Digital transformation is a cornerstone of economic and social development. When governments get digital policy right and create conducive environments for efficiency, transparency and innovation, citizens reap the benefits.

They spend less time in lines, develop trust and confidence in government institutions, and gain access to better opportunities and services.

To achieve these outcomes, countries are increasingly investing in digital public infrastructure. This includes digital identification, payments and data exchanges, with the goal of achieving interoperable digital systems that talk to each other and enable cross-government coordination.

The time for fragmented, standalone digital solutions has passed. Instead, a strategic and coordinated approach, and one which addresses the critical enablers of policy and regulation, trust and skills, is needed.

Advancing this alignment and systematic approach to digitalization requires strong institutional governance and leadership, to provide clear direction and showcase commitment.

Without this, efforts to digitalize government are likely to fail because of bureaucratic inertia, lack of coordination and fragmented implementation, and resistance to change.

The establishment of a dedicated or lead agency that is empowered to coordinate digital across government, with clear mandates, targets and outcomes is key.

For instance, in Singapore the Smart Nation Digital Government Group and the Government Technology Agency (GovTech) were set up in 2014 under the Prime Minister’s Office.

This gave the effort the legitimacy and oversight needed to push forward the reforms and convene and align all government agencies towards a unified vision for digital.

In Tajikistan the Agency for Innovation and Digital Technologies was set up with the aim of driving a coordinated approach to digitalization across government.

In India, the Ministry of Electronics and Information Technology drives the Digital India program, which has been the flagship government digitalization program since 2015. This includes the management and development of the Aadhar digital identity system, DigiLocker and other foundational digital public infrastructure efforts.

With leadership commitment in place, adopting a phased and sequenced approach to digital transformation is the next important activity, especially in resource-constrained environments, where governments have limited institutional capacity.

The time for fragmented, standalone digital solutions has past.

A phased approach allows the government to prioritize easy wins and work with public institutions which are more receptive and ready for reform. Integration of existing and ongoing digital efforts with the new plans and approaches, will also need to be considered.

Singapore’s Digital Government Blueprint issued in 2018 and the subsequent national digital plans and policies provided a clear pathway and strategy, ensuring all agencies and ministries always know what to expect and their roles and responsibilities.

Identifying lighthouse digital services, particularly in the banking and social protection sectors, education and health, and easing challenges of doing business drive adoption and build trust in the government’s digital efforts.

India’s unique identification system, Aadhar, initially kicked off to streamline welfare systems and social benefits payments in a transparent and simplified manner, reducing the need to show proof of identity and address leakages.

This early success paved the way for digital identity checks, online payments, and business registration, and now connects many public and private digital services.

Having a structured plan also helps to identify what already exists and works well within government and ensure that these systems are migrated effectively to avoid disruption of activities.

The next step is to set up basic laws and policies that make it easier for governments to use and expand digital systems. These include:

Network connectivity: High-speed, affordable and ubiquitous internet connectivity is the basis for inclusive digitalization. Reforms related to the liberalization of telecoms and digital infrastructure, infrastructure sharing, and the strengthening of universal service and access mechanisms underpin these programs.

Data governance, protection and interoperability: Public institutions typically resist sharing data. Digital data sharing efforts may be met with scepticism and reluctance if questions on ownership, control, data handling and storage are not addressed. The relevant institutional, policy and regulatory reforms must be managed early on for long-term success in data-driven governance and whole-of-government integration.

Safeguarding citizen data must be prioritized to build and maintain public trust. A single data breach and the government’s response can shape public perception on administrative competence. Embedding these standards and protocols into every system from the outset will help mitigate risks and enhance resilience.

Capacity development and skills: To support digitalized public service delivery, a comprehensive digital competency framework should be developed targeting all levels of government. This includes basic and advanced digital skills to build awareness on privacy, security, and develop skills so civil servants can use digital tools meaningfully and effectively.

Procurement and vendor management: Traditional government procurement processes are often mired in layers of bureaucracy and delays. Agility and flexibility in technology procurement so that systems can stay fit for purpose and be upgraded easily, will be important given how quickly technology is evolving.

A unified and well-governed approach to digitalization offers the clearest path forward. By aligning leadership, investing in skills, and building public trust through secure and interoperable systems, countries can ensure that digital transformation strengthens both governance and opportunity for all.