Pakistan Has High Aspirations to Become a Digital Nation, Says GSMA Report

Over the course of my professional career, I had the opportunity to visit Pakistan a few times. Despite the security concerns that are prevalent throughout the South Asian country, I was routinely impressed by the strong desire Pakistanis had in utilizing life-enhancing digital technologies. It was, therefore, with great interest that I read a report published by the GSMA, UK-based organization that aims to unify the mobile ecosystem to discover, develop and deliver innovation foundational to positive business environments and societal change, that says Pakistan is poised to unlock its economic potential through accelerated digital transformation.

The report begins by noting how "Countries around the world and in Asia Pacific, including Pakistan, have stepped up efforts to become digital nations. This entails integrating digital technologies and services into every sector of the economy as a means of building resilient economies with finite resources and achieving sustainable and inclusive economic growth." GSMA Intelligence, the research arm of GSMA, has identified the following "five key components that must be in place for countries to realize their digital nation aspirations."

1. Infrastructure: Foundation upon which digital services and applications are created, stored, distributed and consumed;
2. Innovation: Ability to create and integrate new technologies to enable a variety of new solutions and use cases for the economy;
3. Data Governance: High data governance standards, with efforts to become more transparent, participatory and accessible.
4. Security: Advanced cybersecurity measures to help businesses to operate safely in a fully digital environment.
5. People: Change in culture and personal behavior, and the right levels of digital literacy and skills to be able to navigate an evolving digital world.

As the report points out:

These components are interconnected and must be developed together to avoid potentially costly gaps and delays in the implementation of digitalization initiatives. For example, a lack of adequate infrastructure could offset efforts to support innovation, while a lack of trust due to poor data governance and security could delay the full use of infrastructure investments. It is important to note that developing the components of a digital nation collectively requires significant investments from both the public and private sectors, particularly for capital intensive projects, such as the deployment of next generation telecoms infrastructure, as well as enabling policies and regulations to ensure the sustainability of those investments.

With respect to assessing Pakistan's digital nation aspirations, the report explains that "Digital Pakistan is the flagship initiative of the government of Pakistan to expand the knowledge-based economy and spur socioeconomic growth using digital technologies. Launched in 2018, the overarching goal of the initiative is to promote connectivity, improve digital infrastructure, increase investments in digital skills, and promote innovation and tech entrepreneurship. Over the years, the government of Pakistan has introduced various policies and initiatives to support the realization of Digital Pakistan and, by extension, set the country on the path to becoming a digital nation."

The report contains a table that maps the contribution of these policies and initiatives to the development of the components of a digital nation in Pakistan. The content of the table is listed below.

1. Infrastructure: Pakistan is taking strides towards digital transformation with the approval of the Digital Nation Pakistan Act 2024. This legislation lays the groundwork for a digitally empowered nation by establishing two crucial bodies:

• National Digital Commission: As the policy-making hub, this commission, chaired by the Prime Minister and comprising federal and provincial representatives
• Pakistan Digital Authority: This operational arm will be responsible for translating the commission's policies into action.

While the potential benefits of this digital transformation are immense, challenges in infrastructure development must be addressed to ensure a successful transition.

2. Innovation: The government has been a driving force behind Pakistan’s startup ecosystem, with initiatives such as the Pakistan Startup Act and the establishment of incubators and accelerators across the country, providing an enabling environment for startups.

3. Data Governance:

• The Prevention of Electronic Crimes Act 2016 is currently the primary legislation that provides a legal framework in relation to various kinds of electronic crimes and extends to unauthorized access to personal data.
• After a four-year consultation period, the government is in the final stages of developing the Personal Data Protection Bill (introduced in 2021). The bill is anticipated to be presented to the cabinet for approval soon.

4. Security: The National Cyber Crime Policy 2021 was approved by parliament in July 2021. It provides objectives aimed at addressing cybersecurity challenges and risk factors prevalent in Pakistan.

Computer Emergency Response Teams (CERTs) have been established to address the emerging needs of security and safety with increased digitalization.

5. People: Much of the government's focus is on eliminating the digital skills barrier for unconnected populations. There is an opportunity to drive skills trainings at both the academic and professional development levels to create a digital-ready workforce.

The report's authors importantly note that "Despite these developments, current realities on the ground suggest that that the vision of Digital Pakistan may not be achieved, thereby slowing the country's progress towards becoming a digital nation. For example, Pakistan has witnessed rapid expansion in mobile broadband networks over the last decade, with 81% of the adult population now residing in areas covered by 3G or 4G networks, compared to just 15% in 2010, however, only 23% of the population currently subscribe to mobile internet services. This indicates a gap in actual usage versus availability and underlines the scale of the challenge to bring unconnected people online."

The report also emphasizes the importance of financial reforms and strategic initiatives. Recommendations include eliminating the 15% Advance Income Tax and the 19.5% sales tax on mobile services, addressing high spectrum prices, and introducing a smartphone financing policy to improve access to affordable devices. Additionally, the GSMA advocates for a rational approach to spectrum pricing ahead of the planned 5G spectrum auction in early 2025.

What are your thoughts about Pakistan's high aspirations to become a digital nation?

Aaron Rose is a board member, corporate advisor, and co-founder of great companies. He also serves as the editor of GT Perspectives, an online forum focused on turning perspective into opportunity.

A Toolkit for Startups in the Utilities Sector Seeking to Partner With the Public Sector

"Cities in low-and middle-income countries are home to one billion people lacking access to affordable, reliable, safe, and sustainable utility services," Max Cuvellier, GSMA's Head of Mobile for Development, writes in the Forward of a toolkit that was created for startups in the utilities sector that are seeking to partner with the public sector. He adds: "This urban service gap is being exacerbated by rapid urbanization, climate change and widening inequalities posing complex challenges to city authorities, municipalities, and utility service providers."

