The five trends driving digital government
Vodafone identifies key concerns in the move towards becoming the 'Government of the Internet'
The public sector is currently faced with the twin challenge of delivering smarter services to citizens, while simultaneously reducing operating costs. As a result, government organisations are turning to technology to improve services to citizens, and drive better, more efficient ways of working.
But with GDS (Government Digital Service) already planning to spend £450m on untangling existing systems, it’s not just a case of adding capabilities that innovations like the cloud, IoT and software defined networking (SDN) can unlock, but also reducing complexity.
This demands implementing a fully coordinated programme of digitisation that maximises connectivity, streamlines online services and, via the cloud, turns data, analytics and social listening into cost-effective, convenient solutions fully personalised to user needs and abilities, whether citizens or staff.
What’s more, in an environment like the public sector that can be subject to frequent and rapid change and reorganisation, any digital solutions must be agile and responsive, as well as scalable and easily upgradable.
Five drivers will be key to achieving this and keeping the journey towards becoming the ‘Government of the Internet’ by 2030 on track.
First, the public sector must innovate beyond austerity. After years of cutbacks, it’s vital future investments in technology create long-term value. This requires partners with vision and practical experience in managing large-scale estates, service rationalisation and enabling new ways of working.
Second, delivering agile services will be crucial to enable quick decision making and provide the flexibility to make ongoing changes both before and after launch.
Third, the public sector needs to deliver consumer-grade user experiences. This requires both the latest network technology along with cutting-edge data analytics to better understand citizens and their needs.
Fourth, both skills and strategy must be aligned. Attracting the right talent to bring strategies to life demands that working practices match the expectations of the next generation of employee.
Finally, a truly collaborative working culture must be developed to drive efficiency.