1.
Deloltte ‘t"; }’g
Unlversity ' '1.. .» iv ‘ 4.-«
Press 1 ‘l’
Transforming
GOVERNMENT
through
§“"“eeefa“? ”’b: te
, »i; yemaeamee e a sea.
t . illl. ll
What does digitally transformed government look like?
It's government reimagined through digital so as to-
Improve
llrivenewand '
_ ll"’°933°3 value-generating
.
, 3* Engagetalent across ' 3°"f'°°'l'9d”l‘
‘ the organization °'°""°"s
Why is digital transformation necessary?
0 are satisfied lllllllllll3'll_lJlg21lllZZlllfJll‘S
Ufsuweyedpubhcsemrleaders ---lllllflllll currentreactiontodigitaltrends.
perceive digital technologies to
be disruptingthe public sector. ..
. I7
—- 1-». -r--r-1
The trend is pervasive acrossc-ountries. ..
Newlealandf 9% 21% 9 38% 33%
Ireland '’ 71% 8% ; 7 ' 43% 20%
Canada 5% 5% 23% 46% 21%
To what extent doyou perceive Erbium 5% 23% 14% E W 18%
. - - - - Nordic 6% ' W7 7 21% 30% 34%
digital technologies are disrupting ; _ 3 ,2
_ .7 Global 8% 16% 23% g 35% 13%
lh9ll”l3lll3393l9l- mi 7% as/ . 21% TMT 15%
US 9% 14% 28% g 34%’ 16%
Australia 11% 13% 26% ' 33% 12%
Malta 2% 33% 33% 33% 8%
llontknow i’llotatall Smallextent 7. Moderateextent ' Greatextent
. ..and domains
| nlo&eommunicationtechnology14% 8% 29% 58%
Highereducation 16% 37% 47%
_ Education 13% 36% 46%
How much has your domain Transportation 21% W, 35%
area hgen impacted by lnternationalaflairs 22% 79% 33%
- - E ‘ ll I t a 0
Global 2°/32% 20% 39% 37%
Energy E 20% 50% 25%
Social services 1%3% 23% 737% 37%
Defense 6% 6% 15% 2?% 44%
Healthcare 2% 26% " 41% 30%
Environment 2°/ E 2o% _ 41% 31%
Central agency 1% 2% 26% A 41% 30%
Financelbrevenue 7% 2% 23% 31% 38%
Law&justice 4% 29% 427% 26%
llontltnow l 'llotatal| Smallextent ‘ Moderate extent E Great extent
We classified government organizations according to their digital maturity
Early Dsr; lc; ;:. ; hlaturing
25% 'E%
Challenges vary depending on the stage of digital maturity
Early l]c'. 'cl3p; :‘: ; Maturing
lackofanoverallstrategy T Toomanycompetingpriorities Too many competing priorities
lack of understanding 2 Insufficient funding Insufficient funding
Lack of entrepreneurial spirit. 3 Security concerns Security concerns
Wllllnfinfisslfllallflflslfs 6 Lack of organizational agility lnsufficienttechnical skills
700 m3“lC0"| l13ll"Ellil0llll95 3 Lack of an overall strategy Lack of organizational agility
lack of organizational agility
So does the ability to respond to digital trends
I am confident in my organization's readiness to respond to digital trends
Early Develegitrtg Maturing
Agree/ strongly agree (have confidence) 2% 53 E U |3“/ U
l Disagree/ strongly disagree (lack confidence) 82% 2E U 5%
Don't know/ neither agree nordisagree | B% R7 5 I496
of early-stage respondents say they lack
confidence in their organization's ability
to respond to digital trends.
Strategy, people, user focus, and culture can make digital transformation happen
Userfocus
S AkeytenetefdigttaldeliveryistostanvnththeuserDevelop
llalegy engagementplanslorusersthat'anract. '"engage"and'extend. 'and
Hmmadmanmddremu, heymyemen, sMgmy ' 7 7 employinherentlyuser-centricagiledevelopmentmethodologies
transformation. then develop a clear strategy that moves
beyondefiiciencytofocusonlundamental
transfonnationofcitizenservices. Culture
‘ Builda uihure that allows room for risk-taking. collaboration.
and innovation. Also learn to employ digital trends and
. technologies to reinforce such a culture
Leadership
Adigitally sophisticated leadership team that understands 5 i E 7 O
new-agetrends, technologiesandtheirbenefitsisa ’ ' workforce development
gamechanger in an organization's digital transformation.
fligital skills go beyond mere technical ones. look at new sources of
talent and build a workplace that offers an experience in line with the
aspirations of the Millennials.
Read the full repon on the journey to government's digital transformation at
http: //dupress. com/ articles/ digital-transformation-in-government.
:1 2015. For information, contact Deloltte ToucheTolimatsu Limited.