In its press release announcing the publication of the toolkit, the GSMA, a UK-based organization that represents the interests of mobile operators worldwide, notes: "Partnerships between start-ups and the public sector have emerged as an innovative and impactful way to address critical gaps in essential urban services – particularly when it comes to reaching low-income urban populations in informal settlements. They have the potential to combine the technology, innovative financing, and agility of start-up ventures with the public sector’s scale, service mandate, and resources."

The GSMA's announcement further says: "Over the last decade, through the GSMA Innovation Fund, we have supported more than 100 start-ups and SMEs working across LMICs. In that time, we have observed how central partnerships are to startups' scaling journeys and wider social impact. We have also seen how partnership formation between stakeholders with different organizational cultures, time horizons, and strategic priorities can pose challenges. Meanwhile, there has been little research and few resources tailored towards start-ups and early-stage private sector innovators pursuing partnerships with the public sector."

This toolkit therefore aims to:

1. Highlight the role of start-up-public sector collaboration in the context of the many challenges facing cities in LMICs;
2. To provide a conceptual framework of how to think through, frame, and define startup-public sector partnerships;
3. To offer practical tips and tools to startups navigating these complex partnerships; and
4. To highlight additional resources that might be relevant to those aiming to catalyze startup public sector collaboration.

The toolkit presents the following conclusions:

• Innovation: Digital solutions have demonstrated their value for improving urban services in LMICs. However, more innovation is needed to develop business models that can be deployed on a wide scale and account for the financial constraints of utilities and municipalities, as well the needs of low-income customers.
• Urbanization and climate change: Though the startup-public sector partnership landscape for improved urban utility services is still nascent, trends such as rapid urbanization, urbanization without structural formation, and climate change will mean that municipalities and public utilities will have to collaborate with startups and private sector innovators to close the urban service divide. While there has been more attention placed on the opportunities related to startup-public sector partnerships for urban utility services, it is also clear that there are many barriers to such partnership models, particularly when it comes to taking such partnership models to scale.
• Pioneers and challenges: Examples in countries that have pioneered these partnerships such as Kenya, India, and Bangladesh highlight that start-up-public sector partnerships can support cities in making urban utility service delivery more affordable, reliable, safe, and sustainable. Despite these successes, it is important for startups to be aware of the challenges and complexities associated with public sector collaboration, and better assess where synergies with the public sector lie and how their service can support the public sector in meeting its objectives.
• Collaboration: This toolkit sought to highlight the role of startup-public sector collaboration in the context of many challenges facing cities in LMICs (Section 1), provide a conceptual framework of how to think through, frame, and define startup-public sector partnerships (Section 2), offer practical tips and tools to start-ups navigating these complex partnerships (Section 3), and highlight additional resources that might be relevant to those aiming to catalyze startup-public sector collaboration (Section 4). Given how nascent many partnerships and the wider start-up public sector ecosystem are, it will be critical to continue to conduct research on the developmental, commercial, and social impact of these innovative partnerships, and use case studies to generate granular insights.
• Drivers for change: Trends will continue to drive startup-public sector partnerships for improved urban utility service provision. These include increasing devolution and public sector programs that encourage and incentivize startup participation in urban service delivery, the increased relevance and maturity of circular economy use cases, increased adoption and availability of frontier technologies and digital payments, as well as increased availability of funders and funding models to support multi-stakeholder partnerships.
• Digital Utilities Partnership Hub: The GSMA Digital Utilities program convenes startups, relevant public sector organizations such as state-owned utilities, and other relevant corporates such as MNOs to catalyze innovative partnerships and collaboration for urban utility service provision. Alongside this toolkit, the GSMA Digital Utilities program is launching the Digital Utilities Partnership Hub. The hub is GSMA's comprehensive source of information on the role of digital solutions and innovative partnerships for improved urban service delivery, highlighting key insights and case studies from our work with public and private sector stakeholders over the last decade.
• Support: The GSMA Digital Utilities program is committed to supporting startups and their public sector partners aiming to form, sustain, and scale partnerships for improved urban utility service delivery. To achieve GSMA's objectives, the program engages in:
• De-risking and catalyzing innovative urban utility services: Providing grants to private sector innovators to test and demonstrate the role of digital urban service solutions;
• Research and insights: Generate rigorous evidence on innovative solutions to essential service provision by gathering insights from Innovation Fund grantees and conducting research with partner organizations with deep expertise in utility service provision; Partnership facilitation and convening of key ecosystem stakeholders: Drive replication and scale through convenings and leveraging our own networks as well as those of key partners who work to enable similar solutions; and
• Technical advice to MNOs, municipalities, and utility service providers: Provide advice on the role of digital innovation for improved utility service provision and insights on how to achieve multi-stakeholder partnerships.
• Enabling Forums: GSMA's market engagement team is looking forward to convening public sector stakeholders and startups for our next digital urban utility forums in Bangladesh and Kenya in Q4, and GSMA's program is looking forward to leveraging their strategic partnerships with key enablers and funders such as Imagine H2O Asia, the International Water Association, GOGLA, the World Bank, the Asian Development Bank, the World Resources Institute and other partners to continue to drive public-private collaboration to close the urban service divide.

Do you see value in this toolkit for startups in the utilities sector? What recommendations do you have for how startups and the public sector can partner?

