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The economic and social upheaval caused by the pandemic has triggered a shift in consumer behavior and expectations. Customers’ changing needs and growing reliance on digital solutions are reshaping their interactions with private as well as public sector organizations.
This driver, along with other major emerging market forces, is accelerating government technology transformation efforts globally and further driving digital concepts in the public sector at the front, middle and back offices.
Citizens want to consume services with an intuitive, user-friendly and omni-channel experience that is convenient, easy and available 24/7. This drives governments to improve the design of public services through e-government and citizen-centric digital solutions.
According to UAE business partner Mohamad Majid KPMG, technology offers governments the opportunity to transform the experience of their citizens. To that end, successful returns depend on four key pillars – people and culture, technology, data and networks.
technology
Governments are investing in improving their digital infrastructure and transitioning to cloud-native solutions by adopting a “cloud-first” policy. These investments are aimed at developing a government-wide front-end and back-end electronic platform that facilitates the deployment of digital platforms that help governments design and deliver faster omnichannel experiences to the public.
Upgrades to digital infrastructure allow governments to test innovative approaches to service delivery through new technologies such as Metaverse and Web 3.0.
data
Governments view data as a key asset for planning, delivering and even forecasting public services. Governments see interagency data sharing as a necessity, which has prompted them to develop a more coordinated approach to data storage, analysis and reporting through cross-government data infrastructures.
This data is accelerating the deployment of artificial intelligence and automation use cases that are changing the way government services are delivered at a faster rate and at a lower cost.
Further reading: Build a data management cornerstone to drive digital transformation.
network
Protecting critical infrastructure and confidential data is imperative. Phishing, ransomware and personal data theft are major threats to any organization. These can affect the organizational reputation and customer trust of public agencies, and prompt governments to embed cyber resilience and data privacy as design principles into digital services.
people and culture
The government requires leaders to embody “digitalization” in all aspects of public service delivery, rather than just investing in digital projects and initiatives. People are at the heart of digital transformation, and “digital leaders” create a culture by becoming active change agents, guiding their organizations through new, agile organizational structures, upskilling, and governance, with an “outward” focus on citizens’ journeys and needs.
Further reading: UAE is 3rd largest region in the world for organisational change readiness.
Take the UAE as an example
The UAE government is leading the digital journey, with 40% of the UAE population using government digital services more than once a week. A contributing factor is the continued government investment in digital strategies and digitization initiatives at the federal and local levels.
Dubai’s paperless strategy or Abu Dhabi’s TAMM e-government platform are examples of digital initiatives that support digital-first services and internal processes.
critical success factors
A customer-centric mindset is critical when considering public service design. The needs of a country’s citizens and residents and the personalization of these services to their preferences is necessary to ensure an automated yet engaging customer experience.
Second, build strategic partnerships with the private sector to accelerate digital efforts by introducing proven technology solutions to overcome interoperability barriers and foster continuous innovation.
Finally, a robust governance model with clear risk management mechanisms, as well as a client-centric measurement framework, will ensure that digitalization efforts are prioritized in budget dialogues and well-coordinated across government agencies.
About the author and KPMG
Mohamad Majid is a partner at KPMG in the UAE and a member of the Digital & Client Transformation practice. He joined the company in 2014 and has extensive experience in project delivery in the UAE, Saudi Arabia, other countries in the Middle East, Europe and Africa.
Founded in 1973, KPMG Habay has approximately 1,780 employees, including more than 190 partners and directors, in offices in Abu Dhabi, Dubai and Muscat.
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