Digital transformation and AI · Public sector
We prepare the public sector C-suite, from technology leadership to those accountable for public policy, to decide on digital and artificial intelligence with fluency, method and evidence.
The thesis
The CPPO is the state executive: the policy leader responsible for translating complex political guidelines into high-impact strategies, mobilising public resources, building consensus among stakeholders and ensuring the effective delivery of measurable value to society.
They are secretaries, superintendents and programme directors who hold the pen to decide resource allocation and carry direct responsibility for delivery. Digital transformation is not carried out by IT alone: it also depends on this leadership. When the CPPO and the technology area decide together, the digital agenda gains direction, priority and impact.
It is with this leadership, alongside IT, that NEXT C-LEVEL begins. The programme has a training track designed for it.
What sets the CPPO apart
Strategic triangle as described by Mark Moore, Harvard, in Creating Public Value.
External evidence
75%
GartnerPublic press release · Digital Government Is Over as the Post-Digital Era Begins, 2023of governments will come to measure the success of digital transformation by its enduring mission impact, rather than by hours saved, efficiency gains or citizen satisfaction alone.
It is the shift the programme prepares for: from the efficiency metric to the metric of mission outcomes, which is the CPPO's metric.
The manifesto
Public sector digital transformation is a strategic repositioning of government. It is about how to govern in a society that has become digital. The premise that organises the whole NEXT C-LEVEL programme
Digital transformation only generates sustainable impact when guided by a clear, shared strategic vision. Digital and AI are means of realising that vision, not ends in themselves.
The tripod
The three pillars reinforce one another. When one of them is missing, the transformation is less likely to last.
User experience is the main measure of success. Preserving human value in service while widening digital reach.
People are the ones who make transformation happen, and digital culture is something that has to be built. Exponential thinking, culture building and moments that give a voice to those already making change happen.
Public value before technical delivery. Experimental methods, digital solutions implemented as an innovation process and a digital mindset so that they can scale.
The method
The five axes have strong synergy: each one reinforces the others, and a missing axis lowers the odds of success for the rest.
Where we intend to arrive, stated in the language of public policy.
Building the human base that carries the change.
Preparing managers and teams to decide and lead the change.
Delivering real value to the citizen, in short verifiable cycles.
Learning from use and correcting course before the cost becomes irreversible.
The programme
The organisation is not buying a course menu. It is buying a sequence with a beginning, a middle and a consequence, and it knows, before signing, what comes out of each stage.
01
Core team
Training for the team that will orchestrate the transformation. Without a common conceptual base, each area defends a correct view and the whole fails to converge.
02
Culture
Institutional moments to talk about digital, innovation and transformation, and above all to give a voice to those already making change happen.
03
Leadership
The flagship of the programme. It prepares the CPPO, the state executive, to manage public value, ask for results rather than software, and decide on digital and AI with fluency.
04
Delivery
Four stages that take a real pain point to a prototype tested with users, before a line of code exists and before budget is committed.
05
Planning
Alignment between institutional strategy and technology action, with a formal output feeding the statutory IT and digital planning instruments.
06
Innovation
The immersion that turns diffuse enthusiasm about AI into a prioritised portfolio, a written policy and addressed risk.
07
Governance
The ritual that prevents fragmentation: it prioritises by value, experience, risk and impact, and holds real power to change the queue.
08
Scale
The layer that reaches the operational level and builds a common language across the whole organisation, without depending on in-person scheduling.
09
Continuity
Practical support for managers in the core team and in the policy areas, on the real decisions that surface after the training ends.
Starting point
How can you adopt something this complex without understanding the game and without knowing where the pieces are?
Many public organisations already use artificial intelligence without knowing exactly where, by whom, with which data and to what effect. The AI X-Ray shows the pieces of the game: it measures adoption, tools in use, perceived impact, training demand, barriers and sentiment, cut between managers and non-managers.
From calibrated instrument to executive read-out: 21 days.
of government technology leaders place improving citizen experience among the year's priorities, while 80% increase their investment in artificial intelligence.
More is invested in the tool than in the outcome it is meant to produce. A sign that the transformation conversation is still concentrated on technology.
Results
We work on sensitive government matters. Cases are published without identifying a body, a contract or a figure. What matters is the movement, and the movement is replicable.
The ranking changed when the criterion changed. No new technology was bought to leave mid-table: it was decided, in a formal body, what would count as success.
Isolated training does not change an organisation. What changes it is the sequence: align the core, train the decision-makers, and only then scale to the base.
The cheapest diagnostic in the programme tends to be the one that prevents the most expensive contract.
From the book Agentic Digital Government
Agentic AI is the most powerful instrument ever available to serve the citizen. Using it well is a management choice, not a technology choice.
Fernando MitkiewiczRead about the book
Founders
A partnership between a company board advisor, with thirty years of senior management in technology and more than forty boards established, and someone who shaped and executed digital government policy inside the Brazilian state.
Publications
Articles, press and two books in production. All gathered in one place.
A forty-minute conversation is usually enough to tell whether your problem is one of capability, of governance or of how demand is framed, and where it makes sense to begin.
