Abstract
In this chapter I touch on some of the key tools for strategic planning and management of ICT-enabled government innovation and transformation. The aim is to outline tools to facilitate change management, promote innovation in government, and bridge the gap between what is promised and what is delivered through e-government programs. There is a vast and growing literature on such tools. I only outline those tools of which policy makers should be aware to ensure they are appropriately deployed by program designers and managers. I offer a framework for mapping these tools on the strategic management process of e-government.
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Notes
- 1.
For an excellent and in-depth treatment of benchmarking methods and their relevance to developing countries see Heeks, 2006.
- 2.
It could be argued that the procurement practices of the IFIs themselves should be adapted in terms of speed and flexibility to the fast moving needs of e-government programs.
- 3.
Providers of technology packages or solutions often include a training component, but this training needs to be complemented by general information literacy and IT skills.
- 4.
São Paulo is the wealthiest state in Brazil, with a population of around 40 million (Brazil’s total population is about 190 million) and accounts for approximately 32% of the Brazilian GDP.
- 5.
The e-Brasil Project was launched at the ABEP conference, known as SECOP, in October 2005, and has participated in presentations and/or book launchings in both SECOP and CONIP conferences each year since then.
- 6.
Many of the tools that governments are adopting were developed originally for commercial use and are available off-the-shelf or in open source format. These include customer relationship management (CRM) software, enterprise resource management (ERP) tools, and data or content management systems (DMS, CMS).
- 7.
Draws on Evalueserve note to the World Bank, 2007, and http://www.evalueserve.com.
- 8.
Draws on Evalueserve note for World Bank, June 2007.
- 9.
One unanticipated big benefit of adopting open source software in government is to avoid the long and slow procurement process altogether.
- 10.
The full list of directives can be found at http://www.softwarelivre.gov.br/documentos-oficiais/DiretrizesPlanejamento/.
- 11.
See, for example, Singapore One (http://www.ecitizen.gov.sg), which maps a citizen’s life from the cradle to the grave and offers services along each step of this journey.
- 12.
“Pilot projects allow the service concept to be tested with limited risk and avoiding high-profile disasters that can shake public confidence in the service. Piloting projects also enable higher risk, innovative projects to get off the ground. Those that work should then be rapidly scaled up” (office of the e-Envoy, 2000).
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Hanna, N.K. (2010). Managing Change and Innovation in Government. In: Transforming Government and Building the Information Society. Innovation, Technology, and Knowledge Management. Springer, New York, NY. https://doi.org/10.1007/978-1-4419-1506-1_6
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DOI: https://doi.org/10.1007/978-1-4419-1506-1_6
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