政府数字化转型之旅

Deloitte Digital is a digital consulting agency that brings together the creative and technologycapabilities, business acumen, and industry insight needed to help transform our clients’businesses. Learn more at www.deloittedigital.com. William D. EggersWilliam Eggers,a leading authority on digital government, is responsible for research and thoughtleadership for Deloitte’s Public Sector industry practice. He is the author of eight books, includinghis newest, co-authored with Paul Macmillan,The Solution Revolution: How Business, Government,and Social Enterprises are Teaming up to Solve Society’s Biggest Problems(Harvard Business Press,September 2013). The book, whichThe Wall Street Journalcalls “pulsating with new ideas aboutcivic and business and philanthropic engagement,” was on many ten best books of the year lists. Hisbooks have won numerous awards including the 2014 Axiom book award for best book on busi-ness theory, the Louis Brownlow award for best book on public management, the Sir Antony Fisheraward for best book promoting an understanding of the free economy, and the Roe Award for lead-ership and innovation in public policy research. He coined the term “Government 2.0” in a book ofthe same name. He can be reached at weggers@deloitte.com or on Twitter @wdeggers.Joel BellmanJoel Bellmanis a partner with Deloitte in the United Kingdom, and Deloitte’s global lead for digitaltransformation in the public sector. He has worked extensively with central and local governmentorganizations in the United Kingdom and elsewhere, leading programs that include building digitalsolutions, designing digital operating models, and delivering complex policy goals with innovativeservice designs. He is a regular author of blogs and publications covering digital and service trans-formation, includingThe ascent of digital: Understanding and accelerating the public sector’s evolution,Making digital default: Understanding citizen attitudes, A mobile enabled government, Red ink rising:Navigating the perils of public debt, andChoosing fewer channels: Public service delivery options in anage of austerity. He can be reached at jbellman@deloitte.co.uk or on Twitter @joelbellman.About the authors ContentsIntroduction|1Characteristics of a digitally maturing government|4Barriers and challenges to digital transformation|12Accelerating digital transformationKey questions public leaders need to considerConclusion|29Appendix|30Endnotes|35 |22 IntroductionINthe coming decade, several factors—anaging population, the rise of Millennials,budget shortfalls, and ballooning entitlementspending—could reshape the way govern-ment delivers services. But the introductionof new digital technologies is likely to be themost important factor of all. Indeed, govern-ments from Torontoto Seoul are in themidst of a historic (andfrequently wrenching)transformation as theyabandon analog oper-ating models in favorof digital systems.Truly transforminggovernment throughthe power of digitaltechnologies will be ajourney. We surveyedmore than 1,200 gov-ernment officials fromover 70 countries on digital transformationand interviewed another 140 government lead-ers and outside experts.* Overwhelmingly, theyreported that digital technologies are having aGreat extentModerate extentTo what extent do you perceivedigital technologies aredisrupting the public sector?18%37%How much has your domain areabeen impacted by digital trends?Figure 1. Impact of digitalTruly transforminggovernment throughthe power of digitaltechnologies will bea journey.*More than half of the survey questions were sourced from the 2015MIT Sloan Management Reviewand Deloittedigital business study. For more details, please refer to the appendix. 37% major impact on government: Three-fourths ofthe respondents told us that digital technolo-gies are disrupting the public sector; nearly all(96 percent) characterized the impact on theirdomain as significant (figure 1).Another key finding of the global surveythat stands out is that governments are at verydifferent stages in thisjourney. While a smallpercentage are whatwe consider “matur-ing,” the overwhelmingmajority are still in theearly or developingstages of the digital-transformation jour-ney (sidebar). In fact,when asked about theirorganization’s digitalcapabilities, only about30 percent assessedtheir digital capabili-ties as ahead of their public sector peers; nearly70 percent said they lagged behind the privatesector (figure 4).Graphic: Deloitte University Press | DUPress.comSmall extentNot at allDon’t know76%35%23%16%39%20%96% DIGITAL MATURITY MODEL EXPLAINEDDigital maturity refers to the extent to which digital technologies have transformed an organization’sprocesses, talent engagement, and citizen service models. We estimated the level of maturity based onresponses to survey questions that broadly fell under three categories—people, processes, and preparedness(figure 2).Figure 2. Maturity frameworkPEOPLEDigital know-how; ability ofleadership