimagine how governments manage money, track spending, and make financial decisions. It means moving away from static, paper-based processes and instead embracing modern digital platforms that provide transparency, real-time data, and deeper insights. This is not just about better tools—it’s about shifting how governments operate financially. By integrating cloud technologies, artificial intelligence (AI), dynamic data sharing, and cross-agency collaboration, countries can move towards a smarter, more strategic approach to public financial management. Instead of seeing digital transformation as a technical upgrade, it should be viewed as a fundamental change in how public finances are managed from the centre out. Key components of a digital public finance system 1. Cloud-based financial platforms Modern cloud systems allow for the real-time flow of information between agencies and the central finance department. This connectivity supports collaboration and ensures that financial data is up-to-date and accessible from anywhere. It also means software can be updated and scaled easily without the need for expensive infrastructure. 2. AI-powered analytics Artificial intelligence can help governments move from simply collecting data to actually using it to drive decisions. AI can detect patterns in spending, flag unusual financial activity, and forecast future funding needs. With AI, finance departments can offer ministers real-time dashboards with key insights rather than static reports that are weeks out of date. 3. Cross-agency integration A modern finance system should allow agencies to share financial data and planning information seamlessly. This helps overcome the long-standing problem of silos, where each agency manages its budget separately, leading to duplication and inefficiency. Integrated systems enable joint planning, coordinated spending, and better outcomes for shared challenges. 4. Smart budgeting The current budgeting process is heavily focused on small annual increases and line-by-line decisions. A digital system could support longer-term planning by making it easier to track baseline spending, model different funding scenarios, and engage the public in the process. Rather than focusing solely on short-term trade-offs, ministers would be able to consider long-term priorities and outcomes. 5. Better performance reporting Existing public finance systems produce a mountain of financial documents that are hard to interpret and rarely linked to results. A digital finance system can simplify reporting and make it clearer how money is contributing to national goals, such as child poverty reduction or wellbeing. This would allow governments to explain their spending decisions better and improve accountability to both Parliament and the public. Lessons from progress in other areas Other parts of government have shown what is possible when technology is embraced. Tax systems in many countries now use online portals, AI to detect fraud, and real-time payments. Citizens can apply for services using digital ID, make payments online, and receive automatic updates. These services have been built with the user in mind—and there is no reason finance should be different. The difference is that in public finance, the user is not a citizen—it’s the minister, the finance secretary, and the budget manager. These users need modern, flexible tools that allow them to make decisions based on accurate and current data. If these tools existed, it would reduce the risk of errors, increase efficiency, and create more trust between central finance and operating agencies. The challenges blocking progress So, why hasn’t digital public finance transformation taken off? First, many finance departments are still dominated by people with accounting backgrounds, who may lack digital skills or interest in data-driven innovation. There is often little connection between finance and digital teams in government, and as a result, transformation stalls. Second, legacy systems are deeply embedded in government processes and can be expensive to replace. Some countries have tried to modernise their finance systems but ended up with overly customised or complex platforms that are hard to maintain. Others have avoided major changes altogether due to fear of disruption or lack of funding. Third, the transformation of finance often lacks a champion. While digital identity or tax reform might have political attention, public finance rarely gets the spotlight it deserves. Without political interest and leadership, there is little pressure to modernise from the top down. The road ahead: political leadership focus needed To unlock the potential of digital public finance, governments need to treat it as a national priority. This means: Leadership from finance ministers : Ministers of Finance need to push their departments to innovate, ask for better systems, and demand better insights. Clear vision and strategy : Digital public finance transformation should be guided by a clear strategy, with input from both finance and digital experts. Investment in skills and change management : Just buying new systems won’t help if people don’t know how to use them. Governments need to train finance staff in digital tools and encourage a culture of continuous improvement. Inter-agency collaboration : Agencies need to work together, supported by digital platforms that allow for shared planning, budgeting, and performance reporting. Political commitment : Ultimately, this is a political challenge as much as a technical one. Ministers and leaders must make public finance reform a central part of their digital government agenda. Conclusion Many governments continue to manage their finances using outdated tools, isolated systems, and manual processes. This results in poor visibility, slow decision-making, and missed opportunities. At the very heart of government—its financial systems—digital transformation is long overdue. By embracing cloud technology, AI, integrated platforms, and real-time data, public finance can become a powerful tool for policy delivery and national development. But this will not happen on its own. Political leaders must recognise that digital public finance is not a side issue—it’s a central enabler of effective, efficient, and transparent government. The future of whole-of-government public finance should be dynamic, connected, and insight-driven. With the right vision and leadership, it can be. See https://www.georgejamesconsulting.com/  for more.

What whole-of-government, digital, public finance should look like

In a world where most government services are moving online, public finance systems in many countries remain stuck in the past. While revenue collection, taxation, digital payments, and digital identity systems have made huge strides, the financial core of government is still lagging behind. Far too often, financial departments rely on outdated systems and spreadsheets, offering little to no real-time insight into agency finances. As a result, finance ministers across the globe are being under-

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Nepalese roading and general infrastructure remains in a never ending cycle of non-completion. Nepal’s road to uncertainty: political dysfunction and development failure Nepal finds itself at a crossroads—struggling to move forward while weighed down by economic fragility, political instability, and deep-rooted corruption. What might appear on the surface as a nation hampered by suspended foreign aid and slow infrastructure progress is in fact a complex crisis touching every corner of public life. While the dream of progress endures, the harsh reality for many Nepalis—particularly in remote areas—is that their hopes are being pushed further out of reach by government inaction and widespread mistrust. Economic pressures mount as confidence falls Nepal’s economic woes extend well beyond the temporary freeze of international support. Being placed on the Financial Action Task Force’s “Grey List” has delivered a blow to its financial credibility. With this label comes suspicion from investors, stricter scrutiny from international partners, and a general rise in the cost of doing business. Business owners are witnessing a decline in investment confidence and a growing sense of unease, with funds quietly leaving the country in search of more stable environments. A key pillar of the nation’s economy—remittances sent home by Nepali workers abroad—is also under threat. With global markets becoming more volatile and financial restrictions tightening, the flow of money from overseas is no longer guaranteed. Nearly a quarter of Nepal’s gross domestic product relies on this single stream of income. Meanwhile, high youth unemployment continues to drive thousands to seek work outside the country, leaving Nepal without many of its young professionals and skilled labourers. Hydropower had offered a rare opportunity for optimism. Deals with neighbouring countries such as India and Bangladesh hinted at a path to revenue and independence. Yet, political uncertainty and wavering foreign investment have begun to stall even these gains. The recent cancellation of the Millennium Challenge Corporation (MCC) grant, which included crucial funding for road and energy infrastructure, has made the challenge even steeper. Governance shortcomings deepen the crisis Though international challenges are part of the problem, Nepal’s leadership has failed to guide the country through these difficulties. Corruption remains endemic at all levels, with recent years witnessing several high-profile scandals involving top leaders. Misuse of funds, foreign aid mismanagement, and bribery allegations have sparked growing protests across the country, with citizens losing patience. Nepal’s reputation for weak governance has only worsened. Transparency International’s rankings show a deteriorating situation, and efforts to reform have often been more about consolidating power than cleaning up the system. Investigative bodies have been brought under political influence, severely weakening accountability. Public frustration is boiling over, and political division is becoming harder to repair. This crisis of leadership is also tied to the failure of Nepal’s democracy to deliver genuine change. Since the monarchy ended in 2008, the country has been controlled by a tight circle of senior political figures, cycling through power but delivering little real reform. Their inability—or unwillingness—to break the cycle of dysfunction has left many feeling disillusioned. A monarch's voice rekindles old loyalties In this climate of political failure, former King Gyanendra Shah has stepped into the spotlight once more. His call for peace and national unity, issued on Democracy Day, has touched a nerve among a public increasingly fed up with partisan politics. For some, he represents a more stable past; for others, he offers an alternative to a failing system. While many young people and historically marginalised groups reject any return to absolute rule, the monarch’s comments have triggered serious debate. His growing support signals a widespread dissatisfaction with the country’s current direction. Political parties, once quick to dismiss such voices, are now forced to respond to rising monarchist sentiment—a reflection of broader public discontent. The timing of his statement—just as reports of widespread corruption and U.S. aid suspension were emerging—added to its impact. Some leaders have brushed it off, but others recognise that calls for the monarchy’s return are a symptom of deeper problems. Public Infrastructure remains under strain in Nepal (2025) Balancing power in a contested region Nepal’s strategic position between India and China means it must tread carefully in its international dealings. It cannot afford to alienate either side, nor can it ignore pressure from Western partners such as the United States. The MCC agreement was seen by many as a step toward closer ties with the U.S., but it also drew criticism from China, which regards such moves as challenges to its Belt and Road Initiative. With American funding now on shaky ground, Nepal may lean more heavily on Chinese support—but that route carries the risk of growing debt dependency and further loss of autonomy. India, on the other hand, remains Nepal’s closest trade partner, and the shared border makes their relationship critical. Yet, many Nepalis are wary of Indian influence, particularly when deals seem to favour their southern neighbour. Some analysts warn that American aid could become a tool of leverage, with Washington expecting Kathmandu to limit its engagement with China. In response, Nepal must focus on rebuilding its domestic foundations, avoiding overreliance on any single global power, and strengthening its tradition of non-alignment. The people's voice grows louder While politicians argue and alliances shift, ordinary Nepalis have taken to the streets. Discontent is rising across social classes and age groups. Students, small business owners, and professionals alike are calling for a new direction—one built on fairness, transparency, and effective leadership. The government’s heavy-handed reaction to public protest has only fuelled more anger. Online restrictions, police crackdowns, and widespread arrests have painted a troubling picture of a government losing touch with its people. Unless real reforms are introduced soon, Nepal risks a slide into even greater instability. Development derailed by corruption and delay The roading crisis is just one example of how corruption has infected everyday life. While the opening of roads has brought real benefits—reducing isolation, saving lives, and opening new economic opportunities—the process has often been plagued by dishonest practices. On one hand, new roads could transformed remote communities, yet, such gains are overshadowed by reports of stalled projects and misused resources. A recent government investigation revealed that the new Pokhara international airport, built by a Chinese state contractor, was riddled with irregularities. Poor construction, unpaid taxes, and inflated costs are just some of the issues linked to corruption and weak oversight. The contractor, China CAMC Engineering Co., is accused of delivering substandard work and prioritising its own profits over Nepal’s needs. Nepal’s public services are riddled with similar problems. Companies often face demands for bribes just to secure basic utility connections. Getting a construction permit or an investment licence is slow and unpredictable, largely due to bureaucracy and changing rules. Starting a business in Nepal is costlier than in other South Asian countries. Even the tax and customs systems are mired in inefficiency and exploitation. Officials in these sectors are often known to accept or demand bribes, while businesses must spend excessive time navigating a complicated tax process. Meanwhile, large companies use questionable tactics to avoid paying what they owe. Public procurement is another high-risk area. Most companies expect to offer gifts or payoffs to win government contracts, and reports of misallocated funds are frequent. Cartels and political favours determine who gets public projects, despite legal requirements for fair bidding. High-profile cases consistently demonstrate how deeply corruption is embedded. Pokhara, Nepal. The economic opportunity of tourism is under-utilized by persistent corruption Conclusion Nepal’s current troubles go far beyond a road crisis. They are the result of broken systems, poor leadership, and a failure to deliver on promises of democracy and development. Without decisive reforms to root out corruption, build trust, and boost economic opportunity, Nepal risks falling even further behind. The path forward will not be easy, but it is necessary. By investing in stronger institutions, supporting local industries, and restoring public faith in governance, Nepal can begin to rebuild. Roads may connect towns and villages—but only transparency, accountability, and vision can reconnect a nation with its future. #Nepal #Nepalroadingcorruption

In Nepal the cycle of dysfunction continues...

Nepal finds itself at a crossroads—struggling to move forward while weighed down by economic fragility, political instability, and deep-rooted corruption. What might appear on the surface as a nation hampered by suspended foreign aid and slow infrastructure progress is in fact a complex crisis touching every corner of public life. While the dream of progress endures, the harsh reality for many Nepalis—particularly in remote areas—is that their hopes are being pushed further out of reach by gover

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Rethinking consultancy: the Australian Government’s in-house experiment A challenge of cost and capability In recent years, the rising cost of external consultants has become a growing concern for governments around the world. In Australia, billions have been spent outsourcing strategic thinking and organisational reform—work that arguably belongs at the heart of the public service. Alongside the financial strain, there’s also been the quieter loss of something equally valuable: institutional knowledge. Each time a consultancy finishes a project, much of that learning leaves with them. The result is a public service less able to respond independently to future challenges. Recognising this, the Australian Government has launched a new initiative— Australian Government Consulting (AGC) —an internal consultancy designed to reduce reliance on external firms and rebuild capability within the Australian Public Service (APS). Why build in-house consulting? From late 2023, AGC began offering high-quality management consulting services to APS departments. This new body aims to meet government priorities more swiftly and affordably than private consultancies, while at the same time boosting the skills of public servants. By returning key work to the public sector, the government hopes to restore the APS’s ability to develop policy, manage reform, and drive organisational change on its own terms. AGC is also about embedding a more strategic approach to problem-solving across departments. With a mix of structured consulting methods and deep public sector insight, the team is set up to tackle complex challenges while transferring skills to agency staff along the way. What AGC does AGC focuses on three main areas: Delivering strategic consulting projects  for policy, strategy, and performance improvement Building capability  by sharing consulting techniques with APS staff and using a Specialist Network to tap into existing public sector expertise Supporting better use of external consultants , helping agencies define needs, negotiate smarter, and measure performance Their services include: Designing operating models and organisational structures Driving transformation, cultural change and leadership development Conducting policy reviews, reform programs and cost-benefit analysis Supporting strategic procurement and improving the value of external spend Importantly, AGC projects are delivered in collaboration with agencies. This hands-on model allows teams to learn consulting skills by doing, which helps embed practices long after a project ends. Leadership and launch AGC is led by Chief Consulting Officer Andrew Nipe, who brings experience from McKinsey, Bain & Company, the UK Treasury, and the Victorian public sector. His deputy, Joanne Rossiter, joined from the Department of Employment and Workplace Relations, with previous experience at consulting firm Nous Group. Both leaders bring a mix of consulting skill and deep public policy knowledge to the role. Under their direction, AGC has formed a team of around 20 consultants, with expertise split across business development, capability building, and project delivery. Interest in the initiative has been strong, with almost 1,000 applications received from across the APS and private sector. Early projects and future direction Though still in its early stages, AGC has already been engaged in important work. This includes strategic support for the Centre for Australia-India Relations  and assistance to the Net Zero Economy Agency , both newly established bodies focused on international partnerships and emissions reduction respectively. AGC has also developed a Specialist Network—a pool of APS experts who can be seconded to projects as needed. This enables the organisation to assemble project teams with the right blend of experience and insight, while building a culture of shared problem-solving across government. A model to watch With an initial investment of $10.9 million over two years, the AGC is a modest but significant step toward rebalancing the relationship between public services and external advisors. The aim isn’t to eliminate private consulting altogether, but to ensure that when it is used, it’s done so with clear intent and strong internal capability. In-house consulting won’t suit every task—but for strategy, policy, and organisational performance work that is common across government, AGC offers a compelling alternative. By focusing on internal skill-building and long-term capability, the initiative supports the APS in becoming more self-reliant, adaptive, and effective. Summary - a quiet transformation The AGC is more than a cost-saving measure. It represents a shift in how the Australian Government sees the role of its public service—valuing deep expertise, long-term capacity, and shared learning over short-term fixes. As this quiet transformation continues in Canberra, other governments should pay close attention. The early lessons from AGC may help inform similar in-house approaches elsewhere, especially in times when public institutions are expected to do more with less. For countries grappling with the same questions of cost, capability and control, this is one experiment worth watching.

How Australia Built an In-House Government Consultancy: Lessons for Public Sector Innovation

The rising cost of external consultants has become a growing concern for governments around the world Recognising this, the Australian Government has launched a new initiative—Australian Government Consulting (AGC)—an internal consultancy designed to reduce reliance on external firms and rebuild capability within the Australian Public Service (APS).

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A radical solution to Bali's over-tourism… creating Bali 2.0 In 2024, Bali welcomed a staggering 6.33 million international visitors—surpassing its pre-pandemic peak of 6.28 million in 2019. This figure alone represents nearly half of all international tourists to Indonesia this year. While tourism continues to fuel Bali’s economy, it has also pushed the island to a breaking point. Traffic congestion, pollution, inadequate waste and water management, and degradation of Bali’s natural and cultural assets have reached critical levels. Simply expanding infrastructure—such as building a new airport in Bali—won’t be enough to address the deeper problem: Bali’s tourism model is no longer sustainable. That’s why Indonesia needs to consider a radical but pragmatic solution: developing a new tourism hub— Bali 2.0 —from the ground up. Lessons from Mandalika The Indonesian government has already begun exploring the concept of a “next Bali” with the development of Mandalika, a government-backed luxury tourism zone on the island of Lombok. The Mandalika project has attracted international investment, including from the Asian Infrastructure Investment Bank (AIIB), and the government hopes to draw in top-tier brands such as Pullman, Paramount, and Club Med. But despite Mandalika’s potential, the project has faced serious challenges, including allegations of human rights violations related to land acquisition. Adding to the complexity, a Grand Prix motorcycle circuit is being constructed at the site—hardly a natural fit with the image of a peaceful, tropical getaway. The experience of Mandalika underscores that while the ambition for Bali 2.0 exists, the execution must be more strategic, inclusive, and sustainable. Why Bali 2.0 is needed Rather than continue to overburden Bali or replicate its flaws elsewhere, Indonesia has a chance to build a new tourism model from the ground up—one that avoids the mistakes of the past and sets a benchmark for the future. With more than 17,000 islands across its archipelago, Indonesia is well-positioned to identify a location that can serve as Bali 2.0 : a purpose-built destination that delivers long-term economic growth while preserving environmental and social integrity. Key ingredients for Bali 2.0 Natural appeal with strong tourism potential The success of Bali 2.0 will rely first and foremost on choosing a location of genuine natural beauty. White sand beaches, lush greenery, coral reefs, waterfalls or unique landscapes are essential drawcards. The destination must stand out enough to capture the interest of international tourists from day one. Supportive legal and development framework To expedite development, the Indonesian government will need to establish a special investment and regulatory environment. This may include tailored legislation or fast-track planning and approvals processes, along with a clear and transparent governance structure to manage the project effectively. Airport access or development potential Bali 2.0 must be easily accessible. Ideally, the chosen site will already have an international airport nearby. Alternatively, it should have a domestic airport that can be upgraded. As a last resort, suitable land must be available to construct a new international airport. Without this access, large-scale tourism will be difficult to sustain. Local community support A supportive and engaged local population is critical. Community buy-in will allow for a smoother development process and ensure that local people benefit from tourism through employment, business opportunities, and infrastructure improvements. Education and consultation should be central to the early planning stages. Strategic branding and international appeal From the start, the Bali 2.0 project must be built around a strong, simple and globally appealing brand. The name should be easy to pronounce and remember, and the destination’s story must resonate with a wide audience. Sustained international marketing campaigns will be required to generate interest, trust, and long-term loyalty. Attractive investment conditions To draw in major hotel chains, developers, and infrastructure providers, the project must offer a compelling investment story. This includes reliable infrastructure plans, long-term land rights, and clear returns. Incentives such as tax breaks, subsidies, or co-investment models could help kick-start initial interest and anchor developments. Safeguards against inefficiency and corruption One of the greatest threats to major infrastructure projects is delay or misuse of resources. Bali 2.0 must be a showcase of clean, efficient and transparent planning. Independent oversight, clear procurement standards, and strong anti-corruption frameworks should be established from the beginning to maintain confidence and credibility. Conclusion Bali remains one of the world’s most beloved holiday destinations, but it is under severe strain. Simply patching its infrastructure or building a new airport won't fix the systemic challenges caused by over-tourism. The Indonesian government has the opportunity—and the imperative—to take a bold step forward by creating a new, sustainable, world-class destination: Bali 2.0 . The Mandalika experiment shows there’s both vision and appetite for such a transformation. But to succeed, the next attempt must be better planned, more inclusive, and sustainably built from day one. With the right mix of natural appeal, investor incentives, community support, and government leadership, Bali 2.0 could become a global model for responsible tourism in the 21st century.

What is the solution to Bali's over tourism? Is it time for Bali 2.0?

Bali’s tourism model is no longer sustainable. That’s why Indonesia needs to consider a radical but pragmatic solution: developing a new tourism hub—Bali 2.0—from the ground up.

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Creating a culture of fiscal discipline at every level of the public sector Governments across the globe are seeking to build more fiscally sustainable policies while driving greater efficiency within their public institutions. Rising levels of public debt, cost-of-living challenges, and increasing pressure on core services like healthcare, education, and defence are forcing political leaders to make ever more difficult decisions. While these pressures are generally dealt with at the macro level by ministers and finance ministries, political will alone is not sufficient to deliver true and lasting fiscal discipline. For any government genuinely aiming to improve financial sustainability, a commitment to responsible financial management must go well beyond Parliament and Cabinet. It must be firmly embedded in the day-to-day choices made by civil servants, programme leads, procurement professionals, and senior executives at every tier of government. Yet, in many departments, agencies, and working-level teams, this culture is noticeably absent. Officials often criticise political leaders when their particular sector, industry, or programme faces funding reductions, delays, or reallocation of resources. While it's true that political decisions are partly shaped by ideology or aligned with an electoral base, this only influences a relatively small portion of total government spending. The reality is that most governments simply lack the fiscal space to fund everything they would ideally like to pursue. It’s reasonable to assume that most elected leaders would prefer to be popular and to be seen as generous reformers—championing modernisation, addressing entrenched issues, or supporting vulnerable communities. They may also wish to adopt a global posture—providing humanitarian aid or investing in national defence to shape their country’s international reputation. The list of causes worthy of funding is endless. But the truth is, politicians are nowhere near able to deliver the level of generosity they may aspire to with public funds. Government balance sheets do not—and never will—stretch far enough to meet all demands placed upon them. This article considers how governments can embed fiscal discipline across every part of the public sector. It also challenges the simplistic, populist narrative that political leaders are ill-informed or incapable, or that anyone else in their place would make more rational or effective decisions. Pointing fingers at the political class is convenient—but it often masks the poor planning and flawed decision-making that happens within the machinery of government itself. What’s needed is a culture that consistently rewards sound financial judgement, discourages waste, and prioritises the overall fiscal well being of the state. It requires officials to lift their perspective—looking beyond their own agency or initiative—and adopt a stewardship mindset, keeping in mind the broader interests of government and the taxpayer. It means thinking not just in terms of local objectives, but of the balance required across all portfolios. This culture involves recognising the seriousness of government debt and the need to manage and reduce it over time. Above all, it requires officials to take measured, responsible decisions on expenditure within their areas, understanding that all public money should be directed towards the highest priorities. Every dollar wasted in one area could mean a critical service is underfunded elsewhere. Misuse of funds in the education sector, for example, could delay a medical procedure; inefficiency in a policy initiative might reduce the number of police on the streets. Officials must begin with the assumption that there is not enough funding—and act accordingly. Because, in truth, there isn’t. They must also resist the temptation to hide budgets, play internal political games, or lobby aggressively for new funds. Instead, they should engage openly with central agencies—especially the Ministry of Finance—to ensure transparency and allow funding to be allocated where it’s genuinely needed most. This may also seem naive, but to change culture we must first recognise that their is an issue - and then develop mitigations accordingly.  The current problem: a fragmented fiscal culture Over time, many public administrations have developed operational environments that are not conducive to careful financial stewardship. While policy rhetoric may stress the importance of value for money, the reality within government departments can be quite different. Many officials operate in systems where the incentives to spend wisely are weak or non-existent. Funding cycles often encourage agencies to “use it or lose it,” while procurement frameworks are misused to justify costly contracts with little regard for longer-term outcomes. Budget bids are frequently inflated to protect against future cuts, leading to inefficient allocation. As a result, departments often act as competitors rather than collaborators—each seeking to maximise its share of public resources, regardless of the broader fiscal context. This has led to a culture marked by: Over-reliance on external contractors and consultants Weak controls around project delivery and budget oversight Limited accountability for value-for-money outcomes A focus on inputs rather than measurable results Changing this culture is not merely a matter of financial reform—it is about changing behaviour, mindsets, and expectations across the public service. Building a budgeting culture: why it matters A strong budgeting culture provides the foundation for fiscal responsibility. It encourages public servants to view funding as a finite and valuable resource—not merely a line on a ledger, but a tool to deliver services in the most effective and efficient way possible. At its core, a budgeting culture embeds the following behaviours: Ownership:  Staff take responsibility for managing their allocated resources, understanding trade-offs, and making informed financial decisions. Transparency:  Spending intentions and outcomes are communicated clearly, reducing ambiguity and fostering trust across departments. Alignment:  Financial choices are linked to strategic goals, ensuring budgets reflect public priorities and deliver measurable impact. Adaptability:  Agencies are responsive to changing circumstances, regularly revisiting spending plans and adjusting to maintain control. Collaboration:  Departments work together, rather than in isolation, to make collective decisions that benefit the government’s overall fiscal position. This approach also promotes morale and engagement. When officials feel that their decisions matter—and that wise financial management is recognised and rewarded—they are more likely to approach budgeting with care and discipline. Enabling the shift: practical government actions The transformation to a more fiscally responsible culture does not happen by accident. It requires deliberate steps, consistent messaging, and institutional changes that reinforce the right behaviours. Below are key actions governments can take to support this shift: 1. Leadership commitment and tone from the top Senior political and public service leaders must make fiscal discipline a visible and non-negotiable priority. Ministers and chief executives should model the behaviour they expect from others—by challenging unnecessary spending, asking tough questions, and celebrating efficient service delivery. Crucially, leadership commitment must be consistent across electoral cycles. Fiscal discipline cannot be treated as a partisan objective; it must become embedded as a core expectation of government performance, regardless of who is in power. 2. Clear accountability and delegated authority Officials must understand their responsibilities for managing budgets and be empowered to act. This includes: Delegating decision-making authority to those closest to service delivery Providing accessible financial tools and information Establishing formal expectations for budget planning, monitoring, and reporting Managers should be accountable for both overspending and underspending, with regular performance discussions and support to address variances early. 3. Cross-agency collaboration and joint budgeting processes Breaking down the traditional silos between departments is critical. Governments should establish cross-agency budget committees or steering groups that: Align investments with shared outcomes Jointly review spending proposals to eliminate duplication Encourage resource sharing, particularly in areas like IT, legal, or HR services These groups help to build a collective sense of fiscal responsibility and encourage smarter, more integrated spending decisions. 4. Training, guidance and cultural reinforcement Financial literacy must be actively developed across the public sector. Governments can provide targeted training for non-financial managers, regular budget briefings, and clear guidance on evaluating cost-effectiveness. At the same time, the right culture must be continually reinforced through performance reviews, internal communications, and public messaging. Staff should hear regularly that fiscal discipline is not about austerity—it is about ensuring every dollar spent achieves the greatest impact. 5. Incentives and recognition for good financial management Governments can recognise and reward departments and individuals that demonstrate excellence in financial stewardship. This could take the form of: Public service awards for efficiency and innovation Career progression tied to strong financial performance Departmental benchmarking with peer comparisons and incentives for improvement When staff know that careful financial decision-making is noticed and valued, they are more likely to embed it in their day-to-day work. Balancing control with agility A fiscally disciplined culture must still allow space for responsiveness. Budgets should not become rigid tools that prevent adaptation. Instead, governments should build flexible budget systems that allow for real-time adjustments, while still maintaining overall control. Modern financial planning tools, dashboards, and analytics can help departments track spending trends, model the impact of changes, and make informed decisions quickly. Importantly, they allow for timely interventions—helping to avoid small overruns becoming major fiscal problems. Conclusion Creating a culture of fiscal discipline in government is both necessary and achievable. It requires more than balanced budgets or fiscal rules—it demands that every official, at every level, understands their role in stewarding public resources and is empowered to make responsible choices. For too long, many governments have tolerated systems that reward short-term gains, tolerate waste, and ignore long-term costs. But citizens deserve better. At a time of constrained budgets and rising expectations, the public sector must lift its game. By embedding financial discipline into everyday decisions, fostering ownership and transparency, and backing it up with training and leadership, governments can build a culture that is smarter, more efficient, and more sustainable. Fiscal discipline should not be a political catchphrase—it should be the DNA of every department.

How to create a culture of fiscal discipline amongst officials

For any government genuinely aiming to improve financial sustainability, a commitment to responsible financial management must go well beyond Parliament and Cabinet. It must be firmly embedded in the day-to-day choices made by civil servants, programme leads, procurement professionals, and senior executives at every tier of government. Yet, in many departments, agencies, and working-level teams, this culture is noticeably absent. The question is how to create such a culture?

