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Transforming governments through digital technologies. Five factors that influence change

Canada Survey Data Analysis Public Sector Research Group

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Transforming governments through digital technologies. Five factors that influence change

  1. 1. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. DIGITALGOVERNMENT TRANSFORMATION Canada Survey Data Analysis Public Sector Research Group October 2015
  2. 2. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. Early Developing Maturing OVERVIEW-CANADA Top driver Citizen demands Top 3 barriers 1. Too many competing priorities 2. Lack of an overall strategy 3. Insufficient funding Insights • Citizen demand is the primary driver of transformation, 94 percent agencies also identify improving citizen experience as an objective of organization’s digital strategy, but only 7 percent say citizen engagement in co-creation of digital services is high • Not a single organization reported that they were ahead of the private sector in terms of digital capabilities. • Most agencies find procurement of digital services challenging Maturity Digital Maturity Rating 25% 26% 64% 60% 11% 13% Canada (n=61) Global (n=1202) Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. OVERVIEW-CANADA Top 3 barriers 1. Too many competing priorities 2. Lack of an overall strategy 3. Insufficient funding Top driver Citizen demands • Citizen demand is the primary driver of transformation, 94 percent agencies also identify improving citizen experience as an objective of organization’s digital strategy, but only 7 percent say citizen engagement in co-creation of digital services is high • Not a single organization reported that they were ahead of the private sector in terms of digital capabilities. • Most agencies find procurement of digital services challenging Maturity Insights 25% 26% 64% 60% 11% 13% Canada (n=61) Global (n=1202) Digital Maturity Rating Early Developing Maturing
  3. 3. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. View digital technologies as an opportunity Increased investment in digital initiatives in the last fiscal Don't know Disagree Neither agree nor disagree Agree READINESSANDRESPONSE Have a clear and coherent digital strategy? Global 46% Canada 36% Objectives of digital strategy % agree 1. Improve customer/citizen experience and engagement, and transparency 94% 2. Increase efficiency 90% 3. Create or access valuable information or insights to improve decision making 78% 4. Create or access valuable information or insights for innovation 78% 5. Fundamentally transform our organization processes and/or organization model 69% 53% say that digital trends are improving their organization’s ability to respond to threats and opportunities 78%say their digital capabilities are behind the private sector Digital opportunity vs investment 36% confident globally 37% satisfied globally 82% 90% 44% 51% Global Canada 2% 42% 31% 28% 34% 30% 33% Satisfied with organiation's current reaction to digital trends Confident about organization's readiness to respond to digital trends Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. 82% 90% 44% 51% Global Canada Digital opportunity vs investment View digital technologies as an opportunity Increased investment in digital initiatives in the last fiscal Have a clear and coherent digital strategy? Global 46% Canada 36% Objectives of digital strategy % agree 1. Improve customer/citizen experience and engagement, and transparency 94% 2. Increase efficiency 90% 3. Create or access valuable information or insights to improve decision making 78% 4. Create or access valuable information or insights for innovation 78% 5. Fundamentally transform our organization processes and/or organization model 69% 53% say that digital trends are improving their organization’s ability to respond to threats and opportunities 78%say their digital capabilities are behind the private sector 37% satisfied globally 36% confident globally 2% 42% 31% 28% 34% 30% 33% Satisfied with organization's current reaction to digital trends Confident about organization's readiness to respond to digital trends Don't know Disagree Neither agree nor disagree Agree READINESSANDRESPONSE
  4. 4. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. 39% 42% 40% 46% 53% 59% 36% 39% 41% 46% 52% 72% User experience design Business acumen Collaborative processes Technological savviness Entrepreneurial spirit Agility Canada Global 34% 30% 33% 23% Global Canada Empoyees have sufficient skills to execute organization's digital strategy Organizaion provides opportunities and resources to obtain the right skills Yes, 51% Global Yes, 57% Canada LEADERSHIP,WORKFORCEANDSKILLS 95%find workforce and skills to be a challenging area to manage in their organization’s transition to digital 54%say that leadership understands digital trends and technologies 39%say that their leaders have sufficient skills to lead the organization’s digital strategy Digital skills vs investment in workforce Does a single person or group have the responsibility to oversee/manage your organization’s digital strategy? Workforce-skills lacking Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. 39% 42% 40% 46% 53% 59% 36% 39% 41% 46% 52% 72% User experience design Business acumen Collaborative processes Technological savviness Entrepreneurial spirit Agility Workforce-skills lacking Canada Global 95%find workforce and skills to be a challenging area to manage in their organization’s transition to digital 54%say that leadership understands digital trends and technologies 39%say that their leaders have sufficient skills to lead the organization’s digital strategy 34% 30% 33% 23% Global Canada Digital skills vs investment in workforce Empoyees have sufficient skills to execute organization's digital strategy Organization provides opportunities and resources to obtain the right skills Does a single person or group have the responsibility to oversee/manage your organization’s digital strategy? Yes, 51% Global Yes, 57% Canada LEADERSHIP,WORKFORCEANDSKILLS
