A broken trail of government digital dreams

Until Australian governments commit to longer term visions, it’s unlikely any of their digital dreams will be achieved.

Last August the centrepiece of the Australian government’s digital dream came to an end. The Canberra Times this week described how “the Turnbull government has quietly killed off one of its biggest plans for ‘digital transformation’; the hugely ambitious gov.au website project”.

The abandonment of the project was an ignominious end of the plans for a Prime Minister who had promised so much at the time of his appointment, and that a cabinet submission would be pulled minutes before it was due to be tabled indicates the convoluted politics behind it.

Bizarrely, that story ran the same day the Federal Treasurer revealed the government would be running a ‘pilot project’ to put more services online as part of their attempts to harness the digital economy.

That the Australian Federal government is looking to run some pilot projects this year is remarkable given twenty years ago, in 1997, the then Prime Minister John Howard announced all appropriate government services would be online by 2001.

Australian taxpayers would be well justified asking what has happened over the last twenty years.

It could be argued that Australian governments are not particularly good at technology projects given ongoing disasters like the current Centrelink debacle, the failure of the 2016 Census and the collapse of the Tax Office’s portal shortly before Christmas.

Probably the main reason for Australian governments’ technology failures is the lack of focus, as shown by the Digital Transformation Office barely surviving one year.

That lack of focus is even more problematic as digital transformation projects are more about changing cultures than revamping technology, often making them a decades-long process.

Without a long term commitment to projects and policies, initiatives such as the Howard government’s 1997 Investing for Growth or Turnbull’s 2015 Innovation Agenda are doomed to failure. Until Australian governments commit to longer term visions, it’s unlikely any of their digital dreams will be achieved.

 

Similar posts:

Risking a digital recession

Europe risks a digital recession as investment and innovation decline

Europe risks heading into a ‘digital recession’ warn Bhaskar Chakravorti and Ravi Shankar Chaturvedi in the Harvard Business Review.

Chaturvedi and Chakravorti base their concerns on the Digital Innovation Index they created that looks at the sophistication and speed of digital change across fifty developed countries.

Most Northern European countries, along with Japan and Australia, were advanced but their rate of adoption was falling risking their economies dropping behind the researchers found.

W150210_CHAKRAVORTI_COUNTRIESBUILDINGDIGITAL1

The solution offered by the authors was for the countries to encourage investment, immigration and exports.

The only way they can jump-start their recovery is to follow what Stand Out countries do best: redouble on innovation and continue to seek markets beyond domestic borders. Stall Out countries are also aging. Attracting talented, young immigrants can help revive innovation quickly.

A striking problem in Europe is the state of e-commerce across the continent where consumers prefer to buy from US based sites than from those of fellow EU countries.

In many of the nations government Austerity policies have also hurt investment while risk averse cultures have discouraged innovation and new business formation.

For Europe, the risks of being left behind are real and with an aging population a fall in living standards is a likely possibility. It would be a shame if the European Union experiment ends up failing due to a digital recession.

 

Similar posts:

Making Chief Transformation Officers work

Business and governments around the world are appointing Chief Transformation, Digital Officers. Do these positions work?

As the scale of technological change facing organisations becomes apparent, managements are appointing Chief Digital Officers to deal with the adjustment. Is this a good idea or just window dressing?

Last week the Australian Federal government became the latest  administration to announce they will appoint an executive to manage the process.

Communications Minister Malcolm Turnbull said the Digital Transformation Office will be charged to co-ordinate the adoption of online services across agencies and state governments.

“The DTO will comprise a small team of developers, designers, researchers and content specialists working across government to develop and coordinate the delivery of digital services,” the Minister’s announcement stated. “The DTO will operate more like a start-up than a traditional government agency, focussing on end-user needs in developing digital services. ”

Minister Turnbull hopes to emulate the UK Office of the Chief Technology Officer which was launched with the intention of delivering streamlined sign ons, simplified government websites and easier access to online services in Britain; although the experience has not been a great success so far.

What’s notable about the UK experience is the CTO came with high level support within cabinet, which gave the agency a mandate within the public service to drive change.

A job without a budget

That the Australian CTO has no budget – its UK equivalent has over £58 million this year – indicates it will not have a similar mandate and will struggle to be little more than a letterhead.

When Digital Officer do have the support of senior executives and ministers, it’s possible to achieve substantial returns. Vivek Kundra, former Chief Information Officer in the Obama administration described to me in an interview two years ago how his office had created a dashboard to monitor government IT projects.

Kundra learned this lesson from his time as the US Government’s CIO where he built an IT Dashboard that gave projects a green, yellow or red light depending upon their status.

Some of these government projects were ten years late and way over budget, the dashboard gave the Obama administration the information required to identify and cut over $3 billion worth of poorly performing contracts in six months.