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โครงสร้างพื้นฐานดิจิทัลของรัฐบาลแบบรวมศูนย์และแบบกระจายอำนาจ: ประโยชน์สำหรับภาคสาธารณะ รัฐบาลทั่วโลกกำลังทบทวนวิธีการสร้างและบริหารจัดการโครงสร้างพื้นฐานดิจิทัล หัวใจสำคัญของการถกเถียงนี้คือการเลือกระหว่างแนวทางแบบ รวมศูนย์  และ แบบกระจายศูนย์  รัฐบาลควรมีส่วนใดส่วนหนึ่งในการควบคุมและบริหารจัดการระบบดิจิทัลทั้งหมดหรือไม่ หรือหน่วยงานหรือหน่วยงานรัฐบาลแต่ละแห่งควรสร้างและบริหารจัดการของตนเอง คำถามนี้ส่งผลต่อวิธีการให้บริการสาธารณะ ความปลอดภัยและการเชื่อมต่อของข้อมูลภาครัฐ และจำนวนเงินที่ใช้ไปกับเทคโนโลยี ความผิดพลาดอาจนำไปสู่การสูญเสีย ซ้ำซ้อน บริการที่ย่ำแย่สำหรับประชาชน และแม้แต่ความเสี่ยงร้ายแรงอย่างการโจมตีทางไซเบอร์ การแก้ไขปัญหาที่ถูกต้องจะช่วยสร้างระบบดิจิทัลที่ราบรื่น ปลอดภัย และคุ้มค่ามากขึ้นสำหรับทั้งประเทศ ในบทความนี้ เราจะสำรวจความแตกต่างระหว่างโครงสร้างพื้นฐานดิจิทัลแบบรวมศูนย์และแบบกระจายอำนาจใน หน่วยงานภาครัฐทั้งหมด  พิจารณาข้อดีและข้อเสียของโครงสร้างพื้นฐานเหล่านี้ และเสนอคำแนะนำบางประการเพื่อช่วยให้รัฐบาลค้นหาสมดุลที่เหมาะสม โครงสร้างพื้นฐานดิจิทัลของรัฐบาลกลางคืออะไร? แนวทางแบบ รวมศูนย์  หมายถึง รัฐบาลสร้างและบริหารจัดการระบบดิจิทัลผ่านองค์กรหลักหรือโครงสร้างพื้นฐานดิจิทัลแบบบูรณาการเพียงแห่งเดียว ทีมงานส่วนกลางนี้จะกำหนดมาตรฐาน บริหารจัดการบริการที่ใช้ร่วมกัน (เช่น ระบบจัดเก็บข้อมูลบนคลาวด์หรือระบบระบุตัวตน) และดูแลให้ทุกอย่างสอดคล้องและปลอดภัย ประเทศต่างๆ เช่น เอสโตเนีย สิงคโปร์ และสหราชอาณาจักร ได้จัดตั้งทีมงานกลางหรือบริการดิจิทัลที่ทำหน้าที่นำการทำงานนี้ โดยมีเป้าหมายเพื่อลดความซ้ำซ้อนและสร้างระบบที่เชื่อมต่อระหว่างแผนกต่างๆ ได้ง่ายขึ้น คุณสมบัติหลัก: รัฐบาลหนึ่งเดียวที่เชื่อมต่อแพลตฟอร์มสำหรับบริการดิจิทัลหลัก เครื่องมือที่ใช้ร่วมกัน เช่น ระบบการเข้าสู่ระบบ แพลตฟอร์มข้อมูล และความปลอดภัย กฎการออกแบบและการเข้ารหัสที่สอดคล้องกัน งบประมาณส่วนกลางและการควบคุมโครงการเทคโนโลยีขนาดใหญ่ โครงสร้างพื้นฐานดิจิทัลของรัฐบาลแบบกระจายอำนาจคืออะไร? ในรูปแบบ การกระจายอำนาจ  หน่วยงานต่างๆ ของรัฐบาลจะบริหารจัดการระบบดิจิทัลของตนเอง ตัวอย่างเช่น กรมสรรพากรอาจบริหารจัดการระบบคลาวด์ของตนเอง ขณะที่กระทรวงสาธารณสุขสร้างแพลตฟอร์มการเข้าสู่ระบบและข้อมูลของตนเอง แต่ละองค์กรจะตัดสินใจว่าอะไรเหมาะสมกับความต้องการของตนมากที่สุด ประเทศบางประเทศที่มีโครงสร้างระดับรัฐบาลกลางหรือระดับภูมิภาคที่เข้มแข็ง เช่น สหรัฐอเมริกาหรือเยอรมนี มักใช้แนวทางนี้ แม้ว่าโดยปกติแล้วจะมีการประสานงานหรือมาตรฐานจากส่วนกลางอยู่บ้างก็ตาม คุณสมบัติหลัก: กระทรวง หน่วยงาน หรือภูมิภาคต่างๆ สร้างและดำเนินระบบของตนเอง มีอิสระมากขึ้นในการปรับแต่งบริการให้เหมาะกับความต้องการในท้องถิ่น การพึ่งพาทีมเทคโนโลยีกลางเพียงทีมเดียวน้อยลง ความหลากหลายที่มากขึ้นในเครื่องมือ มาตรฐาน และระบบ ประโยชน์ของโครงสร้างพื้นฐานดิจิทัลแบบรวมศูนย์สำหรับภาครัฐ การบูรณาการที่ดีขึ้น  ระบบส่วนกลางช่วยให้การเชื่อมต่อบริการและแบ่งปันข้อมูลระหว่างหน่วยงานภาครัฐง่ายขึ้น ประชาชนเพียงแค่ลงชื่อเข้าใช้เพียงครั้งเดียว และข้อมูลสามารถเคลื่อนย้ายระหว่างหน่วยงานต่างๆ ได้อย่างปลอดภัยเมื่อจำเป็น ลดต้นทุน  รัฐบาลสามารถประหยัดเงินได้ด้วยการหลีกเลี่ยงการซ้ำซ้อน แพลตฟอร์มที่ใช้ร่วมกัน การซื้อเครื่องมือเทคโนโลยีจำนวนมาก และมาตรฐานร่วมกันช่วยลดค่าใช้จ่ายโดยรวม ความมั่นคงปลอดภัยทางไซเบอร์ที่แข็งแกร่งขึ้น  ทีมงานส่วนกลางสามารถบังคับใช้กฎความปลอดภัยที่เข้มงวดและตอบสนองต่อภัยคุกคามได้อย่างรวดเร็ว การอัปเดตและแก้ไขระบบต่างๆ จะง่ายขึ้นหากมีระบบน้อยลง คุณภาพและความสม่ำเสมอที่สูงขึ้น  กฎเกณฑ์การออกแบบและประสบการณ์ผู้ใช้ที่เหมือนกันหมายความว่าบริการต่างๆ จะมีหน้าตาและการทำงานเหมือนกัน ไม่ว่าหน่วยงานภาครัฐใดจะเป็นผู้ดำเนินการ ซึ่งทำให้ประชาชนใช้งานได้ง่ายขึ้น การเปลี่ยนแปลงทางดิจิทัลที่รวดเร็วยิ่งขึ้น  ทีมงานส่วนกลางสามารถนำการปฏิรูปทั่วทั้งภาครัฐ ช่วยให้หน่วยงานที่ดำเนินงานช้ากว่าสามารถตามทัน และทำให้ทุกคนเดินหน้าไปในทิศทางเดียวกัน ประโยชน์ของโครงสร้างพื้นฐานดิจิทัลแบบกระจายอำนาจสำหรับภาครัฐ ความยืดหยุ่นและนวัตกรรม  หน่วยงานต่างๆ สามารถสร้างเครื่องมือดิจิทัลที่ตอบโจทย์ความต้องการเฉพาะของตนได้ ทีมงานสามารถทดสอบไอเดียใหม่ๆ ได้ง่ายขึ้นโดยไม่ต้องรอการอนุมัติจากส่วนกลาง การตอบสนองต่อความต้องการของท้องถิ่น  หน่วยงานภาครัฐต่างๆ มักให้บริการแก่กลุ่มต่างๆ ที่แตกต่างกัน ทีมงานในพื้นที่อาจเข้าใจผู้ใช้บริการเหล่านั้นได้ดีขึ้นและปรับตัวเข้ากับความต้องการได้รวดเร็วยิ่งขึ้น ลดความเสี่ยงของความล้มเหลวจากส่วนกลาง  หากระบบส่วนกลางล้มเหลว อาจส่งผลกระทบต่อรัฐบาลโดยรวม ระบบแบบกระจายอำนาจหมายถึงปัญหามักถูกจำกัดอยู่ในพื้นที่ใดพื้นที่หนึ่ง ส่งเสริมความรับผิดชอบ  เมื่อแต่ละแผนกเป็นเจ้าของระบบของตนเอง พวกเขาอาจทุ่มเทมากขึ้นเพื่อให้แน่ใจว่าทุกอย่างทำงานได้ดีและได้รับการบำรุงรักษาอย่างต่อเนื่อง การแลกเปลี่ยนที่สำคัญสำหรับการตัดสินใจของรัฐบาลโดยรวม การเลือกระหว่างแนวทางเหล่านี้ไม่ใช่เรื่องง่าย รัฐบาลต้องพิจารณาถึงทางเลือกสำคัญบางประการ: ความเร็วเทียบกับการควบคุม  : แนวทางแบบกระจายอำนาจอาจทำให้แผนกต่างๆ ดำเนินการได้เร็วขึ้น แต่การรวมศูนย์จะทำให้ควบคุมได้ดีกว่า การปรับแต่งเทียบกับการสร้างมาตรฐาน  : การกระจายอำนาจช่วยให้สามารถกำหนดโซลูชันที่เหมาะสมได้ ในขณะที่การรวมศูนย์รองรับประสบการณ์ทั่วไปสำหรับผู้ใช้ ประหยัดต้นทุนเมื่อเทียบกับการทำงานซ้ำซ้อน  : ระบบส่วนกลางช่วยประหยัดเงินได้ในระดับขนาดใหญ่ ระบบแบบกระจายศูนย์มีความเสี่ยงที่จะสิ้นเปลืองทรัพยากรโดยการสร้างระบบที่คล้ายคลึงกันซ้ำๆ ทางเลือกของรัฐบาลโดยรวมต้องพิจารณาถึงความเป็นจริงทางการเมืองด้วย ในระบบรัฐบาลกลาง รัฐบาลระดับชาติและระดับภูมิภาคอาจมีความรับผิดชอบด้านดิจิทัลร่วมกัน การสร้างสมดุลระหว่างบริการที่ใช้ร่วมกันและการควบคุมระดับท้องถิ่นจึงเป็นสิ่งสำคัญ โมเดลไฮบริด: สิ่งที่ดีที่สุดของทั้งสองโลก? ปัจจุบัน รัฐบาลหลายแห่งมุ่งเป้าไปที่ รูปแบบไฮบริด  ซึ่งเป็นรูปแบบที่รวบรวมส่วนต่างๆ ที่มีความเหมาะสมในการแบ่งปัน และเว้นพื้นที่ให้แผนกต่างๆ สร้างสรรค์นวัตกรรมเพิ่มเติม ในโมเดลนี้: รัฐบาลจัดให้มี โครงสร้างพื้นฐานดิจิทัลที่ใช้ร่วมกัน  เช่น ID ดิจิทัล การชำระเงิน การโฮสต์ หรือแพลตฟอร์มแลกเปลี่ยนข้อมูลหลัก หน่วยงานต่างๆ สร้างบริการของตนเอง บนโครงสร้างพื้นฐานนี้  โดยใช้กฎเกณฑ์และเครื่องมือทั่วไป ทีมงานส่วนกลาง มักอยู่ในกระทรวงการคลังหรือกระทรวงดิจิทัล ทำหน้าที่กำหนดมาตรฐาน ตรวจสอบประสิทธิภาพการทำงาน และสนับสนุนการส่งมอบ แนวทางนี้พยายามที่จะได้รับประโยชน์จากทั้งสองโมเดล ได้แก่ การแบ่งปันการออมและความปลอดภัย พร้อมด้วยนวัตกรรมและการตอบสนองในพื้นที่ ความเสี่ยงที่จะทำผิดพลาด หากไม่มีสมดุลที่เหมาะสม รัฐบาลอาจเผชิญกับปัญหาที่แท้จริง: การรวมอำนาจไว้ที่ศูนย์กลางมากเกินไป  อาจทำให้การให้บริการช้าลง จำกัดนวัตกรรม และทำให้หน่วยงานต่างๆ ประสบความยากลำบากจากการควบคุมที่เข้มงวด การกระจายอำนาจมากเกินไป  อาจนำไปสู่ความเสี่ยงทางไซเบอร์ ประสบการณ์ผู้ใช้ที่ไม่ดี การใช้จ่ายที่สิ้นเปลือง และโครงการที่ล้มเหลว ระบบนิเวศไอทีที่กระจัดกระจาย  ทำให้การแบ่งปันข้อมูล การตอบสนองต่อเหตุฉุกเฉิน หรือการวางแผนปฏิรูปทั่วทั้งรัฐบาลทำได้ยากขึ้น โครงสร้างพื้นฐานดิจิทัลคือรากฐานของรัฐบาลยุคใหม่ การตัดสินใจที่ผิดพลาดส่งผลกระทบต่อทุกสิ่ง ตั้งแต่สุขภาพและภาษี ไปจนถึงการบังคับใช้กฎหมายและบริการฉุกเฉิน การค้นหาโมเดลที่เหมาะสมสำหรับภาคส่วนสาธารณะทั้งหมด ไม่มีคำตอบที่สมบูรณ์แบบสำหรับคำถามเรื่องการรวมศูนย์อำนาจกับการกระจายอำนาจ แต่รัฐบาลจำเป็นต้องพิจารณาเรื่องนี้จากมุมมอง ของทั้งรัฐบาล  ไม่ใช่มองจากหน่วยงานที่แยกตัวออกมา คำถามสำคัญบางประการที่ควรพิจารณา: โครงสร้างพื้นฐานหลักใดบ้างที่ควรจะแบ่งปันกันระหว่างหน่วยงานภาครัฐทั้งหมด? แผนกต่างๆ ควรมีอิสระในการสร้างระบบของตนเองได้อย่างไร? เราจะออกแบบมาตรฐาน แพลตฟอร์ม และนโยบายข้อมูลเพื่อรองรับการทำงานร่วมกัน ไม่ใช่การควบคุมได้อย่างไร ใครควรเป็นผู้รับผิดชอบในการดูแลรักษาโครงสร้างพื้นฐานดิจิทัลร่วมกัน? ภาคส่วนสาธารณะจะสร้างความไว้วางใจและศักยภาพด้านดิจิทัลในสถาบันต่างๆ ได้อย่างไร การมุ่งเน้นที่รากฐานร่วมกันและมาตรฐานอันชาญฉลาด พร้อมทั้งเปิดโอกาสให้หน่วยงานต่างๆ ได้ดำเนินการ จะทำให้รัฐบาลสามารถสร้างระบบดิจิทัลที่ให้บริการประชาชนได้ดีขึ้น ประหยัดเงิน และลดความเสี่ยงได้ ต้องการข้อมูลเชิงลึกเพิ่มเติมแบบนี้ไหม?  สมัครรับบทความเกี่ยวกับการเปลี่ยนแปลงทางดิจิทัลของรัฐบาลฉบับใหม่ได้ที่ 👉 www.Georgejamesconsulting.com

โครงสร้างพื้นฐานดิจิทัลของรัฐบาลแบบรวมศูนย์กับแบบกระจายอำนาจ อะไรดีกว่าสำหรับภาคส่วนสาธารณะ?

โครงสร้างพื้นฐานดิจิทัลของรัฐบาลแบบรวมศูนย์และแบบกระจายอำนาจ: ประโยชน์สำหรับภาคสาธารณะ



รัฐบาลทั่วโลกกำลังทบทวนวิธีการสร้างและบริหารจัดการโครงสร้างพื้นฐานดิจิทัล หัวใจสำคัญของการถกเถียงนี้คือการเลือกระหว่างแนวทางแบบ รวมศูนย์ และ แบบกระจายศูนย์ รัฐบาลควรมีส่วนใดส่วนหนึ่งในการควบคุมและบริหารจัดการระบบดิจิทัลทั้งหมดหรือไม่ หรือหน่วยงานหรือหน่วยงานรัฐบาลแต่ละแห่งควรสร้างและบริหารจัดการของตนเอง



คำถามนี้ส่งผลต่อวิธีการให้บริการสาธารณะ ความปลอดภัยและการเชื่อมต่อของข้อมูลภาครัฐ และจำนวนเงินที่ใช้ไป

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As China faces mounting economic, social, environmental, and geopolitical challenges, an old conversation reemerging—both domestically and abroad—about whether a more open and participatory political model might better equip the country to respond. Could a gradual, phased evolution towards a form of “democracy with Chinese characteristics” help China mitigate some of its most pressing systemic risks? This article explores how democratic tools like transparency, accountability, independent institutions, and public participation could support better governance in China. China’s model of centralised state capitalism has delivered spectacular growth over the past four decades, lifting millions out of poverty and transforming the country into the world’s second-largest economy. But cracks are beginning to show. Real estate instability, youth unemployment, weak international relationships, slowing productivity, and environmental degradation are straining the limits of a highly centralised political system. This article examines how China’s current system responds to risk and explores whether democratic methods—tailored to China’s context—could offer a more resilient, inclusive, and ultimately sustainable approach. 1. The growing weight of systemic risk China’s current challenges are not isolated events—they are interconnected, complex, and evolving. Key systemic risks include: A slowing economy  hampered by debt, declining productivity, and weakening investor confidence. A crisis in the real estate sector , where over-leveraged developers and falling prices threaten household wealth. Geopolitical tensions , especially with the United States, Taiwan, and neighbours in the South and East China Seas. Environmental degradation , including polluted air, land, and water, plus increasing climate risk. Social strain , from an ageing population to rising youth unemployment and widening inequality. Political centralisation , where decisions are highly concentrated, institutions lack checks and balances, and dissent is tightly controlled. Managing these risks requires complex, cross-sector solutions. But centralised control often hinders agile decision-making, limits data transparency, and discourages dissenting but constructive viewpoints. 2. The autocracy advantage—and its limits China’s one-party model has long been praised for its ability to “get things done.” Major infrastructure, industrial and social development projects have been executed with remarkable speed. During times of crisis, the system has shown it can act quickly and decisively. However, this approach also comes with trade-offs: Lack of accountability  can lead to costly mistakes. Limited public participation  reduces innovation and buy-in. Suppressed dissent  means emerging risks may be ignored until they explode. Overcentralised power  leads to dependency on a few top leaders—good decisions rely on good leadership alone. These risks are amplified as China transitions from high-speed growth to high-quality development. Continued reliance on state-led planning and control over the private sector may hamper the flexibility China now needs. 3. Could democratic tools help? Democracy, particularly in forms adapted to national context, isn’t just about voting. It’s also about having effective institutions, open channels for feedback, rule of law, and independent mechanisms for correction. Many of these elements could help China deal with its current challenges more effectively. Transparency and open data Transparent decision-making and access to reliable data allow citizens, businesses, and foreign investors to plan effectively. In democracies, independent audit agencies, free media, and open statistics help keep government accountable and policy responsive. A more open Chinese system could reduce market speculation, improve risk assessments, and build trust in reforms. Institutional checks and balances The concentration of political power in one leader and one party makes errors more likely to go unchallenged. Democratic systems distribute power across branches of government and allow for more diverse input. This can improve policy outcomes, especially when dealing with complicated systemic risks like climate change or financial reform. Public participation and civil society Involving the public in policymaking can lead to better decisions and stronger implementation. For example, engaging citizens in local environmental monitoring, urban planning, or anti-corruption efforts could help China manage localised risks. A limited but meaningful space for civil society could support stability rather than threaten it. 4. Economic benefits of a more open system China’s slowing productivity and middle-income trap risks are well-documented. Research shows that countries that transition into high-income status typically invest in innovation, not just infrastructure. And innovation thrives where ideas can flow freely. Boosting private sector confidence Unpredictable interventions into private firms like Alibaba or Tencent have weakened investor confidence. More legal clarity, independent regulation, and fairer markets—hallmarks of democratic economies—could reinvigorate China’s entrepreneurs and attract international partners. Addressing inequality and social tension As social expectations grow, the need for fairness in opportunity, education, employment, and justice becomes vital. Democracies have tools—independent courts, labour unions, local representation—to balance these demands. China’s own stability may depend on addressing the growing frustration of young graduates, displaced workers, and rural populations. 5. Would a democratic China be better prepared? Let’s apply this question to some of China’s current risks: Real estate crisis?  Democratic governance might have allowed earlier warnings from watchdogs, civil society, or investigative journalists, preventing overinvestment and corruption. Environmental risks?  Open participation and transparency could support more sustainable urban planning, pollution control, and enforcement. Geopolitical strain?  A China with more internal political diversity and independent foreign policy institutions might avoid escalating tensions and allow for diplomatic resets more easily. Youth unemployment and inequality?  With local elections and representative institutions, policies could be better aligned with regional labour needs and social expectations. Democracy does not guarantee perfect outcomes. But it often provides stronger mechanisms for self-correction—an essential advantage in today’s uncertain world. 6. A uniquely Chinese path forward Importantly, no one is arguing for the overnight importation of Western democracy. Instead, China could explore a phased approach: Enhancing local participation , such as more competitive village and township elections. Strengthening rule of law , including truly independent courts and regulatory bodies. Supporting independent media and research , with protections for freedom of expression in certain domains. Encouraging intra-party diversity , allowing different factions and views within the CCP to shape policy more openly. China’s leadership has always adapted its governance over time. Just as it experimented with “socialism with Chinese characteristics,” it could evolve towards “democracy with Chinese characteristics”—a system that maintains social stability while improving risk management, innovation, and long-term planning. 7. Global implications China’s political evolution would not just be a domestic story. As the world’s second-largest economy, its internal reforms have global impact. A more transparent, stable, and accountable China would reduce geopolitical risk, boost investor confidence, and make it easier to cooperate on global issues like climate change, health, and technology standards. International partners should support this evolution—not by lecturing or interfering, but by promoting people-to-people ties, open trade, and multilateral dialogue that values governance as much as growth. A more open future for a stronger China? China’s centralised political system delivered historic growth—but that era is ending. Now, managing complexity and avoiding systemic collapse requires a new toolkit. A gradual evolution toward a more open, participatory, and accountable model could be the key to unlocking China’s next stage of development. While some may disagree, there is the argument that “Democracy with Chinese characteristics” may not mean immediately abandoning the Communist Party—but adapting its governance hegemony to allow more diversity that could better represent the incredible breadth and talent of the Chinese people and meet the demands of an increasingly complex society. The risks China faces—from economic slowdowns to youth discontent, environmental stress to international friction—are not insurmountable. But they do require new thinking. In the end, the most patriotic path forward might be one that empowers more voices to shape China’s destiny. If you found this article helpful, subscribe to more strategic insights from George James Consulting at www.GeorgeJamesConsulting.com . Get interesting commentary on global risks, economic transitions, and governance futures.

Will the idea that 'democracy with Chinese characteristics' be resurrected to help China manage its biggest risks?

As China faces mounting economic, social, environmental, and geopolitical challenges, an old conversation reemerging—both domestically and abroad—about whether a more open and participatory political model might better equip the country to respond. Could a gradual, phased evolution towards a form of “democracy with Chinese characteristics” help China mitigate some of its most pressing systemic risks?



This article explores how democratic tools like transparency, accountability, independent in

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How do some of the current digital nomad visas compare? As remote work becomes more popular, countries are responding with specialised visas designed for digital nomads. These visas allow individuals or companies to work legally while enjoying life abroad. With a wide range of options now available, it's important to compare policies to find the right fit. This article provides a high level review of the digital nomad visa options from Thailand, New Zealand, Portugal, Spain, and Hungary, focusing on eligibility, cost, duration, and key features. Thailand: Destination Thailand Visa (DTV) Thailand's DTV, introduced in 2024, is a long-stay visa for remote workers and others interested in cultural or medical activities. It is considered a tourist visa with generous stay terms. Cost:  10,000 baht (varies by country) Validity:  5 years Stay duration:  180 days per entry, extendable once Eligibility:  Digital nomads, remote workers, freelancers; must be over 20 and show 500,000 baht in savings Family inclusion:  Spouse and children under 20 can apply separately Application:  Online or in-person in your country of employment New Zealand: Remote Work Visa New Zealand’s offering targets freelancers and remote employees, but not job seekers. Cost:  NZD $200–$500 Validity:  Up to 6 months (no specific long-stay visa for nomads) Eligibility:  Remote workers or self-employed with proof of income and health insurance Tax:  No NZ tax if staying under 92 days (or 183 days with a tax treaty) Application:  Online via Immigration NZ Family inclusion:  Not specifically mentioned; case-by-case Portugal: Digital Nomad Visa Portugal provides both short- and long-term options for remote workers. Cost:  Varies; requires proof of funds Short-Stay:  1 year, not extendable Long-Stay:  2 years, renewable for 3; eligible for residency after 5 years Income requirement:  €3,480/month + savings proof Family inclusion:  Allowed Processing time:  ~6 months Spain: Digital Nomad Visa Spain's visa has gained popularity after the Golden Visa ended. It allows remote work and leads to permanent residency. Cost:  Varies Validity:  1 year initially, then 3-year permit; eligible for residency after 5 years Income requirement:  €2,646/month (+ €993 for spouse, €331 per child) Tax:  24% flat rate for income up to €600,000 if staying over 183 days Family inclusion:  Allowed Processing time:  ~4 months Hungary: White Card Hungary's White Card is a simple option, but with restrictions. Cost:  Varies Validity:  1 year, renewable once (2 years total) Income requirement:  €3,000/month Family inclusion:  Not permitted Processing time:  ~6 months Comparison Summary Country Income Req. (Monthly) Visa Length Family Inclusion Cost (Est.) Processing Time Thailand ~€1,250 (500,000 THB) 5 years (180 days/stay) Yes €260+ Varies New Zealand None fixed Up to 6 months Case-by-case €110–260 2–6 weeks Portugal €3,480 1–5 years Yes Varies ~6 months Spain €2,646 1+3 years Yes Varies ~4 months Hungary €3,000 1+1 years No Varies ~6 months Conclusion Each country offers something unique for digital nomads. Thailand provides flexibility and cultural access with low financial barriers. Spain and Portugal offer clear paths to residency in the EU. New Zealand is suitable for short stays with a relaxed process. Hungary offers simplicity, but limits family inclusion. Your choice depends on your priorities—be it tax, duration, lifestyle, or ease of application. Always check the latest requirements before applying. Note that government policies can change rapidly so it is important to make sure you check the policy directly with the country you are considering.

Comparing digital nomad visas: Thailand, New Zealand, Portugal, Spain, and Hungary

As remote work becomes more popular, countries are responding with specialised visas designed for digital nomads. These visas allow individuals or companies to work legally while enjoying life abroad. With a wide range of options now available, it's important to compare policies to find the right fit.



This article provides a high level review of the digital nomad visa options from Thailand, New Zealand, Portugal, Spain, and Hungary, focusing on eligibility, cost, duration, and key features.