  5. 5. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. Don't know Low Neither high nor low High Others Federal/central government directives Cost and budget pressures Customer/citizen demands Improving, 78% Global Improving, 84% Canada CUSTOMER/CITIZEN-FOCUS 84%say that digital technologies and capabilities enable employees at their organization to work better with customers/citizens 94%say improving customer/citizen experience and transparency is an objective of their organization’s digital strategy How are digital trends impacting your organization’s customer/citizen service quality? What is the biggest driver of digital transformation? What is the level of customer/citizen involvement in co-creating digital services for your organization? 16% 11% 55% 53% 22% 23% 7% 13% Canada Global 37% 64% 38% 24% 14% 11% 12% Global Canada Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. 84%say that digital technologies and capabilities enable employees at their organization to work better with customers/citizens 94%say improving customer/citizen experience and transparency is an objective of their organization’s digital strategy How are digital trends impacting your organization’s customer/citizen service quality? 16% 11% 55% 53% 22% 23% 7% 13% Canada Global Don't know Low Neither high nor low High 37% 64% 38% 24% 14% 11% 12% Global Canada What is the biggest driver of digital transformation? Others Federal/central government directives Cost and budget pressures Customer/citizen demands Improving, 78% Global Improving, 84% Canada What is the level of customer/citizen involvement in co-creating digital services for your organization? CUSTOMER/CITIZEN-FOCUS
  6. 6. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. Don't know Degrading Neither improving nor degrading Improving Don't know No Yes we have been more willing to experiment with an agile, fail fast, fail quickly approach Great extent 5% Moderate extent 18% Small extent 35% GlobalModerate extent 4% Small extent 47% Canada CULTURE-INNOVATION,COLLABORATION,OPENSOURCE,AGILE 89%find culture to be a challenging area to manage in their organization’s transition to digital To what extent does your organization use open source technology to deliver digitally transformed services? 69%say that digital technologies and capabilities enable employees at their organization to work better with other employees Is the transition to digital altering your organization’s attitude towards risk? Digital trends are changing these dynamics within my organization: 67% globally say digital trends improve collaborative culture 65% globally say digital trends improve innovative culture 2% 2% 2% 4% 22% 22% 73% 71% Innovative culture Collaborative culture 28% 27% 46% 33% 26% 40% Global Canada Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. 2% 2% 2% 4% 22% 22% 73% 71% Innovative culture Collaborative culture Digital trends are changing these dynamics within my organization: Don't know Degrading Neither improving nor degrading Improving 89%find culture to be a challenging area to manage in their organization’s transition to digital 28% 27% 46% 33% 26% 40% Global Canada Is the transition to digital altering your organization’s attitude towards risk? Yes No Don't know 67% globally say digital trends improve collaborative culture 65% globally say digital trends improve innovative culture To what extent does your organization use open source technology to deliver digitally transformed services? 69%say that digital technologies and capabilities enable employees at their organization to work better with other employees Great extent 5% Moderate extent 18% Small extent 35% GlobalModerate extent 4% Small extent 47% Canada CULTURE-INNOVATION,COLLABORATION,OPENSOURCE,AGILE
  7. 7. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. Canada Global Don’t know 4% In-house 4% Mixed (in- house and contracted model) 90% Outsourced 2% PROCUREMENT 87%find procurement to be a challenging area to manage in their organization’s transition to digital 71%say that government procurement needs to change significantly or very significantly to accommodate digital transformation 27%say that they are satisfied with the community of vendors that currently serves the digital government marketplace Top 3 obstacles to better procurement practices in the digital age Canada Global 1. Rules/regulations 1. Rules/regulations 2. Lack of flexibility 2. Lack of flexibility 3. Procurement skill sets 3. Procurement skill sets Development of digital services In what ways does procurement need to change to enable digital transformation? 19% 10% 21% 20% 31% 45% 8% 15% 16% 25% 28% 51% More open to small and medium-sized companies Shorter contract periods Less control from the center Modular development Less restrictive terms and conditions Agile development process Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved. 87%find procurement to be a challenging area to manage in their organization’s transition to digital 71%say that government procurement needs to change significantly or very significantly to accommodate digital transformation 27%say that they are satisfied with the community of vendors that currently serves the digital government marketplace Top 3 obstacles to better procurement practices in the digital age Canada Global 1. Rules/regulations 1. Rules/regulations 2. Lack of flexibility 2. Lack of flexibility 3. Procurement skill sets 3. Procurement skill sets 19% 10% 21% 20% 31% 45% 8% 15% 16% 25% 28% 51% More open to small and medium-sized companies Shorter contract periods Less control from the center Modular development Less restrictive terms and conditions Agile development process In what ways does procurement need to change to enable digital transformation? Canada Global Don’t know 4% In-house 4% Mixed (in- house and contracted model) 90% Outsourced 2% Development of digital services PROCUREMENT
  8. 8. Deloitte Digital Copyright © 2015 Deloitte Digital LLC. All rights reserved.

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