Digital Transformation for the Public Sector

In the quinary sector of the economy, which refers to the highest level of the knowledge-based economy that is driven by research, innovation, and technology, the public sector plays a key role in supporting and promoting economic growth and development. The public sector is made up of government agencies, departments, and institutions that are responsible for providing a range of services and benefits to the public, including education, healthcare, social services, and infrastructure.

In the quinary sector, the public sector is responsible for supporting and promoting research and development, and for providing funding and other resources to researchers and innovators. The public sector is also responsible for regulating and overseeing the activities of the private sector, and for ensuring that the interests of the public are protected.

The public sector in the quinary sector is typically made up of government agencies and departments, as well as public institutions, such as universities and research institutions. These organizations are funded through taxes and other public revenues, and they are responsible for providing a range of services and benefits to the public.

Overall, the public sector plays a key role in the quinary sector, as it supports and promotes research and development, and provides a range of services and benefits to the public. It is an essential component of the knowledge-based economy and is critical to the long-term growth and development of the quinary sector.

Methods & Tools

Information architecture
Service design
Information architecture
User experience & interaction design
Agile & Product management
Data & Computer science and engineering

Considerations for use in the public sector

After taking the path of “e-government” and digitisation of paper-based processes, many governments have now shifted focus to a whole-organisation approach to digital—or at least recognised the need.

In many cases, a digital transformation project is likely to implicate many other processes and systems, requiring that digital be considered closer to organisations’ core functions and improve its ability to quickly reconfigure itself. This change is often seized as an opportunity to partially if not integrally redefine the organisation’s main goals, its unique public value, to sunset obsolete and habit-sustained roles and functions and cope with new levels of demands coming from service users and the public.

A specific challenge regarding public sector’s digital transformation involves the ability to hire new types of talent and integrate digital related tools, methods, strategies and culture not only into strategies and plans but also in daily habits. This ability is challenged by the scarcity of talent in specific fields: data analysts and data scientists are often recruited by private companies with more attractive wage offers. The need for new profiles exceeds strictly digital-related jobs, and have to do with new ways of designing and delivering services: from user experience and user interface experts to ideation and strategic vision catalysts, a wide array of skills and expertise play a role. None existed when public administrations appeared; most did not exist five years ago.

transformation on the go!

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