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Why did New Zealand towns turn their backs to the water? New Zealand is a country defined by water — from alpine springs and wetlands to dramatic coastlines and powerful rivers. Yet in our towns and cities, rivers are often treated as little more than obstacles to build around or hazards to keep at bay. Urban development has frequently occurred with its back turned to rivers and streams. In these places, the practical demands of flood protection, road networks, and commercial zoning appear to have overridden any deeper appreciation for the river’s presence or potential. The result is often a disconnection between the natural landscape and built form — a missed opportunity to embed beauty, identity, and connection to place into our urban environments. This disconnection is especially striking when we consider the role water plays in Aotearoa New Zealand’s identity. Rivers, or awa , are taonga — living entities bound into local history, Māori whakapapa (genealogy), and the very shaping of the land. They are dynamic, shifting, and powerful. Yet flood management systems — especially stopbanks — have for decades treated rivers as static elements to be contained. This has come at the cost of ecological integrity, public access, and the experiential quality of the river in our cities and towns. With the pressure of urbanisation and climate change growing, New Zealand now stands at a crossroads: do we continue building barriers, or do we seek to reconnect with rivers as partners in our urban futures? Shifting the urban paradigm: from containment to connection For decades, stopbanks have formed the backbone of flood protection in New Zealand. These engineered embankments provide a basic level of defence against flooding but come with limitations. They separate cities from rivers physically and psychologically, creating underutilised edges and vacant zones. They limit the river’s natural tendency to meander, flood, and replenish adjacent ecosystems. And in the face of more intense rainfall events, many are no longer fit for purpose. Modern urban planning is now beginning to question these conventions. Around the country, new thinking is emerging — projects that seek not just to manage the risks of living near rivers, but to celebrate the benefits. This includes building in flexibility, restoring access, and integrating water into the heart of the urban landscape. Central to this shift is a growing recognition that rivers are not problems to be solved, but assets to be embraced. Case studies: cities and towns reorienting towards water Te Awa Kairangi ki Tai – Lower Hutt: a future-focused river city Lower Hutt provides one of the most comprehensive examples of a city seeking to reconnect with its river. The Te Awa Kairangi project aims to turn the city’s gaze back towards Te Awa Kairangi / Hutt River, transforming a once-disconnected space into a vibrant civic centre. Historically, the orientation of High Street and Queens Drive, together with tall stopbanks, shut the river off from the urban core. Now, new designs promise pedestrian bridges, riverside plazas, better cycling and walking routes, and mixed-use development that embraces the river edge. Crucially, the project will still deliver improved flood protection — but it will do so while enabling public access, ecological restoration, and transport connectivity. In doing so, it offers a template for future resilience that does not compromise on quality of life or sense of place. Hamilton: 30-year vision to restore the Waikato River’s role Hamilton’s River Plan is another example of a long-term effort to reintegrate water into the city’s identity. Spanning 16 kilometres of the Waikato River, the plan envisions a connected corridor of walking paths, recreation spaces, events areas, and commercial activity. The Ferrybank Development, a key part of the plan, includes river-facing venues, a pontoon jetty, and upgrades to cultural and heritage landmarks along the river. These efforts are underpinned by infrastructural investments in water resilience, heritage protection, and development policy. For example, Plan Change 12 aims to require financial contributions from developers to support infrastructure such as riverfront upgrades, while Plan Change 9 protects cultural and environmental values in growth areas. Foxton: restoring the River Loop and reconnecting history The Foxton River redevelopment project demonstrates how river reconnection can also repair historical damage. The River Loop — once a vital part of the Manawatū River — was cut off by earlier flood control works, reducing flow and disconnecting it from the community. The current project, supported by $3.86 million in government funding, is restoring flow, rebuilding public access, and revitalising adjacent spaces with BBQs, playgrounds, and viewing decks. The project goes beyond urban design. It draws from history and iwi-led narratives, particularly the flooding of Papangaio and the isolation of Matakarapa, to ensure river reconnection is grounded in place-based memory and cultural restoration. Community involvement has been central, with local schools, groups, and the Save Our River Trust shaping design outcomes. Opportunities for smaller towns: unlocking hidden riverscapes Huntly: turning a backwater into a riverfront attraction Huntly sits on the Waikato River and is surrounded by lakes — yet the town barely engages with these natural assets. Industrial buildings dominate the river edge, and the central area has long faced away from the water. However, the ‘Reconnecting Huntly’ concept proposes a network of walkways, scenic lookouts, and cultural trails linking the river and surrounding lakes. One idea involves creating a night-time light installation across the river, animating views of the power station and celebrating the river as spectacle. The walkbridge could become a drawcard, encouraging more people to spend time at the riverfront. Iwi involvement would bring cultural storytelling into the design, helping shape Huntly into a place where the Waikato River is once again central to local life. Palmerston North: reimagining the Manawatū River corridor Palmerston North has the advantage of the Manawatū River and surrounding reserves already in place, but there is still untapped potential. Greater integration of river walks, cycle routes, and urban development around He Ara Kotahi Bridge could support stronger connectivity and recreational use. Future upgrades could include riverside cafes, performance spaces, and new housing with views over the water. Te Kauwhata: embracing growth with water-sensitive design Te Kauwhata is growing fast, and with that growth comes an opportunity to do things differently. Its proximity to wetlands and the Waikato River gives it natural advantages — but only if planning prioritises access and ecological protection. New housing developments could incorporate blue-green corridors, stormwater wetlands, and boardwalks that bring people into contact with water, rather than walling it off. Conclusion: towards a water-conscious urban future New Zealand’s urban form has often marginalised rivers — building walls instead of walkways, and barriers instead of bridges. But the tide is turning. From Lower Hutt to Hamilton, and from Foxton to Huntly, there is a growing awareness that rivers are not liabilities — they are lifelines. Reconnecting with water means rethinking flood protection, reorienting our streets, and restoring our relationship with the natural world. This new approach demands collaboration: between engineers and ecologists, planners and mana whenua, developers and community members. It also demands a shift in mindset — one that sees water not as something to fight or fear, but as something to welcome, celebrate, and live with. Rivers, after all, are always moving, always changing. Our towns and cities must learn to do the same.

Reconnecting New Zealand Towns and Cities with Their Rivers

Why did New Zealand towns turn our backs on the water?



New Zealand is a country defined by water — from alpine springs and wetlands to dramatic coastlines and powerful rivers. Yet in our towns and cities, rivers are often treated as little more than obstacles to build around or hazards to keep at bay. Urban development has frequently occurred with its back turned to rivers and streams. In these places, the practical demands of flood protection, road networks, and commercial zoning appear to h

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What is really behind the tariffs in Trump’s trade plan? This article looks at how the Trump administration is using tariffs in different ways, how this might affect global trade, and what may happen next. It also explains the types of tariffs involved and outlines a likely pathway the administration may take in the months ahead. A different approach to global trade The Trump administration’s tariff policy marks a big shift from the usual way countries do trade. Most modern trade agreements try to lower or remove tariffs, allowing goods to move more freely across borders. But this new plan adds tariffs instead. It includes a flat 10% tariff on all imports and extra tariffs for countries with big trade surpluses with the US. This move puts pressure on many of America’s trading partners. They now face tough choices—either make new trade deals with the US or deal with the costs of these tariffs. It’s a bold strategy that’s already changing how global trade works. A focus on power and control This trade approach is not just about economics—it’s also about power. The US government is showing it can quickly turn tariffs on or off, giving it more control in talks with other countries. The short “pause” on some tariffs on 9 April showed that the White House can use tariffs as both a stick and a carrot. Some countries, like China and Canada, decided to fight back with their own tariffs. Others have agreed to start talks. This kind of tariff policy also seems to be about reminding everyone who is in charge. The US is making it clear that it wants better deals, more local production, and fewer imports that hurt American jobs. How other countries are reacting The global response to these tariffs has been mixed. Countries like South Korea and Japan are now negotiating with the US to avoid higher costs. Others, like China and Canada, are standing firm and fighting back. This division shows how powerful the new tariff policy is—it’s changing the way countries interact with the US. But there’s also risk. Some countries might grow tired of dealing with constant changes and may look for new trade partners elsewhere. That could weaken America’s role in the global economy over time. Five types of tariffs in play The Trump administration isn’t using just one kind of tariff—it’s using several, each with its own goal: 1. Tariffs used for leverage Some tariffs are used to pressure other countries to take action on issues not directly related to trade, like immigration or drug control. These are often put in place suddenly, and taken away just as fast once the goal is met. 2. Country-specific tariffs These target key countries—especially China, Canada and Mexico. With China, the goal is to address a big trade gap and larger political competition. Tariffs on Canada and Mexico are more about protecting American interests under the US-Mexico-Canada Agreement (USMCA). These tariffs have not been paused, showing how serious the US is about these specific relationships. 3. Industry-focused tariffs Some tariffs are aimed at boosting US industries such as steel, aluminium and car production. These are meant to make it more appealing for companies to make products in the US instead of overseas. There is talk that more sectors, like pharmaceuticals, could be added. 4. “Fairness” or reciprocal tariffs These are aimed at countries that sell much more to the US than they buy. The idea is to push these countries to open up their markets more to US goods. Some of these tariffs have been paused to give room for talks. 5. Across-the-board tariffs A general 10% tariff has been added to all imports, including from countries that don’t have a trade surplus with the US. This appears to be mainly about raising money for the US government and generating new leverage points. What comes next: Five possible steps Looking at what the administration has done so far, we can outline five key steps likely to shape the next phase of this strategy: 1. Making better trade deals The US wants its trading partners to agree to new deals that are seen as fairer. By applying heavy tariffs, the administration is pushing countries to come to the table quickly. Talks with many countries are already happening, and more are expected. 2. Supporting US manufacturing Tariffs are meant to protect US industries from cheap foreign competition. This may help bring some manufacturing jobs back home. However, businesses want clear and stable rules before they make big investments in new American factories. 3. Challenging China The US is focused on changing its trading relationship with China. There are concerns about trade imbalances, unfair practices, and intellectual property theft. This is not just about trade—it’s part of a bigger rivalry between two global powers. But a tough stance on China could cause problems if it leads to a long conflict. 4. Raising money The administration sees tariffs as a way to bring in revenue. A 10% tariff on all imports could earn trillions of dollars over time. This money could help lower the US deficit or fund other programmes. However, this will only work if Americans keep buying imported goods. 5. Cutting prices at home Trump has said that more local production will mean more competition and lower prices. But many economists warn that tariffs often make imported goods more expensive. This could lead to higher prices for US consumers, especially those with lower incomes. Conclusion The Trump administration’s use of tariffs is a big change from past trade policy. By putting pressure on other countries and protecting American industries, the US hopes to get better deals and grow its economy. However, this strategy also brings risks. Higher prices, trade fights, and global pushback could limit its success. While the final outcome is still unclear, it is clear that tariffs are now a key tool in US foreign and economic policy. How other countries respond—and whether this approach leads to lasting change—will shape global trade for years to come.

What is the strategy behind the US tariff's?

What is really behind the tariffs launched by the US administration in 2025? Is it really as simple as seeking 'fairness' or 'generating revenue'? There are likely a wide range of reasons for the tariffs depending on the trading country and what the US believes is in its interests. This is very likely just the opening salvo in what will be a dynamic period of changing trading relationships.

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A new kind of travel trend emerges In recent years, a fresh and unusual type of tourism has started gaining attention around the world. It's called doomsday tourism . This article focuses on one form of doomsday tourism: the type based on exploring safe zones, survival bunkers, and historical shelters linked to global conflict and the fear of nuclear war. It is important to not confuse this trend with other uses of the same term. Doomsday tourism is sometimes used to describe travel to places that are disappearing due to climate change or environmental damage, like melting glaciers or endangered coral reefs. Others use it to describe "see it before it's gone" trips to places at risk of vanishing. But the doomsday tourism explored in this article is different. It is rooted in the rising anxiety around the threat of global war, nuclear disaster, and long-term civil defence planning. And at the centre of this growing interest? New Zealand . Why New Zealand is seen as a future-proof haven New Zealand sits at the edge of the South Pacific, far from major global powers and military flashpoints. It has a strong, peaceful democracy and a low profile in global conflicts. Because of this, many see it as an ideal place to shelter in the event of a serious global crisis, like a world war or nuclear fallout. Wealthy individuals have already taken notice. Several billionaires have reportedly purchased land and built high-tech bunkers in rural parts of New Zealand, viewing it as their "Plan B" if the world were to fall into chaos. While these private shelters are not open to visitors, they have helped shape a global perception: New Zealand is one of the safest places on Earth  if disaster ever strikes. This reputation offers New Zealand a unique opportunity to develop a form of tourism that taps into curiosity, history, and survival scenarios. Call it doomsday tourism with a Kiwi twist. Learning from bunker tourism around the world Across the globe, once-secret bunkers and survival shelters are being opened up to curious travellers. These sites offer insight into Cold War fears, nuclear planning, and what life might have looked like underground during a crisis. Here are some of the best-known examples: 1. The Greenbrier Bunker, USA. Hidden beneath a luxury resort in West Virginia, this Cold War bunker was built to house the U.S. Congress in case of nuclear war. For decades, it was top secret. Today, it's a public tour site where guests explore its huge chambers, decontamination rooms, and planning spaces. 2. Berlin Story Bunker, Germany. Built in a WWII-era shelter, this museum includes chilling exhibitions of Hitler's final days in the Führerbunker. Visitors walk through dramatic scenes supported by real artefacts, film stills, and historical recreations. 3. ARK D-0, Bosnia-Herzegovina. This massive shelter was built by former Yugoslav leader Tito to house 350 officials. Dug into a mountain and protected by nearly 1,000 feet of rock, it was once a national secret. Now it's a UNESCO-supported art space and cultural venue. 4. Hospital in the Rock, Hungary. Beneath Budapest's Buda Castle lies a maze of caves that served as a WWII hospital and later a Cold War shelter. Tours include wax figures, nuclear drills, and real items melted in Hiroshima. 5. Kelvedon Hatch & Hack Green, UK. These sites once protected British military leaders. Today, they offer hands-on exhibits, decontamination chambers, and Cold War command centres. Hack Green even houses Europe's largest public nuclear weapons display. 6. Bunker 42, Moscow. Once Stalin's private fallout shelter, Bunker 42 now hosts guided tours, banquets, and even weddings. Visitors explore Soviet relics, chemical suits, and simulations of nuclear missile launches. 7. Bunk'Art, Albania. This five-level bunker, built for communist leader Enver Hoxha, now doubles as a museum and modern art gallery. It blends history, politics, and creativity in one space. 8. JFK Bunker, Florida. Built during the Cuban Missile Crisis to protect U.S. President John F. Kennedy, this small island shelter once fell into disrepair but has since been partially restored and remembered through local exhibitions. These sites show that there's strong interest in the mix of history, danger, and survival. They also reveal how serious governments were about preparing for global disaster. Turning fear into fascination: New Zealand's tourism potential New Zealand has the chance to turn its image as a safe haven into a full tourism experience. Here are some creative ideas: 1. Underground accommodation. Luxury bunker-style lodges could offer guests a taste of off-grid living without sacrificing comfort. Hidden underground or in the hills, these retreats could include food storage rooms, private power sources, and survival kits—blended with modern style. 2. Immersive simulations. Visitors could take part in survival training or crisis scenarios. From mock nuclear alerts to disaster escape challenges, these experiences could be both educational and thrilling. Tourists want an experience that gives them a story to tell - such immersive experiences could give them the dinner conversation or Instagram soundbite that they want. 3. Museums and exhibitions. New displays could explore New Zealand's role in global conflict planning, its appeal to survivalists, and the science of long-term shelter living. Interactive spaces could teach history and resilience. 4. Fun experiences with a dark twist. Virtual Reality (VR) simulations, escape rooms, or doomsday-themed rides could bring light-hearted entertainment to the experience, appealing to tourists of all ages. All of these ideas offer a chance to explore a serious topic through adventure, learning, and imagination. Balancing curiosity with care While doomsday tourism is rich in potential, it must be handled with respect. These attractions should: Avoid making light of real tragedies Share factual history and balanced storytelling Encourage reflection, not fear Offer value to both locals and visitors Done thoughtfully, this form of tourism can teach people about resilience, history, and global risks in a safe and engaging way. Could the end of the world be a unique draw card for New Zealand's tourism? In a world filled with growing uncertainty, people are looking for both safety and meaning in their travel. New Zealand’s peaceful setting, remote location, and global reputation make it a natural candidate for doomsday tourism. With the right investment and care, the country could lead the way in offering smart, exciting, and educational experiences for visitors interested in survival, history, and preparedness. It may sound unusual, but in the travel world, unusual is often what sells. Want to read more future-focused tourism ideas? Subscribe to George James Consulting at www.georgejamesconsulting.com  for insights on emerging trends, bold strategies, and innovative travel ideas.

Why New Zealand Could Be the World's Top Destination for Doomsday Tourism

A new kind of travel trend emerges



In recent years, a fresh and unusual type of tourism has started gaining attention around the world. It's called doomsday tourism. This article focuses on one form of doomsday tourism: the type based on exploring safe zones, survival bunkers, and historical shelters linked to global conflict and the fear of nuclear war.



It is important to not confuse this trend with other uses of the same term. Doomsday tourism is sometimes used to describe travel to plac

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How global trade could change with the adoption of a new US policy. Stephen Miran’s A User’s Guide to Re-Structuring the Global Trading System  presents a pathway for major shifts that could reshape how global trade works. This guide is timely and important, not only for the United States but for all nations involved in the international economy. It outlines a variety of tools and ideas that the United States and other governments might use to change current trade and currency systems. The guide does not argue for or against these tools but instead helps readers understand how they work, what trade-offs they bring, and how they could affect global economic systems. At a time when leaders are questioning long-held economic policies, this guide offers valuable insights into what the next era of global trade could look like. The guide is a big deal  because it is likely be a key reference within the 2025 United States Trump administration and will help shape economic, monetary, trade, and national security policy options.  This outcomes of this policy will also clearly be significant for all trading nations and hence it will be important to understand it as part of broader efforts to navigate coming years (see: GJC  for more). The long-standing strength of the dollar A major point in the guide is that the U.S. dollar has remained too strong for too long. This overvaluation makes American goods more expensive in other countries, which leads to lower exports and larger trade deficits. One reason for this is the high global demand for U.S. dollars as a safe and trusted currency. As the world economy grows, this demand increases, placing a greater burden on the U.S. to supply dollars by importing more than it exports. This situation puts pressure on American workers and manufacturers, especially in sectors that rely on selling products abroad. According to Miran, the overvalued dollar is one of the main reasons behind today’s global trade imbalances. Trade reform as a long-term political goal The guide connects this issue to a longer-term political view, particularly one supported by President Trump. For decades, he expressed concern that international trade rules placed the United States at a disadvantage. During his first presidency, several actions were taken to change trade relations, such as applying tariffs and questioning global trade agreements. While the guide does not promote these actions, it explains them as part of a broader effort to rebalance global trade in favour of U.S. industries. Miran’s analysis helps explain the logic behind this approach, offering readers a clearer picture of how domestic industries and international rules interact. Understanding tariffs and their effects Tariffs are a central focus of the guide. These are taxes placed on goods that are brought into a country. Governments may use them to collect revenue or protect local industries by making foreign goods more expensive. A common concern is that tariffs raise prices for consumers or reduce overall trade. However, Miran argues that these side effects may be smaller if currency values adjust at the same time. If the dollar weakens, it can help offset the price increase caused by tariffs. In this case, the country exporting the goods may bear more of the cost, while the country applying the tariff gains revenue. This dynamic can help make the system fairer and also reduce the financial burden of maintaining global leadership roles. National security as part of trade policy Miran also discusses how tariffs might support national security. In certain industries—like defence, energy, or high technology—governments may want to be less dependent on other countries. By applying tariffs to selected products, a country can help ensure it has strong domestic capabilities in key sectors. This approach must be carefully designed to avoid breaking global trade rules or starting trade conflicts. The guide offers examples of how targeted tariffs could support both economic and security goals without harming broader trade relationships. This shows that trade tools can serve more than just financial purposes—they can also help strengthen national resilience. Finding the right tariff level Choosing how much to tax imports is a complex task. If the tariff is too low, it won’t have much effect. If it’s too high, it might lead to retaliation from other countries or cause problems for local businesses. Miran explores how tariffs could be included in the wider tax system. In some cases, they might replace other taxes, helping to create a more balanced way of raising government money. Still, any large shift in taxes or trade policy must be handled with care. It takes strong planning to avoid unwanted effects and to make sure the changes work in the long run. Dealing with currency undervaluation Another key issue in the guide is the role of currency values in trade. Some countries may keep their currencies low on purpose to make their exports cheaper. This puts pressure on trading partners whose products then seem more expensive. While many believe that such currency imbalances can only be fixed through global agreements, Miran argues that countries can take action on their own. Possible tools include taxing foreign capital, setting controls on money flows, or directly buying and selling currency in markets. These tools come with risks, including effects on investment and global confidence, but they may also help correct unfair advantages in trade. Handling the timing and side effects of change One of the strengths of the guide is its attention to timing. Large policy changes often have side effects, especially in complex systems like trade and finance. Miran suggests that any big moves should be introduced step by step. This makes it easier to see how the market responds and adjust plans before problems grow too large. Whether it’s tariffs, currency tools, or tax changes, governments need to be flexible and ready to respond to unexpected outcomes. Good timing and clear communication are important to avoid market shocks or policy failures. Reactions from financial markets Policies that affect trade and currency can also have big impacts on financial markets. Investors might change their behaviour if they think a currency will weaken or if companies will face new taxes. For example, changes in the value of the dollar can affect the price of goods and the value of stocks and bonds. Tariffs could raise profits for some companies while reducing them for others. Miran outlines several ways that financial markets might respond to different trade actions. These responses are important to consider because they affect the whole economy and can change how successful a new policy turns out to be. Conclusion Stephen Miran’s A User’s Guide to Re-Structuring the Global Trading System  offers a careful and detailed look at how governments, including the United States Government might change trade and currency policies. It outlines the tools available—such as tariffs and currency measures—and explains their possible impacts on both trade and financial markets. The guide does not argue for or against any single policy but instead shows what options exist and what challenges might come with them. For policymakers and experts around the world, this work is a critical reference. It gives a clear picture of how global trade might shift in the coming years and why savvy strategic planning is needed. As countries review their roles in the world economy, this guide provides useful ideas for building a system that is fairer, more stable, and better suited to today’s challenges. See https://www.georgejamesconsulting.com/  for more. Reference Miran, S. (2023). A user’s guide to re-structuring the global trading system . American Compass. https://americancompass.org/essays/a-users-guide-to-re-structuring-the-global-trading-system/

What is the 'users guide to re-structuring the global trading system' and why is it a big deal?

Stephen Miran’s A User’s Guide to Re-Structuring the Global Trading System presents a pathway for major shifts that could reshape how global

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Introduction In a complex field like procurement, having a clear framework can be incredibly helpful. Frameworks act like roadmaps—they guide professionals in making good decisions and following best practices. In procurement, which involves buying goods and services in a smart, fair, and cost-effective way, a strong framework makes a real difference. This article explores six essential conditions for modern procurement success : proximity to decision makers, right capability, streamlined processes, sound planning, risk management, and automation. Together, these create a solid foundation for an effective and strategic procurement function. Procurement objectives and analysis of the procurement function are typically shaped by what are traditionally called the five rights of procurement . This model has been a cornerstone of procurement thinking, but as the field evolves, so too does the interpretation of what success looks like. Together, these ideas offer a wider lens for procurement strategy. They help organisations think holistically about value, efficiency, and sustainability. Although simple in origin, these six conditions provide a comprehensive guide for decision-making in modern procurement. As such, they provide a useful reference point for assessing the effectiveness and alignment of procurement functions. Proximity to decision makers Proximity to decision makers means that procurement has access to, and influence over, key organisational choices. When procurement is close to leadership and actively involved in business planning, it can align sourcing strategies with organisational goals and priorities. Influential procurement teams can negotiate better deals, work with more reliable suppliers, and help guide the organisation toward sustainable and cost-effective outcomes. Proximity to decision makers also allows procurement to support strategic shifts and adapt quickly to changes in direction. Right capability People are at the heart of procurement. Having the right capability in the team is essential. This means not just technical skills in purchasing, contract management, or supply chain analysis, but also soft skills like communication, relationship-building, and problem-solving. Procurement professionals need to understand markets, work with data, and confidently negotiate contracts. Continuous training ensures they stay up to date with trends such as responsible sourcing, supplier diversity, and environmental standards. When organisations invest in their people, procurement becomes more efficient, more strategic, and better able to add value. Streamlined processes Procurement requires smooth, clear processes to function effectively. These are the steps that guide a purchase from request to delivery. Well-designed processes reduce delays, lower risks, and ensure consistency. Streamlined processes also improve compliance. By building rules into systems, organisations can ensure that procedures are followed, policies are respected, and risks are minimised. We note that technology is now a significant dimension that can help streamline processes through automation and Artificial Intelligence (AI). Because it (technology) is such as big opportunity, it needs to be actively treated as a core condition in its own right - and hence it is the sixth 'condition' in our list. Sound planning Good procurement is built on good planning. Teams must understand what the organisation needs, when it needs it, and how to source it efficiently. Planning connects procurement activity with wider business objectives. It includes demand forecasting, budgeting, market research, and supplier engagement. Good planning also involves setting targets—for cost savings, improved service delivery, or sustainability. Effective planning turns procurement into a proactive function. It allows teams to anticipate needs, manage resources better, and respond quickly when unexpected changes occur. Risk management Procurement is full of potential risks—supplier failure, late deliveries, price volatility, and regulatory changes, to name a few. Good risk management is about identifying and addressing these risks before they become problems. This includes vetting suppliers, having backup supply options, writing strong contracts, and monitoring market conditions. It also involves building flexible processes so procurement can respond quickly when disruptions happen. When risk management is built into procurement planning, organisations are more resilient, more agile, and better prepared for the unexpected. Procurement automation with digital and data Procurement automation uses technology to handle everyday tasks like placing orders, monitoring deliveries, or managing contracts. This helps reduce mistakes, saves time, and gives better control over spending. Real-time data is one of the biggest advantages of automation. It gives procurement teams accurate insights into where money is being spent, which suppliers are performing well, and where improvements can be made. Automation also helps enforce policies. Systems can be set up to ensure compliance with internal rules and external regulations. This lowers the risk of errors or violations and ensures a more accountable procurement process. Organisations are also starting to use tools like e-auctions and AI to negotiate with suppliers. This speeds up the process, improves fairness, and can lead to better outcomes for all parties. Making it work To introduce automation successfully, organisations need a clear plan. First, identify which tasks take the most time or are most error-prone. Then, choose user-friendly tools that fit well with existing systems. Training is important too—everyone needs to understand how to use the tools and why they matter. Once the tools are in place, it’s essential to track progress. Are processes quicker? Are savings being made? Is compliance improving? Regular review helps get the most value from automation. Some people may resist change. Clear communication, strong leadership, and ongoing support are key to building confidence in new ways of working. Underpinned by the fundamentals - 'the five rights'. The six conditions for successful procurement still need to be underpinned by the the fundamentals.  The 'five rights' emphasise getting the  right quality, quantity, price, place, and time . While once focused narrowly on transactions, these concepts have broadened. Quality now includes not just the product or service itself, but also the quality of relationships and processes. Quantity is not just about stock levels, but extends to staffing, supply balance, and demand forecasting. Price goes beyond cost to consider environmental and social impact. Place considers not just delivery points, but also sourcing locations and internal logistics. Time is no longer just about delivery schedules but encompasses everything from order placement to strategic time management. Conclusion Procurement plays a vital role in how organisations operate and grow. To be successful, procurement needs proximity to decision makers, the right capability, streamlined processes, sound planning, risk management, and effective use of automation. With the right mix of people, systems, and strategy, procurement can drive innovation, reduce risks, and deliver real value. Whether your organisation or government is improving its procurement practices or planning a major shift, these conditions offer a strong starting point for lasting success.

What are the six conditions needed for successful procurement?