​Aaron Rose is a board member, corporate advisor, and co-founder of great companies. He also serves as the editor of GT Perspectives, an online forum focused on turning perspective into opportunity.

While Mobile Technology Offers Life-Changing Benefits, Research Shows Many Persons With Disabilities Remain Unconnected and Digitally Excluded

According to a fact sheet produced by the World Health Organization (WHO), one billion people, or 15 percent of the global population, live with some form of disability. And the number of people living with disability are dramatically increasing due to demographic trends and increases in chronic health conditions, among other causes. In consideration of this information provided by the WHO, it was with great interest to read a report produced by the GSM Association (GSMA), a UK-based organization that represents the interests of mobile operators worldwide, that says "Mobile devices and services offer life-changing benefits to persons with disabilities, such as enabling access to basic services and independent living. Despite this potential many persons with disabilities remain unconnected and digitally excluded. It is estimated that around 90 percent do not have adequate access to the assistive technologies (AT) they require. Mobile-based ATs, especially smartphones, could be a valuable and cost-effective tool for persons with disabilities."

The report presents key insights into the mobile disability gap. Presenting research from the following seven low- and middle-income countries (LMIC): Algeria, Bangladesh, Guatemala, India, Kenya, Nigeria, and Pakistan, GSMA's research "revealed that persons with disabilities are less likely to own a mobile, especially a smartphone, and are even less likely to use, or be aware of, mobile internet."

In explaining the research's methodology, the GSMA says "The Washington Group Short Set of Questions was used to identify persons with disabilities. Respondents who reported that they had 'a lot of difficulty' or 'cannot do at all' in at least one of the functional domains were considered a person with disabilities revealed that persons with disabilities."

Key findings of the report include:

1. "Persons with disabilities have lower levels of mobile ownership than non-disabled persons in all countries surveyed. Bangladesh has the widest gap, where persons with disabilities are 55 percent less likely to own a mobile phone than non-disabled persons, and the smallest gap is in Kenya and Pakistan at 11 percent.
2. "Despite the life-enhancing potential of smartphones as an assistive technology and a gateway to digital inclusion, persons with disabilities are significantly less likely to own a smartphone than non-disabled persons. The disability gap in smartphone ownership is wider than the gap in overall mobile ownership in most of the survey countries.
3. "There is a significant disability gap in mobile internet use. In each of the survey countries, persons with disabilities are significantly less likely to use mobile internet than non-disabled persons.
4. "Across all survey countries, fewer persons with disabilities are aware of the mobile internet than non-disabled persons. This is a significant barrier that prevents persons with disabilities from using and benefitting from mobile internet.
5. "In India and Pakistan, mobile users with disabilities who are aware of mobile internet but do not use it reported that a lack of literacy and skills is the main barrier to usage. Other major barriers include lack of perceived relevance, safety and security and affordability."

The GSMA correctly asserts that "Key stakeholders in the mobile industry have a critical role to play in closing the mobile disability gap and ensuring digital inclusion for all. This includes policymakers, international organizations, non-governmental organizations, organizations for persons with disabilities (OPDs), mobile operators and other ecosystem players, including start-ups and device manufacturers."

What is more, the report offers the following recommendations for stakeholders interested in eliminating the mobile disability gap:

• "Understand the mobile disability gap and how to reach and serve persons with disabilities better. Accurate and reliable disability-disaggregated data is a crucial tool for stakeholders to understand and address barriers to the digital inclusion of persons with disabilities. However, in most markets, disability-disaggregated data related to the access and use of mobile-enabled products and services is lacking, and has hampered digital inclusion efforts. It is critical that policymakers, the public and private sectors and digital players invest in, and collaborate on, accurate, ethical and effective data collection. This will help to monitor progress and inform the design of inclusive and relevant products, services and innovations for persons with disabilities.
• "Raise awareness of mobile internet and its benefits for persons with disabilities. Awareness of mobile internet is lower among persons with disabilities than non-disabled persons, limiting their potential usage of mobile internet. To raise awareness of the benefits of mobile internet and smartphones as an assistive technology, stakeholders can develop campaigns targeting persons with disabilities and explore partnerships with OPDs to reach persons with disabilities and showcase how mobile services are relevant to their lives.
• "Develop inclusive products and services that meet the diverse needs of persons with disabilities. Once persons with disabilities are aware of mobile internet and its benefits, it is important that they have access to relevant products and services that meet their needs. It is important that stakeholders ensure that existing products are accessible, and that new content, products and services are created with persons with disabilities in mind (e.g. user-centered design and inclusive or universal design practices) to improve accessibility and usability.
• "Build the digital skills of persons with disabilities. Many persons with disabilities are digitally excluded because they do not know how to use mobile and mobile internet in a way that meets their needs. Stakeholders can support the delivery of mobile digital skills programs that train persons with disabilities (and their caregivers/relatives) how to use mobile internet to meet their needs. They can also explore partnerships with OPDs or other relevant organizations to teach persons with disabilities how to access and use accessibility features and mobile-enabled products and services. Stakeholders can use resources such as the GSMA's Mobile Internet Skills Training Toolkit (MISTT) to train people how to access and use mobile internet services, including accessibility features. The toolkit is a visual, easy-to-follow guide that helps trainers demonstrate the functionality and value of the internet on internet-enabled mobile phones.
• "Ensure products and services are affordable for persons with disabilities. Smartphones, which typically provide the most accessibility features and drive substantially higher mobile internet use, are often unaffordable for persons with disabilities. Mobile operators can design solutions to make internet-enabled handsets more affordable to persons with disabilities, such as innovative financing models and 'data-light' accessible versions of mobile apps and services."