This is low hanging fruit that a well resourced group with the support of senior management can drive.

Looking beyond end users

A concern though with these CIO positions is they are only looking at part of the problem with the UK, US and Australian teams all focusing on end-users.

While no-one should discount the need for easy to use online services for customers or government users; digital transformation has far greater effects on private and public sector organisations with all aspects of business being dramatically changed.

In Germany a survey last year by management consultants PwC found eighty percent of manufacturers expected their supply chains would be fully digitised by the end of the decade, almost every industry can expect a similar degree of change.

The risk for CTOs focused on how well websites work is they may find the digital transformation within their organisations turns out to be the greater challenge.

Indeed it may well be the whole concept of Chief Transformation, or Digital, Officers is flawed as digital transformation is pervasive; it affects all aspect of business through HR and procurement to management itself.

Passing the buck

The great risk for organisations appointing a CTO or CDO is that other c-level executives may then believe those individuals are responsible for the effects of digital transformation on their divisions.

While Chief Digital, or Transformation, Officers can have an important role in keeping an organisation’s board or a government aware of the opportunities and challenges in a rapidly changing world, they can’t assume the responsibilities of adapting diverse businesses or government agencies to a digital economy.

Done well with proper resources and management buy in, a good CTO could genuinely transform a business and be a catalyst for change.

Regardless of the responsibilities a CTO or CDO assumes within an organisation, for the role to be effective the position needs the full support of senior management and adequate resources.

If a company or government wants to pay more than lip service to digital transformation then a poorly resourced figurehead is needed to drive change.

Similar posts:

Managing your digital estate

What happens to our social media and cloud accounts when we pass away?

Everyone who goes online leaves “digital footprints“, a trail of the things we’ve done on the web. When you pass away, what happens to those status updates, comments and documents you’ve left on the Internet?

Dealing with the passing of a loved one is always difficult but today we have an added complexity of dealing with the online problems of social media sites suggesting people still “like” the deceased or valuable documents locked into cloud computing services.

With more of us storing information into cloud computing services, having important data locked away becomes a real risk and how online storage or software companies deal with deceased estates becomes important.

Online services don’t have a standard way of dealing with the data of someone who has passed away, here’s a quick sampler of some of the different policies.

Facebook

The social media giant has the easiest way to manage a deceased’s profile, simply fill in a form and swear you’re telling the truth. Facebook will then “memorialize” the account.

“Memorializing” is an interesting way of dealing with user’s passing. Rather than deleting the account, Facebook will lock out everyone but friends who are still able to post to the deceased’s wall. In some aspects, this is quite an elegant solution.

LinkedIn

One of the features of LinkedIn is that it gives upfront suggestions of who should be in your network. If you’re a heavy user of the service, you’ve almost certainly encountered a suggested contact that is either inappropriate or distressing so the stakes for LinkedIn in keeping their contacts up to date is high.

LinkedIn’s process of dealing with a deceased’s passing is an email to customerservice@linkedin.com with the word “deceased” in the subject line. You need to give some details on the user’s passing and their account.

Google

With Google offering both social and cloud computing services, they are probably the most important service of all. Google’s requirements for handing over account details are rightly stringent.

Google’s procedure for deceased accounts involves the person first reporting the user’s passing to identify themselves first. Interestingly this has to be done by post.

Twitter

Like Google, Twitter requires anyone reporting a user’s death to mail proof of identity along with a death certificate. Once they are satisfied the user has passed away, they will deactivate the account.

PayPal

“When contacted in regards to a deceased estate we move quickly and with respect to close the customer account.  Our policy and process is similar to many large financial institutions including banks  When PayPal is notified that an account holder is deceased immediate steps are taken to suspend the account to prevent any unauthorised transfers from the account. 

To close the account of someone who has died, PayPal needs to be sent paperwork including; details of the Executor of the Estate and a copy of the death certificate for the account holder. The documentation is reviewed and, once authenticated, the account is closed. If there are funds in the PayPal account, then these will be issued to the Executor of the Estate. 

With bankrupt estates we refer this directly to our legal team who deal with them on a case-by-case basis and take action according to the instruction provided by the person or company handling the bankruptcy.

Apple

No specific policy, the company recommends “customers needing guidance in relation to a deceased estate contact iTunes support at http://www.apple.com/support/itunes/contact/“.

Amazon

No clear policy. The company has been approached for comment.

Digital estate management services

There’s a number of services which help manage digital identities after someone passes away. Mashable reviews a number of these.

Sharing passwords

One simple solution is to share passwords with your next of kin, but that is a horrible security risk which isn’t recommended.

A slightly different solution is to split passwords in two and give half to different people, that still has risks and can get complex.