In a complex field like procurement, having a clear framework can be incredibly helpful. Frameworks act like roadmaps—they guide professiona

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Transforming a floodwater system: how Seoul turned Cheonggyecheon Stream into an urban renewal success story Seoul, South Korea’s bustling capital, is renowned for its rapid development and modern skyline. However, beneath its high-rise buildings lies a story of urban transformation that has reshaped the city’s landscape. Cheonggyecheon Stream, once buried beneath an elevated highway, has been revitalised into a vibrant public space that enhances both the city’s aesthetics and liveability. The project has served as a model for cities worldwide, demonstrating the potential for urban waterways to support environmental sustainability, economic growth, and social well-being. This article explores how the restoration of Cheonggyecheon Stream revitalised Seoul and what lessons other global cities can draw from this ambitious initiative. The evolution of Cheonggyecheon Stream Cheonggyecheon Stream has played a significant role in Seoul’s history for over 600 years. Initially a natural waterway, it supported daily life and acted as a crucial flood management system. However, as the city expanded, the stream deteriorated into an open sewer, becoming a public health concern. During the 1960s and 1970s, as part of South Korea’s push for rapid urbanisation and modernisation, the stream was covered by concrete, and an elevated highway was constructed above it. This infrastructure was hailed at the time as a sign of progress, but by the late 20th century, it had become clear that prioritising road networks over public spaces came at a cost. The case for restoration By the late 1990s, public attitudes towards urban development in Seoul were shifting. Several infrastructure failures, including the tragic collapses of the Seongsu Bridge in 1994 and the Sampoong Department Store in 1995, raised concerns about the city’s ageing structures. Moreover, Seoul’s rapid urbanisation had led to increased congestion, pollution, and reduced green spaces. The government faced a choice—continue maintaining the deteriorating elevated highway or reimagine the space for a more sustainable future. In 2002, the newly elected mayor of Seoul, Lee Myung-bak, championed the restoration of Cheonggyecheon Stream as a key urban renewal project. The initiative aimed to improve air quality, reduce traffic congestion, create recreational spaces, and establish a more environmentally friendly cityscape. Despite concerns about potential traffic gridlock, the project moved forward with strong political backing and public support. The transformation process The restoration project, completed in just 27 months at a cost of 386 billion won (approximately £220 million), involved the removal of the elevated highway and the reconstruction of the stream. The revitalised Cheonggyecheon Stream now spans nearly 6 km through Seoul’s central districts, featuring pedestrian-friendly pathways, stepping stones, green spaces, and cultural installations. The project also incorporated sophisticated flood management infrastructure to handle extreme rainfall events. Since its reopening in 2005, Cheonggyecheon Stream has become a focal point for residents and visitors alike. The area is now 3.6°C cooler than surrounding streets, reducing the urban heat island effect. Improved air circulation has led to a noticeable decline in pollution, and the return of wildlife has restored biodiversity. Furthermore, the project has reinvigorated the local economy, with businesses and tourism flourishing around the revitalised space. Economic and social impact The restoration of Cheonggyecheon Stream has had a profound economic impact on Seoul. Property values in the area surged, with office rents increasing by 13% and land prices rising between 35% and 80% in redevelopment districts. The transformation of the stream also led to a shift in land use from industrial zones to commercial hubs, hotels, and cultural venues. Socially, the stream has provided much-needed public space in one of the world’s most densely populated cities. It serves as a cultural corridor, hosting year-round festivals, exhibitions, and performances. The Seoul Lantern Festival, an annual event featuring intricate paper lantern displays, has become a significant attraction, drawing millions of visitors. Additionally, the stream’s green spaces offer residents a tranquil retreat from the fast-paced urban environment, promoting well-being and outdoor activities. Challenges and criticisms Despite its success, the Cheonggyecheon restoration has not been without challenges. Unlike its historical counterpart, which flowed naturally, the modern stream relies on artificial water supply. Approximately 48,000 tonnes of water are pumped daily from the Han River and groundwater sources to maintain its flow, leading to concerns about sustainability and maintenance costs. The city spends 2.9 billion won annually on upkeep, which has raised debates about whether the project is truly an environmental success or simply an aesthetic improvement. Nevertheless, the overall benefits of the project—ranging from improved urban resilience to increased economic opportunities—have outweighed these concerns. The success of Cheonggyecheon has encouraged further urban renewal initiatives in Seoul, including the removal of 16 other elevated highways and the creation of more pedestrian-friendly spaces. Lessons for global cities The transformation of Cheonggyecheon Stream serves as an inspiring example for cities worldwide looking to revitalise their urban environments. Many global cities face similar challenges of ageing infrastructure, environmental degradation, and limited public spaces. The Seoul model demonstrates that reclaiming waterways and integrating them into urban planning can offer significant ecological, economic, and social benefits. From New York’s High Line, a repurposed railway turned into a linear park, to Utrecht’s conversion of a motorway back into a canal, cities are increasingly recognising the potential of transforming outdated infrastructure into valuable public spaces. By prioritising human-centred urban design, cities can enhance liveability, reduce pollution, and foster economic growth. Conclusion Seoul’s decision to restore Cheonggyecheon Stream has profoundly reshaped the city’s landscape, improving environmental quality, boosting the local economy, and providing a vibrant public space for residents and visitors. While challenges such as water management and maintenance costs remain, the project has demonstrated the immense value of integrating nature into urban spaces. As cities worldwide seek innovative ways to enhance sustainability and liveability, the success of Cheonggyecheon offers a compelling blueprint for the future. By reclaiming and revitalising waterways, urban centres can create healthier, more dynamic, and more attractive environments for generations to come. See https://www.georgejamesconsulting.com/  for more.

How Seoul turned a stream into a major urban tourist attraction

Transforming a floodwater system: how Seoul turned Cheonggyecheon Stream into an urban renewal success story

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Introduction Victoria’s (Australia) emergency services play a critical role in protecting lives and property during times of crisis, including floods, bushfires, and storms. As climate change and population pressures increase the frequency and severity of natural disasters, the demand on emergency services continues to grow. In response, the Victorian Government is replacing the existing Fire Services Property Levy (FSPL) with a broader Emergency Services and Volunteers Fund (ESVF) from 1 July 2025. This change is designed to provide stable funding for a wider range of emergency agencies. However, the move has sparked a broader debate around the fairness, sustainability, and design of emergency service levies—both within Victoria and in comparable systems overseas, such as in New Zealand. The shift from FSPL to ESVF The FSPL, introduced in 2013, currently helps fund Victoria’s fire services by collecting an annual levy through council rates. Property owners pay a fixed charge based on property type and a variable rate linked to the property’s capital improved value. The levy contributes substantially to the budgets of Fire Rescue Victoria (FRV) and the Country Fire Authority (CFA). Under the new model, the ESVF will expand funding to additional agencies such as VICSES, Triple Zero Victoria, and Forest Fire Management Victoria. Like its predecessor, the ESVF will be collected through local councils and will feature both fixed and variable charges. It aims to raise more revenue to match the growing demands on emergency services and recovery efforts. Variable rates will increase, and categories such as vacant land will be reclassified to reflect broader land use. To acknowledge the contribution of volunteers, the government has also introduced a rebate scheme for eligible CFA and VICSES personnel. Concerns about fairness and impact Despite the broader scope and intention to align with other states, concerns have been raised about the fairness and transparency of the new levy. Some stakeholders argue that the change will lead to higher costs for families, farmers, and businesses without guaranteed improvements in emergency response. Specific objections include the lack of differentiation in service levels between urban and regional areas, the potential for sharp increases in levy payments due to property revaluations, and the burden placed on rural communities that rely heavily on volunteer services. Calls have been made for measures such as capping annual increases in line with inflation and revisiting how properties are classified for levy purposes. Critics argue that the levy system does not adequately reflect the actual use or risk level of properties and instead relies too heavily on property value as a basis for contribution. Lessons from New Zealand New Zealand’s approach to funding its Fire and Emergency services (FENZ) offers a useful comparison. A recent proposal to increase the levy by 5.2% for property owners has met with significant resistance. BusinessNZ, a leading business advocacy group, has recommended that any funding shortfall be addressed through a substantial increase in direct government contributions rather than further burdening levy payers. The group suggests that a fairer funding model would combine contributions from three sources: insurance-based levies, government funding for the public benefit aspects of emergency services, and user charges where appropriate. They argue this would strike a better balance between public and private responsibility. Furthermore, BusinessNZ has raised concerns about the methodology behind levy calculations. They recommend capping charges for non-residential property, noting that basing levies solely on the sum insured may not accurately reflect the cost of service delivery. They also advocate for independent oversight of the cost allocation methods used by FENZ, citing potential cross-subsidisation between different property types. These insights from New Zealand highlight the importance of transparent and equitable funding models that reflect both the benefits received and the capacity to pay. Conclusion While the introduction of the ESVF in Victoria is a response to the growing demands on emergency services, it also raises legitimate questions about fairness, proportionality, and system design. As seen in the New Zealand experience, simply increasing levies without a clear and equitable framework may lead to community pushback and perceptions of unfairness. To build public confidence and ensure long-term sustainability, governments may need to consider more balanced funding models that reflect both private risk and public benefit. This could include a mix of levy contributions, direct government funding, and targeted user charges. Transparent rate-setting, regular reviews, and engagement with stakeholders—especially in regional and volunteer-reliant areas—will be essential in developing a levy system that is both fair and effective.

Is the new Victorian Government's Emergency Services and Volunteers Fund (ESVF) fair?

Victoria’s (Australia) emergency services play a critical role in protecting lives and property during times of crisis, including floods, bushfires, and storms. As climate change and population pressures increase the frequency and severity of natural disasters, the demand on emergency services continues to grow. In response, the Victorian Government is replacing the existing Fire Services Property Levy (FSPL) with a broader Emergency Services and Volunteers Fund (ESVF) from 1 July 2025. This

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The Olympic stadium is a statement of confidence in Brisbane The Queensland Government has unveiled ambitious plans for the Brisbane 2032 Olympic and Paralympic Games, with a centrepiece being the construction of a new stadium at Victoria Park. This stadium, with an estimated cost of $3.785 billion, will seat at least 60,000 spectators during the Games and expand to 63,000 thereafter. The announcement marks a transformative moment for Brisbane and Queensland, setting in motion a significant overhaul of the city’s infrastructure. The Games will not only provide world-class sporting facilities but also act as a catalyst for broader urban development, with long-term benefits extending far beyond the Closing Ceremony. A new stadium and its implications The selection of Victoria Park as the site for Brisbane’s new stadium is a strategic decision that aligns with the government’s broader vision for the Games. Its central location, coupled with city views and integration within a master-planned precinct, makes it an ideal choice. While the venue will be primarily used for athletics and major Olympic ceremonies, its legacy use is a key consideration. Post-Games, the stadium will host AFL, cricket, and other large-scale events, ensuring continued economic activity and cultural engagement. The government’s commitment to delivering a new stadium rather than upgrading the existing Gabba Stadium signals a shift in priorities. The Gabba will instead be repurposed as part of a broader urban renewal project, making way for new entertainment and residential developments. This decision highlights an emphasis on long-term infrastructure benefits rather than short-term modifications to existing venues. Broader infrastructure investments Beyond the stadium, the Games will drive a wave of investment in new and upgraded facilities across Brisbane and beyond. A new National Aquatic Centre will be constructed at the Centenary Pool site in Spring Hill, providing state-of-the-art swimming, diving, and water polo facilities. The expansion of the Queensland Tennis Centre, featuring a new 3,000-seat show court and additional match courts, will further cement Brisbane’s reputation as a premier destination for sporting events. Another major component of the infrastructure plan is the transformation of the RNA Showgrounds, which will host a 20,000-seat outdoor arena and serve as a key hub for the Games. The athlete village, to be built within walking distance of the new stadium, will later be converted into permanent housing, contributing to Brisbane’s broader urban renewal strategy. Outside Brisbane, the Games will leave a lasting impact on regional Queensland. New indoor sports centres are planned for Logan and Moreton, while upgrades to the Brisbane International Shooting Centre and the Redland Whitewater Centre will provide high-performance facilities for years to come. This decentralised approach ensures that the benefits of the Games extend beyond the city, supporting sporting and community development across the state. Transport and urban renewal The scale of infrastructure investment required for the Games extends well beyond sporting venues. Transport networks will need to be upgraded to accommodate the influx of visitors and ensure the smooth operation of the Games. The state government has committed to improving public transport links, road networks, and active transport corridors to enhance accessibility. The Olympic Games will also act as a trigger for broader urban renewal initiatives. Victoria Park, previously home to a private golf course, will be transformed into a thriving precinct that spans Spring Hill, Bowen Hills, and Victoria Park itself. This redevelopment will not only support the Games but also provide lasting recreational and cultural spaces for Brisbane’s growing population. One of the more contentious aspects of the infrastructure plan is the demolition of the Gabba Stadium after the Games. While the government argues this will make way for much-needed housing and entertainment facilities, there has been opposition from some sectors concerned about the loss of a historic venue. However, the planned transformation aligns with a broader vision of sustainable urban renewal, ensuring that Brisbane continues to evolve as a liveable, modern city. Economic and social impact The long-term economic benefits of hosting the Olympics are significant. The injection of billions into infrastructure projects will create jobs, stimulate economic growth, and enhance Brisbane’s global profile. Beyond direct economic gains, the investment in sporting facilities will provide lasting social benefits, encouraging participation in sport and recreation for decades to come. While there has been political debate over the costs and priorities of the infrastructure plan, the government has committed to keeping Olympic spending within the $7.1 billion funding envelope. This financial commitment reflects a careful balancing act between delivering world-class Games infrastructure and ensuring that taxpayers see a meaningful return on investment. Conclusion The Brisbane 2032 Olympic Games represent a pivotal moment for Queensland’s infrastructure planning and investment. The construction of a new stadium at Victoria Park is at the heart of a broader strategy that includes new sports facilities, transport upgrades, and urban renewal initiatives. While there are challenges and debates surrounding the cost and legacy of these projects, the overall impact will be transformative. By leveraging the Games as a catalyst for long-term development, Brisbane has the opportunity to establish itself as a global sporting and cultural hub well beyond 2032. See https://www.georgejamesconsulting.com/  for more.

The impact of the Brisbane Olympic stadium on infrastructure planning and investment

The Queensland Government has unveiled ambitious plans for the Brisbane 2032 Olympic and Paralympic Games, with a centrepiece being the cons

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Introduction Digital public infrastructure (DPI) is emerging as a transformative approach to digitalisation, aimed at providing foundational digital building blocks for public benefit. Unlike traditional sector-specific digitalisation efforts, DPI emphasises reusability, interoperability, and a whole-of-society approach. The World Bank’s white paper, Digital Public Infrastructure and Development: A World Bank Group Approach , presents a comprehensive framework for understanding and implementing DPI to accelerate safe and inclusive digital transformation. This article outlines the key concepts, benefits, challenges, and strategies associated with DPI. Understanding DPI DPI consists of digital identity, electronic signatures, digital payments, and data-sharing systems that serve as reusable infrastructure. These systems must be inclusive, interoperable, privacy-centric, and governed by strong oversight mechanisms. DPI is distinct from broader digital transformation efforts because it focuses on modularity, openness, and reusability across public and private sectors. A key feature of DPI is its ability to enable innovation while reducing duplication and inefficiencies in digital service development. Unlike traditional digitalisation, which often results in fragmented, sector-specific solutions, DPI provides common infrastructure that can be leveraged across multiple domains, including finance, healthcare, agriculture, and social protection. The Role of DPI in Development DPI can drive economic development by enabling faster and more efficient public service delivery. Countries with well-established DPI frameworks were able to respond more effectively to crises like COVID-19 by quickly deploying emergency assistance and digital services. Additionally, DPI fosters financial inclusion by reducing transaction costs and expanding access to digital financial services. A key advantage of DPI is its ability to create a more inclusive digital ecosystem. By prioritising accessibility and user-centric design, DPI can bridge the digital divide, ensuring that marginalised communities benefit from digital transformation. Moreover, DPI promotes competition by allowing both public and private entities to innovate on a shared foundation, leading to better services and lower costs for consumers. Building and Scaling DPI Implementing DPI requires strong institutional and technical capacity, sustained political commitment, and comprehensive legal frameworks. Countries must adopt a phased approach, starting with core foundational systems and expanding based on national priorities. Different models of DPI implementation exist, ranging from centralised to federated and decentralised approaches. The choice of model depends on a country’s governance structure, technological capacity, and policy objectives. Regardless of the approach, successful DPI deployment requires investments in digital literacy, stakeholder engagement, and cybersecurity. The role of the private sector is critical in building and sustaining DPI. By fostering public-private partnerships, governments can leverage private sector expertise to improve service delivery, enhance competition, and ensure long-term sustainability. Key Lessons from DPI Implementation The World Bank’s analysis highlights several key lessons for successful DPI implementation: Prioritising safety and inclusion  – DPI must be designed with robust privacy and security measures to protect users' rights. This includes embedding privacy-by-design principles, ensuring data protection, and addressing potential risks such as identity fraud and cyber threats. Focusing on outcomes, not technology  – Digital transformation should be driven by service delivery goals rather than technology adoption. DPI initiatives must be aligned with national development strategies and tailored to the specific needs of different population groups. Putting users at the centre  – Human-centred design principles are essential to ensure DPI is user-friendly and accessible. Continuous user feedback, co-creation, and iterative improvements help build trust and drive adoption. Investing in capacity building  – Developing DPI requires investments in digital literacy, government capacity, and private sector capabilities. Training programmes and knowledge-sharing initiatives can help stakeholders understand and effectively use DPI. Fostering collaboration  – A whole-of-society approach is necessary for DPI success. Governments, private sector actors, civil society organisations, and international institutions must work together to create a well-functioning digital ecosystem. Challenges and Risks While DPI offers significant benefits, several challenges must be addressed: Digital divide  – Disparities in internet access, digital literacy, and affordability can hinder DPI adoption. Strategies to bridge these gaps are essential to ensure inclusivity. Data privacy and security  – Without proper safeguards, DPI can pose risks to personal data protection. Strong legal frameworks and accountability mechanisms are needed to mitigate these risks. Legacy systems  – Many governments operate outdated digital platforms that lack interoperability. Transitioning to DPI requires overcoming institutional inertia and integrating with existing systems. Sustainability and scalability  – DPI initiatives must be designed for long-term sustainability. This involves ensuring financial viability, fostering innovation, and maintaining adaptability to future technological advancements. Conclusion DPI represents a paradigm shift in digitalisation, offering a scalable, interoperable, and inclusive approach to building digital services. By focusing on foundational building blocks, DPI enables faster service rollouts, enhances competition, and protects digital rights. However, its success depends on strong governance, stakeholder collaboration, and a commitment to inclusion and security. The World Bank’s framework provides valuable guidance for countries looking to implement DPI effectively. By learning from global experiences and prioritising key principles, governments can harness DPI to accelerate digital transformation and drive sustainable development. As DPI continues to evolve, ongoing dialogue and knowledge exchange will be essential in shaping its future and maximising its impact. Reference World Bank Group. (2025). Digital Public Infrastructure and Development: A World Bank Group Approach . Washington, DC: World Bank.

Digital Public Infrastructure (DPI) and development - a fresh view

Digital public infrastructure (DPI) is emerging as a transformative approach to digitalisation, aimed at providing foundational digital buil

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Accelerating forensic accounting practices with AI: enabling radical transparency and efficiency in government agencies Forensic accounting plays a critical role in uncovering fraud, waste, and inefficiencies within government agencies. Traditional approaches, while effective, often struggle to keep pace with the sheer volume and complexity of financial transactions in modern public administration. The integration of artificial intelligence (AI) into forensic accounting presents an opportunity to accelerate investigations, enhance accuracy, and drive radical transparency. By leveraging AI-driven automation, anomaly detection, and predictive analytics, governments can significantly improve financial oversight and accountability while optimising resource allocation. The role of AI in forensic accounting 1. Automating data analysis Government agencies process vast amounts of financial data, making manual examination slow and labour-intensive. AI-powered tools can swiftly analyse transactions, identify irregularities, and flag potential fraudulent activities. Machine learning models can detect patterns that human auditors may overlook, enabling proactive risk management. 2. Enhancing fraud detection capabilities Traditional forensic accounting relies on rule-based approaches that may not account for evolving fraudulent tactics. AI enhances fraud detection through adaptive algorithms that learn from historical fraud cases and recognise new schemes. Deep learning models can examine unstructured data sources, such as emails and contracts, to detect potential misconduct. 3. Strengthening compliance monitoring Government agencies must adhere to strict financial regulations. AI can assist by continuously monitoring compliance, identifying deviations from established norms, and alerting auditors to potential risks. Natural language processing (NLP) can be used to analyse policy documents and financial reports, ensuring alignment with legal and ethical standards. 4. Improving efficiency in forensic investigations AI-powered forensic tools streamline case management by categorising evidence, generating automated reports, and visualising financial networks. These capabilities reduce the time required for investigations, allowing auditors to focus on high-priority cases. AI-driven forensic accounting also minimises human error and enhances the reliability of financial assessments. Deploying AI-driven forensic accounting at scale Establishing a data-driven culture Successful AI implementation requires a shift towards data-driven decision-making. Government agencies must invest in robust data governance frameworks, ensuring data integrity, security, and accessibility. Training forensic accountants in AI literacy is essential to maximise the benefits of these technologies. Integrating AI with existing financial systems To achieve seamless deployment, AI solutions must integrate with legacy accounting systems and government databases. Application programming interfaces (APIs) can facilitate interoperability, enabling AI models to extract and process financial data efficiently. Addressing ethical and legal considerations The use of AI in forensic accounting raises ethical and legal concerns, including data privacy and algorithmic bias. Governments must implement transparent AI policies, ensuring fairness, accountability, and compliance with data protection laws. Regular audits of AI models can mitigate risks associated with biased decision-making. Ensuring scalability and adaptability Forensic AI solutions should be scalable to accommodate diverse government agencies with varying financial structures. Cloud-based AI platforms offer flexibility, enabling agencies to scale their forensic capabilities without significant infrastructure investments. Continuous refinement of AI models through feedback loops enhances adaptability to emerging financial threats. Conclusion AI is transforming forensic accounting by accelerating investigations, enhancing fraud detection, and improving compliance monitoring. By deploying AI at scale, government agencies can strengthen financial oversight, reduce inefficiencies, and promote radical transparency. However, successful adoption requires a strategic approach, including investment in data governance, integration with existing systems, and adherence to ethical guidelines. As AI technologies continue to evolve, their role in forensic accounting will become increasingly indispensable, shaping a future where public sector financial management is both efficient and accountable.

Forensic accounting at scale to drive transparent and efficient Government

How forensic accounting can be undertaken at scale across governments using AI - this can be used to drive radical transparency and efficien

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Introduction In the modern era of digital governance, data has become a critical asset for governments worldwide. Efficient data sharing between government agencies is essential for delivering seamless public services, ensuring regulatory compliance, and enabling the integration of emerging technologies like artificial intelligence (AI). Without a secure and reliable data exchange infrastructure, public service delivery can become fragmented, inefficient, and prone to security risks. One model that has gained significant international attention is the X-Road data exchange platform, originally developed in Estonia. Various countries have adopted or adapted this model to suit their unique governance, regulatory, and technological needs. This article examines different national approaches to the X-Road model, highlighting key features, advantages, disadvantages, and considerations for countries looking to implement a similar system. Key aspects of the X-Road model The X-Road platform functions as a secure data exchange layer that allows different organisations, including government institutions and private sector entities, to exchange information seamlessly while maintaining data integrity and security. The fundamental aspects of the X-Road model include: Standardised integration : The platform ensures a consistent way to integrate various information systems, enabling interoperability between diverse governmental and private sector databases. Secure communication : Messages exchanged through the platform are encrypted and authenticated at both the organisation and machine levels. Trust-based governance : The system operates under a defined governance structure, where a central authority, known as the X-Road Operator, manages regulations, technical standards, and member onboarding. Logging and transparency : Every data transaction is logged to ensure traceability, security, and compliance with regulations. Cross-border capability : X-Road has enabled cross-border data exchange, as seen in the integration between Estonia and Finland. Country-specific approaches to X-Road Various countries have implemented X-Road in different ways, tailoring it to their governance structures and digital strategies. Below are some notable examples: Estonia Estonia pioneered the development of X-Road in 2001 as part of its broader digital governance strategy. The system enables secure data exchange between more than 1,000 public and private sector organisations. It has significantly reduced bureaucracy and paper-based processes, saving an estimated 1,345 years of working time annually. The system is fully decentralised, meaning no single entity holds all government data, reducing security risks and improving resilience. Finland Finland adopted X-Road under the Suomi.fi Data Exchange Layer, enabling seamless information sharing across government agencies. In 2018, Finland and Estonia established the world’s first international X-Road Trust Federation, allowing cross-border data exchange. The Nordic Institute for Interoperability Solutions (NIIS) was formed to manage and further develop X-Road technology. Iceland Iceland implemented its version of X-Road, known as Straumurinn, in 2018, providing a centralised data exchange platform for government agencies, municipalities, and businesses. The system facilitates the seamless provision of public services through a unified digital portal, reducing administrative burdens. Japan Japan has explored the adoption of X-Road principles to enhance interoperability among its government systems, focusing on security and scalability. The model has been evaluated as a potential solution for integrating fragmented databases across ministries. Advantages of the X-Road model The X-Road model offers multiple benefits for governments seeking a secure and efficient data exchange framework: Improved efficiency : Automates data sharing, reducing administrative overhead and manual processing. Enhanced security : Encryption, authentication, and logging mechanisms prevent unauthorised access and data breaches. Cross-border interoperability : Facilitates seamless international data exchange, as demonstrated by the Estonia-Finland integration. Scalability : The system can be expanded to accommodate new services and organisations. Cost savings : Reduces paper-based processes and operational inefficiencies, leading to significant cost reductions over time. Disadvantages and challenges Despite its benefits, X-Road also presents challenges that countries must consider: Implementation costs : Setting up the infrastructure requires investment in technology, staff training, and regulatory compliance. Governance complexities : Establishing a trust-based governance model with clear roles and responsibilities can be challenging. Data sovereignty concerns : Cross-border data exchange raises legal and regulatory issues related to data protection. Integration difficulties : Legacy systems may require substantial modifications to align with X-Road standards. Cost considerations The cost of implementing X-Road varies based on the country’s existing digital infrastructure and scale of deployment. Estonia’s initial investment was relatively modest due to its early commitment to digital governance, whereas larger nations with legacy systems may face higher costs. Some key cost components include: Software development and licensing : While X-Road is open-source, customisation and integration can incur significant costs. Infrastructure : Investment in secure servers, encryption technologies, and data centres is required. Training and capacity building : Personnel must be trained to operate and manage the system effectively. Ongoing maintenance and support : Continuous updates, security audits, and regulatory compliance require sustained funding. Summary and considerations for new implementations Countries adopting or expanding cross-border data exchange infrastructure must consider factors such as: Legal and regulatory alignment : National laws and international agreements must be evaluated to ensure compliance with data protection and privacy regulations. Governance and trust framework : Establishing clear governance structures, including a central operator, is crucial for system success. Technical interoperability : Legacy system integration and standardisation efforts should be assessed before implementation. Security and risk management : Robust cybersecurity measures must be in place to protect data integrity and confidentiality. Sustainability and funding : Governments must allocate resources for continuous system improvements, training, and maintenance. X-Road provides a proven, scalable, and secure model for data exchange, benefiting governments and citizens alike. However, careful planning, investment, and adaptation to local needs are essential for a successful implementation. See https://www.georgejamesconsulting.com/  for more. References: https://x-road.global/ https://island.is/en/o/digital-iceland/straumurinn-x-road https://e-estonia.com/the-new-frontier-x-road-launching-towards-data-space/

How can X-Road data exchange be used by other nations?

How can the X-Road data exchange model developed by Estonia be used by other nations?

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Key points Governments generate vast amounts of unstructured data from sources such as public feedback, reports, images, and videos. AI offers powerful capabilities to process and analyse this data, enabling improved decision-making, public service enhancement, and fraud detection. While structured data preparation remains essential for efficiency and accuracy, AI can extract valuable insights from unstructured data now. Governments can take immediate steps to unlock this potential through AI-driven techniques such as natural language processing (NLP), machine learning (ML), and computer vision. Key considerations Defining unstructured data : Includes text, images, videos, and audio that do not fit into traditional databases. AI’s role : NLP, ML, and computer vision enable governments to extract insights and automate processes using unstructured data. Complementing structured data : While structured data ensures efficient processing, unstructured data provides richer context, allowing AI to capture nuanced insights. Immediate applications : AI can help governments analyse citizen feedback, monitor security threats, optimise urban planning, and detect fraud using unstructured data today. Path forward : Governments must invest in AI capabilities, establish robust data governance frameworks, and ensure ethical AI deployment while capitalising on unstructured data. Unlocking unstructured data for AI-driven insights While every government agency has unique data assets, the following examples highlight the potential hidden within unstructured data: Social media content:  Analysing posts and discussions can provide real-time insights into public sentiment, misinformation trends, and crisis management strategies. Natural language text : Public feedback, processing tasks, adminstration, legal documentation, and policy reports can be analysed using NLP to summarise information, detect sentiment, and identify emerging trends. Images and videos : AI can process security footage, satellite imagery, and social media content to analyse behaviours, improve public safety, and monitor urban development. Audio : Speech recognition models can transcribe and analyse emergency calls, public consultations, and political debates for sentiment analysis and trend identification. Sensor and IoT data : AI-driven analysis of transport, environmental, and infrastructure data can optimise traffic planning, manage equipment and facilities, and enhance public services. Biometric data : Facial recognition, eye scans, fingerprints, and other identifiers can improve identity verification, border security, and fraud detection while maintaining privacy safeguards. Government applications of AI with unstructured data Policy analysis and strategic decision-making AI can process large volumes of policy documents, economic reports, and public feedback, identifying trends and emerging issues to support informed decision-making. Public service enhancement AI-powered chatbots and virtual assistants improve citizen engagement by providing real-time support. NLP analysis of public inquiries helps governments refine services based on user needs. Fraud detection and compliance monitoring Unstructured data analysis strengthens fraud detection in taxation, social benefits distribution, and procurement. AI can identify anomalies in financial records, improving regulatory oversight. Security and law enforcement AI-driven computer vision enables real-time analysis of security footage and social media data to detect threats and enhance public safety measures. Urban planning and infrastructure development Geo spatial imagery, cellular network data, traffic data, and environmental reports can be analysed to optimise city planning, monitor infrastructure conditions, and manage urban planning. The way forward Governments need to be ambitious around the use cases for unstructured data - and focus on: Investing in AI capabilities : Training personnel and developing AI expertise within government agencies. Enhancing data governance : Implementing security and compliance frameworks to manage unstructured data responsibly. Balancing structured and unstructured data : Structured data enables efficient processing, while AI helps extract meaning from unstructured data, making both essential for AI-driven decision-making. Promoting cross-agency collaboration : Sharing AI-driven insights across departments to improve efficiency and policy alignment. Ensuring ethical AI use : Establishing fairness, transparency, and accountability in AI-driven decision-making. Taking action now : Governments can begin by applying AI to existing unstructured data while working towards improving data structure and integration over time. By effectively managing and leveraging both structured and unstructured data, governments can unlock the full potential of AI, delivering more informed policies, enhanced citizen services, and improved operational efficiency today.

Governments need to be more ambitious with the use of unstructured data for AI

Governments generate vast amounts of unstructured data from sources such as public feedback, reports, images, and videos.

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Will Europe begin slowing moving away from US financial orbit? The US dollar has long been the dominant force in global trade and finance, but recent geopolitical developments under the Trump administration have prompted renewed discussions about Europe’s financial independence. Trump’s expectation that European nations increase defence spending and take on a larger role in supporting Ukraine has driven European leaders to consider reducing their reliance on the US, including its currency. While European nations are unlikely to openly discuss a move away from the dollar for fear of provoking Trump, they may take discreet but deliberate steps towards diversifying their financial mechanisms. This article explores whether Europe is likely to shift away from the US dollar, considering historical factors, motivations for financial diversification, existing efforts towards de-dollarisation, and the challenges ahead. The historical dominance of the US dollar The US dollar emerged as the world’s primary reserve currency after the Bretton Woods Agreement of 1944. In the aftermath of the Second World War, the US was the strongest economic power, possessing the majority of the world’s gold reserves. The dollar was therefore pegged to gold, ensuring its stability and making it the preferred currency for international transactions. Although the US abandoned the gold standard in 1971, the dollar retained its dominance due to the strength of the American economy, the depth of its financial markets, and the widespread use of the dollar in global trade. Today, a significant share of global reserves is held in dollars, and commodities such as oil and gas continue to be traded primarily in the US currency. US sanctions and the dollar’s political influence One of the key reasons driving efforts to move away from the dollar is the way it has been used as a political tool. The US frequently leverages its financial dominance to impose sanctions, restricting access to its banking system for countries it seeks to pressure. Nations such as Iran, Venezuela, and Russia have all faced significant economic restrictions as a result. The freezing of approximately $300 billion in Russian foreign reserves following the Ukraine conflict raised concerns across Europe and beyond about the potential risks of holding assets in dollars. European policymakers worry that financial dependence on the US leaves them exposed to similar vulnerabilities, prompting some to advocate for a more independent financial system. Europe’s motivation for reducing dollar reliance European leaders are increasingly aware of the risks posed by their financial dependence on the US. French President Emmanuel Macron has repeatedly called for Europe to strengthen its strategic autonomy, warning against over-reliance on American financial institutions. The EU has already begun exploring alternative mechanisms to facilitate trade and investment without depending on the dollar. One such initiative is the Instrument in Support of Trade Exchanges (INSTEX), which was designed to allow trade with Iran without using US financial systems. While INSTEX has had limited success, it represents a broader European ambition to create a financial framework that is less susceptible to US influence. The influence of Trump’s policies Trump’s approach to foreign policy, particularly his insistence that Europe increase its defence spending and contribute more to Ukraine, is making European nations deeply re-consider their financial reliance on the US. European governments recognise that if Trump perceives them as failing to meet his expectations, they could face economic repercussions, including tariffs or financial penalties. While Europe will not openly challenge the dollar’s dominance, it is likely to take quiet but strategic steps to reduce its dependence. This could include increasing the use of the euro in international trade, forging stronger financial ties with other global players, and expanding the role of non-dollar payment systems. The goal is to build resilience against potential economic pressure from the US while avoiding direct confrontation with Trump. The role of BRICS and alternative financial systems Beyond Europe, other major economies are also moving towards financial independence from the dollar. The BRICS nations—Brazil, Russia, India, China, and South Africa—have increased efforts to trade in local currencies rather than relying on the dollar as an intermediary. China and Russia have significantly expanded their use of the yuan in trade, while India and Saudi Arabia have explored alternative payment methods. BRICS leaders have even floated the idea of developing a shared currency, although such a project remains in the early stages. These global shifts offer Europe potential partnerships in building a more diversified financial landscape. Challenges to Europe’s de-dollarisation Despite the growing interest in reducing dollar dependence, Europe faces considerable obstacles in making a full transition: Financial market depth:  The US financial system remains the most liquid and stable in the world, making dollar-denominated assets highly attractive. Trade practices:  Many international contracts, particularly in energy markets, are structured around the dollar, making any shift complex and time-consuming. The euro’s limitations:  While the euro is the second most widely used currency in global trade, it has yet to match the level of trust and market depth that the dollar enjoys. Additionally, European financial markets remain fragmented compared to the US system. The path forward While a complete departure from the dollar is unlikely in the short term, Europe’s gradual move towards financial diversification will continue. The EU is expected to develop new payment systems, reduce its reliance on dollar-based transactions where possible, and explore deeper financial ties with non-US partners. The drive to reduce dependence on the dollar is motivated by economic pragmatism rather than ideological opposition. European leaders recognise the need to maintain a strong relationship with the US while ensuring that they are not overly exposed to economic pressure from Washington. This balancing act will likely define Europe’s financial strategy in the years ahead. Conclusion Europe’s shift away from the US dollar is driven by both political and economic concerns, particularly under the Trump administration’s policies. While the process will be gradual and discreet, there is a clear trend towards financial diversification. European nations will seek to strengthen the euro’s role in global trade, expand partnerships with other financial blocs, and develop independent payment systems. However, for the foreseeable future, the US dollar will remain the dominant currency in global finance. Europe’s challenge lies in carefully navigating its path towards greater financial autonomy without triggering economic or political retaliation from Washington.

Europe may now consider further financial de-coupling from US

Will Europe begin to quietly move away from US dollar as part of a broader de-coupling?

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Why injury management matters more than you think New Zealand’s Accident Compensation Corporation (ACC) plays a crucial role in supporting Kiwis when they get injured. But there’s a growing concern that this well-meaning, state-run system may be doing more harm than good to the economy’s overall productivity. This article explores how the ACC scheme affects national output, the hidden cost of injuries, and how delays in rehabilitation are causing major economic losses. Is a slow-moving system meant to help people get back to work is instead dragging down businesses, workers, and the country’s productivity? Injuries and lost work: The scale of the problem In 2023, more than 18.5 million workdays were lost to injuries in New Zealand. That’s equivalent to thousands of homes not being built, millions of bricks not being laid, and countless tasks left unfinished across multiple industries. Whether the injury happens on a building site or while playing sport on the weekend, the outcome is the same: lost output, delayed projects, and lower morale among co-workers. Around two-thirds of ACC’s weekly compensation claims come from injuries that happen outside of work. These injuries take longer to heal—about 90 days on average, compared to 60 days for work-related injuries. What makes things worse is that after just 20 days off work, the chances of an injured person returning to their job drop to 70%. After 70 days, that falls to only 35%. The longer someone stays away, the less likely they’ll return—costing employers experience, money, and continuity. An expensive system with weak incentives The ACC pays out 80% of a person’s pre-injury income while they are off work. On the surface, this is generous and supportive. But critics argue that it also reduces the incentive for individuals to return to work quickly—especially when rehabilitation support is slow to arrive. What’s more concerning is that ACC appears to have prioritised these weekly payments over the actual rehab that helps people recover. Between 2017 and 2024: Spending on weekly compensation rose by 68% Claims increased by 33% Spending on rehabilitation services rose by only 17% This mismatch means more people are being paid to stay at home while receiving less support to return to work. On average, the amount spent per rehab claim actually dropped from $1,714 to $1,512—before accounting for inflation. Fewer resources and slower support make it harder for people to recover and get back on the job. A flawed case management model A key factor behind longer recovery times is ACC’s change to its case management system. In 2019, it scrapped one-on-one case management in favour of a call centre-based model. This made it harder for rehabilitation providers to access funding and support their clients. Phone queues were long, approvals were delayed, and personalised care all but disappeared. Delays increased sharply. In 2018, the median wait between injury and referral to rehab was 70 days. By 2021, that had ballooned to 120 days. At the same time, the average time people spent on weekly compensation went from 10 weeks to 22 weeks. As a result, injured workers spent more time in pain and without income support tailored to their needs. Providers couldn’t afford to offer quality rehab under the new funding caps—falling from $7,000 to $3,500 per case. Combined with workforce shortages in the health sector, the result was a broken system with little chance of quick recovery. The impact on national productivity The cost of these problems isn’t just personal—it’s national. A worker not at work produces nothing. Until rehab starts, their productive value to the economy is effectively zero. Even during rehab, it takes time to regain full capacity. According to Business NZ’s estimates, the total loss of productive capacity in 2023/24 alone was around $12.2 billion. If the ACC had maintained its previous level of rehab support and management, this loss could have been just $6.5 billion. While some of the workload can be backfilled by others—through overtime or extra shifts—this isn’t always possible, especially in a tight labour market. Even when it is, the stress and cost to businesses increase. Too easy to claim, too hard to recover? The fact that ACC is a state-run monopoly with compulsory funding from employers, employees, and vehicle owners means it faces limited accountability. Unlike private insurers, there’s no competition pushing it to improve service or efficiency. With no financial penalty for delays, ACC has little incentive to speed up recovery or reduce long-term dependence on weekly compensation. This lack of urgency hurts productivity in several ways: People stay off work longer Fewer workers are upskilled or retained Business costs rise, limiting investment in other areas Wages and job growth are held back In a country already struggling with low capital intensity and slow innovation—as outlined in the IMF’s 2025 productivity report—ACC’s inefficiencies are holding back progress even further. What about larger employers? Enter the AEP The Accredited Employers Programme (AEP) offers an alternative for bigger businesses. It allows them to manage their own injury claims, offering more control and quicker return-to-work outcomes. Employers in this scheme can avoid some levy increases and reduce disruptions. However, the AEP is not for everyone. Smaller businesses may not have the systems or staff needed to manage rehab properly. Still, for companies that can join, the AEP provides a way to sidestep ACC’s inefficiencies and take charge of their own productivity. Reform is not just possible—it’s necessary The ACC system doesn’t need to be scrapped, but it does need to change. Experts suggest two key fixes: Return to personalised case management  – One-on-one rehab support ensures faster recovery and fewer delays. Boost rehab funding  – Adjust the funding levels to match inflation and rising injury claims, so people can get the support they need to recover quickly. These changes would reduce long-term dependency, improve health outcomes, and restore lost productivity. More importantly, they would make ACC a true enabler of recovery—not just a passive payer of compensation. A better system means a better economy ACC has a vital role to play in protecting New Zealanders. But when the system may have become too focused on payouts and not enough on recovery, holding back people, businesses, and the economy as a whole. With $12.2 billion in lost productive capacity in just one year, there’s too much at stake to ignore. By fixing delays, restoring one-on-one care, and investing in meaningful rehab, New Zealand can unlock the full potential of its workforce and finally begin to close the productivity gap. Subscribe for more insights For more plain-English analysis on productivity, innovation, and the future of work in New Zealand, visit www.georgejamesconsulting.com  and subscribe to stay up to date

Is ACC Holding Back New Zealand’s Productivity—and What Needs to Change

Why injury management matters more than you think



New Zealand’s Accident Compensation Corporation (ACC) plays a crucial role in supporting Kiwis when they get injured. But there’s a growing concern that this well-meaning, state-run system may be doing more harm than good to the economy’s overall productivity. This article explores how the ACC scheme affects national output, the hidden cost of injuries, and how delays in rehabilitation are causing major economic losses.



Is a slow-moving sys

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Why clean data matters for AI and analytics Data is everywhere, helping businesses make decisions, automate tasks, and improve results. AI and data analytics rely on good data to work properly. If the data is messy or incorrect, AI models can give wrong predictions, and individuals or organisations might make bad choices. Data cleansing, also called data cleaning, is all about fixing mistakes, removing errors, and making sure data is complete and consistent. Clean data leads to better insights and more accurate AI results. This article breaks down the basics of data cleansing, including how to handle missing values, spot and remove errors, and keep data consistent. Following these steps will help make AI and analytics more reliable. Key steps to clean your data Checking data quality Before fixing data, you need to check how good it is. Some common problems include: Missing information in important fields Duplicated records that cause confusion Different formats or inconsistent names Outliers (data points that seem way off) Errors from typing mistakes or system glitches Checking data first helps you see what needs to be fixed and which methods to use. Fixing missing data Missing values happen for lots of reasons—someone forgot to enter data, a system glitch, or incomplete records. There are a few ways to handle this: Fill in missing values : Use the average (mean), middle value (median), or most common value (mode) from the column. Use forward or backward fill : In time-based data, you can fill in gaps using nearby values. Remove problem records : If a row is missing too much data, it might be best to delete it. The best approach depends on the type of data and how much is missing. Dealing with outliers Outliers are extreme values that don’t fit with the rest of the data. They can mess up analysis and AI models. You can handle them by: Finding them : Use statistical tools like Z-score or interquartile range (IQR) to spot unusual values. Capping or adjusting : Set a reasonable limit for extreme values instead of removing them. Deciding if they matter : Sometimes, outliers are actually useful. For example, a big spike in sales might mean a marketing campaign worked. Fixing inconsistent data Sometimes, data isn’t recorded the same way across different sources. This can cause problems when trying to combine or analyse it. To fix this: Standardise formats : Make sure names, dates, and categories follow the same pattern. Use validation rules : Set up checks to catch mistakes, like negative values where they shouldn’t be. Merge duplicate records : Combine similar entries to avoid confusion and clutter. When data comes from multiple sources, clear rules help keep it consistent over time. Automating data cleaning Cleaning data manually is slow and prone to mistakes. Automating some tasks can save time and improve accuracy. Useful tools include: Data validation scripts : These automatically check for errors like missing or duplicate data. Machine learning models : Some AI tools can detect and suggest fixes for mistakes. Data pipelines : Automated workflows that clean and organise data before it’s used. Using automation makes it easier to keep data clean and reduces the risk of human error. Keeping data clean over time Data cleaning isn’t just a one-time job. You need to keep checking and fixing data to maintain quality. Good practices include: Regular reviews : Schedule checks to find and fix new problems. Real-time validation : Set up rules to catch mistakes as data is entered. Encouraging feedback : Allow users to report and correct errors. By making data quality a regular habit, businesses can avoid problems down the road. Summary and key takeaways Cleaning data is essential for accurate AI, analytics, and business decisions. Here are five key things to remember: Check data before cleaning : Look for missing values, duplicates, and errors before making changes. Choose the right method for missing data : Decide whether to fill in values, use existing data, or remove problem records. Manage outliers carefully : Use statistics to find outliers and decide if they should be kept, adjusted, or removed. Keep data consistent : Standardise names, formats, and validation rules to avoid confusion. Use automation where possible : Scripts and machine learning can make data cleaning faster and more reliable. By following these steps, individuals and organisations can make better decisions and improve the accuracy of their AI and analytics. See https://www.georgejamesconsulting.com/  for more.

Basic data cleansing to enable AI

Basic data cleansing to enable AI. Discussion o the basics of data cleansing, including handling missing values, removing errors

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India as example of a nation using non-alignment In an era of shifting global power dynamics, the concept of non-alignment has gained renewed relevance. Historically viewed as an ineffective and inconsistent policy, non-alignment is now seen as a strategic approach for countries seeking to balance their national interests amid rising economic nationalism. As superpowers like the United States and China adopt increasingly protectionist policies, smaller nations must navigate a complex landscape. India stands out as an example of a country leveraging non-alignment for economic and geopolitical advantages. This report explores India's strategic position, the benefits it has derived from non-alignment, and the lessons other nations can learn in an evolving world order shaped by American-first policies. The rise of economic nationalism Economic nationalism has surged in recent years, with major global powers adopting protectionist policies. The United States, under former President Donald Trump, embraced an "America First" stance, advocating for reduced foreign investment, trade restrictions, and tighter immigration policies. Although President Joe Biden has sought to restore multilateralism, many American policymakers continue to push for a more inward-focused economic strategy. Similarly, China has shifted from generous foreign investments under the Belt and Road Initiative to a more commercially driven approach, prioritising its own economic security. This trend places smaller nations in a challenging position. During the Cold War, Western European countries benefited from aligning with the US, enjoying open trade and security cooperation. However, non-aligned nations had to adopt a different approach, leveraging their independence to attract investment and security assistance from multiple sources. Today, this strategy remains relevant as global alliances shift and economic pressures mount. India's approach to non-alignment India has historically maintained a non-aligned stance, adapting its foreign policy to evolving global conditions. While the Non-Aligned Movement (NAM) originated as a response to Cold War polarisation, India has refined its approach by adopting issue-based alignment. This allows it to collaborate with different powers depending on its national interests, rather than committing unconditionally to any single bloc. For instance, India's relationship with Russia has been shaped by historical ties and strategic considerations. Russia has consistently supported India on key geopolitical issues, such as abstaining from votes on the Kashmir conflict. In return, India has refrained from directly condemning Russia’s actions in Ukraine, instead advocating for adherence to international law. This delicate balancing act enables India to maintain defence cooperation with Russia while strengthening economic and security ties with the West. Economic benefits of india’s strategic position India has successfully leveraged its non-aligned stance to boost economic resilience. The country has accumulated over $500 billion in foreign exchange reserves, reducing its dependence on external financial shocks. This strategy mirrors similar efforts in other nations, such as Brazil and Indonesia, which have also increased reserves and reduced foreign-denominated debt to enhance economic stability. Additionally, India's strategic importance in global trade has positioned it as a key player in the Indo-Pacific. The country has deepened ties with the United States, Japan, and Australia through security partnerships like the Quad. At the same time, it maintains strong trade relations with Russia and Iran, ensuring diverse energy supplies and access to critical resources. This balanced approach minimises economic risks while maximising opportunities in a competitive global market. Geopolitical considerations and regional strategy India’s geopolitical strategy is increasingly focused on the Indo-Pacific, where China’s influence continues to expand. To counterbalance China's rise, India has strengthened military and diplomatic partnerships with democratic nations while maintaining its autonomy in decision-making. The country's growing naval capabilities and regional security role have reinforced its position as a stabilising force in the region. Domestically, India’s political landscape remains dominated by the Bharatiya Janata Party (BJP), with Prime Minister Narendra Modi leading economic and national security reforms. While these policies have strengthened India’s global standing, internal challenges such as social and regional tensions persist. The rise of regional political parties and coalition governments necessitates careful policy negotiations at both state and national levels. Lessons for other nations India’s success demonstrates the advantages of a flexible foreign policy that prioritises national interests over rigid alliances. Other nations can adopt similar strategies by: Building economic resilience  – Accumulating foreign exchange reserves and reducing external debt can protect economies from global financial instability. Diversifying strategic partnerships  – Engaging with multiple global powers ensures access to investment, technology, and security cooperation without over-reliance on any single nation. Maintaining diplomatic balance  – Advocating for international law and sovereignty while avoiding direct entanglement in superpower conflicts enables countries to navigate complex geopolitical landscapes. Enhancing regional influence  – Strengthening economic and security partnerships within regional frameworks can help counterbalance dominant global powers. Conclusion India's non-aligned strategy has enabled it to navigate a rapidly changing world order while securing economic and strategic benefits. By maintaining flexible alliances, it has positioned itself as a crucial player in global geopolitics. However, non-alignment also presents challenges. Balancing competing interests requires diplomatic skill, and avoiding firm alliances can sometimes limit immediate security guarantees. As the US-China rivalry intensifies and economic nationalism grows, countries must reassess their foreign policies. India’s approach provides a viable model for nations seeking to maximise their sovereignty while engaging with the global economy. The key takeaway is that non-alignment, when strategically applied, can be a powerful tool for national advancement in an unpredictable world.

The economic advantage of non-alignment - focusing on what counts

The economic advantage of non-alignment - focus on what counts for your nation. Lessons from India

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Could a more explicit focus on national civil contingency capability be more efficient and effective for Australia and New Zealand? Defence and civil contingencies refer to a nation's preparedness and response strategies for both military threats and large-scale civilian emergencies, such as natural disasters, major accidents, or security incidents. Australia and New Zealand rely heavily on military assets to support civil emergency responses when local resources are insufficient. However, there is an opportunity to establish a dedicated coast guard-type force (maritime, aviation, land based) to support civil contingencies, similar to the United Kingdom’s model and the United States Coast Guard (USCG). The USCG provides a proven framework for a cost-effective, scalable solution that integrates maritime, aviation, and land-based capabilities while reducing the reliance on expensive military assets. Current approach to civil contingencies When a civil emergency arises due to a natural disaster or malicious threat, the immediate response responsibility falls on emergency services. If these resources prove inadequate or are unavailable within the required timeframe, military support may be requested under established protocols, such as Military Aid to the Civil Power (MACP). However, this reliance on military intervention presents several challenges, including the high cost of military-grade assets and the potential for stretched defence resources. The USCG demonstrates how a dedicated force can provide an effective, flexible response without overburdening military resources. The case for a dedicated civil contingencies force A dedicated civil contingencies force, modelled on the UK’s approach and incorporating lessons from the USCG, could provide a more structured and cost-effective response to national emergencies. The USCG successfully balances defence, law enforcement, and civil emergency functions while maintaining operational independence. Establishing such a force in Australia and New Zealand would: Reduce dependence on military assets for non-defence emergencies. Offer a more financially sustainable alternative using civilian-grade capabilities. Improve coordination and readiness through a national agency dedicated to civil contingencies. Provide a workforce trained specifically for disaster response, search and rescue, and crisis management. Enhance interoperability with allies, particularly through coordinated efforts with the USCG. Cost-effective capability development Rather than investing in military-grade assets for civil contingencies, a new national capability could utilise civilian-grade equipment. This would significantly lower costs while still achieving many national interest outcomes. A force that integrates maritime, aviation, and land-based response units could support emergency management agencies more efficiently than military interventions. The success of New Zealand’s Maritime Incident Readiness and Response Team (MIRR) demonstrates the feasibility of a specialised response capability within a national framework. The USCG’s dual role in both defence and civil contingencies also offers a valuable example of how an integrated approach can improve national resilience. Recommendations Assess national needs  – A clear, needs-based approach should guide investment in civil contingencies to ensure resources are allocated effectively. Develop a civilian-grade response force  – Establishing a new national agency incorporating maritime, aviation, and land-based units would provide a cost-effective and scalable solution. Learn from international models  – The UK’s structured approach and the USCG’s integrated model offer valuable lessons on balancing military and civilian responsibilities. Ensure legislative and operational alignment  – Any new capability should align with existing emergency response frameworks to enhance coordination and effectiveness. Enhance interoperability with allies  – Strengthening collaboration with the USCG and similar agencies would improve regional security and emergency response effectiveness. Conclusion Australia and New Zealand face increasing threats from natural disasters and security challenges, necessitating a more robust and cost-effective approach to civil contingencies. A dedicated coast guard-type force, equipped with civilian-grade capabilities, offers a financially sustainable alternative to relying on military assets. By drawing on international best practices, particularly from the USCG and the UK model, and aligning with national emergency response frameworks, this approach could enhance resilience, improve response times, and provide a structured, scalable capability for future crises.

Re-imagining a civil contingencies capability model for Australia and New Zealand

Civilian assets and capabilities could be used as a more cost effective model than the military to support national interests

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How an AI playbook can help guide Government use of AI Governments worldwide are increasingly recognising the need to transition from isolated AI experiments to full-scale implementation, leveraging artificial intelligence (AI) to enhance public services, improve decision-making, and drive economic growth. However, AI’s successful deployment depends on strategic alignment, robust data management, and modern digital infrastructure. The integration of AI into government operations requires a structured approach that ensures transparency, security, and sustainability while mitigating risks such as algorithmic bias and data fragmentation. Developing an AI playbook could serve as a guide for policymakers, government officials, and technology leaders seeking to design and implement AI-driven initiatives. This discussion notes the need for a comprehensive strategy around AI adoption, focusing on data management, AI governance, and the transformation of legacy systems. By prioritising a data-centric approach, governments can create an AI-ready environment that fosters innovation while maintaining security and regulatory compliance. Principles for AI adoption should underpin the playbook The successful integration of AI into government operations is built on principles that prioritise accountability, security, and transparency. AI solutions must align with legal and ethical standards, incorporate human oversight, and ensure secure, scalable deployment. Effective AI governance requires a proactive strategy that addresses data integrity, accessibility, and interoperability across governmental institutions. Governments should establish regulatory frameworks that promote responsible AI adoption while addressing the challenges associated with legacy infrastructure, fragmented data sources, and evolving cybersecurity threats. The creation of national data repositories, implementation of AI ethics boards, and continuous evaluation of AI models will help sustain the reliability and trustworthiness of AI systems. The playbook will help understand AI and its applications AI encompasses a range of technologies, including machine learning, deep learning, natural language processing, and computer vision. Its applications in government services are extensive, from enhancing administrative efficiency to improving public safety. Predictive analytics, fraud detection, automated citizen support systems, and AI-powered healthcare diagnostics are among the most transformative AI-driven solutions in public sector operations. Governments must prioritise AI strategies that facilitate seamless data integration across departments, ensuring that AI models are trained on high-quality, structured data. Addressing challenges such as data silos, inconsistencies in metadata standards, and limited interoperability between government agencies is critical to ensuring AI systems generate reliable and fair outcomes. The playbook to guide the establishment of data-centric AI infrastructure The foundation of a successful AI strategy is a well-structured data infrastructure. The AI playbook could support governments investing in modernising their data ecosystems to support AI applications that require vast amounts of structured and unstructured data. Data management and governance  – Establishing robust data governance frameworks ensures data integrity, security, and accessibility. Governments must define clear policies for data ownership, access controls, and ethical AI usage. Addressing legacy infrastructure  – Many government institutions still rely on outdated IT systems that are incompatible with AI-driven solutions. Transitioning to cloud-based, scalable infrastructures will enhance AI adoption, reducing operational inefficiencies and enabling real-time data processing. Data lineage and traceability  – AI systems require accurate, traceable datasets to produce reliable insights. Implementing data lineage tracking will enable governments to monitor how data is collected, transformed, and utilised within AI models, ensuring regulatory compliance and improving decision-making transparency. Metadata standardisation  – High-quality metadata improves AI model efficiency by enabling seamless data classification, retrieval, and analysis. Establishing standardised metadata protocols across government agencies will enhance data interoperability, reducing redundancies and improving the consistency of AI-driven solutions. Data liquidity and accessibility  – AI models perform optimally when they have access to real-time, high-quality data. Governments must develop secure data-sharing agreements that enable cross-agency collaboration while ensuring compliance with privacy regulations. The playbook will support the development of AI solutions To ensure AI adoption aligns with national priorities, governments must take a structured approach to AI solution development. This includes investing in research and development, forming cross-functional AI implementation teams, and fostering partnerships with private sector innovators and academic institutions. Governments must also prioritise ethical AI deployment, ensuring fairness and inclusivity in AI-driven decision-making processes. AI solutions should be designed with mechanisms that detect and mitigate biases, incorporating human oversight in sensitive applications such as judicial, healthcare, and financial decision-making. The procurement process for AI technologies should be standardised, ensuring transparency and alignment with public interest objectives. AI solutions must be evaluated based on their scalability, security, and compliance with ethical AI guidelines. The playbook setting out how to govern AI responsibly AI governance requires continuous monitoring, regulatory adaptation, and public engagement. Governments must establish AI oversight committees responsible for auditing AI projects, ensuring ethical compliance, and managing risk mitigation strategies. Implementing AI impact assessments will help policymakers evaluate the societal implications of AI solutions and ensure they align with national objectives. Data security and privacy remain critical concerns in AI governance. AI-driven government services must be designed with stringent cybersecurity measures, including encryption, secure data storage, and compliance with data protection regulations. AI decision-making processes should be explainable and auditable, ensuring citizens and stakeholders understand the rationale behind AI-generated insights. The playbook to guide recommendations for AI adoption Governments undertaking AI initiatives should focus on key areas to maximise benefits and mitigate risks. The playbook can outline the key areas: AI governance and regulatory frameworks  – Implement policies that promote ethical AI use, data protection, and continuous AI performance evaluation. Scalable data infrastructure  – Invest in modern IT architectures that support real-time AI processing, data sharing, and interoperability across governmental institutions. Legacy system modernisation  – Transition away from fragmented, outdated IT infrastructures to cloud-based and AI-compatible digital ecosystems. Data quality and standardisation  – Ensure AI models are trained on high-quality, well-structured datasets with clearly defined metadata standards. Risk management and security  – Develop AI security protocols to prevent data breaches, algorithmic manipulation, and adversarial AI threats. Public engagement and AI literacy  – Educate citizens on AI’s impact, fostering transparency and trust in AI-driven public services. Cross-sector collaboration  – Strengthen partnerships between government, academia, and industry to accelerate AI innovation and knowledge sharing. Conclusion AI presents governments with an unparalleled opportunity to improve service delivery, enhance public policy decision-making, and drive economic progress. However, to fully realise AI’s potential, nations must adopt a well-regulated, data-driven approach that ensures fairness, security, and public trust. By prioritising data management, investing in AI-ready infrastructure, and establishing ethical AI frameworks, governments can create sustainable AI ecosystems that support long-term innovation. A commitment to responsible AI governance, transparency, and inclusivity will be instrumental in shaping a future where AI serves as a transformative force for public good. As AI technologies evolve, governments must continuously adapt their strategies, ensuring AI implementation remains aligned with national objectives, societal needs, and emerging regulatory requirements. A playbook will serve as a strategic guide for governments seeking to harness AI’s power responsibly while fostering trust, security, and innovation in the digital age.