A more detailed set of recommendations for the mobile industry can be found in the GSMA's Principles for Driving the Digital Inclusion of Persons with Disabilities.

Do you agree with the recommendations for eliminating the mobile disability gap? What inclusive products and services are you developing to meet the diverse needs of persons with disabilities?

Aaron Rose is a board member, corporate advisor, and co-founder of great companies. He also serves as the editor of GT Perspectives, an online forum focused on turning perspective into opportunity.

GSMA Report Addresses the Mobile Gender Gap in Pakistan

While my last trip to Pakistan was over 12 years ago, I recall being impressed with the number of people using mobile phones. In those days, feature phones operating on second-generation (2G) cellular networks were the devices used by cellular customers. I should qualify "customers" as it was men as the sole owner of these mobile devices. I remember sitting in a crowded café in Karachi where I observed many men talking on their phone, but not a single woman. While the mobile phone was transforming the way men communicate, which would bring certain improvements, I imagined the socioeconomic benefits women could experience if they had better access to mobile technology.

A lot has changed since my last trip to Pakistan. Smartphones accessing the mobile internet is just one key evolution of the mobile telecom industry over the past decade. Therefore, it was with great interest that I read Addressing the Mobile Gender Gap in Pakistan, a report produced by the GSM Association (GSMA), a UK-based organization representing the interests of mobile operators worldwide. With financial support from UK aid from the UK government and the Swedish International Development Cooperation Agency, Sida, the report notes that "2020 was an unparalleled year in which the importance of universal connectivity and access to critical information, services and opportunities came into sharp focus. Across low- and middle-income countries (LMICs), mobile is the primary way most people access the internet, accounting for 85 percent of total broadband connections." The report importantly explains that "[d]espite the importance of mobile, the benefits are not shared equally."

Moreover, the "report examines how women's mobile access and use are changing in Pakistan. It highlights examples of what stakeholders are doing to tackle the mobile gender gap and provides recommendations to further improve digital inclusion for women. Drawing on the findings of the annual GSMA Intelligence Consumer Survey in Pakistan from 2017 to 2019, the report is supplemented by interviews with key stakeholders in Pakistan, as well as other GSMA and third-party data."

Below are the report's key findings:

• There has been progress in closing the mobile gender gap in Pakistan. Between 2017 and 2019, gender gaps in mobile ownership, smartphone ownership and mobile internet awareness and use decreased by between five to 17 percentage points.
• Growth in mobile internet awareness and use was particularly impressive during this period.
• Of the 12 countries consecutively included in the GSMA Intelligence Consumer Survey from 2017 to 2019, Pakistan had one of the strongest rates of growth in mobile internet awareness, especially among women. The gender gap in mobile internet awareness narrowed from 16 percent to 11 percent. In parallel, women’s mobile internet use nearly doubled from 10 percent to 19 percent.
• Despite this progress, mobile phone ownership in Pakistan is still unequal. Only 50 percent of women own a mobile phone compared with 81 percent of men. This is equivalent to 22 million fewer women than men owning a mobile phone.
• Women in Pakistan are 49 percent less likely to use mobile internet than men, which translates into 12 million fewer women than men using mobile internet.
• The main reason women cited for not owning a mobile phone or using mobile internet was family disapproval. For an estimated 11 million women in Pakistan, family disapproval is the key barrier to owning a mobile phone.
• Low literacy levels and unaffordable handsets and data are also key barriers to women owning mobile phones and using mobile internet.
• Smartphone ownership is relatively low in Pakistan for both men and women: 37 percent and 20 percent, respectively. The proportion who intended to purchase a smartphone in the next six months was also low: just six percent and four percent, respectively.
• Owning a smartphone can be a powerful way to close the gender gap in the use of mobile services, but there are still significant challenges.
• Sixteen percent of women in Pakistan who own a smartphone are still not using mobile internet.
• Ninety percent of men who own a smartphone purchased it themselves compared with just 42 percent of women.
• Once women in Pakistan own a mobile phone, they are just as likely as men to report the benefits of mobile. Fifty-eight percent of female mobile owners reported that owning a mobile helps them with day-to-day work, study or chores while 66 percent reported that owning a mobile makes them feel safer and 53 percent reported that owning a mobile gives them access to useful information they would not otherwise be able to access easily.
• Closing the gender gap in mobile access and use in Pakistan could generate a 54 percent revenue increase for the mobile industry, equivalent to approximately $130 million. This is much higher than the 31 percent average increase across all Asian countries, and represents a significant commercial opportunity for the mobile industry in Pakistan.

"Stakeholders in Pakistan should focus primarily on bridging the country's wide gender gap in mobile ownership and reaching the remaining unconnected women, and secondarily on the usage gap," the report explains. "This will require addressing three main barriers: literacy and digital skills, affordability and the strong influence of social norms on women’s ability to access and use mobile technology." As such, the report presents the following recommendations:

• The government, mobile industry and development community should work together to address public perceptions of women using mobile technology. In particular, normalizing women's use of mobile and raising awareness of how owning and using a mobile phone can benefit women and their families. This could include promoting use cases with both personal appeal and externally justifiable benefits, such as providing education for children, supporting family healthcare and unlocking opportunities to generate income for the family.
• Male gatekeepers should be considered when targeting marketing or digital skills training programs to women as they often influence women's mobile access, mobility and purchasing decisions.
• The government and other stakeholders should invest further in public education, especially basic literacy and other initiatives that help women and girls build their mobile digital skills, financial literacy and confidence. This should include women and girls at all levels of education, income and familiarity with mobile and the internet.
• Designers of mobile services should include local languages where possible, and consider increasing the use of icons, pictures, numeric inputs and IVR/voice commands to better serve women with low levels of literacy. Involving women in the design and piloting of these services would also help ensure their needs are met.
• The mobile industry and policymakers should explore further initiatives to overcome the affordability barrier. This could include introducing more competitively priced and subsidized internet-enabled handsets and handset financing models, and lowering taxes on handsets and mobile services that have a tangible socioeconomic benefit. Taking these steps would likely benefit women disproportionately. For those still unable to afford a handset, the industry could explore solutions to improve the experience of customers who share a device.
• To accelerate the closure of the mobile gender gap over the long term, stakeholders should ensure there is a focus on gender equality and reaching women at an organizational and policy level, through senior leaders championing this issue and setting specific gender equity targets.

