Digital Potholes

There is absolutely no initiative that takes place without having significant merits. If it weren't for these resounding aspiration endeavours, it would simply be a fool's folly that would never become a reality. The pursuit of digitisation is a case in which ambitions become rich with opportunistic goals to be achieved. However, the endeavour runs into major issues when we create digital solutions without proper consideration for present conditions and their effect on transitioning.

A success path starts with an understanding of where we are. This is only sometimes obvious, and the general leaning is toward superficial reality conditions. Digital consideration begins with an honest realisation that we are moving from a data processing model, whether manual, automated or a hybrid, to one heavily vested in cohesion. 

Where not to start

Starting is to be timely, and this pertains to each discrete formation of a digital solution. Purposeful restraint amid robust enthusiasm is necessary. First and foremost, we must comprehensively examine present data processing solutions to understand the landscape fully. The commonplace pillars of separated processes are an all too unfortunate condition in these legacy models. In a recent case (for the government), we saw that the interaction between revenue taxation units and other units (pension, health, etc.) was independently isolated. This leads citizens to apply at each discrete organisation and receive discrete identification. The lack of cohesion produced duplicity and created a challenging situation for later cohesion. This led to time consumption and duplication that made the potential for errors. Digitisation would have resulted in less duplication, reducing security risk, providing cohesive coordination of services, and offering time efficiency to the citizen customers.

These types of hurdles take work to overcome. Tradition and turf ownership threatens digitisation and produces a high potential for creating GIGO (Garbage-In-Garbage-Out). These separation pillars are not exclusive to the government and exist in every NGO (Non-Governmental-Organisation) enterprise. Additionally, relationship contention produces an unnecessary and highly contentious atmosphere surrounding information and operational ownership. This creates issues involving data and the technical structure and management of information. Digitisation efforts were not the first time we saw this particular issue arise. It was prevalent with introducing and deploying ERP (Enterprise Resource Planning) system solutions. This parallel situation also presented the need for the sanitisation of data and the refinement of data structures that reflected the first step towards inclusive optimisation.

The next

We are still at the stage of digital development but are close. Assuming that we weathered the trials and tribulations of the 'start,' we are ready to conceptualise and prioritise a digital design framework. Unlike data processing modelling, a digital design framework encompasses a much broader mind's eye towards that of the entire digital audience. The simple needs of the enterprise may reflect significant hurdles for customers. Some of us have already experienced the barriers in sharing personal digital documents and the cumbersome nature of various interactions (including partial interactions). One such example was in a nationwide Covid immunisation system that was producing incomplete records and, despite providing necessary proof, was routinely remiss that required human administration involvement. The fallout was delays and unnecessary intervention, all of which run counter to the ambitions of digitisation (not to mention that it raises questions of authentication integrity).

The deep dive into digitisation not only involves a review of present automation but also requires a comprehensive examination of manual services and absent opportunities that exist. The quality of these efforts is evident in the digitisation deployment. In a recent case, a regulatory body was involved with the application for services that were initiated online but subsequently required supplemental hard documents (some that were actually a repeat of the digitisation process itself). This situation created unnecessary effort and reflected lingering practices. Was it necessary or simply a carryover from years of dependency on disconnected authenticated paperwork?

While people's interests and innovation continue to grow, compelling challenges remain.

Digital tentacles

The venture into the real realms of digitisation will present the realisation that the endeavour is far more reaching than what our commonplace data process thinking involves. Simplistically speaking, the reach goes deep across many disciplines and application resources. As previously mentioned, we are no longer presented with the luxury of soft isolation pillars and now must consider cohesion between digital services and their asset resources. For example, we recently experienced a client case in which there were concerns about data privacy, ultimately leading to the question of security. Although present security was respectable, advancing to a more progressive digital state opened the door. On one side, access to the digital environment requires access by a broader audience; it also bears the potential to traverse the environment somewhat freely. Digital barriers were formed to counteract these situations, but this presented countless problems ranging from latency to excess credential confirmation. After careful consideration, it was determined that a role-based paradigm would be required that not only limited access but the authorities that the role might have. But in addition, role duplicity needed to be curtained to avoid the acquisition of cumulative privileges.

Aside from security, additional digital management services require consideration and often discrete attention, including repository management and dispersion, technology provisioning, interruption control and recovery coordination, and universal naming conventions. This is an example that does not comprehensively represent the impact that digitalisation influences. Orchestrated coordination will be necessary to deploy changes and transition therein.

Conclusion

Digitisation is not a fool's folly. It is a serious and hard-earned pursuit that will require the deployment of a broad talent pool. In most cases, our experience may serve as a solid base to start but let us not be misled that there will be many aspects we have never dealt with. Digitisation is more than deploying technology. It is the creation of a pervasive paradigm that some might liken to a robot or a precursory step on the road to AI (artificial intelligence). We must consider this situation with great care and intention, not because of predictive speculation but because digitisation creates a significant operating burden. Volumes increase, interaction elevated, but a more considerable number of people start to grow knowledge that produces varied interests. The interest may be in added needs, curiosity, and even questioning contentions that would have only been seen when the occurrence transpired.

The question is about who will drive the effort, and if not a driver, how will it affect me as a recipient? This can only be answered by the digitisation effort of the whole community, from the government to SMEs (Small-Medium Enterprises). Therefore, it's time to do away with the fanfare proclamations and start the construction of a digitalisation blueprint. This formed paradigm will help to guide grassroots efforts and further the maturing of digital endeavours.

A banner for Digital Services may be flying high above your enterprise but be sure that it's reputable and a testimony to your enterprise.

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About the Author

Jerry Durant is Chairman and Founder of The Clarity Group Global an established advisory consultancy committed to technological and organisational advancement. Clarity Group also is engaged in various progressive ventures involving challenged enterprises recovery, intelligent philanthropic investments and greenfield research.