Developing an AI playbook for Government

Developing an AI playbook for Government

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Digital public infrastructure can accelerate national level digital transformation The digital revolution is reshaping how nations manage governance, public services, and economic development. Digital public infrastructure (DPI) forms the backbone of this transformation by providing secure, interoperable, and inclusive systems that drive efficiencies across public and private sectors. DPI enables nations to streamline service delivery, enhance governance, and foster economic innovation. This discussion explores how governments can effectively utilise DPI frameworks, examining key components, benefits, challenges, and strategic enablers for sustainable implementation. Additionally, it highlights how nations can integrate DPI into their broader digital transformation efforts. Understanding digital public infrastructure DPI consists of shared digital systems designed to facilitate large-scale, secure, and inclusive public and private services. The primary components include: Digital identity systems  – Enable citizens to access government and financial services securely, reducing fraud and improving service efficiency. Digital payments infrastructure  – Facilitates financial transactions between governments, businesses, and citizens, ensuring transparency and financial inclusion. Data-sharing platforms  – Enable interoperability between government agencies, minimising administrative burdens and enhancing decision-making capabilities. Digital post and notification systems  – Improve communication between public institutions, businesses, and citizens by providing reliable, real-time digital messaging platforms. Single digital gateways  – Serve as unified access points for citizens and businesses to interact with government services in a user-friendly manner. Governments are responsible for the design, implementation, and regulation of DPI, ensuring that systems align with national development goals, economic strategies, and security frameworks. Key benefits of DPI for national digital transformation Efficiency and cost-effectiveness Reduces reliance on physical infrastructure, cutting operational costs and streamlining service delivery. Automates administrative tasks, freeing resources for strategic government initiatives. Interoperability and governance improvements Enhances cross-sector collaboration through integrated data-sharing frameworks. Supports a ‘once-only’ principle, reducing redundant administrative requests for citizens and businesses. Citizen-centric service delivery Simplifies user interactions with government services, ensuring accessibility for all citizens. Supports multi-channel service provision, including mobile platforms and digital kiosks. Economic inclusion and private sector engagement Encourages financial inclusion through digital payment systems, fostering economic participation among under served populations. Stimulates innovation by enabling startups and businesses to build services on top of government APIs. Resilience and adaptability Strengthens national capacity to respond to crises, as demonstrated during the COVID-19 pandemic. Ensures continuous service provision through cloud-based solutions and decentralised data storage. Innovation and international collaboration Encourages development of scalable digital services that integrate AI and emerging technologies. Facilitates regional and global cooperation through cross-border interoperability initiatives. Strategic enablers of DPI implementation Comprehensive governance frameworks Establish national DPI strategies to guide implementation, regulation, and public-private collaboration. Adopt structured governance models such as Norway’s National Joint Solutions and India’s IndiaStack to ensure alignment with national priorities. Public-private partnerships and multi-stakeholder collaboration Encourage co-development of DPI components with private sector actors and non-governmental organisations. Leverage private sector expertise in technology development, cybersecurity, and user experience design. Sustainable investment and funding mechanisms Implement long-term financial models, including transaction-based revenue generation and public sector co-funding. Establish centralised digital transformation funds to support national DPI expansion and maintenance. Robust security and ethical safeguards Adopt privacy-by-design approaches to ensure data protection and cybersecurity resilience. Implement ethical AI governance frameworks to address bias and algorithmic transparency in DPI-driven services. International cooperation and interoperability Align national DPI initiatives with global best practices, such as the G20 DPI Framework. Foster bilateral and regional agreements to promote cross-border interoperability and knowledge sharing. How nations can use DPI frameworks to drive transformation Develop national DPI blueprints Conduct national assessments to identify gaps and opportunities for DPI integration. Define key performance indicators (KPIs) to track implementation progress and impact. Adopt an inclusive and user-centric design approach Engage civil society and marginalised groups to ensure digital accessibility. Incorporate multilingual interfaces and offline access options to reach diverse populations. Leverage open standards and scalable architectures Encourage adoption of open-source technologies and common data-sharing protocols. Design DPI components to integrate seamlessly with future technological advancements. Invest in digital literacy and capacity building Train government employees on DPI usage and management. Promote public awareness campaigns to enhance citizen adoption of DPI services. Monitor, evaluate, and iterate DPI policies Establish regulatory sandboxes to test new DPI solutions before national deployment. Continuously refine DPI frameworks based on emerging trends and user feedback. Conclusion DPI represents a cornerstone of digital government transformation, providing a secure and scalable foundation for efficient service delivery and economic growth. To maximise its potential, nations must adopt a strategic and collaborative approach, integrating robust governance frameworks, sustainable funding models, and cross-sectoral partnerships. By embracing DPI, governments can enhance public service efficiency, drive financial inclusion, and create a resilient digital ecosystem that benefits society as a whole. See https://www.georgejamesconsulting.com/  for more. References Organisation for Economic Co-operation and Development. (2024). Digital public infrastructure for digital governments . OECD Public Governance Policy Papers No. 68. https://doi.org/10.1787/df1031a4-en United Nations Development Programme. (2023). The human and economic impact of digital public infrastructure . UNDP. https://www.undp.org/publications/accelerating-sdgs-through-digital-public-infrastructure-compendium Government of India. (2024). IndiaStack: Open digital ecosystems for national digital transformation . Retrieved from https://indiastack.org/ OECD Digital Government Unit. (2024). G7 Compendium of Digital Government Services . OECD Publishing. https://doi.org/10.1787/69fbf288-en

Using Digital Public Infrastructure to accelerate digital transformation

Digital Public Infrastructure provides a way for nations to accelerate the digital transformation of its Government and economy

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Efficient, digitally enabled procurement should be a priority for Governments The digital transformation of public procurement is a crucial step towards achieving efficiency, transparency, and strategic policymaking. Many governments, including Ireland, have embarked on a journey to modernise procurement processes through digital platforms and data-driven decision-making. The shift from traditional, paper-based procurement methods in the Government of Ireland to a fully integrated digital system shows a pathway to reduce administrative burden, improve supplier engagement, and enhance competition. This article unpacks Ireland’s efforts to digitise its public procurement system, analysing its strategic roadmap, progress, and challenges. While Ireland has no doubt made significant strides in digital procurement, this article also notes key challenges that can be considered by other nations considering procurement reforms. This includes governance, interoperability, emerging technologies, and helpful best practices. The Government of Ireland approach to procurement Ireland has laid a strong foundation for digital procurement through the establishment of an e-procurement platform, facilitating online tendering and contract management. However, challenges remain around data integration, automation, and user experience. Key issues in the current system include: Limited integration of procurement data across government entities. The need for enhanced automation in pre and post-tendering processes. Insufficient use of artificial intelligence (AI) and machine learning for predictive procurement insights. To address these issues, Ireland has set out a digital procurement strategy focused on standardisation, interoperability, and real-time data access: ' Strategic objectives for digital procurement transformation'.  A successful digital procurement strategy must align with national economic goals and public sector digital initiatives. The key objectives of Ireland’s strategy hence include: Streamlining procurement processes  – Introducing digital tools that simplify tendering, bid evaluation, and contract management. Enhancing data-driven decision-making  – Leveraging analytics and AI to improve procurement efficiency and identify risks. Increasing transparency and accountability  – Ensuring procurement data is accessible to oversight bodies and the public. Supporting small and medium enterprises (SMEs)  – Reducing barriers to entry for smaller suppliers through improved digital access. Future-proofing procurement technology  – Ensuring digital tools remain adaptable to evolving market needs and technological advancements. Lessons for other nations re-thinking digital procurement  Ireland’s digital procurement transformation offers valuable insights, and key lessons can be drawn for other countries embarking on similar reform: Prioritise end-to-end digital integration : Procurement transformation should encompass the entire lifecycle, from market research to contract completion, rather than focusing solely on the tendering phase. Adopt user-centric design principles : Engaging both procurement officials and suppliers in the design of digital tools ensures usability and accessibility. Invest in capacity building : Training programmes and digital literacy initiatives for procurement professionals can accelerate adoption. Ensure strong governance structures : A well-defined governance model facilitates coordination across multiple government agencies. Leverage international best practices : Drawing on successful models, such as Korean Government or Lithuanian Government. Developing a roadmap for implementation  The transition to a fully digital procurement ecosystem requires a phased approach. The proposed roadmap includes: Short-term goals (1-2 years) : Enhancing e-procurement platforms, establishing interoperability frameworks, and piloting AI-driven procurement tools. Medium-term goals (3-4 years) : Expanding digital contract management capabilities and increasing automation in bid evaluation. Long-term goals (5+ years) : Achieving full procurement cycle digitalisation, integrating procurement data with national financial systems, and adopting emerging technologies. Recommendations Develop a centralised data governance framework  – Establish clear policies on data collection, sharing, and security to enhance decision-making capabilities. Improve interoperability  – Ensure procurement systems can communicate seamlessly with broader government IT infrastructure. Invest in emerging technologies  – Explore AI, blockchain, and robotic process automation to optimise procurement workflows. Enhance supplier engagement  – Provide digital tools that simplify the bidding process and reduce compliance burdens for businesses. Monitor and evaluate implementation  – Conduct regular reviews to assess progress and refine strategies based on evolving needs. References  OECD (2025), "The Way Forward for Digital Public Procurement in Ireland" https://www.oecd.org/en/publications/the-way-forward-for-digital-public-procurement-in-ireland_4691afda-en.html https://www.oecd.org/en/publications/the-digital-transformation-of-public-procurement-in-ireland_87912457-en.html https://pps.go.kr/eng/content.do?key=00777 https://www.oecd.org/en/publications/public-procurement-in-lithuania_aa1b196c-en.html

Transforming Public procurement

Public procurement is an area of government that is a priority for transformation and digitisation due to the wide impact it has on wider go

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Introduction Norway has positioned itself as a leader in digital transformation, implementing strategic policies aimed at modernising its public sector and ensuring inclusive economic growth. This high level review highlights Norway’s digital landscape, achievements, challenges, and opportunities. It also outlines the progress and challenges of Norway’s digital strategy, the role of digital governance, public sector innovation, artificial intelligence, data governance, and digital talent development. Finally, it provides key lessons that other nations can adopt to advance their own digital agendas. Background Norway's approach to digital transformation has been guided by the Digital Strategy for the Public Sector (2019-2025)  and an upcoming national digital strategy that seeks to further enhance service delivery, economic competitiveness, and innovation. While the country ranks among the top digital performers in OECD assessments, gaps remain in governance efficiency, AI regulation, digital public service satisfaction, and the systematic use of open data. Enhancing digital governance and strategy implementation Norway has developed a well-structured governance framework for digital transformation, with leadership from the Ministry of Digitalisation and Public Governance. This framework fosters inter-agency coordination and supports long-term strategic planning. However, there is still a need to enhance governance mechanisms to: Strengthen cross-sector coordination to ensure uniform digital policy implementation. Improve funding structures for digital investments, particularly in emerging technologies. Introduce clear guidelines for data privacy, cybersecurity, and AI usage in public services. Develop digital-ready legislation to support public-private data collaboration and regulatory flexibility. The decentralised nature of digital governance has sometimes led to inconsistencies in service delivery across municipalities. A more centralised oversight model could enhance efficiency, ensuring that national digital initiatives benefit all regions equally. Investments in digital infrastructure and public services Norway has invested extensively in broadband expansion, digital identity systems, and cloud computing to modernise its public services. The national joint solutions  initiative has played a pivotal role in ensuring interoperability across government agencies, but user satisfaction with digital public services has declined in recent years. Options for the government to address this include: Expanding user-centric service design and improving accessibility. Strengthening cybersecurity to protect digital services from cyber threats. Increasing interoperability between local and national government platforms. Providing targeted funding to maintain and upgrade critical digital infrastructure. Despite being a front-runner in digital transformation, Norway’s approach to GovTech—a model that encourages collaboration with private-sector technology firms—has slowed. Reviving programmes that foster GovTech solutions could enhance innovation and efficiency in digital service delivery. Artificial intelligence and data governance AI adoption in Norway’s public sector is increasing, particularly in areas such as healthcare, administrative automation, and citizen engagement. However, a lack of comprehensive oversight is raising concerns regarding transparency, ethics, and accountability. To address these challenges, Norway should: Establish clear ethical guidelines and accountability frameworks for AI deployment. Align national AI policies with EU regulations to ensure compliance and responsible usage. Implement structured monitoring systems to evaluate AI applications in government services. Encourage public-sector AI innovation while maintaining strict regulatory safeguards. Data governance is another key component of Norway’s digital strategy. The country has strong legal protections and interoperability standards, yet open data utilisation is not yet optimised. To unlock the full potential of data, Norway is considering: Improving data-sharing frameworks to promote seamless collaboration between public and private sectors. Enhancing the usability of open government data for businesses and researchers. Introducing incentives for agencies to standardise data collection and reporting. Developing digital talent and workforce capabilities The demand for digital skills in Norway’s public sector is growing, yet it has an ongoing challenge attracting and retaining qualified professionals. Workforce development initiatives have been introduced, but they lack a coordinated, long-term strategy. To strengthen Norway’s digital workforce, the government is considering: Implementing national digital talent mobility programmes to facilitate cross-agency expertise sharing. Increasing investment in digital training and professional development within the public sector. Enhancing recruitment strategies to attract top digital talent from the private sector and academia. Developing a comprehensive workforce strategy that aligns digital skills with emerging technology needs. Further to this, Norway has the option of building deeper partnerships with universities and tech firms to ensure that public servants are continuously upskilled to meet the demands of an evolving digital landscape. Key lessons for other nations Norway’s experience provides valuable insights for other nations aiming to advance their digital transformation agendas. This includes: Strategic digital governance:  A dedicated digital governance framework to ensure streamlined decision-making and maximises public-sector efficiency. Sustained infrastructure investment:  Regular investment in digital public infrastructure to maintain service quality and security. Ethical AI integration:  Establishing accountability mechanisms for ensuring responsible AI usage in government operations. Optimised data-sharing frameworks:  Standardising data-sharing protocols to enable seamless integration of public services and enhances innovation. Workforce development:  A structured digital talent strategy to help sustain long-term transformation efforts. These lessons demonstrate the importance of maintaining a proactive approach to digital policy while still focusing on inclusivity and security. Conclusion Norway’s determination to remain a leading nation in digital transformation is evident through its strategic investments, governance structures, and innovative public service delivery models. However, continued progress will require improvements in digital service standardisation, AI regulation, data-sharing policies, and workforce development. By refining its approach and addressing current gaps, Norway can further strengthen its position as a global digital leader. The country’s experience serves as a model for other nations, showcasing the benefits of structured digital policy, strategic investment, and continuous adaptation to technological advancements. See https://www.georgejamesconsulting.com/  for more. References OECD. (2024a). The Digital Transformation of Norway’s Public Sector . OECD Digital Government Studies. OECD. (2024b). Shaping Norway’s Digital Future . OECD Publishing.

The Digital Government strategy in Norway

The digital strategy in Norway provides insights for other nations wanting to transform their Government. Key lessons include the focus on

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Executive summary The Government of New South Wales (NSW) approach to 'Digital Funding, Governance, and Assurance' outlines a strategy to support whole-of-government digital transformation. It identifies key challenges in current funding models, governance structures, and assurance processes that hinder progress. The framework includes a dedicated digital fund, a streamlined governance approach, and an assurance model designed to enable agile and iterative digital investment. This article summarises the key sections of the blueprint, covering the funding framework, governance mechanisms, assurance processes, and insights from international exemplars. It also highlights key lessons for other nations to consider when designing digital funding and governance models. Key sections Context and challenges Proposed funding model Governance structure Assurance mechanisms Global best practices and recommendations Context and challenges The existing digital investment landscape faced several critical challenges that limited the effectiveness of whole-of-government digital transformation. Key issues included: Limited funding for multi-agency digital initiatives, restricting the ability to create seamless citizen journeys. A lack of a sustainable funding mechanism for core and common digital services. High costs and complexity of replacing legacy IT systems. Governance structures that do not align with the needs of agile digital development. An assurance model that is slow and does not support iterative digital transformation. Addressing these challenges required a fundamental shift in the way digital initiatives are funded, governed, and assured to ensure long-term sustainability and effectiveness. Funding model To resolve funding constraints, a dedicated digital fund is utilized aiming at accelerating whole-of-government digital transformation. Key aspects of the funding model include: A separate digital transformation fund  to complement existing agency budgets, focusing on priority digital investments. Incremental funding releases  based on iterative development and tangible progress, rather than one-off capital investments. A focus on common and core digital components  to prevent duplication and reduce unnecessary expenditure. Support for legacy modernisation , prioritising systems that offer the greatest value in improving service delivery. Flexible allocation criteria , allowing for quick funding adjustments based on evolving digital needs and project performance. Governance structure A revised governance model is required to enhance coordination and decision-making for digital investments. Key governance reforms include: Creation of a central decision-making entity , either through an empowered Customer and Digital Council or a new Digital Transformation Committee. Portfolio management function  to track digital investment priorities and oversee project performance. Cross-agency collaboration mechanisms  to encourage seamless integration of digital initiatives. Empowerment of delivery teams , reducing unnecessary governance layers while maintaining accountability. Clear funding oversight processes  to ensure transparent and strategic allocation of digital transformation resources. Assurance mechanisms Introduce a ‘fast lane’ assurance process to support agile digital investments. This includes: Early engagement of ICT assurance  to reduce project risks and align investments with strategic priorities. Incremental funding checkpoints , ensuring projects continue receiving funding based on successful milestone achievements. Outcome-based measurement , linking assurance processes with tangible citizen benefits and digital service improvements. Simplified reporting structures , minimising bureaucracy while ensuring robust project oversight. Dedicated assurance for legacy modernisation , focusing on de-risking large-scale digital replacements. Global best practices and recommendations Contrasting with international case studies, key lessons emerge: Establish a centralised digital transformation fund  – Countries such as the UK and Singapore have demonstrated the benefits of a dedicated digital investment fund that supports high-priority projects. Adopt an agile and iterative funding model  – Incremental funding releases tied to performance milestones help manage risks and ensure continuous improvement. Simplify governance structures and empower delivery teams  – Reducing bureaucracy and providing clear decision-making authority enhances the speed and efficiency of digital delivery. Develop a strategic approach to legacy modernisation  – Allocating targeted funding for modular and incremental modernisation helps avoid large, high-risk capital expenditures. Integrate assurance with funding decisions  – Tying assurance checkpoints to funding releases ensures that digital initiatives remain accountable and aligned with broader strategic objectives. Conclusion The funding, governance, and assurance model aims to accelerate digital transformation by addressing existing structural and financial limitations. By implementing a centralised yet flexible approach to funding, simplifying governance, and integrating assurance within the funding lifecycle, governments can ensure more effective and sustainable digital transformation efforts. Lessons from global exemplars reinforce the importance of iterative, accountable, and strategically aligned digital investment frameworks. References The NSW Digital Blueprint: Funding, Governance, and Assurance Model https://www.digital.nsw.gov.au/funding/digital-and-ict-investment-strategy https://www.digital.nsw.gov.au/funding/digital-restart-fund https://www.digital.nsw.gov.au/funding/digital-restart-fund/about-the-fund https://www.digital.nsw.gov.au/sites/default/files/2022-11/digital-nsw-building-our-future.pdf https://www.digital.nsw.gov.au/article/a-blueprint-for-digital-delivery-nsw

A Digital Blueprint for Funding, Governance, and Assurance

A digital blueprint for funding (investment), governance and assurance that can be adapted by other jurisdictions

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Introduction Governments worldwide face increasing pressure to modernise their operations, enhance service delivery, and improve efficiency in an era of rapid technological advancement. The report "The How We Need Now: A Capacity Agenda for 2025 and Beyond" by Jen Pahlka and Andrew Greenway provides a critical analysis of state capacity and explores alternative models for governmental operations. This summary distils the core arguments of the report, emphasising its relevance for nations reconsidering their operating frameworks. The report challenges traditional bureaucratic models and advocates for a shift towards an agile, product-driven approach to governance that enables better decision-making, resource allocation, and public service outcomes. Reassessing state capacity in a digital age Traditional government structures were designed for an industrial-age approach to administration, prioritising rigid processes, risk aversion, and linear decision-making. However, these models are increasingly misaligned with contemporary challenges such as digital transformation, fiscal constraints, and evolving citizen expectations. The report underscores that modernising state capacity requires governments to adopt operational models that emphasise continuous improvement, flexibility, and responsiveness. Governments that fail to adapt their structures and decision-making processes risk inefficiency, poor service delivery, and escalating costs. The report draws comparisons with private-sector firms that use iterative product development methodologies to refine services and respond to changing demands. By embracing a product-driven approach, governments can build resilience, enhance service quality, and reduce costly project failures. The case for a product model approach A central argument of the report is the need to shift from a project-based to a product-based model of governance. In contrast to large-scale, multi-year projects with fixed budgets and rigid requirements, the product model allows for incremental funding, continuous iteration, and regular user feedback. The product approach is particularly relevant for digital service delivery, where requirements evolve rapidly and pre-defined specifications often become obsolete. The report highlights several key benefits of the product model: Incremental funding : Avoids the pitfalls of large, upfront investments by allowing for iterative adjustments based on performance and evolving needs. Cross-functional teams : Encourages collaboration between policymakers, technologists, and service delivery experts, ensuring more effective implementation. User-centric design : Focuses on delivering real value to citizens by incorporating feedback loops and performance measurement into service development. This approach enables governments to transition away from outdated procurement practices that prioritise compliance over outcomes. Instead, they can adopt flexible funding mechanisms that allow for experimentation and adaptive policy making. The role of internal capability in government transformation One of the report’s critical insights is the importance of developing in-house expertise rather than relying excessively on external contractors. Many government agencies struggle with digital transformation due to an over-reliance on vendors who prioritise contractual obligations over innovation and adaptability. By investing in internal talent and capabilities, governments can ensure they have the knowledge and skills needed to oversee and implement modern service delivery models. Key recommendations include: Building digital expertise within government : Hiring and retaining professionals who can manage iterative development processes and integrate digital tools effectively. Reevaluating procurement strategies : Shifting from rigid, requirement-heavy contracts towards more flexible partnerships that incentivise innovation. Aligning oversight with new operating models : Reforming audit and compliance practices to support adaptive and iterative approaches rather than reinforcing outdated processes. By fostering internal capabilities, governments can retain control over critical digital infrastructure, reduce dependency on vendors, and create more sustainable and efficient public services. Aligning funding and oversight with modern governance models A significant barrier to modernisation is the misalignment between funding mechanisms and the realities of digital-era governance. Traditional budgetary processes emphasise fixed costs, multi-year appropriations, and rigid deliverables, which conflict with the need for continuous innovation and adaptation. The report advocates for: Ongoing funding streams : Enabling agencies to develop and refine services over time rather than being constrained by one-time project funding. Performance-based accountability : Shifting oversight from compliance-driven evaluations towards outcome-focused assessments. Reducing procedural bloat : Streamlining regulatory requirements that slow down progress and limit operational agility. These reforms would allow governments to make more strategic investments in technology and operational improvements, ensuring that funding models support long-term capacity building rather than reinforcing inefficiencies. Conclusion The report presents a compelling case for rethinking government operations in an era of rapid change. By shifting to a product-oriented approach, investing in internal expertise, and modernising funding mechanisms, governments can enhance their ability to deliver effective public services. The insights provided are particularly valuable for nations reassessing their administrative structures and seeking to build more resilient, efficient, and responsive governance models. As digital transformation accelerates, governments that fail to embrace these principles risk falling behind, incurring unnecessary costs, and diminishing public trust. The path forward requires bold leadership, institutional adaptability, and a commitment to continuous improvement. This report serves as a crucial guide for policymakers seeking to navigate these challenges and build a government that is fit for the digital age. Reference  Pahlka, J., & Greenway, A. (2024). The How We Need Now: A Capacity Agenda for 2025 and Beyond . Niskanen Center.

Rethinking Government capacity

Governments face increasing pressure to modernise their operations, enhance service delivery, and improve efficiency in an era of rapid tech

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We need new thinking about funding for local infrastructure and service delivery The way infrastructure and services are funded and paid for is a critical issue for local and central governments. With increasing demand for services such as roads, water supply, and electricity, determining a fair and sustainable funding approach has become a key concern. Recent research on public perceptions of fairness in infrastructure funding has revealed strong support for usage-based pricing models for some services while highlighting concerns over cost distribution in others. This article discusses various funding mechanisms, and evaluates the potential impact on policy development. Public perception of fairness in infrastructure funding Public opinion on infrastructure funding varies based on service type, demographic factors, and regional considerations. Findings suggest that while usage-based pricing is widely accepted for services like electricity and water, there is greater resistance to applying similar models to road funding. Nearly three-quarters of respondents believe it is fair to pay for water (72%) and electricity (74%) based on usage, whereas only 34% support the idea for roads. User pays, or beneficiary pays, is a pricing approach based on the idea that the most efficient allocation (and consumption) of resources occurs when consumers pay the full cost of the goods that they consume. In public finance, it stands in opposition to another principle of 'ability-to-pay,' which states that those who have the means should share more of the burden of public services. The ability-to-pay principle is one of the reasons for the general acceptance of the progressive income tax system. The principle of user pays supports the idea of horizontal equity, which states that those in similar wealth and income positions should be treated equally by the tax system. The basic idea is that those who do not use a service should not be obligated to pay for it. As long as the beneficiary aligns exactly with the user, the user-pays principle works. Those who do not go to a movie are not obligated to pay for someone else to attend. In public goods, beneficiaries and users sometimes do not align. The divergence of user and beneficiary occurs when production and consumption have external effects. Drivers who purchase gasoline may believe that they pay for the full cost (user-pays) of using gasoline except for the greenhouse gases produced. They impose costs on the environment and are known to contribute to climate change. The 'beneficiaries' must bear costs not paid in the purchase of gasoline. In that case, the user-pays principle results in the driver not paying the full or social cost of using fossil fuels, which creates a strong argument for regulation and other forms of public intervention. Increasing taxes on gasoline is one possible response that preserves the user-pays principle by increasing the costs to users. A key concern raised in discussions on infrastructure funding is the fairness of pricing based on the cost of service delivery. Over half of average respondents did not think it was fair to charge households based on supply costs, particularly in remote areas where costs are higher. This highlights the ongoing challenge of balancing affordability with the need to fund infrastructure sustainably. Alternative funding mechanisms for infrastructure Governments and policymakers are exploring a range of funding mechanisms to address the growing financial demands of infrastructure maintenance and expansion. Some of the key approaches include: Volumetric charging - water as an example A strong majority of respondents support charging households for water based on usage. Implementing a volumetric pricing model could help ensure fairer distribution of costs while promoting water conservation. A hybrid model with a low fixed charge for basic needs and variable rates for higher consumption may be a viable solution. Peak time/time of use charging - the example of congestion charging for roads Many local citizens are likely to support congestion charging International trends show time-of-use charging faces initial resistance but gains acceptance after implementation. Congestion charging could be an effective tool for managing traffic and funding road infrastructure improvements. Revenue sharing and local taxation Local governments rely heavily on property rates to fund infrastructure, which is increasingly seen as unsustainable. Proposals include revenue-sharing arrangements between central and local governments to diversify funding sources. New tools, such as tourist levies, bed taxes, and congestion charges, could provide additional revenue streams for councils. Addressing costs in remote areas Maintaining infrastructure in rural and remote areas presents unique challenges due to higher supply costs and lower population densities. Policymakers must consider equitable ways to distribute these costs, particularly in the context of extreme weather events and climate change adaptation. Potential solutions include government subsidies or tiered pricing structures to ensure continued access to essential services. Policy implications and future directions These findings provide valuable insights for policymakers as they consider future infrastructure funding models. Key considerations include: Balancing fairness and sustainability : Ensuring that funding models are both equitable and capable of supporting long-term infrastructure investment. Encouraging behavioural change : Usage-based pricing can incentivise more responsible consumption of services such as water and electricity. Managing public perception : Any shift in funding mechanisms must be accompanied by clear communication and engagement to build public trust and acceptance. Supporting local government autonomy : Providing councils with additional funding tools and flexibility to address infrastructure needs at the community level. Conclusion Infrastructure funding is a complex and evolving challenge that requires careful consideration of public perceptions, economic sustainability, and equitable cost distribution. While there is strong support for usage-based pricing in some areas, resistance remains in others, particularly regarding road funding and the costs associated with remote service delivery. Policymakers must navigate these concerns while exploring innovative funding mechanisms to ensure the continued provision of essential infrastructure services. A combination of revenue-sharing, targeted taxation, and fair pricing structures can help create a more sustainable and equitable approach to infrastructure funding in the future. See https://www.georgejamesconsulting.com/  for more. References https://www.nzherald.co.nz/business/companies/construction/government-wants-users-of-new-infrastructure-to-pay-more-so-it-takes-out-less-debt/5NEL5VNJORH65CQXWWVYTASPMA/#google_vignette https://infrastructurenews.co.nz/public-support-user-pays-approach-infrastructure/ https://www.nbr.co.nz/edwards-on-politics/balancing-the-governments-books-through-user-pays/

Funding for local delivery of infrastructure and services - the user pays option

Funding of local services through user pays is an increasingly important option for many regional and local governments.