"Mobile technology has the potential to help address many of the wider gender inequalities in Pakistan by enabling women to access health, financial and other life-enhancing services, and contribute to a number of the United Nations Sustainable Development Goals (SDGs)," the report says. "Pakistan has been a key driver of the narrowing gender gap in South Asia in recent years, recording impressive growth in women’s adoption and use of mobile technology."

I concur that "[s]takeholders in Pakistan have an opportunity to build on positive momentum in the country and accelerate digital inclusion for women. This has become even more critical in the context of the COVID-19 pandemic, which has increased the urgency of reaching women in Pakistan with mobile technology." I appreciate how this report addresses the mobile gender gap in a country with a population of 217 million as of 2019, according to the World Bank, 49 percent of whom are women. Imagine the socioeconomic benefits for all Pakistanis, men and women alike, if the mobile gender gap is eliminated.

Infographic: GSMA

Do you agree with the report's recommendations? Do you have additional ones that will facilitate the elimination of the mobile gender gap?

Aaron Rose is a board member, corporate advisor, and co-founder of great companies. He also serves as the editor of GT Perspectives, an online forum focused on turning perspective into opportunity.

GSMA Report Unpacks the Health Systems and Digital Health Solutions in Response to COVID-19 in Bangladesh, Myanmar, Pakistan, Benin, Nigeria and Rwanda

The previous post focused on a report by the GSMA on a report about utilizing digital health as a health system strengthening tool for developing countries. This post explores a subsequent report published by the UK-based organization representing the interests of mobile operators worldwide, which unpacks the health systems and digital health solutions in six developing countries: Bangladesh, Myanmar, Pakistan, Benin, Nigeria and Rwanda.

The report explains that "the state of play of digital health in each country . . . varies quite considerably. Bangladesh and Rwanda treat digital health as part of a whole-of-government approach and seek to leverage government-wide infrastructure and standards. Pakistan and Nigeria, which have a strong federal tradition, have a more fragmented approach. In Myanmar and Benin, digital health is still in early stages and relies more heavily on contributions from development partners."

What is more, "Several insights were gleaned from our key informant interviews (KIIs). A common theme was that broad stakeholder involvement in digital health ecosystems is a growing trend that should be fostered, but how this is done varies from country to country. While some respondents want governments to create an enabling environment, others see start-ups and mobile operators playing a greater role. Another emerging theme was the lack of shared understanding among stakeholders of policy requirements and frameworks."

I concur with the report's assertion that the "COVID-19 pandemic is a challenge confronting all countries, and the report briefly reviews some of the digital health approaches each country has taken." Given their importance, I have included each country's digital health approach below.

Bangladesh ‒ Digital health: COVID-19 response

"Digital tools and digital health solutions have provided critical support to Bangladesh's COVID-19 response, enabling access to essential information and health services. The government's digital health strategy focuses on developing instant and quality healthcare services via mobile apps, and tapping into the country's large number of mobile subscribers to establish a countrywide digital health system.

"The government has encouraged public-private partnerships (PPPs) since the beginning of the crisis, emphasizing close collaboration with digital health start-ups. The surge in demand for telemedicine has led to the advent of 15 digital healthcare providers providing these services. The launch of virtual hospital HelloDoc in April 2020, and the launch of the Daktarbhai telemedicine platform, have both supported the development of a telehealth system during COVID-19. In May 2020, the government collaborated with ride-sharing platform Pathao, digital health solution Maya and Praava Health to provide instant healthcare services via the Pathao Health mobile app. Pathao Health connects users to an online COVID-19 symptom checker and provides one-on-one medical services through phone and video consultations. Users can also obtain prescriptions and order medicines through the app. Bangladesh has also begun to use surveillance, reporting and contact tracing features in a COVID-19 module for DHIS2, as well as Go.Data for contact tracing in the Rohingya refugee camps in Cox's Bazar.

"Data is a critical resource for supporting public health actions across the different phases of the COVID-19 pandemic. Mobile operators are working with key stakeholders, including a2i and the National Telecommunications Monitoring Centre, on a COVID-19 Collective Intelligence System. More details can be found in GSMA's report, Keeping Bangladesh connected: The role of the mobile industry during the COVID-19 pandemic."

Myanmar ‒ Digital health: COVID-19 response

"In April 2020, the Myanmar Computer Federation (MCF) developed the country’s official contact tracing app Saw Saw Shar to help contain the spread of the virus. The app was developed in partnership with the COVID-19 Control and Emergency Response ICT team under the Ministry of Transport and Communication and the Ministry of Health and Sports. In addition to monitoring symptoms, the app provides timely notifications of nearby areas that have positive cases and are potentially high risk, as well as official COVID-19 hotline contacts and the closest fever clinics and quarantine centers. The app also has a dashboard that visualizes COVID-19 transmission and infections by region in Myanmar."

