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  • A digital government perspective

    Accenture Technology Vision 2015 Delivering Public Service for the Future

  • In addition to presenting the five top trends, this year’s Accenture Technology Vision included a survey of 2,000 business and industry executives, including senior public service leaders, across nine countries. The goals: to understand their perspectives on key technology challenges they face and to identify their priority investments over the next few years. The findings demonstrate that public service organizations are tuned in to these disruptive trends, and they are making progress toward more digital governments.



    Here, we provide an overview of the five trends, explain what they mean for aspiring digital governments, and share key findings of the global survey.

    The Accenture Technology Vision 2015 highlights five trends that are reshaping industries and changing the way people live and work around the globe. The trends foreshadow important shifts and opportunities to improve public service performance and citizen satisfaction with government services. They point to government’s special role in shaping and enabling the commercial digital economy with infrastructure investment, digital-friendly policy and public/private partnerships that stimulate innovation. Ultimately, they reinforce the idea that very soon, every government will need to become a digital government.

    #techv i s i on2015

  • 3

    TREND 1

    Internet of Me

    The Internet of Me is changing the way people around the world interact through technology, placing the individual at the center of every digital experience.

    Whether checking bank accounts, listening to music or monitoring our health, we now expect intuitive, at-our-fingertips digital experiences that reflect our preferences and address our needs. Such services o�er obvious benefits to consumers, but they can also provide a powerful channel through which service providers can influence consumer behavior.

    The push for consumer-centric digital experiences is both raising the bar and fueling opportunities for digital government. When well executed, a seamless digital experience can lead to more than just satisfied citizens. It also can help government encourage positive behaviors such as greater voluntary tax compliance.

    As digital becomes even more embedded, we expect radical shifts in the way people live and work. Consider, for example, the ongoing shift from supporting “health and welfare” to emphasizing “well-being.” Digital technologies can be used to provide personalized support toward healthier lifestyles, enhancing individuals’ personal growth and their contributions to the community.

    That kind of personalized digital experience requires much more than a refreshed portal. Digital governments must know the needs, motivations, preferences and pain points of their “customers.” They also must own and shape the entire “customer” experience. Ultimately, providing a personalized experience requires digital governments to achieve a higher level of sophistication at every level and in every aspect of their operations—and to apply that standard consistently across thousands of citizen touch points.

    Creating simpler, citizen- centric registration: Spanish social protection agency

    For years, registering for social protection programs in Spain was like piecing together a puzzle—one in which the pieces seemed to change in the middle of the exercise. Though


    To date, more than half of public service organizations (53 percent) are already seeing a positive return on their personalization investments.

    Yet obstacles remain. In Accenture’s survey, public service leaders cited a number of key barriers to personalization: security (79 percent), customer privacy/trust (76 percent), lack of skilled workers (69 percent) and technology immaturity (62 percent).66%

    A personalized citizen experience is a top-three priority for two out of three public service leaders.

    frustrating for all registrants, the complexity created even higher barriers for migrants, the elderly and other at-risk segments of the population. The agency turned to Accenture for fresh thinking—and new digital ways of making the registration experience easier. Accenture formed a diverse team of strategists, designers and even an anthropologist to study the current process and outline specific challenges. From there, the team used human-centered design to produce a prototype of a new, digital registration service. With the individual’s needs at the core of its design, the digital registration service brings together all of the relevant puzzle pieces—no matter which department or agency “owns” them. It also uses friendly language and makes it easy for registrants to track where they stand in the process. In other words, it replaces a complex, government-centered process with an experience that could be described as “registration of me.”

    The agency has embraced the new, digital approach as a fresh way to connect with citizens, build citizen trust and reduce the complexity of public management. And, it aims to replicate this success with other processes and stakeholders.

  • #techv i s i on2015

    TREND 2


    Outcome Economy

    A growing collection of connected devices are changing the way we live and work. As objects come online, they enable new services. For example, sporting goods companies now promote fitness services enabled by personal wellness devices that capture and share exercise data. This is only the beginning of an explosion of new devices and new ideas fueling an Outcome Economy.

    Sensors, cameras, household appliances and vehicles are among the myriad of things now connected to the Internet. For each connection, there is the potential for new services and better decisions on everything from how to get to work to where to go for dinner. This Internet of Things will enable organizations to o�er enhanced services, such as remote vehicle maintenance, property management and personal health management.

    Digital devices will tie together businesses, governments and individuals from every industry of the world. In time, this will transform the way governments engage with citizens and deliver outcomes. Smart parking systems—which help drivers more quickly locate available spots—provide an early example of connected devices supporting an outcome-focused approach in the public realm. Likewise, connected and intelligent cameras and sensors can help improve public safety outcomes by providing o�cers with real-time situational data, such as gunshot detection and alerts of suspicious behavior.

    The ultimate opportunity is for individuals to personalize their environments and, thus, their ability to address their own unique needs. Yet, the more specific opportunities of digital devices are only just beginning to be understood, and we have a long way to go as the digital revolution continues.

    Only 26 percent of public service organizations are currently using sensor data to monitor and react to situations and anticipate issues. Just 9 percent reported using sensor data today to interact with the world, and only 19 percent indicate plans of doing so in the next three years—suggesting significant opportunity to expand use of intelligent hardware.

    of public service leaders agree that with more intelligent hardware and deployed sensors and devices,

    organizations will increasingly shift from selling products or services to selling outcomes.


  • Platform (R)evolution

    The Platform (R)evolution reflects how digital platforms that facilitate exchange, aggregation and analysis of data are becoming the tools of choice for building the next generation of products and services. A precipitous drop in the cost of data storage and computing power is enabling a level of data sharing between organizations that was previously unimaginable, and it is giving rise to new digital “ecosystems” which connect stakeholders, service providers, partners and vendors in new and unconventional ways.

    Digital platforms are at the heart of the ongoing digital revolution. They provide the place for collecting, sharing and aggregating data, performing analytics and delivering new and improved services. Digital platforms help eliminate traditional data-sharing barriers between organizations—connecting all of the providers and people who collaborate to deliver a service. On the commercial side, platforms may connect all members of the product supply chain—from raw materials suppliers to end customers. But this is just the beginning. Wherever there is value to be gained by connecting organizations (or “ecosystems”), digital platforms can open new possibilities. For example, power consumption data from smart building management systems can be shared with local power utilities to better forecast demand and reduce energy costs for a connected city. Today, organizations often leverage cloud-based, as-a-service platforms to greatly reduce startup costs while allowing for rapid expansion as demand grows.

    We envision that the digital government of tomorrow will include digitally enabled ecosystems

    in each of the mission areas of government (for example, education, health, social security, public safety, economic vitality, quality of life