Five Fundamental Causes that Could Change the Game
AUTHOR Ibrahim Albuainain - JULY 2024
ILLUSTRATION BY Ibrahim Albuainain
The concept of digital transformation and automation has been misinterpreted and, to a certain extent, abused, leading government organizations to lose sight of its true meaning. Let me begin by clarifying a few things that do not constitute (in my opinion) digital transformation in 2024. Emails, 24/7 call centers, social media apps for customer service, online applications, computer filing, or electronic correspondence are not true digital transformation if they still heavily rely on human “physical” interventions.
How many times have you submitted a support ticket only to receive a phone call asking you to repeat what you wrote in the ticket? Or how often have you submitted an online application and never had any response at all? Unfortunately, for me I’ve had too many of such incidents that I can’t even recall all of them.
In this blog post I will shed light into some of the reasons behind slow progress or failure of some government organizations towards digital transformation and automation initiatives. These reasons could serve as a starting point for improving the situation and enhancing internal and external e-services and processes within the government sector.
0.1 Lack of ownership of the digital transformation project
In many cases, there is no clear ownership or accountability for digital transformation initiatives within government organizations. Without a designated leader or team responsible for driving the project forward, initiatives can lack direction and momentum. This lack of ownership often results in unclear goals, inconsistent progress tracking, and insufficient resource allocation.
To address these challenges, one possible solution would be designating a Digital Transformation Team responsible for supervising and propelling digital initiatives across the organization. For example, this team should be mandated to put down clear objectives, distribute resources and also involve multiple departments. Again, progress reporting mechanisms should be implemented so that they can track how well things are on course.
0.2 Poor communication of the digital transformation project
Effective communication is crucial for the success of any transformational initiative. However, many government organizations fail to adequately communicate the goals, progress, and benefits of their digital transformation efforts to stakeholders, including employees and the public. This lack of communication leads to misunderstandings, resistance to change, and missed opportunities for feedback and improvement. Unfortunately, organizations often rely on emails and circulars to communicate such significant changes, rather than having the organization's top leader discuss the initiative and underscore its importance in a live event.
ILLUSTRATION BY Ibrahim Albuainain
Tackling such a problem can be through the development of a comprehensive communication strategy that includes regular updates, meetings, and workshops to inform employees and stakeholders about the digital transformation journey. Encourage two-way communication by actively seeking feedback and addressing concerns to build trust and engagement. Setting a definitive date with expected results is crucial.
0.3 Absence of gradual transitioning
Another cause behind the slow progress of government organizations in the digital transformation journey is that digital initiatives are normally imposed with short notice. The absence of a structured transition plan can lead to resistance, confusion, and inefficiencies. Rapid changes can overwhelm employees and users, resulting in lower adoption rates and increased dissatisfaction. Moreover, training is often neglected, employees frequently left with confusing instructional videos.
ILLUSTRATION BY Ibrahim Albuainain
Consider developing a clear and phased roadmap for digital transformation initiatives, starting with smaller pilot projects before scaling up. Engage key stakeholders early in the planning process to identify pain points and prioritize improvements. Provide comprehensive training and support to employees to help them adapt to new technologies and processes gradually. Monitor progress closely and make adjustments based on feedback and performance metrics. Keep in mind that the level of maturity varies between organizations, even within the same country.
04. Users have no channels for feedback
Another issue, connected to the first point in this blog, is the relentless 'ping pong' effect employees experience when attempting to provide feedback or file complaints. Feedback loops are essential for identifying issues, gathering insights, and improving digital services. Government organizations often overlook the importance of establishing effective channels for users to provide feedback on their digital experiences. Without adequate feedback mechanisms, organizations cannot fully understand user needs and preferences, leading to missed opportunities for improvement.
Implement multiple channels for users to provide feedback, such as online surveys, user testing sessions, and dedicated feedback forms on digital platforms. Actively encourage users to share their experiences and suggestions for improvement. Establish a process for analyzing and prioritizing feedback, with clear actions and timelines for addressing issues and implementing enhancements. Regularly communicate updates and improvements based on user feedback to demonstrate responsiveness and build trust.
05. No quality control over the implementation
Ensuring the quality of digital services is crucial for building trust and achieving successful outcomes. However, many government organizations lack robust processes for quality control, leading to subpar implementations and user dissatisfaction. Inconsistent standards, insufficient testing, and inadequate monitoring contribute to the poor quality of digital services.
The most important action of all is to implement a rigorous quality assurance (QA) process for all digital transformation and automation initiatives, including comprehensive testing phases and performance evaluations. Define clear quality standards and benchmarks for digital services, with regular audits and reviews to ensure compliance. Establish cross-functional QA teams to monitor implementation and performance, identifying and addressing issues promptly. Provide ongoing training and support to staff involved in digital projects to maintain high standards of quality and continuous improvement. Sometimes, you simply don’t need to digitize or automate a process if it’s too complicated.
Final Thoughts
government organizations can make significant progress in their digital transformation efforts. These improvements will not only enhance internal and external e-services and processes but also foster trust and satisfaction among employees and users. It's essential to remember that digital transformation is more than a headline; it's a strategic decision and an ongoing journey.
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