Case Study: Australian Government Data and Digital Strategy

Preapred By

Jannat FERDOUS

ID# 48314145

Date: 14 April 2024

Prepared by: Jannat FERDOUS(ID#48314145

Executive Summary

Overview

The Australian Government has developed a comprehensive Data and Digital Government
Strategy to modernize public services by 2030. This strategy integrates data and digital
innovations to enhance service delivery, ensuring that government operations are secure,
inclusive, and efficient. The strategy is underpinned by five core missions: Delivering for All
People and Business, Simple and Seamless Services, Government for the Future, Trusted and
Secure, and Data and Digital Foundations.

Key Strategies and Innovations

Delivering for All People and Business: This strategy focuses on inclusivity and
co-design, utilizing data to bridge the digital divide and cater to diverse needs.
Simple and Seamless Services: Emphasizes a digital-first approach, scalable
architecture, and a 'tell us once' principle to streamline interactions.
Government for the Future: Integrates emerging technologies and modernizes
investments to prepare for future challenges.
Trusted and Secure: Enhances cybersecurity and privacy through legislative updates
and robust frameworks.
Data and Digital Foundations: Manages data as a strategic asset, developing a
digitally proficient workforce to boost the digital maturity of the public sector.

Implementation and Innovations

Prominent undertakings encompass the expansion of the Digital ID system, the improvement of
the myGov platform, and the implementation of the Data Availability and Transparency Act
(DATA) Scheme. These initiatives are crucial for leveraging data and technology to improve
policymaking and governance.

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Socio-Technical Considerations

The significance of harmonising digital tools with the human and organisational dimensions of
their execution is acknowledged by the strategy. This includes a focus on user-centric design
and co-design principles, acknowledging the role of social structures and culture in technology
adoption.

Critical Analysis

The strategy effectively integrates technology with business strategies to enhance service
delivery and addresses the need for adaptive and inclusive design. However, it requires
continuous evaluation and adaptation to ensure it remains effective and relevant.

Recommendations
Enhance Digital Literacy: Increased investment in digital literacy programs will help
bridge the digital divide and boost citizen engagement.
Continuous Evaluation and Adaptation: A robust framework for ongoing
evaluation will help adapt strategies based on feedback and emerging trends.
· Strengthen Interagency Collaboration: Enhanced collaboration among agencies will improve data
sharing and service delivery, maximizing the impact of digital initiatives.
·
Conclusion
The Australian Government's Data and Digital Strategy provides a strategic roadmap for
transforming public service delivery through digital and data innovations. With a focus on
security, inclusivity, and integration with business objectives, the strategy lays a solid
foundation for future developments. However, for the strategy to be fully effective, continuous
monitoring, adaptation, and a focus on digital literacy and collaboration are essential.

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Introduction - Background and Context

In the pursuit of public sector modernisation by delivering simple, secure, and connected public
services for all people and businesses through world-class data and digital capabilities, the
Australian Government's Data and Digital Government Strategy has presented a transformative
roadmap leading up to 2030. It's a concerted effort that recognises the burgeoning role of data
and digital technology in the day-to-day lives of citizens and businesses alike. It encompasses
the broader objectives of the Data and Digital Government Strategy and is instrumental in
detailing the specific actions and initiatives that will lead to achieving this vision. The strategy is
articulated through five missions - Delivering for all people and businesses, Simple and
seamless services, Government for the future, Trusted and secure, and Data and digital
foundations- bolstered by enablers like capability development, governance, cybersecurity, and
strategic investment. These serve as guiding principles for the transformation agenda.
The data and digital implementation plan represents the government's commitment to
harnessing world-class data and digital capabilities to deliver secure, simple, and connected
public services for both individuals and businesses. This strategy is not simply a response to the
evolving digital landscape, but a proactive blueprint designed to ensure that government
services remain accessible, secure, and efficiently interconnected in the digital era.

Business Strategy and Digital Innovations

The Australian Government's Data and Digital Government Strategy outlines a comprehensive
business strategy focused on transforming public service delivery through the integration of
data and digital innovations. The strategy is built by focusing upon five core business strategies:
1. Delivering for All People and Business: Emphasizing inclusivity and co-design, this
strategy commits to maximizing the utility of data and harnessing partnerships to bridge
the digital divide and meet diverse needs.
2. Simple and Seamless Services: This reflects a commitment to digital-first service
design, scalable architecture, and the 'tell us once' principle, streamlining citizen
interactions with government services.
3. Government for the Future: By integrating emerging technologies and modernizing
investment approaches, the strategy seeks to prepare government functions for future
demands and challenges.
4. Trusted and Secure: In a data-centric world, building and maintaining trust is
paramount. This is addressed through a focus on cybersecurity, legislation
modernization, and the establishment of robust privacy frameworks.
5. Data and Digital Foundations: The strategy underscores managing data as a strategic
asset, cultivating a digitally proficient workforce, and enhancing the overall digital
maturity of the Australian Public Service (APS).

