The method
Five axes with strong synergy between them. Each one reinforces the others, and a missing axis lowers the odds of success for the rest. That logic is what sets a transformation programme apart from a training calendar.
From the book Agentic Digital Government
It is not a failure of execution. It is a failure of method. The method assumes a stability that does not exist.
Fernando MitkiewiczRead about the book
External evidence
80%
McKinsey & CompanyDelivering for citizens: How to triple the success rate of government transformationsof major change efforts in the public sector fall short of their own objectives, a higher rate than the one observed in the private sector.
Often the cause is not technical. It involves the participation of whoever answers for the policy in the decisions of the transformation.
Axis 01
Where we intend to arrive, stated in the language of public policy.
What this axis produces
Digital strategy map, value thesis and prioritisation criteria.
Axis 02
Building the human base that carries the change.
What this axis produces
Transformation moments, a network of early adopters and an internal narrative.
Axis 03
Preparing managers and teams to decide and lead the change.
What this axis produces
Tracks by role, real challenges and certified hours.
Axis 04
Delivering real value to the citizen, in short verifiable cycles.
What this axis produces
Validated prototypes, prioritised backlog and experience indicators.
Axis 05
Learning from use and correcting course before the cost becomes irreversible.
What this axis produces
An active committee, a tracking dashboard and mentoring on real decisions.
The tripod
The axes describe the route. The tripod describes the principles that hold it up.
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.
Expected results
| From · current state | To · future state | |
|---|---|---|
| Focus on technology alone | → | Technology in service of the business and the citizen experience |
| Fragmented initiatives | → | A unified strategic vision |
| Demand management | → | Value and product management |
| Linear operation | → | Exponential, scalable thinking |
| Decisions driven by declared urgency | → | Prioritisation by value, risk and evidence |
| Informal AI use | → | Governance with a policy, an owner and an indicator |
Transform with vision, deliver with experience and evolve with impact.
Regulatory agency, state secretariat, public authority or central body: the sequence is the same, but the entry point and the language change. That is what the first conversation is for.