THERE is a meme making the rounds on social media, with the question “Which of these four has championed digitalisation the most in your organisation?”, followed by the answer choices: CFO, CEO, CTO or Covid-19.

It is said that when we find something funny, it’s because we recognise the truth in it.

There is a lot of truth in Covid-19 pushing us out of our comfort zone (or in some cases, into it). When the situation demands it, we can push ourselves to find a way to do things and keep the wheels of business turning.

The increased use of mobile apps to buy food and essentials, online banking to pay bills, and remote software to work from home or access course materials has shown us the serious side of the internet, which many previously viewed as more of a provider of entertainment and social networking.

Organisations have dusted off their business contingency plans, while the public is turning to Lazada, GrabFood, Foodpanda and other delivery services.

The movement-control order (MCO) will eventually come to an end, but its impact will stay for longer. Anticipating this, coupled with market pessimism and our phobia of crowds that is likely to linger, it’s probably a good time for the government to explore the present “alternatives” as the new norm.

This will strengthen its delivery system and take much stress off front-line staff, freeing them up to focus on matters that are of greater strategic importance.

For instance, the increased capacity of the Employees Provident Fund’s online system may drive more contributors to migrate to that mode of operation to deal with account matters. The government can promote this by first gently nudging people towards it, and then imposing small penalties on those who have online access but refuse to use it. For those without such access, the idea of self-service kiosks can be explored.

After all, if people can learn to buy movie tickets and order at McDonald’s using a digital interface, they can do the same for statutory services.

The MCO has also shown who among us are vulnerable, among them frontliners in the services industry, like e-hailing riders and drivers. Perhaps, the relevant ministries can work on programmes to boost their income and upskill them. Some may even be empowered to launch ventures of their own.

For the homeless and disenfranchised, the restriction order highlights the gaps in the government’s social security net and poverty eradication efforts, and the large role played by civil society organisations to address this. They can tap into each other – the government’s delivery system and machinery, and civil groups’ experience. Do away with prejudice, expectations and red tape, as well as the values that have come to be rightly or wrongly, but nonetheless increasingly, associated with government aid over the years.

Tightening standard operating procedures, creating more contingency plans, and enhancing cooperation between security, relief, rescue and health agencies and the private sector will of course be discussed, but equally important is funding these bodies.

We’ve seen some agencies taking a back seat, and maybe, it’s time for them to be re-evaluated or merged. The freed-up resources can then be redirected to areas we now realise we are lacking in.

Let’s not only survive this pandemic, but emerge stronger as a nation, with a renewed emphasis where it matters. – April 9, 2020.

* Emmanuel Joseph firmly believes that Klang is the best place on Earth, and that motivated people can do far more good than any leader with motive.

* This is the opinion of the writer or publication and does not necessarily represent the views of The Malaysian Insight. Article may be edited for brevity and clarity.