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Aligned with these strategies are pivotal digital and data initiatives such as the expansion of the
Digital ID system, enhancement of the myGov platform, and enactment of the Data Availability
and Transparency Act (DATA) Scheme. These initiatives, among others, embody the strategic
intent to leverage data and technology to enhance public service delivery, policymaking, and
governance.
The relationship between business strategy and digital innovations within this strategy is
exemplified by the coherent linkage of strategic objectives with digital initiatives. Digital
innovations are not mere adjuncts but are central to the strategy's realization. This integration
shows that digital tools are essential for transforming government operations and improving
public service delivery. By embedding these innovations into the core strategy, the government
ensures that digital transformation aligns with and supports broader strategic goals, leading to
more effective and efficient outcomes.
The strategy emphasizes the importance of open data, which involves making government data
more accessible and usable for the public. This commitment is aimed at increasing
transparency, fostering public trust, and encouraging civic engagement. Open data allows
developers, businesses, and researchers to create value-added services and solutions that can
lead to innovative public and private sector projects. Moreover, it supports evidence-based
policymaking and more informed decision-making within the government.
Recognizing that effective implementation of digital innovations requires a capable workforce,
the strategy includes significant investment in developing digital skills across the government.
This encompasses training programs to enhance technical proficiency and digital literacy
among government employees. By investing in skills development, the strategy ensures that the
workforce is not only prepared to use new technologies but is also capable of driving further
innovation and supporting continuous improvement in service delivery.

# Critical Analyses of the government's data and Digital Strategy

The Data and Digital Government Strategy of the Australian Government is a visionary
framework that aims to transform public service delivery through digital and data innovations
by the year 2030. To analyse this strategy with a critical lens, we will consider various aspects of
management and organizational change theories.
The Strategy embodies a rationalist approach by logically mapping out a vision and strategic
steps to enhance data and digital capabilities. Yet, it also recognizes the naturalist view by
accounting for the complexity of digital transformation in real-world scenarios. This is seen in
its emphasis on understanding the nuanced challenges, such as the digital divide and the need
for data governance and approaching them with adaptive solutions rather than linear processes.
The Strategy recognizes the challenge posed by large volumes of data exceeding the capabilities
of traditional systems, necessitating advancements in analytics tools and data governance. This
mirrors the management theory's understanding of big data, emphasizing the need to derive
value from vast amounts of data (volume), at high speed (velocity), from credible sources
(veracity), and across various types (variety).

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Lewin's model of change (unfreeze, change, refreeze) provides a useful lens for examining the
strategy's approach to managing transformation. The strategy outlines a phased rollout of digital
initiatives, which reflects the unfreezing stage where old norms are dismantled. Transitioning to
a digital-first approach in government operations signifies the change phase. However, the
strategy may not sufficiently address the refreezing stage, where new practices are solidified.
Sustaining change could require more detailed plans for embedding new technologies and
practices into everyday governmental operations to ensure long-term adherence and efficacy.
The Strategy aims to increase the government's analytics capabilities and embed these
capabilities within the organizational culture. This is in line with the academic understanding
that analytics maturity is not uniform across organizations and that entities need to assess their
position in the journey towards data-driven decision-making.

Digital Innovations as Catalysts for Business Strategy

# Critical analysis of the influence of business strategies on the adoption of digital innovations
Digital innovations have become instrumental in executing and amplifying business strategies,
which is particularly evident within government digital strategies that aim to enhance public
service delivery. By examining the Australian Government's approach as detailed in the Data
and Digital Government Strategy and Implementation Plan, we can critically analyze how
digital innovations act as catalysts for implementing business strategies.
Firstly, the implementation of a Digital Service Standard Version 2.0 prioritizes user-centric
design and co-design principles, showcasing a strategic business shift towards service
inclusivity and accessibility. This mirrors the ecological framework's consideration of
microsystem influences, where immediate environments are crucial in shaping development.
By focusing on the user experience, the government acknowledges the foundational role that
direct interactions play in driving strategic outcomes.
Digital ID initiatives serve as macro-level catalysts that provide a secure, efficient identity
verification system across various services. This kind of infrastructure modernization reflects
the mesosystem interactions of the ecological framework, where the relationships between
different contexts, such as various government services and departments, are streamlined,
thereby enhancing their collective efficiency.
Data sharing and integration initiatives like the Australian National Data Integration
Infrastructure (ANDII) support the cross-pollination of data across jurisdictions, a nod to the
ecosystem level of the ecological model where the indirect environment affects development.
By facilitating better data integration, the government can make more informed policy
decisions, indicative of a strategic push towards evidence-based governance.
The adoption of a whole-of-government Data Ethics Framework reflects an understanding of
the need for ethical management of digital innovations—a recognition that aligns with the
macrosystem of the ecological framework. It suggests a holistic strategy, factoring in societal
values and norms, ensuring that digital progress does not outpace ethical considerations.