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Introduction The adoption of generative artificial intelligence (AI) presents a transformative opportunity for economies worldwide. With advancements in machine learning, AI models can enhance productivity, automate routine tasks, and support economic growth. However, achieving AI readiness requires strong institutional, infrastructural, organisational, and ethical foundations. Government leadership, cultural shifts, and public engagement will play a critical role in shaping AI adoption. This report outlines the key factors that contribute to AI readiness, the potential economic impact of generative AI, and the enablers that will drive successful AI adoption. Key factors determining AI readiness Infrastructure Generative AI models require substantial computational resources, data storage capabilities, and high-speed networks. Establishing a robust digital infrastructure ensures economies can support AI development, deployment, and scalability. High-performance computing, cloud infrastructure, and reliable data transmission networks are critical for processing the vast amounts of data that AI systems require. Data quality and accessibility AI models depend on large datasets for training and optimisation. High-quality, diverse, and well-structured data enhances the accuracy and fairness of AI outputs. Efforts to improve data governance, privacy, and security are essential to ensure AI systems operate effectively and ethically. Additionally, organisations must establish frameworks for secure data-sharing mechanisms to maximise AI potential. Workforce development The impact of AI on the workforce will vary across industries, with many roles evolving rather than being replaced. To ensure a smooth transition, governments and businesses must invest in reskilling and upskilling programmes. Strengthening digital literacy, technical skills, and AI education will be crucial in preparing workers to collaborate with AI systems and leverage automation for productivity gains. Unions should take a pro-active engaged approach to the changes being brought by AI. This includes considering radical scenarios that challenge traditional assumptions about their role, representation, and strategies. Unions can play a positive role in managing AI-driven workforce changes by: Establishing specialised research units to analyse economic shifts and AI’s evolving role. Recruiting technology experts to enhance understanding of AI’s implications. Supporting an augmented workforce by identifying roles where human labour remains critical. Advocating for workers’ health, safety, and privacy in AI-driven workplaces. Joining AI consortiums to stay informed and influence AI policy developments. Negotiating fair retirement conditions for workers in roles likely to be replaced by AI. Facilitating upskilling and reskilling initiatives in collaboration with businesses and governments. Participating in ethical AI committees to ensure AI adoption aligns with worker rights and fairness principles. Leadership and strategy Senior leaders in government and the private sector must play an active role in driving AI adoption. AI strategies should not focus solely on deploying technology but rather on how AI can support broader economic and societal goals. Leadership commitment is critical, as organisations where senior leaders communicate a clear vision for AI adoption are significantly more likely to achieve their desired outcomes. To successfully implement AI at scale, organisations should: Ensure AI strategies align with their core mission and objectives. Encourage collaboration between leadership, IT, and operational teams. Develop a clear roadmap for AI integration across different functions. Balance external hiring of AI talent with internal reskilling programmes. Promote AI literacy across all levels of government and business to facilitate informed decision-making. Reimagining business processes and career pathways will also be essential. Organisations that adapt workflows and create new AI-driven career opportunities are more likely to realise AI’s full potential. By fostering innovation, reskilling employees, and embedding AI across operations, economies can enhance productivity while ensuring a smooth transition for the workforce. Ethical considerations AI brings ethical challenges, including bias, misinformation, and potential misuse. Establishing clear ethical guidelines, regulatory frameworks, and transparency mechanisms will ensure responsible AI development. Organisations must prioritise fairness, accountability, and inclusivity in AI systems to mitigate risks and build public trust in AI technologies. Integration into business and society For AI to deliver tangible benefits, it must be effectively integrated into real-world applications. Businesses need to develop AI strategies that align with their objectives and operational processes. Cross-sector collaboration, public-private partnerships, and industry-specific AI adoption frameworks will be key to successful implementation and long-term AI sustainability. Additionally, cultural shifts within organisations and society at large will be necessary to embrace AI-driven transformation and innovation. Conclusion AI readiness is a multifaceted challenge that requires coordinated efforts across infrastructure, workforce, ethics, integration, and policy frameworks. While AI presents immense opportunities for productivity and economic growth, its benefits will only be fully realised with strategic planning, responsible implementation, and continuous adaptation to evolving technological landscapes. Strong leadership from governments, cultural adaptation, and stakeholder engagement—including media, unions, and policymakers—will be crucial in driving AI adoption. By addressing the key enablers of AI adoption, economies can position themselves at the forefront of the AI revolution, driving innovation and sustainable development in the years ahead.

AI transformation - key things for nations to consider

Government leadership, cultural shifts, and public engagement will play a critical role in shaping AI adoption. This report outlines the key

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Bangladesh aiming for sustainable growth and stability Bangladesh stands at a crossroads in 2025 - facing both significant opportunities and formidable challenges. Recognised globally for its economic potential, the country has been named "Country of the Year" by The Economist . However, this recognition does not mask the pressing economic, political, and social issues that must be addressed to ensure sustainable growth and stability. This report notes the key opportunities Bangladesh can leverage while identifying critical challenges that require urgent attention. Economic opportunities and growth potential Despite the challenges, Bangladesh has notable economic strengths that can be capitalised on to drive future growth: Strong export and remittance sectors  – The country's export industry, particularly in textiles and garments, is poised for robust performance. Additionally, remittances from overseas workers provide a vital source of foreign exchange, which can help stabilise the economy. Youth-driven economic transformation  – With a large and dynamic young population, Bangladesh has the potential to harness innovation and entrepreneurship to diversify its economy and reduce dependence on traditional industries. Infrastructure and digital advancements  – Continued investment in infrastructure projects, such as transport and energy, alongside rapid digital transformation, will enhance productivity and attract foreign investment. Strategic geographic location  – Bangladesh's position as a gateway between South and Southeast Asia offers significant trade and logistics opportunities, strengthening its role in regional economic integration. Key economic challenges While opportunities exist, structural and policy-related challenges need to be addressed: Persistent inflation and economic instability  – Inflation has remained above 9% since March 2023, straining household finances and limiting consumer spending. Weak private investment and financial sector risks  – Low private sector investment, coupled with high levels of non-performing loans, has created financial instability that requires urgent reforms in banking and credit markets. Foreign exchange constraints  – The country continues to face a shortage of foreign exchange, making it difficult to support imports and sustain economic growth. Regulatory and governance issues  – Corruption, bureaucratic inefficiencies, and inconsistent economic policies have deterred investment and slowed economic reforms. Political and governance considerations Political stability is essential for sustainable economic growth, yet Bangladesh is experiencing heightened political uncertainty: Shifting political landscape  – The interim government faces pressure from multiple factions, including students demanding justice and political parties calling for an electoral roadmap. Public dissatisfaction with governance  – Concerns over crime, governance transparency, and the government's economic policies have fuelled discontent. Need for political reform  – Political parties must move away from outdated models of patronage and control to build a system based on democratic participation and accountability. The role of students and youth activism  – Students have played a critical role in driving political movements. Their engagement must be recognised and integrated into meaningful political dialogue. Social challenges and inclusivity Addressing social inequalities and ensuring inclusivity is essential for long-term stability and prosperity: The role of women in leadership  – Women have played a pivotal role in recent political movements, yet they remain underrepresented in leadership positions. Greater efforts are needed to ensure their participation in all sectors of society. Protection of marginalised communities  – Minority and disadvantaged groups continue to face discrimination and violence. Legal and policy measures must be implemented to ensure their safety and inclusion. Strengthening the rule of law  – Law enforcement agencies must undergo reforms to shift from being instruments of political control to upholding justice and public safety. Religious and political inclusivity  – Islamist parties and other political groups must embrace pluralism and reject divisive rhetoric to foster a more inclusive democracy. Institutional reforms for sustainable development Bangladesh’s long-term stability depends on deep institutional reforms, including: Strengthening the election process  – Reforms in the Election Commission are needed to ensure free and fair elections, restoring public confidence in the democratic system. Judicial and anti-corruption reforms  – The judiciary and the Anti-Corruption Commission must operate independently to uphold the rule of law and combat financial misconduct. Economic and financial sector restructuring  – Addressing banking sector vulnerabilities, enhancing transparency, and supporting small businesses will be critical for economic recovery. Ensuring media freedom  – A free and independent press is essential to democracy. Protecting journalists and promoting media transparency will help keep the government accountable. Conclusion Bangladesh has remarkable opportunities for economic and political advancement. However, these opportunities can only be realised through decisive action on key challenges. Economic stabilisation, political reform, social inclusion, and institutional strengthening must be prioritised to create a sustainable and prosperous future. By addressing these issues, Bangladesh can move towards a resilient and inclusive economy while reinforcing its democratic foundations.

Bangladesh - Looking forward with optimism

Bangladesh is at a crossroads where it can choose to embed sustainable progress and growth or stall and slow it down. Reforms are needed an

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Turning streets into stages - how innovative design can bring urban areas to life Public spaces should be more than just places we pass through — they should be places where creativity flourishes and communities connect. One of the simplest ways to achieve this is by supporting street performers, often known as buskers. With a guitar, a hoop, or a deck of cards, they bring life and energy to our streets. But without proper spaces to perform, many buskers are left to work in crowded, noisy, or unsafe environments. This article explores how designing and building small, permanent structures for buskers to use can breathe new life into cities. These dedicated street stages offer shelter, support, and visibility to performers, while making streets more engaging and enjoyable for everyone. By investing in creative, well-designed, weather-proof performance structures, cities can become more vibrant, inclusive, and artist-friendly. Why busking matters in urban life Street performance is one of the oldest and most accessible forms of art. It doesn’t require a ticket or a stage, just a performer and a public space. Buskers bring culture, joy, and creativity into everyday life. Whether it’s a musician, a dancer, or a juggler, their presence can completely change how we feel about a street or square. Performers help people slow down, pay attention, and connect — even if just for a few minutes. They transform dull or overlooked spaces into memorable, social places. This simple act of performance has a powerful effect on the urban experience, making people feel safer, happier, and more connected to their surroundings. Yet in many cities, buskers face restrictions, unpredictable weather, and competition for space. Without proper support, even the most talented performers can struggle to continue. That's where permanent, purpose-built street stages come in. The street stage: a smart space for public performance A street stage is a small, thoughtfully designed performance structure placed in public areas such as plazas, footpaths, or parks. These mini-stages offer weather protection, power access, and space for buskers to set up comfortably — and they send a clear message: “Artists are welcome here.” Street stages can be made from innovative and durable materials such as engineered timber, perforated metal, and pre-cast concrete. Designs can be modular, allowing them to be built quickly and fitted into tight spaces. Some may include solar panels, built-in lighting, or sound-dampening features for acoustic performance. Others may be created as bold, iconic structures that become landmarks in their own right. With power outlets available, performers can plug in electronic instruments, lights, or amplifiers. With Wi-Fi or Bluetooth connectivity, they can use digital payment systems, making it easier for audiences to tip or book future performances. These spaces can be open or lockable depending on the local context. In some areas, secure designs may be needed to prevent vandalism or graffiti overnight. In others, an open canopy might be more appropriate, acting as a shared space available to anyone who wants to perform. Either way, these structures provide shelter, shade, and visibility — helping performers feel safe, supported, and seen. Cultural identity and local design A unique feature of these street stages is their potential to reflect local character. Whether designed by local architects, students, or artists, each structure can be shaped to represent the cultural identity of the suburb or neighbourhood where it's placed. From sleek, minimalist cubes to colourful, sculptural shapes, the possibilities are endless. These small structures can become symbols of community creativity, designed through local workshops and competitions. Communities could crowdfund their creation, giving everyone a sense of ownership and pride. Over time, these spaces could become known as creative hubs, drawing local and even international performers who are seeking safe, well-equipped places to perform. Street stages as part of a wider urban network One structure is a start, but a city-wide network of street stages can truly transform how performance fits into daily life. With designated performance areas across different neighbourhoods, performers can choose spots that best suit their act — whether they need space for a crowd, access to quiet surroundings, or just a sheltered place to play. To support this system, cities could provide: Signage and maps  showing recommended zones and available facilities An online platform  for performer profiles, booking information, and community guidelines A digital tipping system  connected to each stage, allowing audiences to contribute cash-free A community membership model , giving performers access to resources, insurance, or workshops Education campaigns , helping the public understand the value of busking and how to support it With this infrastructure, performers would no longer have to struggle for visibility or face fines for simply sharing their art. Instead, they’d be part of a recognised, supported, and celebrated cultural system. Designing for all weather and all seasons Street performance isn’t just for sunny days. With well-designed weatherproof structures, busking can become a year-round activity — rain or shine. Covered stages provide shade in summer, shelter in winter, and comfort at any time of year. This makes a huge difference not only for performers, but for audiences who want to linger and enjoy. By building in safety features like lighting, CCTV integration, or seating areas nearby, cities can also ensure that these spaces feel secure after dark — another key factor in encouraging people to use them consistently. For colder regions, heating elements or wind protection could be added. In warmer climates, natural airflow and shading could take priority. Each design can be tailored to the specific climate and context, allowing for creativity and practicality to work together. Creating community through performance Beyond providing a stage, cities can help foster a real sense of community among performers. Hosting regular events, pop-up showcases, and seasonal celebrations can build visibility and excitement. Workshops, networking events, and online forums allow performers to connect, share advice, and collaborate. This creates a stronger, more resilient street performance culture. It also helps reduce conflicts or competition between performers by establishing mutual understanding and agreed use of space. With the right structures and systems in place, performers of all kinds — from jugglers and musicians to spoken word artists and dancers — can thrive. New talent can emerge, and existing artists can continue to grow, supported by a city that values their work. Building better cities one performance at a time Street stages aren’t just about performance — they’re about possibility. They turn underused spaces into centres of creativity. They give artists the tools to succeed, and they give the public a reason to stop, smile, and connect. These small structures can create big change. By using innovative materials, designing with care, and building with input from the community, these structures can become iconic features of the urban landscape. They don’t just shelter performers — they invite people in. And by supporting a culture of creativity and connection, they help build cities that are more vibrant, welcoming, and alive. Want to explore more ideas that reimagine city life? https://www.georgejamesconsulting.com/contact  Subscribe to GJC articles and stay inspired with stories about creative urban design, cultural innovation, and community transformation

Transforming Cities with Street Stages: How Innovative Busker Spaces Can Bring Urban Areas to Life

Public spaces should be more than just places we pass through — they should be places where creativity flourishes and communities connect. One of the simplest ways to achieve this is by supporting street performers, often known as buskers. With a guitar, a hoop, or a deck of cards, they bring life and energy to our streets. But without proper spaces to perform, many buskers are left to work in crowded, noisy, or unsafe environments. This article explores how designing and building small, perm

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Modernising public finance for the digital era As governments worldwide seek to modernise public services, the role of digital transformation in public finance has become increasingly critical. Many nations continue to rely on outdated financial structures that impede the efficient funding of digital initiatives. This report provides a high level analysis of the challenges and opportunities associated with funding digital transformation in government. By examining the barriers to digital investment and proposing alternative funding models,  policymakers may be prompted to consider new approaches in their efforts to enhance their public finance frameworks for the digital age. Challenges in funding digital transformation Governments frequently position digital transformation as a secondary priority, often struggling to integrate digital expenditures within existing financial structures. Two fundamental challenges stand out: Budget constraints and misaligned priorities. Despite overall growth in public spending, digital investment remains limited. Government budgets prioritise traditional services over digital initiatives, often viewing technology as an optional add-on rather than a core component of service delivery. Without appropriate financial structures, digital spending is routinely underfunded, leading to inefficiencies and missed opportunities for cost savings. Dis-proportionate approval processes . Digital projects are subject to slow, bureaucratic approval processes that do not align with the agile nature of technology development. These rigid funding mechanisms mirror those used for large infrastructure projects, delaying implementation and increasing costs. As a result, digital initiatives are often abandoned or fail to deliver the intended impact due to prolonged delays. Reforming public finance for digital transformation To address these challenges, governments should consider the following strategic reforms: Prioritising digital investments within budget frameworks: Governments must ensure that digital transformation is recognised as an essential investment rather than discretionary spending. By integrating digital costs within core service budgets, policymakers can provide sustainable funding for technology-driven improvements. Adopting a service-based funding model: Digital initiatives should be funded as part of broader service delivery rather than through time-limited projects. By shifting focus from short-term technology deployments to long-term service transformation, governments can ensure that digital investments lead to sustained improvements in efficiency and user experience. Creating flexible and proportionate funding mechanisms.  Digital transformation requires adaptive funding models that allow for iterative development. Governments should introduce a tiered approval process, enabling smaller projects to proceed with minimal bureaucracy while maintaining oversight for larger investments. A portfolio-based approach, similar to venture capital funding, could ensure that resources are allocated dynamically based on evolving needs and performance outcomes. Ensuring centralised, sustainable digital funding. Governments should establish centrally managed digital budgets that provide long-term investment in key technology areas. This could involve creating digital innovation funds or dedicated transformation budgets within public finance departments, ensuring that digital initiatives receive consistent funding aligned with national priorities. Lessons for other nations The experiences outlined in this report offer critical lessons for governments looking to modernise their public finance systems for the digital era: Digital transformation should be a core government priority.  Without dedicated funding and streamlined financial structures, digital initiatives will struggle to gain traction and deliver meaningful change. Funding models must be adapted to the nature of digital investments.  Traditional budget cycles and rigid approvals hinder progress. Governments should embrace flexible, service-based financing models that support ongoing digital evolution. Iterative funding and performance-based investment improve outcomes.  Governments can enhance efficiency and cost-effectiveness by adopting agile funding mechanisms, focusing on measurable service improvements rather than static budget allocations. Cross-government collaboration is essential.  Centralised funding for digital, coupled with clear guidance on financial governance, can facilitate digital adoption across departments while ensuring accountability and value for money. Conclusion The digital era demands a fundamental rethinking of how governments fund technology-driven transformation. By adopting a strategic, service-oriented approach to public finance, policymakers can unlock the full potential of digital innovation while ensuring financial sustainability. As nations modernise their public finance frameworks,  they can also enable a digitally empowered, efficient, and citizen-focused government. References  https://www.georgejamesconsulting.com/post/digital-public-financial-management https://www.georgejamesconsulting.com/post/public-finance-management https://reform.uk/wp-content/uploads/2025/01/Byte-sized-budgeting.pdf

Public Finance for digital

Public Finance for digital is an area of growing interest to Governments wanting accelerate their digital transformation.

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Introduction - A blueprint for modern digital government Governments around the world are facing the challenge of digital transformation. The increasing expectations of citizens, rapid technological advancements, and the need for efficiency are driving a shift in how public services are delivered. The UK government has set out a comprehensive plan for digital reform, outlining a vision for a more connected, efficient, and responsive public sector. This article examines the UK’s digital transformation strategy, highlighting key reforms, the role of leadership, and the steps being taken to implement a modern digital government. Lessons from this initiative can provide valuable insights for other nations looking to develop their own digital strategies. The case for digital transformation Despite progress in digitising public services, many remain fragmented, inefficient, and difficult to navigate. Citizens and businesses often interact with multiple government departments, each operating independently, leading to duplication of effort and inconsistent service quality. Moreover, legacy IT systems, outdated funding models, and a lack of digital leadership have slowed progress. The UK government has recognised these challenges and aims to address them through a systemic digital reform programme. The vision is to create a digital-first government where services are seamless, proactive, and personalised. The strategy also prioritises inclusivity, ensuring that no one is left behind in the digital transformation process. Consideration for other nations:  Ensuring digital inclusion should be a core principle of any digital transformation strategy. Governments must balance innovation with accessibility to ensure that digital services cater to all citizens, including those less confident with technology. A six-point plan for public sector reform To achieve a modern digital government, the UK has identified six key areas for reform: 1. Joining up public sector services Public services should function as a single, integrated system rather than isolated entities. The UK government aims to streamline service delivery by reducing bureaucratic barriers and making it easier for citizens to interact with the government. Lesson for other nations:  Cross-departmental collaboration is essential for efficient public service delivery. Establishing centralised digital infrastructure can help unify services and improve citizen experience. 2. Harnessing the power of AI for public good Artificial intelligence (AI) is set to play a crucial role in enhancing public services. AI can improve service efficiency, automate routine tasks, and provide predictive insights for better decision-making. However, responsible AI governance is essential to ensure fairness, transparency, and accountability. Lesson for other nations:  AI adoption in government should be accompanied by clear ethical guidelines and governance frameworks to maintain public trust and prevent bias in decision-making. 3. Strengthening digital and data infrastructure A resilient digital infrastructure is vital for secure and effective public services. The UK’s approach includes expanding digital identity solutions, improving data-sharing mechanisms, and enhancing cybersecurity resilience. Lesson for other nations:  Investment in secure, scalable digital infrastructure is necessary to support long-term digital transformation. Governments should also establish robust cybersecurity frameworks to mitigate risks. 4. Elevating leadership and investing in talent Successful digital transformation requires strong leadership and a digitally skilled workforce. The UK is prioritising digital literacy for public sector leaders and expanding training opportunities for civil servants. Lesson for other nations:  Digital transformation is not just about technology—it requires cultural change. Training programmes and leadership development initiatives should be embedded within government institutions. 5. Reforming funding and procurement Traditional government funding models do not align with the needs of digital transformation. The UK is shifting towards outcome-based funding and modernising procurement processes to encourage innovation. Lesson for other nations:  Flexible funding models and procurement reforms can accelerate digital innovation. Governments should explore new financing mechanisms to sustain digital projects beyond initial implementation. 6. Committing to transparency and accountability Public trust is essential for digital transformation. The UK government plans to enhance transparency by publishing performance data and actively engaging citizens in the digital policymaking process. Lesson for other nations:  Transparency fosters accountability and public confidence. Governments should implement clear performance metrics and involve citizens in shaping digital initiatives. Driving change through governance and collaboration The UK’s digital transformation strategy is being spearheaded by a newly established digital centre of government. This central body is tasked with driving reform, coordinating efforts across departments, and fostering partnerships with industry and civil society. By taking a collaborative approach, the government aims to accelerate digital adoption and improve service delivery. Lesson for other nations:  Establishing a dedicated digital governance body can help coordinate digital initiatives across various sectors and ensure alignment with national priorities. Conclusion The UK’s approach to digital government offers a structured and ambitious framework for public sector reform. By prioritising service integration, AI adoption, infrastructure resilience, leadership development, funding reform, and transparency, the UK aims to create a government that is more responsive, efficient, and accessible. Other nations can draw valuable insights from this strategy, adapting key principles to their own digital transformation journeys. As governments worldwide navigate the complexities of digital modernisation, sharing best practices and lessons learned will be crucial in building a future-ready public sector. See https://www.georgejamesconsulting.com/  for more. References: A blueprint for modern digital government- A long-term vision for digital public services , a 6-point plan for reform, and the role of the new digital centre of government.From: Department for Science, Innovation and Technology ,  Government Digital Service  and  The Rt Hon Peter Kyle MP . See:  A blueprint for modern digital government – January 2025

The new UK blueprint for digital government - lessons for other nations

The new UK blueprint for digital government offers a number of helpful takeaways for other nations considering their own digital strategy.

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Data and AI could improve the methods to assess the impacts of new transport Transport infrastructure is a powerful driver of economic and social change. Governments and planners need reliable methods to assess the likely impacts of major investments in roads, rail, and public transport. Several analytical tools exist for this purpose, each with their own strengths, limitations, and levels of complexity. This article focuses on three key methods: Gross Value Added (GVA) analysis, Computable General Equilibrium (CGE) modelling, and Cost-Benefit Analysis (CBA), while also exploring emerging opportunities to integrate new data sources and artificial intelligence (AI). Traditional GVA-based approaches Gross Value Added (GVA) analysis estimates the economic output generated by a transport investment. Typically, this is calculated by assessing the expected increases in employment, productivity, and activity in affected sectors or regions. GVA estimates are often derived from observed correlations between accessibility improvements and economic indicators. This method is particularly popular because it produces concrete numbers that can be directly tied to GDP and employment. It is intuitive and policy-relevant, especially for politicians and decision-makers seeking tangible economic returns. However, GVA-based assessments face key limitations: Causality vs correlation : They often rely on before-and-after comparisons or modelling based on assumed elasticities, which do not always prove a direct causal link. Double counting : There is a risk of overlap with other measures like travel time savings, leading to inflated estimates. Exclusion of distributional impacts : These methods rarely distinguish between who gains and who loses across sectors and regions. A data-driven, AI-enhanced GVA method—GVA 2.0—addresses these limitations by leveraging real-time, granular data sources. AI tools can analyse anonymised mobile phone data to track actual commuter flows and job shifts following transport improvements. Urban mobility dashboards powered by machine learning can continuously monitor changes in business activity and local economic output. These dynamic insights allow planners to attribute economic gains more accurately to infrastructure investments and detect unintended effects earlier. By moving beyond static comparisons, AI-augmented GVA approaches offer more defensible, up-to-date economic narratives. For example, they can identify the formation of new economic clusters or monitor the displacement of economic activity in surrounding areas—critical for robust, distribution-aware planning. GVA methods remain useful in providing headline indicators but now benefit greatly from data-driven enhancements that increase transparency, attribution quality, and policy relevance. Cost-benefit analysis (CBA) Cost-benefit analysis (CBA) is a long-standing and widely used method that compares the total expected costs and benefits of a project over its lifetime. It aims to determine whether the benefits to society exceed the costs of construction, maintenance, and operation. When applied rigorously, it offers a structured and transparent framework for project evaluation. Key elements of transport CBA include: User benefits : Primarily travel time savings, vehicle operating cost reductions, and improved safety. Reliability and environmental impacts : Increasingly, CBAs account for travel-time reliability and emissions reductions. Monetary valuation : Non-market impacts, such as noise and greenhouse gas emissions, are monetised using shadow pricing or revealed preferences. Despite its widespread use, CBA has faced criticism, particularly in the context of large transport projects. Key challenges include: Mismatch with political priorities : CBA typically evaluates national welfare but may not address political concerns about jobs, local development, or regional equity. Scope limitations : Standard CBA often omits wider economic impacts such as agglomeration or land use changes due to modelling constraints. Static assumptions : It rarely captures dynamic changes in behaviour, such as the relocation of households or businesses, over time. Enter CBA 2.0: AI-enhanced cost-benefit analysis offers the potential to expand both the depth and real-world applicability of the method. AI tools can integrate real-time sensor data, mobile GPS, and weather information to dynamically model traffic flows and travel time savings. In Singapore, for example, AI is used to adjust public transport schedules based on real-time demand, providing a practical feedback loop for cost-benefit inputs. AI-powered predictive analytics help simulate behavioural changes, such as the likelihood of switching modes of transport or adjusting commuting patterns in response to new infrastructure. These insights help generate richer and more accurate estimates of long-term impacts, especially under different future scenarios. Advanced CBA models can also test various environmental and economic conditions using AI scenario tools, offering planners probabilistic and stress-tested views of possible outcomes. By embedding these tools into standard practice, CBA becomes more adaptive, reflective of local nuances, and aligned with modern policy challenges such as climate mitigation and urban equity. CBA 2.0 allows decision-makers to understand not just what is likely to happen, but what could happen under a range of intelligent, data-informed conditions. Computable general equilibrium (CGE) modelling CGE models simulate the entire economy’s response to a transport investment by accounting for interlinkages between sectors, households, and government. They estimate how changes in travel costs influence wages, prices, employment, and production across regions and industries. The advantages of CGE models include: Capturing indirect and long-term effects : They can show how transport affects land use, productivity, and sectoral growth. Consistent with economic theory : CGE models use a system of equations grounded in microeconomic behaviour and market interactions. Scenario flexibility : They are well suited for testing the economic effects of different investment options and policy changes. However, CGE modelling is data-intensive, complex, and difficult to validate. Key criticisms include: Sensitivity to assumptions : Results depend heavily on the chosen elasticities and input-output tables. Transparency and replicability : The models are often seen as ‘black boxes’ to non-specialists. Implementation barriers : High expertise and computing resources are required. CGE 2.0 integrates AI and dynamic data sources to improve model accuracy, transparency, and usability. AI tools can automate the calibration process and test large numbers of input assumptions quickly, revealing sensitivity in outcomes. Moreover, AI helps to ingest and process vast mobility datasets from GPS systems, smartcards, and IoT sensors, providing richer representations of household and firm behaviour. Cities like Dubai are already applying AI-powered CGE approaches in their smart mobility plans. These tools simulate infrastructure scenarios under varying economic and environmental assumptions, helping policymakers anticipate knock-on effects like land use changes, regional wage shifts, or sector-specific growth. Machine learning algorithms can also detect anomalies or inconsistencies in CGE simulations, increasing confidence in the models. Crucially, the use of AI does not replace economic theory but complements it by making the models more empirically grounded and scenario-rich. This allows CGE analysis to serve as a strategic foresight tool that supports more resilient, long-term planning. Conclusion No single method perfectly captures all the impacts of a transport investment. GVA methods are accessible but limited in depth. CBA remains the cornerstone of project appraisal, offering transparency and rigour, but it must be applied carefully and supplemented where needed. CGE models provide a broader view of economic changes but come with high complexity. However, version 2.0 of each method—augmented by AI and new data sources—offers substantial improvements. These next-generation approaches enable better attribution, dynamic responsiveness, and richer scenario planning. As smart cities deploy more advanced transport systems, planners can leverage AI for real-time monitoring, predictive modelling, and sustainable design. Ultimately, effective planning will depend on a balanced approach that blends technical robustness with policy relevance. Policymakers should aim for a layered toolkit—using GVA, CBA, CGE, and AI-enhanced methods in combination—to make well-rounded and forward-looking infrastructure decisions.

