ŠAVŠ/TAČR Digital Czechia in a Digital Europe

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official procedures, which were therefore maintained despite digitalization efforts – as a result, two analogous and parallel procedures emerge and operate simultaneously. 7 According to a study by Oxford University and McKinsey, even public administration ICT projects are six times more likely to exceed a set budget and 20% more likely to fail to meet a deadline than ICT projects in the private sector. 8 Yet many of the difficulties associated with the digitalization of public administration are relatively easy to prevent or relatively effectively to address. Focusing on the Target User Themainprerequisite for the success of the digitalizationof public administration is the creation of a system that will greatly prioritize the target user. Norway, which is usually rated as the current European leader in the field of digitalization of public administration and services, even prioritizes the needs of the end user (citizen) in its digital strategy. 9 The user interface of online public services should thus be intuitive, easy to navigate and fully integrated across government institutions. In many cases, this factor is indeed so fundamental that it becomes a distinguishing feature separating successful digitalization of public administration and services from unsuccessful attempts. One of the most common mistakes is the creation of digitalized processes to correspond to and accommodate public administration. (This should be taken into account only as a secondary user of newly created processes.) 10 However, such an approach usually results in settings that are far from optimal or intuitive for the end user. This shortcoming is subsequently reflected in the relative reluctance of citizens to actively or repeatedly use the services offered. The whole process of digitalization of public administration and services should therefore have both in its development phase and its early years of implementation a feedback instrument (especially from end users, i.e. citizens) and control mechanisms (with clearly defined responsibilities for individual parts of the digitalization of public administration), which would be able to 7 Corydon Bjarne, Ganesan Vidhya, Lundqvist Martin, Digital by default: A guide to transforming government, McKinsey Center for Government, 11/2016, see https://www.mckinsey.com/~/media/ mckinsey/industries/public%20sector/our%20insights/transforming%20government%20through%20 digitization/digital-by-default-a-guide-to-transforming-government.ashx. 8 Dilmegani Cem, Korkmaz Bengi, Lundqvist Martin, Public-sector digitization: The trillion-dollar challenge, McKinsey Company, 12/2014, see https://www.mckinsey.com/business-functions/digital- mckinsey/our-insights/public-sector-digitization-the-trillion-dollar-challenge. 9 Digital agenda for Norway in brief ICT for a simpler everyday life and increased productivity, Norwegian Ministry of Local Government and Modernisation, 2015-2016, see https://www.regjeringen.no/contenta ssets/07b212c03fee4d0a94234b101c5b8ef0/en-gb/pdfs/digital_agenda_for_norway_in_brief.pdf. 10 Duneja Rajesh, Pichai Hariprasad, Lasku Agron, Kilefors Petter, Digitalization of government services, We want an “experience” – not just great IT, Arthur D Little, 11/2018, see http://www.adlittle. com/sites/ default/files/viewpoints/adl_digitalization_of_government_services-min.pdf.