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At the chronosystem level, which involves the dimension of time and change, the government's
commitment to continuously update the Data and Digital Strategy and Plan reflects an
understanding of the need for adaptive strategies that can evolve with technological and societal
changes.
To summarize, digital innovations within the Australian Government's strategic framework
serve as catalysts on multiple levels of organizational influence. They enhance user experience
while also facilitating broader systemic change. The ecological framework and change
management theories provide a lens through which we can understand the dynamic interplay
between technological advancements and strategic objectives, highlighting the need for
continuous evolution and adaptation in pursuit of a digitally enabled public service.
# Influence of business strategies on the adoption of digital innovations
Business strategies significantly influence the adoption and shaping of digital innovations.
When an organization's strategic goals emphasize digital maturity and transformation, as seen in
the Australian Government's Data and Digital Strategy, this strategic intent catalyses the
adoption of digital tools and services. The strategy details an array of missions centred around
delivering inclusive services, embracing emerging technologies, and building a secure and
data-driven public sector, which drives the uptake of digital solutions to meet these ends.
Digital ID programs, for instance, represent a strategic response to the need for secure, seamless
service delivery. Their development is spurred by a strategy prioritizing user-centric design,
hinting at the overarching goal of fostering trust and efficiency in public services. Similarly, the
integration of data-sharing frameworks such as the ANDII is motivated by a strategy to leverage
data for evidence-based policymaking, suggesting that strategic focus on data utilization can
prompt digital innovation to facilitate data integration across different governmental tiers.
These strategic imperatives guide the choice of digital projects, intending to deliver robust,
efficient, and user-friendly services, reflecting a bidirectional influence where strategy shapes
digital adoption and, in turn, digital capabilities inform strategic possibilities. Thus, business
strategies do not just enable the adoption of digital innovations; they are a fundamental force in
directing which innovations are adopted and how they are implemented.

Socio-Technical and Soft (Non-Digital) Aspects

# Critical analyses of socio-technical and soft (non-digital) aspects of the relationship between
business strategies and digital innovations
The correlation between business strategies and digital innovations is profoundly impacted by
socio-technical and soft (non-digital) elements. While digital tools offer tangible solutions for
efficiency and growth, their successful implementation and integration into business processes
heavily rely on the human and organizational context in which they operate.
The strategies acknowledge that while digital innovations are pivotal to modernizing public
services and achieving efficiency, the successful adoption of these technologies is deeply rooted
in the socio-technical environment—where social and technical systems interact dynamically.
As documented by Richa Gulati and Carmen Haule Reaiche from the University of Adelaide,
project managers have highlighted the importance of soft skills at various levels, suggesting that

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digital transformation is less about the digital aspect and more about transformation driven by
people (“). These skills enable individuals and teams to manage the complexities of change,
foster collaboration, and drive innovation within their organizations.
Moreover, the socio-technical aspect underscores that technology adoption is not just about the
technical implementation but also about the social systems into which technology is integrated.
Business strategies must therefore address the alignment between digital tools and the social
structures of the organization, including its culture, processes, and people.
The Australian Government’s Data and Digital Government Strategy and its Implementation
Plan exemplify this interplay. The strategy outlines the necessity for digital service standards,
such as the Digital Service Standard Version 2.0, which not only mandate technical
requirements but also demand a user-centric approach and co-design principles. This is
reflective of a socio-technical ethos that values the soft, human-centric aspects of technology
adoption (“).