How could data and AI improve three methods for assessing the impact of new transport projects

How data and AI could significantly improve some models used for transport planning. Gross Value Added (GVA) analysis, Computable General Equilibrium (CGE) modelling, and Cost-Benefit Analysis (CBA), while also exploring emerging opportunities to integrate new data sources and artificial intelligence (AI).

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Three methods for assessing the impact of new transport infrastructure Transport infrastructure is a powerful driver of economic and social change. Governments and planners need reliable methods to assess the likely impacts of major investments in roads, rail, and public transport. Several analytical tools exist for this purpose, each with their own strengths, limitations, and levels of complexity. This article focuses on three key methods: Gross Value Added (GVA) analysis, Computable General Equilibrium (CGE) modelling, and Cost-Benefit Analysis (CBA), while also exploring emerging opportunities to integrate new data sources and artificial intelligence (AI). Traditional GVA-based approaches Gross Value Added (GVA) analysis estimates the economic output generated by a transport investment. Typically, this is calculated by assessing the expected increases in employment, productivity, and activity in affected sectors or regions. GVA estimates are often derived from observed correlations between accessibility improvements and economic indicators. This method is particularly popular because it produces concrete numbers that can be directly tied to GDP and employment. It is intuitive and policy-relevant, especially for politicians and decision-makers seeking tangible economic returns. However, GVA-based assessments face key limitations: Causality vs correlation : They often rely on before-and-after comparisons or modelling based on assumed elasticities, which do not always prove a direct causal link. Double counting : There is a risk of overlap with other measures like travel time savings, leading to inflated estimates. Exclusion of distributional impacts : These methods rarely distinguish between who gains and who loses across sectors and regions. GVA methods are useful in providing headline indicators but should be complemented with more nuanced analysis to guide infrastructure planning. Cost-benefit analysis (CBA) Cost-benefit analysis (CBA) is a long-standing and widely used method that compares the total expected costs and benefits of a project over its lifetime. It aims to determine whether the benefits to society exceed the costs of construction, maintenance, and operation. When applied rigorously, it offers a structured and transparent framework for project evaluation. Key elements of transport CBA include: User benefits : Primarily travel time savings, vehicle operating cost reductions, and improved safety. Reliability and environmental impacts : Increasingly, CBAs account for travel-time reliability and emissions reductions. Monetary valuation : Non-market impacts, such as noise and greenhouse gas emissions, are monetised using shadow pricing or revealed preferences. Despite its widespread use, CBA has faced criticism, particularly in the context of large transport projects. Key challenges include: Mismatch with political priorities : CBA typically evaluates national welfare but may not address political concerns about jobs, local development, or regional equity. Scope limitations : Standard CBA often omits wider economic impacts such as agglomeration or land use changes due to modelling constraints. Static assumptions : It rarely captures dynamic changes in behaviour, such as the relocation of households or businesses, over time. Efforts are under way to improve CBA’s scope and quality. Recent guidance encourages the inclusion of reliability benefits, agglomeration effects, and labour supply responses when robust evidence is available. These enhancements provide a more comprehensive view of value without losing the discipline of the underlying framework. When assessing transformational or spatially significant projects (e.g., urban regeneration), wider economic impacts become more important. In these cases, scenario analysis can complement CBA by illustrating potential outcomes under different assumptions. In the future, integrated models may improve the ability to predict these changes, but for now, a modular and transparent approach—CBA plus complementary evidence—is generally preferred. Ultimately, CBA should inform but not dominate decision making. It is most useful when it is aligned with policy objectives, draws on high-quality local data, and is integrated into a broader multi-criteria assessment framework. Computable general equilibrium (CGE) modelling CGE models simulate the entire economy’s response to a transport investment by accounting for interlinkages between sectors, households, and government. They estimate how changes in travel costs influence wages, prices, employment, and production across regions and industries. The advantages of CGE models include: Capturing indirect and long-term effects : They can show how transport affects land use, productivity, and sectoral growth. Consistent with economic theory : CGE models use a system of equations grounded in microeconomic behaviour and market interactions. Scenario flexibility : They are well suited for testing the economic effects of different investment options and policy changes. However, CGE modelling is data-intensive, complex, and difficult to validate. Key criticisms include: Sensitivity to assumptions : Results depend heavily on the chosen elasticities and input-output tables. Transparency and replicability : The models are often seen as ‘black boxes’ to non-specialists. Implementation barriers : High expertise and computing resources are required. Despite these limitations, CGE models offer valuable insights when used alongside other tools. For example, they can contextualise the results of a CBA by illustrating broader economic dynamics. Dynamic and data-driven assessments Traditional models are increasingly being enhanced or challenged by new sources of data and technology. Real-time transport data, mobile location tracking, and AI-driven analysis can provide granular insights into travel behaviour and land-use interactions. These developments offer several opportunities: Better calibration : Models can be improved using high-frequency observed data. Behavioural insights : AI can detect patterns in traveller responses to delays, pricing, or service changes. Scenario forecasting : Machine learning can support more flexible and adaptive planning by identifying trends not captured by fixed parameter models. These methods are still evolving, and while promising, they face hurdles including privacy concerns, data interoperability, and institutional capacity. However, their integration into traditional models can lead to more timely, transparent, and inclusive decision-making. Conclusion No single method perfectly captures all the impacts of a transport investment. GVA methods are accessible but limited in depth. CBA remains the cornerstone of project appraisal, offering transparency and rigour, but it must be applied carefully and supplemented where needed. CGE models provide a broader view of economic changes but come with high complexity. As technology evolves, integrating AI and real-time data into modelling can improve the precision and responsiveness of infrastructure assessments. Ultimately, effective planning will depend on a balanced approach that blends technical robustness with policy relevance, ensuring that transport decisions deliver both economic efficiency and social value.

What are three methods to assess the impact of new transport projects?

There are a number of methods and approaches to assessing the impact of new transport projects. Here are three that can be considered in their own right or as part of a suite of approaches.

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The necessity to commercialise aspects of New Zealand's national parks to achieve sustainable funding New Zealand's national parks are vital ecological and recreational assets, but they face significant funding shortfalls. The Department of Conservation (DOC) struggles to secure sufficient financial resources to maintain and protect these lands. Meanwhile, the demand for commercial recreation on public conservation lands has grown considerably over the past three decades, making it a necessary tool for sustainable funding. However, the commercialisation of national parks remains a contentious issue, with many holding outdated views that fail to acknowledge the economic realities and conservation benefits of well-managed commercial operations. This article explores the necessity of commercialising aspects of New Zealand's national parks, the concerns surrounding this approach, and recommendations for a balanced, sustainable strategy. The funding shortfall and the need for commercialisation The DOC faces a critical funding gap that threatens the sustainability of New Zealand’s national parks. Conservation efforts require significant investment in infrastructure, habitat protection, visitor facilities, and ecological monitoring. Traditional funding sources, such as government allocations and philanthropic contributions, are insufficient to meet these growing needs. By incorporating commercial recreation activities in a responsible and sustainable manner, the DOC can generate additional revenue to support conservation efforts without compromising environmental integrity. As DOC faces funding shortfalls, it has been floating new money-raising ideas such as charging at car parks and consulting on fees for access to some public conservation land. Despite the growing need for revenue, DOC’s departmental budget increased from $402 million in 2017/18 to $710 million in the last financial year. However, funding increases have been absorbed by rising costs or allocated to ring-fenced programmes. The department administers New Zealand's largest recreation network, which includes more than 14,000km of tracks, 326 campsites, approximately 950 backcountry huts, and numerous heritage sites across one-third of the country. The future of nearly a third of all huts and tracks managed by DOC is uncertain, as the agency faces a 30 percent shortfall in funding needed to maintain them. The department is reviewing its visitor network—including huts, tracks, car parks, signs, and public toilets—to address the financial deficit. The network currently comprises 15,000 kilometres of track (longer than all of New Zealand's state highways combined), 950 huts, 300 campsites, and over 2,000 toilets. Budget 2024 saw a decrease in funding from previous years, including cuts to programmes, leading to a total reduction of $134 million. The agency was required to find savings of 6.5 percent as part of government cost-cutting measures, amounting to $31.3 million per year from 2024/25, and announced job reductions. While this does not necessarily mean a 30 percent reduction of the network, cuts are under consideration. Asset removal would be a last resort, but options such as introducing paid car parking trials and consulting on access charges are being explored. Climate change is further exacerbating maintenance costs, with increasing expenditures on storm damage repairs. For example, Cyclone Gabrielle inflicted $90 million in damages to approximately 500 assets. Ensuring visitor safety and long-term sustainability requires a reevaluation of which tracks and facilities are financially viable in the face of recurring climate-related damage. Lessons from the UK: alternative funding models for public parks In the UK, public parks are an essential part of the social and ecological fabric of communities, providing significant economic, social, and environmental benefits. However, similar to New Zealand’s national parks, they face funding challenges due to reductions in public subsidies. In response, innovative business models have been implemented to ensure long-term sustainability. Key approaches include: Generating income through concessions and events : Public parks in the UK host paid events, food stalls, and recreational concessions, generating revenue to support park maintenance. Encouraging community-led management : Several parks have transitioned to local co-operatives, trusts, or social enterprises, fostering local ownership and diversified funding sources. Diversifying revenue streams : Parks in the UK have explored new income sources, such as eco-tourism activities, environmental services, and even taxation models that ensure long-term funding. Exploring commercial developments : Some urban parks have incorporated commercial spaces, such as cafes and event venues, to enhance visitor experiences while generating sustainable revenue. New Zealand can adopt similar strategies to diversify funding streams while preserving the natural integrity of national parks. The evolving role of commercial recreation in national parks Commercial recreation on public conservation lands has become widely accepted, with various benefits: Revenue generation : Fees from commercial operators provide a direct source of funding for park maintenance and conservation. Enhanced visitor experiences : Guided tours and outdoor adventure services offer structured, safe experiences for visitors. Economic benefits : Commercial recreation creates jobs and stimulates local economies through tourism. Despite these advantages, opposition to commercialisation persists. Many critics argue that commercial recreation undermines independent recreation and could lead to excessive development. However, these concerns can be mitigated through careful management and regulation. Concerns and misconceptions about commercialisation Fear of over-commercialisation Some believe that increased commercial activity will transform national parks into profit-driven enterprises. However, commercial operations can be limited in scale and designed to align with conservation goals. Impact on independent recreation There is a perception that commercial visitors disrupt independent experiences. While conflicts may arise, strategies such as zoning and visitor education can help maintain a balance. Environmental degradation Concerns over noise, overcrowding, and habitat disturbance are valid. However, well-managed commercial activities can enforce sustainability standards, often more effectively than independent use. Opposition to private profit from public lands Some object to businesses generating revenue from public resources. However, structured concession fees ensure that commercial operators contribute financially to conservation efforts. Recommendations Develop a sustainable funding model Introduce higher concession fees for commercial operators to ensure a steady revenue stream for conservation projects. Adopt a balanced policy framework Establish guidelines that balance commercial and independent recreation needs while prioritising conservation. Monitor and evaluate commercial activities Implement regular assessments of commercial operations to ensure compliance with environmental and visitor experience standards. Engage stakeholders in decision-making Include conservation groups, recreationists, local communities, and tourism operators in policy discussions to create consensus-driven solutions. Invest in infrastructure to support sustainable tourism Use revenue from commercial activities to maintain and improve park facilities, ensuring long-term visitor satisfaction and environmental protection. Conclusion The commercialisation of aspects of New Zealand's national parks is not only necessary but also beneficial when managed responsibly. Given the DOC's significant funding shortfall, leveraging commercial recreation can provide a sustainable financial model that supports both conservation and public access. Lessons from the UK demonstrate the potential for innovative funding models, ensuring public conservation lands remain financially viable and ecologically preserved. A well-balanced approach will secure the future of New Zealand’s national parks for generations to come.

The inevitable imperative for greater commercialisation of New Zealand national parks

New Zealand national parks and associated recreational facility faces significant funding shortfalls. Ideological reservations around commer

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Universal digital public infrastructure safeguards framework: fostering inclusive and secure digital transformation Introduction Digital public infrastructure (DPI) forms the backbone of digital government transformation, offering shared, secure, and interoperable systems that enable efficient delivery of public and private services. Examples include digital identity platforms, data-sharing systems, digital payments, and notification services. These systems are fundamental for enhancing government operations, supporting socio-economic growth, and enabling seamless collaboration across sectors and borders. While DPI offers considerable benefits—such as scalability, resilience, and innovation—it also introduces risks related to safety, inclusivity, and governance. The Universal DPI Safeguards Framework  provides actionable principles, processes, and practices to mitigate these risks and ensure DPI fosters trust and inclusion throughout its lifecycle. See https://www.dpi-safeguards.org/framework  Key elements of the DPI safeguards framework Benefits of DPI. DPI delivers significant advantages to governments, businesses, and society, including: Efficiency:  Established tools allow institutions to focus resources on high-value activities, creating economies of scale. Interoperability:  Standardised approaches and reusable components enable collaboration across systems, sectors, and borders. User inclusion:  Reliable DPI enhances service accessibility and inclusivity, meeting diverse user needs. Scalability:  Reusable digital building blocks adapt to increasing demand, ensuring continuity without major reinvestment. Resilience:  Robust digital foundations support rapid crisis response. Innovation:  By building on existing platforms, stakeholders can experiment with new technologies and solutions efficiently. Addressing risks and vulnerabilities. DPI risks are multidimensional, spanning safety, inclusion, and structural vulnerabilities: Safety risks:  Privacy breaches, digital insecurity, and inadequate recourse mechanisms can undermine trust. Inclusion risks:  Discrimination, unequal access, and exclusionary practices hinder broad participation. Structural challenges:  Weak governance, digital distrust, and unsustainable practices affect adoption and resilience. Principles for safe and inclusive DPI. The Framework outlines nine foundational principles, including avoiding harm, ensuring transparency, and fostering inclusivity, alongside nine operational principles, such as promoting financial sustainability and inclusive governance. Together, these principles form the basis for risk mitigation and trust-building throughout the DPI lifecycle. Implementation strategies and recommendations 1. Governance and management. Governments play a central role in DPI governance, from design and deployment to oversight. Strategic frameworks are essential to align DPI with national priorities while addressing challenges like privacy, resilience, and funding. Recommendations include: Developing strategic frameworks encompassing digital identity, payments, and core data registries. Ensuring cross-sector and cross-border collaboration to enhance transparency and scalability. Investing sustainably in DPI design, operation, and maintenance while transitioning from legacy systems. 2. Lifecycle-based safeguards. The Framework applies safeguards at each DPI lifecycle stage: Conception and scoping:  Define objectives, assess risks, and align systems with legal frameworks. Strategy and design:  Engage stakeholders, establish robust architectures, and mitigate barriers to inclusion. Development:  Build and test prototypes, ensuring scalability and security. Deployment:  Implement governance measures, onboard users, and refine systems based on feedback. Operations and maintenance:  Continuously monitor and upgrade systems to maintain safety and inclusivity. 3. Monitoring and capacity-building. Key performance indicators (KPIs) tailored to specific contexts track DPI’s impact on people, institutions, and technology. Capacity-building for stakeholders, including policymakers, private sector actors, and civil society, ensures effective governance and long-term benefits. 4. Policy recommendations. The Framework advocates for: Human-centred design, prioritising privacy-by-design, ethical standards, and robust governance. International collaboration to share resources, frameworks, and solutions, fostering global digital cooperation. Conclusion The Universal DPI Safeguards Framework offers a comprehensive roadmap for developing and managing safe, inclusive, and sustainable digital public infrastructure. By addressing risks and embedding safeguards across the lifecycle, the Framework ensures DPI’s transformative potential benefits all sectors of society. Countries adopting this approach will not only enhance service delivery and economic efficiency but also build trust and resilience in their digital ecosystems. As DPI continues to evolve, this Framework provides a dynamic tool for guiding its implementation in diverse contexts worldwide. References: Universal DPI Safeguards Framework https:// www.dpi-safeguards.org/framework

Securing Digital Public Infrastructure (DPI)

How can digital public infrastructure be secured - a framework to foster inclusive and secure digital transformation

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Modernising public financial systems: insights from the 2024 OECD FMIS report In 2024, the OECD released a detailed report on the state of Financial Management Information Systems (FMIS) across member countries. The report highlights prevailing trends, challenges, and technological shifts shaping the evolution of public finance management. It underscores a clear momentum towards integrated, centralised FMIS models, with just four OECD countries—New Zealand, Australia, the United States, and Ireland—maintaining decentralised systems. Notably, both the US and Ireland are actively reconsidering their positions, leaving New Zealand and Australia increasingly isolated in their approach. This article reviews the OECD's findings and explores why the remaining outliers, particularly New Zealand, may need to align more closely with global trends. It examines technological choices, drivers of reform, and barriers to modernisation that are influencing how governments manage public finances in a digitally enabled era. Shifting trends in public finance management The OECD report outlines a growing trend among member nations towards centralised and integrated FMIS platforms. These systems are designed to enhance data accuracy, improve transparency, and enable real-time decision-making. Among the 30 surveyed countries, the vast majority have either adopted or are transitioning to such models. The reasons for this shift are clear: integrated FMIS systems offer streamlined workflows, better financial oversight, and more reliable data for policy and budgetary decisions. Moreover, centralised models typically enable more effective use of emerging technologies such as cloud computing, robotic process automation (RPA), and business intelligence tools. New Zealand and Australia remain exceptions. Australia's complexity is somewhat justified by its federal structure, with financial systems needing to accommodate both Commonwealth and state-level variations. New Zealand, however, is an anomaly. With a population of just five million and a relatively compact public service, its continued commitment to a decentralised FMIS model appears increasingly unjustified and out of step with OECD norms. Technological choices: COTS vs bespoke systems Governments face two primary choices when selecting FMIS platforms: commercial off-the-shelf (COTS) systems or bespoke (custom-built) solutions. Each option carries distinct advantages and drawbacks. COTS systems offer proven reliability and standardised processes. However, they often require costly customisation to align with specific government procedures. Licensing fees and vendor dependency also present long-term financial considerations. Despite these issues, COTS systems remain the dominant choice among OECD countries due to their robustness and quicker implementation timelines. Bespoke solutions allow for precise alignment with national financial processes, offering greater adaptability to policy shifts. Yet, these systems demand significant in-house expertise, detailed process specifications, and careful project management. As a result, they often entail higher initial costs and longer development cycles. Cloud computing, meanwhile, has emerged as a game-changer. With seven OECD countries already employing cloud-based FMIS and 17 more considering adoption, the benefits are evident: scalability, resilience, and real-time access. Concerns about data security, vendor lock-in, and sovereignty remain, but many governments are mitigating these risks through policy frameworks and strategic partnerships with cloud providers. Why outliers must re-evaluate their FMIS models The case for reform in countries like New Zealand and Australia is increasingly compelling. Several factors underscore the urgency: Technological lag : Outdated FMIS platforms are less efficient, harder to maintain, and incompatible with newer technologies. These limitations hinder innovation and slow down public service delivery. Rising costs : Legacy systems incur high maintenance costs and lack vendor support. The absence of modern features also necessitates costly workarounds and manual interventions. Cybersecurity risks : Older platforms are more vulnerable to cyber threats and often lack critical security updates. In a digital-first era, this is a significant exposure. Data challenges : Fragmented systems struggle with data consistency, quality, and governance. Without central oversight, integrating financial data across departments becomes problematic, limiting the ability to make informed decisions. Workforce limitations : Maintaining bespoke or decentralised systems demands specialised IT expertise, which is increasingly difficult to attract and retain in the public sector. Centralised models allow for consolidation of skills and more strategic workforce planning. International alignment : With major players like Ireland and the US reconsidering decentralisation, New Zealand and Australia risk falling behind in global standards. The US, for instance, is leveraging the Department of Government Efficiency (DOGE) and its digital agency to push for modernisation. Ireland is also exploring a move to centralisation to gain greater control and efficiency. Embracing future technologies The OECD report identifies several cutting-edge technologies that are transforming FMIS systems: Business intelligence tools : Widely adopted for enhanced data analysis and visualisation, these tools support better financial planning and accountability. Robotic process automation (RPA) : Increasingly used to automate repetitive tasks, RPA improves accuracy and frees up human resources for higher-value work. Artificial intelligence (AI) : Although cautiously adopted, AI holds promise for anomaly detection, predictive analytics, and process optimisation. Blockchain : While not yet mainstream, governments are exploring its potential for grant tracking and secure financial transactions. These technologies are more effectively deployed in environments where systems are integrated and centrally governed. Fragmented FMIS models create barriers to innovation and reduce the return on investment in new digital tools. Conclusion The 2024 OECD report paints a clear picture: modern, centralised FMIS platforms are becoming the standard across developed nations. They enable better data governance, greater operational efficiency, and stronger financial control. As global trends shift, countries clinging to decentralised models risk being left behind. For New Zealand, in particular, the rationale for decentralisation is increasingly untenable. With no federal system to justify fragmentation and a relatively small public sector, centralisation offers a path to simplification and improved performance. Australia, while facing greater structural complexity, should also revisit its approach in light of technological and fiscal pressures. As the pace of digital transformation accelerates, aligning with OECD best practices will not only improve financial management but also enhance trust in public institutions. The time for reform is now. Reference Financial Management Information Systems in OECD Countries - 24th Annual Meeting of the Working Party on Financial Management and Reporting 7-8 March 2024. https://one.oecd.org/document/GOV/SBO(2024)3/en/pdf

New Zealand and Australia remain OECD outliers with decentralised FMIS strategies

In 2024, the OECD released a detailed report on the state of Financial Management Information Systems (FMIS) across member countries. The report highlights prevailing trends, challenges, and technological shifts shaping the evolution of public finance management. It underscores a clear momentum towards integrated, centralised FMIS models, with just four OECD countries—New Zealand, Australia, the United States, and Ireland—maintaining decentralised systems. Notably, both the US and Ireland are ac

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Geostrategic Risks and Digital Infrastructure Digital infrastructure now underpins almost every function of modern economies and governments, from communications and energy to finance, defence, and health systems. As global geopolitical tensions rise, so too do the risks to this infrastructure. Submarine cables, satellites, data centres, and cloud computing systems are increasingly becoming targets or casualties in the broader contest for strategic advantage. This article explores how geostrategic risk is reshaping the landscape of digital infrastructure planning and governance, with a focus on submarine cables, cloud systems, and data sovereignty. It highlights why governments must treat these systems as critical national infrastructure—and how to build resilience in a more uncertain world. The growing strategic importance of digital infrastructure Digital infrastructure, once largely the domain of engineers and IT managers, is now central to defence, diplomacy, and national security planning. Cloud storage, satellite communications, submarine fibre optic cables, and hyperscale data centres form the backbone of the modern economy. Their disruption—whether by natural disasters, cyber attacks, or geopolitical conflict—can severely affect a nation’s ability to function. Several trends have brought this shift into sharper focus: The weaponisation of interdependence : Nations are increasingly using their control over digital chokepoints—such as cloud platforms, undersea cables, or microchip supply chains—as tools of influence or coercion. A rise in hybrid conflict : Infrastructure that was once seen as neutral or purely commercial is now being targeted as part of wider strategic competition. Digital infrastructure as a theatre of escalation : From Ukraine to the Pacific, attacks on or threats to digital systems are becoming more common in geopolitical flashpoints. Submarine cables: a fragile foundation for global connectivity In 2025, submarine cable failures continue to present as a significant national vulnerability, particularly given the reliance on these cables for global communication and internet traffic. These failures, whether accidental or deliberate, can have serious consequences for economies, governments, and military operations. Over 95% of intercontinental internet traffic and $10 trillion in financial transactions daily rely on these cables. Key vulnerabilities and concerns: Accidental damage : Ship anchors and natural events such as seismic activity remain major causes of cable failure, as evidenced by recent incidents in the Baltic Sea and Red Sea. Potential for sabotage : Geopolitical tensions, particularly near Taiwan and the Baltic, are fuelling concerns about deliberate attacks, with some incidents involving vessels linked to Russia or China. Limited repair capacity : Fixing broken cables requires specialised vessels and can take days or weeks—exposing countries to prolonged outages. Lack of awareness : Maritime agencies and commercial operators may not fully understand cable locations or the criticality of avoiding them. Cybersecurity risks : Beyond physical damage, attacks on the data flowing through cables also pose major threats. Addressing vulnerabilities: International cooperation : Governments are increasing information-sharing, surveillance coordination, and standard-setting to jointly protect undersea infrastructure. Faster repair capabilities : New technologies and greater investment are being directed at improving the speed and availability of repair services. Enhanced surveillance and security : AI and satellite monitoring are being deployed to detect unusual vessel patterns and provide early warnings. Public-private partnerships : Cable operators and tech companies are working more closely with defence and security agencies to build resilience. Diplomatic engagement : Nations are using 'cable diplomacy' to build norms and cooperation to reduce the risk of escalation. Case examples: Taiwan : The Taiwanese Ministry of National Defense is stepping up monitoring of submarine cable zones to detect and deter potential sabotage. Baltic Sea : NATO has increased surveillance, using AI to track vessels and developing plans for rapid incident response. Global : Several countries are now focused on developing a stronger international framework to support cable security. Cloud sovereignty and hyperscale exposure As governments increasingly rely on public cloud infrastructure, questions of control and sovereignty come to the fore. Cloud platforms are typically operated by a small number of global providers, many of whom are based in the US or China. This raises concerns about jurisdiction, data access, and vulnerability to foreign government intervention. The growing prevalence of hyperscale data centres also creates physical vulnerabilities. These centres are large, energy-hungry, and often concentrated in clusters—making them attractive targets for cyber attacks or sabotage. Moreover, the geopolitical affiliations of cloud providers have become a factor in procurement decisions and national infrastructure planning. Data localisation and regional resilience In response to geopolitical pressures, many governments are pursuing data localisation policies—requiring certain categories of data to be stored and processed within national borders. While this can improve control and reduce exposure, it also risks fragmenting the global internet and increasing costs. At the same time, efforts are underway to create more regionally distributed data infrastructure, including edge computing nodes and satellite-based storage. These approaches can enhance resilience by reducing dependence on a small number of centralised systems. A call to reframe digital infrastructure as strategic infrastructure In this new landscape, governments can no longer treat digital infrastructure as merely a technical or commercial issue. It must be governed, protected, and invested in as critical national infrastructure. This requires: Whole-of-government planning across defence, foreign affairs, digital policy, and economic development. Greater coordination with the private sector, especially hyperscale cloud and telecom providers. Investment in redundancy, surveillance, and rapid response capabilities. Stronger international norms and alliances to protect shared infrastructure. Above all, it requires a mindset shift - beyond the traditional definitions of infrastructure and to a whole of nation approach to risk management.

Geostrategic risks and digital infrastructure: a new priority for national resilience

Geostrategic Risks and Digital Infrastructure



Digital infrastructure now underpins almost every function of modern economies and governments, from communications and energy to finance, defence, and health systems. As global geopolitical tensions rise, so too do the risks to this infrastructure. Submarine cables, satellites, data centres, and cloud computing systems are increasingly becoming targets or casualties in the broader contest for strategic advantage.



This article explores how geos

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