While digital transformation may not directly restrict
bureaucracy in developing countries from a legal and administrative standpoint,
it can gradually reduce bureaucracy over time through the widespread adoption
of technology and increased competition in the production and service markets.
The private sector is well aware of this, and the official sector seeks to
develop plans for digital transformation.
اضافة اعلان
Despite challenges such as limited budgets, electronic
complexities, lack of skills and capabilities, and a digital divide, Jordan has
developed a national strategy for digital transformation (2021-2025), which is
available on the Ministry of Digital Economy and Entrepreneurship's website.
The government is committed to implementing this strategy, aligning with both national
policies and global trends in the field of digital transformation.
To successfully implement this extensive digital infrastructure, leaders in organizations need to embrace digital transformation as a culture and approach to conducting business in both production and services.
The national strategy for digital transformation in Jordan
encompasses several components, such as 5G-based digital infrastructure,
Internet of Things, artificial intelligence, cybersecurity, data centers,
electronic payment, digital identity, national optical fibers, and secure
government network. To successfully implement this extensive digital
infrastructure, leaders in organizations need to embrace digital transformation
as a culture and approach to conducting business in both production and
services. This entails reducing reliance on paper documents and files
(paperless management), thereby reducing waste of resources and streamlining
procedures, resulting in significant savings in time, cost, and effort.
Furthermore, digital transformation can facilitate the
improvement of organizational and procedural structures, instilling a new
culture that rewards creativity and innovation. It also enhances workflow and
communication among employees, resulting in the production of higher quality
products. It is worth noting that digital transformation gradually reduces
monopoly, forgery and bribery (and connections), in addition to limiting tax
evasion, which forms the backbone of treasury revenues.
Digital transformation gradually reduces monopoly, forgery and bribery (and connections), in addition to limiting tax evasion, which forms the backbone of treasury revenues.
In some cases, bureaucrats may resist digital transformation
due to their unwillingness to learn new technology or their fear of losing
their jobs and traditional privileges. As a result, they may cling to old
traditions and procedures, rejecting the radical changes required by digital
transformation. This internal resistance can hinder modernization and
development efforts, but external pressure can be applied to mitigate this
issue. For instance, the central administration, members of the board of directors,
investors, key customers, and civil society can exert pressure on
administrative leaders in organizations to embrace digital transformation
rather than resist it.
However, bureaucrats can be supporters of digital
transformation if it serves their interests or the interests of their
organizations in which they work. Digital transformation increases work
efficiency, reduces errors, and increases returns against costs, and this may
be in the interest of bureaucrats and their organizations to which they belong.
A well-executed digital transformation can simplify operations, enhance transparency and administrative accountability, and improve the experience of service recipients.
It is important to reiterate that a well-executed digital
transformation can simplify operations, enhance transparency and administrative
accountability, and improve the experience of service recipients. This can
potentially result in a gradual decline of bureaucracy, and may even lead to
liberation from it.
However, it is worth noting that unplanned implementation of
digital transformation without consideration of cultural and administrative
factors can result in the emergence of a digital bureaucracy of another kind.
Jehad Y. Qdeimat is a Human Resource Manager at several companies in Jordan and GCC countries. He is a PhD Dissertation Researcher in Business Management.
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