# Broader implications and societal impact of digital innovations

Digital innovations hold a transformative potential for society, shaping economies, altering
social interactions, and presenting new governance challenges. Their influence extends beyond
the immediate realm of technology into the fabric of daily life, affecting how we work,
socialize, and govern.
One of the pivotal societal impacts of digital innovation is the creation of new economic
pathways and job opportunities. Innovations in AI, machine learning, and automation promise
greater efficiency and novel services but also pose questions regarding job displacement and the
future of work. There's a pressing need for policy frameworks and educational programs that
can prepare the workforce for this evolving landscape.
On the social front, digital platforms have revolutionized the way people connect and
communicate, forging global communities and new forms of social capital. However, this
hyper-connectivity brings issues of privacy, misinformation, and digital well-being to the fore,
necessitating a critical evaluation of digital consumption and cybersecurity practices.
From a governance perspective, digital innovations offer tools for enhancing public service
delivery and citizen engagement. Governments can utilize data analytics to inform policy
decisions and leverage digital platforms for transparent governance. However, the digital divide
remains a concern, as access to these innovations is not uniform, potentially widening the gap
between different societal groups.
Hence, while digital innovations offer immense possibilities for societal advancement, they
require a concerted effort to manage their implications ethically and inclusively, ensuring that
they contribute positively to the public good and do not exacerbate existing inequalities.

Findings from critical analysis:

The analysis of the Australian Government's Data and Digital Government Strategy indicates
several critical findings:

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Integration of Technology and Strategy: The strategy effectively integrates digital and data
innovations with overarching business strategies to enhance public service delivery. This
approach is not just about adopting new technologies but ensuring that they align with strategic
objectives to improve operations and service offerings across public sectors.
Adaptive and Inclusive Design: There is a strong emphasis on creating adaptive and inclusive
digital services that cater to all individuals and businesses. This includes co-design processes
and the development of platforms like the enhanced myGov, which are built around user needs
and streamlined for ease of use.
Security and Trust: Building trust through secure and transparent practices is a cornerstone of
the strategy. Initiatives such as the Data Ethics Framework and the Notifiable Data Breaches
Scheme are designed to enhance data security and ethical handling, fostering public trust in
digital services.
Future-Oriented Investments: The strategy is forward-looking, with provisions for the
adoption of emerging technologies and modernized legislative frameworks. This proactive
approach ensures that digital governance remains robust and adaptable to future challenges and
advancements.
Data as a Strategic Asset: Managing data as a strategic asset is pivotal in the strategy, with
various initiatives aimed at enhancing data governance, quality, and accessibility across
governmental bodies. This approach underscores the importance of data in policymaking and
service improvement.
Recommendations and Conclusion:
To further enhance the effectiveness of the strategy, the following recommendations are
proposed:
 Enhanced Focus on Digital Literacy: Increasing investments in digital literacy
programs will ensure that all citizens can benefit from digital services, addressing the
digital divide and enhancing overall engagement.

 Continuous Evaluation and Adaptation: Implementing a robust framework for

ongoing evaluation of digital initiatives will help in adapting strategies in real-time based
on feedback and emerging trends, ensuring continuous improvement.
 Strengthen Interagency Collaboration: Promoting stronger collaborations among
various government agencies will ensure a more cohesive approach to data sharing and
service delivery, maximizing the collective impact of digital initiatives.
The Data and Digital Government Strategy by the Australian Government outlines a detailed
plan for improving public service delivery using data and digital innovations. The strategy
emphasizes on security, inclusivity, and integrating technology with business objectives, which
lays a strong foundation for future developments. For the strategy to be effective, consistent
monitoring, adaptation, and a focus on digital literacy and interagency collaboration are crucial.
These efforts will help unlock the full potential of the strategy and lead to significant
improvements in service delivery and governance.

Prepared by: Jannat FERDOUS(ID#48314145

References

Australian Government Department of Finance. (n.d.). Data and digital. Retrieved April 14,
2024, from https://www.dataanddigital.gov.au/

NSW Government. (n.d.). Strategy. Digital.NSW. Retrieved April 14, 2024, from
https://www.digital.nsw.gov.au/strategy

Warner, M. (n.d.). Digital transformation: A catalyst for business success. LinkedIn.

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https://www.linkedin.com/pulse/digital-transformation-catalyst-business-success-matthew-wa
rner

Wyatt, A. (2023). 5 ways digitalization can benefit your business. Employsure. Retrieved
April 14, 2024, from
https://employsure.com.au/blog/5-ways-digitalization-can-benefit-your-business
Gulati, R. (2020). Soft skills: A key driver for digital transformation. ResearchGate. Retrieved
April 14, 2024, from
https://www.researchgate.net/publication/346171713_Soft_Skills_A_Key_Driver_for_Digital
_Transformation

Vidgen, R. (2019). Business analytics: A management approach. Red Globe Press.

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