Many of the masterplans presented by the digital government, whether carried forward from previous regimes or structured as part of election manifestos have information technology or knowledge sharing as a key component. Since they are likely to take more than two political cycles to realize, the frameworks for success must be solidly in place to avert personality driven projects and ensure continuity regardless of the leadership in place.
There must be buy-in from all top offices to ensure collaboration and distribution of opportunity among the mix of local and international vendors critical to the realization of all projects. We must not lose sight of the critical balance needed between partners and should continually refine constitutional provisions to accommodate the dynamism involved.
Cross ministry alignment must happen to avoid replication of effort by way of committees and taskforces curated to shepherd the plans. This must be steered by an able “nonaffiliated” organ, empowered to make the appropriate calls and with leadership that can hold its own within the corridors of power where competition for mindshare is often rough.
The primary adopter of the services deployed will be government. Government is by nature a sloth, with many fossilized processes and mindsets. Change management must therefore happen in tandem with the maturation of the different projects. I believe it is easy to sell and articulate value to the citizen with a solid awareness plan that in the past has seen various innovations go mainstream, used by millions of Kenyans daily. A good change management plan will prevent self-sabotage where human capital feels threatened by automation and new processes.
Communication to all publics is critical at every stage. Launching plans with pomp and color followed by a progress report blackout creates the perfect environment for misinformation and hearsay, leading to a loss of faith especially by the constituency who are to derive the most value. No one assumes the actualization of Vision2030 will be without problems but silence lends itself to politics, which we must strive to keep off these matters, regardless of how intricately intertwined they may be perceived. A participatory rollout will manage expectations and rally support where needed preventing stalemates and rollback on progress.
Arguably, I believe that the factors of success for the key projects are in place and we have a meeting of the minds on many fronts and must capitalize on this goodwill to ensure unstoppable progress and ultimate success that will see us realize Vision 2030.