Pakistan ‒ Digital health: COVID-19 response

"Technology has played a significant role in Pakistan's response to COVID-19, and the development of digital health platforms has been a priority for the government.38 Pakistan’s Ministry of National Health Services Regulations and Coordination (MoNHSRC) is working with software companies such as CIT Solutions, telemedicine companies such as Sehat Kahani and doctors247online and start-ups from the tech hub National Incubation Centre.

"The mobile industry has been contributing to the digital health response to COVID-19. Mobile operators have provided free calls to emergency numbers, helped distribute information and alerts via SMS and expanded a polio hotline for COVID-19 enquiries. The government also worked with mobile operators to replace the standard call ringtone with COVID-19 messaging, and established a mobile track-and-trace system and dashboard that centralize COVID-19 data, both of which are active. Live data on hospital capacity is generated, and an app is available for citizens to identify nearby hospitals and their capacity. Data on index cases is mapped onto population centers using geotagging to identify hotspots and inform a smart lockdown strategy. Social media and traditional media have also been used to raise awareness and distribute information on sanitization techniques, handwashing and social distancing.

"Provincial governments have set up phone helplines for COVID-19-related enquiries and advice. The Yaran-e-Watan telehealth platform was launched in partnership with Sehat Kahani to harness the expertise of Pakistani health professionals living outside the country and to connect them with appropriate institutions in Pakistan. Health professionals can deliver teletraining sessions, provide consultations and triage assistance using telemedicine and participate in research collaborations. Telehealth and tele-education have been used extensively. The Government of Pakistan recently launched a COVID-19 telehealth portal on Twitter, as well as a website. Pakistani doctors and health professionals have been invited to register and volunteer to help COVID-19 patients.

"The Sindhi government developed the CoronaCheck app that allows users to check their symptoms through a screening tool that utilizes an AI-assisted chatbot. It also provides information from the World Health Organization (WHO) and lists relevant services."

Benin ‒ Digital health: COVID-19 response

"A centralized, government-led platform that provides frequent COVID-19 updates is freely available to all mobile subscribers in Benin, and there are a range of awareness-raising videos and press releases on various social networks. An interactive WhatsApp messaging system has been set up and helps the national COVID-19 response team to communicate directly with citizens.

"Sèmè City, with support from UNFPA Benin, has created Taskforce Innov COVID-19 Benin to mitigate the challenges presented by COVID-19. This initiative aims to develop local solutions that deliver healthcare services to women and strengthen the economic resilience of youth entrepreneurs. The task force is comprised of various players (start-ups, SMEs, large corporates, academics and scientists, government agencies and NGOs) that are developing innovative solutions adapted to Benin's social and economic context. Sèmè City is responsible for coordinating the task force's activities. Digital health start-ups, including KEA Medicals and REMA, are part of the task force, working closely with the government during the pandemic."

Nigeria ‒ Digital health: COVID-19 response

"The Nigeria Centre for Disease Control (NCDC) launched a COVID-19 eTraining course on Infection Prevention and Control. The online course is available to the public and is aimed at healthcare workers to reduce the risk of transmission of COVID-19 and other infectious diseases while administering healthcare in Nigeria.

"Since the first COVID-19 case in Nigeria was confirmed in February 2020, the NCDC has supported the training of about 17,436 health workers in Infection Prevention and Control (IPC), and works in collaboration with the Department of Hospital Services and the Department of Food and Drugs under the FMoH. Since February2020, Nigeria has increased its molecular laboratory network for COVID-19 testing, from two laboratories to 28 in states across the country. To achieve this, the NCDC collaborated with private sector partners, such as start-up 54Gene and eHealth Africa, which were instrumental in expanding testing capacity for COVID-19.

"LifeBank, a blood delivery digital health start-up, has collaborated with the Nigerian Institute of Medical Research to develop rapid testing kits and create a shared database to track available medical equipment. Wellvis Health created COVID Triage,54 a digital self-assessment tool that helps users test whether they have been exposed to the virus and take the next steps. In turn, the NCDC collects this data to see who might be at high risk of contracting COVID-19 and isolate them. GloEpid by Tech4Dev has developed a contact tracing tool that uses a smartphone, GPS and Bluetooth connection to trace the movements of those who have been potentially exposed to the virus."

Rwanda ‒ Digital health: COVID-19 response

"Digital health has been a key enabler for Rwanda's COVID-19 response, particularly in terms of access to information and healthcare. The government has set up a toll-free national helpline and a USSD platform for self-triage. Information from the WHO was disseminated via SMS and drones, and AI-enabled drones operated by technology company Zipline have been used to deliver medical supplies to more remote areas of the country. Mobile money transaction fees have been waived to increase uptake and encourage cashless payments.

"The following digital solutions have helped the government respond effectively to the COVID-19 outbreak:

• "Contact tracing: Infections are being traced through the paperless Open Data Kit app that can be downloaded on a mobile device. Data is collected for analysis by outbreak investigation teams.
• "COVID-19 surveillance: A digital reporting surveillance system for health facilities is being used to monitor influenza-like illnesses and severe acute respiratory infections in real time to provide early warnings of suspected COVID-19 cases.
• "Infection prevention: Robots have been used in healthcare settings to perform simple tasks, such as checking temperatures and monitoring patients to reduce healthcare workers' exposure.
• "Data visualization: Geographic Information System (GIS) is being used to monitor COVID-19 cases at the household level to assess the need for lockdown measures, to focus public health interventions where there is evidence of community transmission and to monitor at-risk populations."

Lastly, the report explains that its final section "features case studies from each country. Again, while these are just snapshots, taken together they illustrate some of the progress that is being made in strengthening health systems with digital health solutions."

