The ministry of the future can unleash the transformative power of government

According to Strategy& Middle East, part of the PwC Network, governments should adopt six capabilities to transform the way they operate to support a transformation-ready government and achieve meaningful and lasting socio-economic impact.

Many governments in the Middle East have formulated national strategies with ambitious goals. If realized, these strategies will have a profound impact and will transform the region economically, socially and technologically. The success of this journey will depend on a properly designed and executed implementation that will have at its core a new type of government, “the ministry of the future”.

“The ministry of the future is client-centric, evidence-based and results-driven,” said Paolo Pigorini, Partner at Strategy& Middle East. “Its operations are digitally powered, collaborative and participatory. Agile and dynamic, it innovates with advanced technologies to anticipate and deliver services.

The report says the ministry of the future should leverage six capabilities, including delivery accelerators, collective and experimental governance, alternative funding and pricing models, smart anticipatory regulations, in-app and collaborative purchasing, and accountability.

Dima Sayess, Partner at Strategy& Middle East and Head of the Ideation Center, said: “The ultimate goal of these six capabilities is to make governance metaphorically invisible, spontaneous help that provides proactive and transparent service throughout life to people and businesses. Each component agency should customize the ministry of the future model to suit its specific mission and the results for which it is responsible. Together, these ministries of the future can enable national transformation.”

Delivery Accelerators

Delivery Accelerators make the ministry of the future agile and entrepreneurial, breaking down the silos that impede efficiency, innovation, and responsiveness. Delivery accelerators include a shift to flatter and leaner organizational structures, sprint projects for innovation, and a “one team” approach to talent management.

Collective and experimental governance

Collective and experimental governance invites citizens, businesses and universities to participate in the design of policies, products and services. It is made possible by participatory budgeting that gives stakeholders a voice in public funding and project choices, urban living labs that allow them to co-design and test government solutions, and crowdsourcing platforms that seek funding. external data, ideas, feedback and funding.

Alternative financing and pricing

Alternative funding and pricing models help the ministry of the future fund projects, reduce budget shortfalls and mitigate risk. These alternative approaches include blended finance that combines public and private finance, “pay for success” impact finance, and dynamic pricing models.

Smart anticipatory regulations

Smart anticipatory regulations enable the ministry of the future to be more responsive and holistic in regulation. Forecasting tools, such as horizon scanning and scenario planning, help identify emerging regulatory needs and compose and test regulations in a timely manner. Regulatory technology uses the power of digital technologies for implementation and enforcement.

Integrated, collaborative and cloud-based purchases

Integrated, collaborative, cloud-based procurement enables incremental changes in public spending. It promotes economies of scale and bidder access by combining and connecting all aspects of procurement into a single shared services model. Cloud-based approaches improve spend transparency and oversight by centralizing procurement planning and management.

Impact-Based Accountability

Impact-driven accountability places the focus of performance on the results that the ministry of the future delivers to its clients. A culture of accountability supports the achievement of clearly defined, customer-focused goals and strategies. Sensing tools, such as social analytics and surveys, support the creation of customer-centric solutions. Customer-centric metrics help assess results and drive improvement.

“The transition to a government fit for transformation requires a willingness to let go of long-established hierarchical structures, leadership models, processes and organizational cultures. This document defines a new framework for government that can deliver innovative solutions, deliver high levels of service and drive national transformation – an action plan for building the ministry of the future,” concluded Strategy& Partner Fadi Adra. Middle East.

About Tammy N. McFarlane

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