Asanee Kawtrakul et al.
• Customer empowerment and strong working networks: Customer empowerment becomes the necessary means for customers to help themselves, to co‐create value and to assist with the design of new, innovative and relevant services. Since c‐Government is a participatory process, strong working networks or active partnerships between government, citizens and the private sector are required in order to achieve c‐Government success.
• Cost Structure and measurement: Costs should be minimized accordingly; aligning investment schemes among the defined communities could ensure that investment in c‐Government implementation would be spent wisely. Additionally, adopting national policies and legislation in priority areas, reviewing sectors policies for comprehensiveness, and aligning financing with priorities are all factors of success in investment. Based on various experiences, an accurate measurement in terms of income or well‐being might be a good marketing strategy for multi‐sector engagement.
Table 1: Challenges and proposed solutions to address based on the lessons learned
Success Factors |
Challenges |
Proposed solutions |
Value proposition |
Benefits realization Quality of services |
E‐services that solve customer problems or satisfy customer needs with heterogeneity, localization, personalization and coherence. E‐services with customer experiences that make customer interactions with government less cumbersome. Great impact with end‐to‐end services, such as a 90 percent reduction in processing time, 50 percent reduction in data entry. Services that would be valued by customers. |
Human capital
Customer empowerment and strong working networks with an understanding of the core business and service context Cost structure and measurements
Government agency workforce needs to broaden multi‐disciplinary skills and change to a different mindset for collaboration and co‐created cultures. Transmission and absorption are an important part of capacity building. Strong leaderships.
Encourage the conversion of knowledge to value and its relevance. Readiness of networks with promising strategic Implementation.
Investment schema Accurate measurement of both quantitative and qualitative factors in c‐Government transformation.
Continuous training and education for operations, management and leadership. Innovating by adapting new practices, learning by doing or using and as a result of the mobility of people’ s knowledge and skills. Bringing concepts of learning and capabilities closer to the reality of development. Communication and promotion strategies. Collective intelligence with community knowledge sharing. Community coordinating mechanism.
Capitalize on an agency’ s existing investments in their business. Country’ s strategic alignment. Measure in terms of income or well‐being.
The success of c‐Government transformation is also based on: Improving data gathering for their core business functions, performing continuous input, receiving feedback from their“ customers” who use c‐Government services, stimulating widespread adoption of e‐services, especially information‐intensive service systems with effective communication strategies, successful commercial and government deployments, and capitalizing on an agency’ s existing investments in their business.
2.2 The selected principles for c‐Government project initiatives
In order to harvest the best‐practices in connected government transformation which can create a real impact for better government, where citizens are both users and co‐producers of public services, pilot projects should be carefully selected for implementation. There are reason why we selected the agricultural domain for a c‐ Government project initiative and farmers as the customers of e‐services. Since the world population will increase from 7 to 9 billion by 2050, a larger food supply will be needed. Multiple challenges, such as foodfeed‐fuel policies, water resource management, disaster management, climate change, etc., constantly besiege the agricultural sector in the Asia‐Pacific region, where more than 60 percent of the world’ s population and about 65 percent of the world’ s poor live. To cope, lessons and good practices in agriculture
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