COVID-19 has significantly impacted health systems in countries worldwide. During my travels to developing countries prior to the global pandemic, I saw just how fragile these health systems are. Since the start of the pandemic, my colleagues who live in these countries have shared how COVID-19 has exasperated the health system's vulnerabilities in providing quality healthcare to the general population. The GSMA report, however, provides much encouragement on how governments, civil society, and the private sector can collaborate in creating sustainable digital health solutions.

What are your thoughts about the report? What digital health solutions are you seeing that were created as a result of the COVID-19 pandemic?

Aaron Rose is a board member, corporate advisor, and co-founder of great companies. He also serves as the editor of GT Perspectives, an online forum focused on turning perspective into opportunity.

Asia Pacific Will Account for Around Half of New Subscribers Globally by 2025, Says GSMA

According to a report authored by GSMA Intelligence, the research and consulting arm of the GSMA, a UK-based organization that represents the interests of mobile operators worldwide, "The Covid-19 outbreak has had wide-sweeping effects on all aspects of the [Asia Pacific] economy due to falling commodity prices, reductions in international investment, decreased incoming remittances, rising foreign debt burdens and a disproportionate impact on the informal sector (especially important in Asia Pacific). Undoubtedly, the outbreak will affect the development of the mobile ecosystem as well, despite the industry’s best efforts to cushion the impact."

The report, The Mobile Economy Asia Pacific 2020, further says "the digital ecosystem has proved vital in the response to Covid-19. Participants from the entire digital value chain – including operators, vendors, internet players and governments – are pulling together to ensure the most positive outcome possible. And as a side effect of the pandemic, mobile operators have been granted a unique opportunity with a boost in the adoption of mature/quality-based services e.g. video calling for business, online collaboration tools, video streaming, e-commerce and mobile payments. At the same time, the situation has brought to attention governments that have not taken the necessary steps to establish an inclusive digital economy."

What is more, "Across Asia Pacific, and indeed around the world, the Covid-19 outbreak has highlighted the importance of a robust digital economy." The strength of a robust digital economy will depend on the variety of information and communications technology (ICT) solutions made available for consumers and enterprises alike.

"Digitization, which was already an important target, is therefore moving up the agenda for businesses and governments alike, with many accelerating their timelines because of Covid-19. A range of businesses, particularly those in retail, transport, logistics, manufacturing and healthcare, are looking to potentially increase their investment in digital transformation to cope with the impact of the pandemic and build a stronger position for the future."

Based on conversations with colleagues in the Asia Pacific region, I concur that "[v]endors of ICT solutions, especially those operating across the entire value chain, should take this as an opportunity to strengthen their role as key ICT partners to enterprises. But timelines will vary: some enterprise customers will escalate their ICT investments immediately, while others will have to balance addressing the short-term crisis with long-term opportunities."

Below are the report's key findings:

5G Investment:

• Mobile operators will invest over $400 billion (Capex) on their networks between 2020 and 2025, of which nearly two-thirds ($331 billion) will be spent on 5G deployments;
• Asia Pacific is home to some of the most advanced 5G markets in the world, with nine markets having launched commercial mobile 5G services – including Japan at the end of March – and 12 more have officially announced plans; and
• 4G remains the dominant technology across the region in countries such as Bangladesh, India, Indonesia and Pakistan, where the focus remains in areas such as identity, digital commerce and payments, and cross-ecosystem collaboration to help create the digital societies of the future.

Regional Growth:

• At the end of 2019, 2.8 billion people in Asia Pacific subscribed to mobile services, accounting for 66 percent of the population. With nearly 500 million new subscribers added since 2014, the region is one of the fastest-growing in the world and home to over half of total global subscribers; and
• Asia Pacific will account for around half of new subscribers globally by 2025 and by this time, we forecast 266 million new subscribers to be connected across the region, bringing the total to just over 3 billion (70 percent of the population).

Socio-economic Development:

• Over the next six years, 663 million people across Asia Pacific will start using mobile internet for the first time, bringing the total number of mobile internet users in the region to around 2.7 billion by 2025 (61 per cent of the population).
• This growth in connectivity is helping the mobile industry increase its impact across all of the UN's Sustainable Development Goals and spurring adoption of mobile-based tools and solutions (e.g. in agriculture, education and healthcare) that aim to improve livelihoods in low- to middle-income countries and close the gender gap.

As reflected in the image to the right, the spread of 5G throughout the region will facilitate the adoption of connected devices (IoT). GSMA predicts that over six billion new IoT connections in Asia Pacific by 2025, accounting for half of global new additions. This creates an opportunity for those companies developing key growth verticals such as smart home and smart buildings.

Given my interest in digital health, I appreciate that "5G's role in the healthcare response to the pandemic, which utilized technologies such as telemedicine, remote ultrasound and thermal imaging, together with the benefits from the digitization of supply chains/Industry 4.0 in Asia Pacific, underscore the importance of the B2B segment." Furthermore, "Policymakers will need to provide regulatory flexibility for B2B partnerships so that operators have the freedom to innovate to realize 5G's full potential."

While not mentioned in the report, per se, it is important to note that companies developing hardware and services as a result of an improving technology infrastructure must implement the most stringent cybersecurity measures.

Infographic: GSMA Intelligence

What impact do you think the Covid-19 will have on Asia Pacific's digital economy? What ICT solutions are you developing for this rapidly growing region?

Aaron Rose is a board member, corporate advisor, and co-founder of great companies. He also serves as the editor of GT Perspectives, an online forum focused on turning perspective into opportunity.