Probably the biggest problem with passwords is they change. Even if you write the password in your will or share it with trusted loved ones there’s a good chance it may have changed in the meantime.

Central email accounts

Probably the easiest, albeit still risky solution, is to have all online services pointing to one email address. almost every service has a “recover my password” feature which an executor or loved one with access to the central address will be able to recover most account login details.

Should everything else fail there are the courts and every major online service will obey a properly executed legal order although anything involving lawyers invariably ends up messy, difficult and expensive so that course should be the last resort.

As with everything online, balancing security, convenience and privacy is a difficult task for both individuals and companies. It’s not made better by the distress and grief when someone passes away.

Ideally we’d all plan these things and it would be easy on our loved ones although things often don’t turn out that way. It’s as true online as in any other aspect of life.

Similar posts:

Digital art is more than iPod wielding basket weavers

What is the future for the arts in the digital economy?

This is a transcript of the digital arts opening keynote for the Digital Culture Public Sphere conference discussing the Australian government’s cultural strategy.

Thank you Senator Lundy. A little bit more about me, as well as being a writer and broadcaster on change I spent 18 months with the NSW Department of Trade & Investment setting up the Digital Sydney project.

Digital Sydneyis a program designed to raise the profile of Sydney as an international centre of the digital media industry.

One of the problems with Digital Sydney was that it was very inner Sydney centric and this is a perennial question we face as to where does Australian culture, and art, spring from? The first idea I’d like to throw to the room is that ‘digital’ frees us from many narrow geographic boundaries.

When we add the term ‘digital’ we hit another problem, that almost every aspect of our lives – be it in art, business or our personal lives – is being affected in some way by the Internet and digitalisation. In reality all art is becoming ‘digital’ in one way or another.

As broadband becomes more pervasive, particularly as the National Broadband Network is rolled out, we’ll see art and the creative industries become even more digitised.

In many ways we are today at the point in history not too dissimilar to that our great grandparents found themselves a hundred years ago. In 1911, our forebears couldn’t imagine the massive changes the century ahead would bring and we’re in a similar position in the first decades of the digital century.

The first half of the Twentieth Century saw radio start a cultural shift which was accelerated in the second half as television radically changed and redefined our culture. Today the Internet is doing exactly the same in ways none of us quite understand.

Given the massive disruption and technical advances we’re going through we need to be cautious about being too prescriptive as we can’t foresee many of the new technologies that will become normal to us over the next decade.

This provides a challenge for government agencies supporting the arts as the established gatekeepers such as galleries, production studios and regional organisations become less relevant as the means of distribution evolve and become easier to access.

We’re already seeing the traditional model of government support to big producers; be they factories, movie producers or games studios suffering as economic adjustment undermines many of their business model. The old economic development models are becoming irrelevant as history overtakes them.

It may well be that the role of governments over the next decade is to create a framework that allows new mediums, creation tools and distribution channels to develop.

One area we should be careful of when looking at the digital future of the arts is not to follow the UK’s Digital Economy Act where the protection of existing rights holders took precedence over the creative process.

It is important that governments create legislative frameworks that balance the rights of all stakeholders, consumers and new content creators with the objective of encouraging new works and innovations to evolve.

In an Australian context we need to acknowledge and develop our diverse population and the opportunities this presents. Our indigenous and immigrant communities with their artistic and cultural traditions give our national economy advantages that many other countries lack, this is one thing I regret I wasn’t able to push more in my role with the NSW government.

Education is another critical area, this isn’t just in the arts but right across Australian society and industry as new entrants into the workplace are expected to spring forth with the skills making them as productive as experienced workers, this is clearly a flawed idea, particularly when many of the tools business expects students to be skilled in weren’t invented when the students started their studies.

Over the next decade we’ll also have to confront one of the great Twentieth Century conceits; that artists are a separate breed from scientists, Engineers and business people.

Prior to the beginning of the last Century it was accepted a tradesman or inventor could also be an artist and this damaging idea of silos between creative and so called ‘real’ industries, suited only to a brief period of our mass industrial development, will have to forgotten. This will be a challenge to our governments, educators and training providers.

The digital arts are not about iPad wielding basket weavers, they about giving today’s workforce the creative tools and flexible, imaginative thinking to meet the challenges our mature, high cost workforce faces in a world where the economic rules are changing as fast as our technology.

We have a great opportunity at events like today to determine how we as a nation will benefit from the next decade’s new technologies that will change our arts communities and society in general.

The great challenge to policy makers will be dealing with the rapidly changing and evolving world that the digital economy has bought in the arts, in business and in society in general.

Today I’m sure we can bring together ideas on how we, and our governments, can meet these challenges.

Thank you very much Senator Lundy, Minister Crean and Pia Waugh for giving the community an opportunity to contribute to the development of this valuable policy.

Similar posts: