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Should the Administration be a driver of innovation for the economic and business system?

While companies and professionals spend much of their efforts on making their growth sustainable by increasing their productivity, public administrations are engaged in a parallel race to provide the former with a suitable environment. While companies are combining technology, analytics and innovation methodologies in their teams, public administrations are doing the same. The former on their products, services and markets, and the latter on their geographic areas and resources.

The 2021-2025 plan for the digitization of public administrations in the most advanced countries sets as its main objective to catalyze a digital transformation that will relaunch economic growth, reduce inequalities, increase productivity and take advantage of all the opportunities offered by new technologies.

To this end, three reform or investment axes and 17 action measures are proposed, which can be summarized as follows:

citizen-oriented: app-based development of at least 50% of public services, improvement of user experience, citizen innovation laboratory...
orientation to management teams: intelligent workstations, cybersecurity, cloud or information management
identification of high-impact areas in which to promote transformative projects: health, justice, employment, inclusion, etc.
extend the process to all administrations at the national, regional and local levels.

At Smartup we have been accompanying public institutions in their digital evolution for 15 years and we know the difficulties faced by the units that address these challenges. It is common knowledge that they need a defined path, a work structure, a certain freedom of transversal movements between areas and a robust system for measuring returns. If this is the case, why do we find significant inequalities in this evolution in comparable administrations?

When we face this question in the private environment, we try to understand its implications and find those success stories to learn from, as we have done in multiple industries. industries, so we consider doing the same in the public sector.

First, we analyzed our more than 20 public projects in these 15 years, We then took part in the CEOE's public-private leadership program, where we spent nine months sharing the problems faced by all types of administrations, and finally, we have just shaped our own work methodology that brings together different phases of approach in three areas: technologies, processes and people.

What objectives have we achieved with this approach for our public clients?

the development of a communication and leadership model for this digital evolution that includes digitization but also analytics and decision making.
a methodology for identifying friction points, modeling them and developing internal capacity for their prioritization.
a systematic analysis of the starting point for the resolution of these frictions and points of improvement through the concatenation of use cases.
finally, a data collection and management system adapted to the decisions with the best return in the different areas of interest of local and regional governments: security, mobility, training, tourism, citizen response, etc.