Mobile Is Accelerating Digital Transformation in Pakistan, Says GSMA Report

"Mobile technology is at the heart of digital transformation in Pakistan driving social development and economic growth," explains a report by GSMA Intelligence, the research arm of the GSMA, a UK-based industry association. "Digital transformation is underway in the country, with government and public institutions as well as private and development organizations using digital platforms to increase engagement and improve service delivery to its citizens."

The power of mobile to accelerate digital transformation in Pakistan discusses the following:

• Pakistan government socioeconomic aspirations in context;
• Digital transformation in Pakistan and the role of mobile technology;
• Mobile technology contribution to social and economic progress in Pakistan; and
• Opportunities ahead to accelerate the impact of mobile-enabled digital transformation on socioeconomic progress.

Based on my experience of working in developing countries such as Afghanistan, Uzbekistan, and Iraq, I concur that a "knowledge-based economy is built on the foundation of common access to fast, reliable and affordable digital content and services by individuals, businesses and public institutions." The report notes that in "Pakistan, this is primarily enabled by mobile technology, which now provides access to digital services for more people in the country than any other communications technology; 70% of internet users in Pakistan only ever access the internet on a mobile phone."

The report further says: "Rising smartphone adoption means more people are able to use feature-rich and IP-based digital content on their mobile devices, mitigating the challenge of much lower penetration of PCs and other data-enabled devices. The Pakistan Citizens Portal, which connects government organizations both at federal and provincial levels, is powered by smartphone apps on the Android and iOS platforms, so can be accessed by people on mobile devices."

Moreover, "In addition to internet connectivity, mobile technology enables cellular IoT (Internet of Things) connectivity for a variety of personal and industrial devices. Currently, IoT applications in Pakistan include solar-powered home solutions enabling off-grid rural households to power electronic devices; on-board diagnostics (OBD) devices for fleet management; and IoT solutions integrated with vehicle and motorcycle insurance products to reduce theft. In future, cellular IoT connectivity and services will play a vital role in implementing smart city solutions, which can help governments at different levels to cope with rapid urbanization and improve security services."

The report's key findings include:

• Mobile broadband networks now cover 80 percent of the population and 97 percent of internet connections are mobile;
• Pakistan has nearly 700,000 cellular IoT connections across areas including agriculture, clean energy and safe water solutions;
• Mobile technology is the primary channel for digital financial services, digital birth registration initiatives, digital health solutions and digital learning;
• Mobile operators and the ecosystem also provided direct employment to around 320,000 people in Pakistan in 2018;
• The mobile ecosystem in Pakistan plays an increasingly important role in economic growth, contributing around $16.7 billion, equivalent to 5.4 percent of GDP; and
• Enablement of digital ecosystem is largely supported by timely policy interventions for the facilitation and enablement of the industry and most importantly the end-user.

What mobile products or services do you think should be developed to help accelerate Pakistan's digital transformation?

Aaron Rose is a board member, corporate advisor, and co-founder of great companies. He also serves as the editor of GT Perspectives, an online forum focused on turning perspective into opportunity.

Report by GSMA Intelligence Focuses on Pakistan's Digital Future

"Pakistan has an emerging mobile industry: there are approximately 90 million unique subscribers in the country, accounting for 47% of the population," according to a report published by GSMA Intelligence. "However, the enablers of mobile internet connectivity: infrastructure, affordability, consumer readiness and content, all rank low in Pakistan relative to its neighbors. These enablers are critical to creating the right conditions of supply and demand for mobile internet connectivity to flourish. Pakistan therefore has one of the lowest penetration rates in South Asia." This report is part of GSMA Intelligence's country overview series, in which it examines how Pakistan's "mobile industry is acting as a catalyst for the development of a digital society."

The report also explores how "mobile is supporting the objectives of Pakistan's Vision 2025 strategy, which aims to transition the country into a globally competitive knowledge-based economy by the middle of the next decade, with a high quality of life for all its citizens." Furthermore, it focuses on "how the mobile industry, government and other sectors of the economy must work together – with a particular focus on tax and regulatory reform – to drive digital development in Pakistan and unlock the huge growth potential and social benefits that come with a more advanced digital society."

Importantly, the report notes that Pakistan's mobile sector is in a unique position to support the country's digital development for three key reasons:

1. Mobile can connect more people than any other technology, particularly in underserved rural areas;
2. Mobile can provide secure access to a variety of digital services such as health and education; and
3. Mobile can provide a platform to provide financial inclusion, engaging many people in the economy for the first time.

Smartphone adoption has been low in Pakistan with just 17 percent of total connections. The report explains that the low smartphone penetration rate correlates to the late deployment of mobile broadband networks as well as high handset costs. "However, following the rapid rollout of 3G and 4G networks since the spectrum auction in 2014, mobile broadband services are becoming more widely available and, in parallel, smartphones are becoming increasingly affordable."

As smartphone adoption and mobile broadband usage rise in the coming years, Pakistanis, particularly the increasingly tech-savvy youth segment, will use value-added mobile services or applications. Much should be done to support the emergence of the local app economy that will develop localized content and services for domestic consumers. Support should come from Pakistan's local and national government in providing grants or low-interest loans to entrepreneurs. Domestic and international investors should also consider supporting innovative mobile technology companies. Through its Vision 2025 strategy, Pakistan could be an integral component in South Asia's mobile ecosystem.

What has been your experience of doing business in Pakistan?

Aaron Rose is a board member, corporate advisor, and co-founder of great companies. He also serves as the editor of GT Perspectives, an online forum focused on turning perspective into opportunity.