If you take a quick look at everything around you, you will find countless examples of how technology is changing our world. But if we look at the government sector, We will not see any signs of changes of this level. If countries are to meet the expectations of individuals who are rising by the day, facing challenges and taking advantage of opportunities to accelerate technological change, It should change its operating model.
Technology has completely upended our daily lives. We are able to roam in a new city and manage our money virtually, all in real time and according to the needs of users, Governments are still lagging behind. Designing and implementing policies using an isolated approach, which impedes the achievement of the desired impact, While individuals do not accept government services and see them as obsolete, Because it requires many paper forms and invoices to complete a simple procedure such as proof of identity.
In the United Kingdom, Modernization has been a major concern for any progressive government but the recent achievement of establishing the Digital Government Service – a central unit that supports the government in its digital transformation – has not succeeded in maintaining its value. Today, The right and left current lack a clear vision of how to form a government to keep pace with the technological revolution we are going through. If governments want to keep pace with the twenty-first century that is two decades old, they must learn from pioneers who master the opportunities of this new world – thereby transforming their way of governing, organizing, and delivering government services. The key lesson is that progressive goals cannot be achieved in States that still live in the past.
According to the Government Impact Center, Governments should assume the role of facilitator of a wider environment by setting rules and creating conditions that guide activities to their end. The pursuit of law can only be done by empowering others to realize their full potential.
This new model should be based on the following three principles:
- States must be strong and clear when setting policy priorities. It should also identify the key messages to unite the efforts of the government, private and civil society sectors behind strategic priorities such as carbon sequestration or combating the feeling of segregation, and these efforts are represented in investment, preparation of legislation and others to establish a culture of testing all components of projects and initiatives to achieve these goals.
- Governments should provide financial support for the digital platforms and infrastructures that the modern world demands. And it is not limited to moving to provide interactive electronic services, A secure digital identity, data logs and API must be the pillars from which government and private sector innovation are launched. Moving these efforts forward is no small feat. In the UK, there is a lot of skepticism about digital identity systems arguing that they are profound and controversial changes that have no direct political benefit. But we can counteract these doubts by providing other clues such as bank statements and utility bills that are more intrusive in people's lives. The governance of digital states has also demonstrated that digital identity is the central focus of the twenty-first century approach, and new technologies have demonstrated their ability to protect privacy and security by alleviating traditional concerns.
- We must reshape government entities to become more capable of keeping pace with the rapidly changing technical world. This must be accompanied by a dedicated ministerial-level leadership for data and digital technologies that operates according to a new model that improves delivery and deliverables.
Practically This means reducing the isolation of government departments and creating multidisciplinary teams that have autonomy to implement actions effectively. Meanwhile, Ministers should not preside over a monotonous hierarchy with fixed tasks as if carved on stone but rather leaders of a niche space and strategy that acts as a link between smaller teams that can be flexibly rearranged.
In this intertwined era, Governments cannot anticipate all the consequences or opportunities in advance, so it is important to move beyond traditional command and control centers and use the power of decentralization and achieve results by continuing to test and experiment. It should be noted that we are keen to preserve many important traditional values, For example, Semi-independent teams remain accountable and overseen by ministers who act as portfolio managers and operate according to key success criteria that support decision-making.
The other example relates to measurable goals, which must not replace any other matter but that States must ensure that they achieve their core objectives. Similarly, The combination of clear visibility and economies of scale – which help align teams and provide the digital infrastructure needed to achieve their goals – and the rotation of powers and reduced interdependencies in the center of government will lead to better service delivery. Finally, Both services and countries should organize their actions to be people-centred, We must not hesitate to support any entity that meets their needs, whether it is from the government, private sector or charitable organizations, as long as we are able to adhere to ethical standards and protect the interests of society.
In conclusion, we must change the approach to applying these values to keep pace with our changing world. This does not mean that we should get rid of the traditional approach altogether, Rather, we should deal with weaknesses in the current architecture, which often stand as obstacles to progress.
