1.
COVID-19 HAS TURNED BUSINESS STRATEGIES ON THEIR HEADS AND FORCED MOST ORGANISATIONS TO ACCELERATE THEIR DIGITAL TRANSFORMATION. WHAT WERE THE LESSONS LEARNED AND WHAT SURPRISED YOU ABOUT THE PUBLIC ADMINISTRATION SECTOR AND, MORE BROADLY, SMART GOVERNMENT IN 2020?
In terms of Public Administration (PA), there has been a significant impact on the ICT market following the Covid-19 pandemic both with regard to the innovation introduced by emergency legislation (the Cura Italia decree and beyond) and the operational effects on the organisation of work and services for citizens and businesses. On one hand, the pandemic has suspended/postponed IT projects that are no longer a priority, but on the other hand it has helped to accelerate the Digital Transformation of PA. Engineering has also had to change its approach: in the initial emergency phase, it worked alongside public authorities to ensure the operational continuity of systems and platforms and facilitate the use of remote working; in the second phase, it was tasked with accelerating the deployment of the necessary IT systems and infrastructures to quickly achieve concrete results in the area (e.g., the Covid tenders to revitalise businesses).
One lesson we have all learned - which has proved particularly pertinent to PA - is that investing in a tech-enabled business model and the digitalisation of processes is the key to achieving the New Normal, in addition to managing the transition period of the pandemic.
In terms of Public Administration (PA), there has been a significant impact on the ICT market following the Covid-19 pandemic both with regard to the innovation introduced by emergency legislation (the Cura Italia decree and beyond) and the operational effects on the organisation of work and services for citizens and businesses. On one hand, the pandemic has suspended/postponed IT projects that are no longer a priority, but on the other hand it has helped to accelerate the Digital Transformation of PA. Engineering has also had to change its approach: in the initial emergency phase, it worked alongside public authorities to ensure the operational continuity of systems and platforms and facilitate the use of remote working; in the second phase, it was tasked with accelerating the deployment of the necessary IT systems and infrastructures to quickly achieve concrete results in the area (e.g., the Covid tenders to revitalise businesses).
One lesson we have all learned - which has proved particularly pertinent to PA - is that investing in a tech-enabled business model and the digitalisation of processes is the key to achieving the New Normal, in addition to managing the transition period of the pandemic.
2.
COVID-19 MADE THE YEAR 2020 A REAL STRESS TEST FOR ALL SECTORS: WHAT WORKED AND WHAT FAILED IN THE WORLD OF PUBLIC ADMINISTRATION AND SMART GOVERNMENT IN GENERAL?
The stress of the pandemic was particularly apparent in the speed with which many authorities reacted and reorganised their services and working methods; this change was much easier and faster for the authorities (specifically regional authorities, many large municipalities and some central authorities) that had made technological and infrastructural investments in the past, innovating their service delivery models and adopting enabling platforms (PagoPA, SPid, as well as apps for citizens).
Many other authorities, such as those linked to the worlds of education or justice, which had been slow to fully transition to computerised services, saw delays or even, in extreme cases, the suspension of activities (e.g., administrative processes, some public branches closed, etc.) in the initial phase of the pandemic.
The stress of the pandemic was particularly apparent in the speed with which many authorities reacted and reorganised their services and working methods; this change was much easier and faster for the authorities (specifically regional authorities, many large municipalities and some central authorities) that had made technological and infrastructural investments in the past, innovating their service delivery models and adopting enabling platforms (PagoPA, SPid, as well as apps for citizens).
Many other authorities, such as those linked to the worlds of education or justice, which had been slow to fully transition to computerised services, saw delays or even, in extreme cases, the suspension of activities (e.g., administrative processes, some public branches closed, etc.) in the initial phase of the pandemic.
3.
WHAT ARE THE TRENDS THAT ARE REVOLUTIONISING THE SECTOR AND CHALLENGING WORKING METHODS, DESIGN PROCESSES, SERVICE OFFERS, AND VALUE CREATION?
For 2021, the entire government ICT market is estimated at an average annual total of approximately €4.2 billion (addressable market), which includes PA, healthcare and education. The PA engineering market (excluding healthcare) will be worth around €2.5 billion per year, with an annual growth of around 3.4% in spite of Covid. In the last year, approximately 80% of the expenditure went through the local and central purchasing bodies.
The main market trends are tied to the following areas:
These technological trends will accelerate the administrative simplification and digitalisation of processes with a view to promoting remote work activities, digitisation of administrative acts, and multichannel interactions with citizens/businesses.
In this scenario, 5G will bring new life and vitality to the digital transformation process through a more powerful network for the exchange of data and mobile services. This new technology will open up new services for IT companies to seize in order to reinvent delivery models with regard to public services for citizens.
For 2021, the entire government ICT market is estimated at an average annual total of approximately €4.2 billion (addressable market), which includes PA, healthcare and education. The PA engineering market (excluding healthcare) will be worth around €2.5 billion per year, with an annual growth of around 3.4% in spite of Covid. In the last year, approximately 80% of the expenditure went through the local and central purchasing bodies.
The main market trends are tied to the following areas:
- cloud infrastructure development (IAAS e PAAS)
- Application of data analytics
- Sistemi di gestione dei fondi europei e recovery attraverso piattaforme integrate
- IA, Blockchain, Augmented Reality, RPA
- Process Intelligence
- Cybersecurity.
These technological trends will accelerate the administrative simplification and digitalisation of processes with a view to promoting remote work activities, digitisation of administrative acts, and multichannel interactions with citizens/businesses.
In this scenario, 5G will bring new life and vitality to the digital transformation process through a more powerful network for the exchange of data and mobile services. This new technology will open up new services for IT companies to seize in order to reinvent delivery models with regard to public services for citizens.
4.
COVID-19 WILL CERTAINLY HAVE AN IMPACT ON ALL BUSINESS STRATEGIES IN 2021: LOOKING BEYOND THE PANDEMIC, WHICH TECHNOLOGIES SHOULD THE SECTOR FOCUS ON TO ENCOURAGE MORE INNOVATIVE BUSINESSES AND ORGANISATIONS?
In 2021, public authorities will have to accelerate their strategies for the adoption of new technologies, platforms and tools that allow for the digitalisation of procedures, an improved citizen/customer experience, remote activities and streamlining: big data/data analytics platforms to accelerate decision-making processes, including predictive analytics; xCRM platforms that enhance the user experience, including transverse systems for digital identification and payments; cloud computing as the standard for the provision of configurable and remotely available services; interoperability between PA databases through APIs, without affecting the confidentiality and individuality of the data; cybersecurity to protect against remote attacks and prevent cybercrimes based on the amount of data on the network found on the Deep Web; and traditional technologies and platforms (SCM, e-procurement, accounting, HR, etc.).
The user experience extends far beyond the digital sphere, and it is necessary to consider operational and organisational models that encourage interaction. Design methodologies (for example, Design Thinking and Human-Centred Design), as well as an in-depth knowledge of the technologies that most influence our public customers, will become fundamental: Artificial Intelligence, Robotics (RPA, for the automation of administrative processes and support), Internet of Things,, Virtual Reality and Augmented Reality, which can be applied to education and tourism.
In the public sector, designs are only effective if they can be prototyped quickly and the designs themselves can be improved incrementally. We have therefore equipped ourselves with an Innovation Area, combining user experience and technological and process innovation to support the digital transformation of public authorities.
In 2021, public authorities will have to accelerate their strategies for the adoption of new technologies, platforms and tools that allow for the digitalisation of procedures, an improved citizen/customer experience, remote activities and streamlining: big data/data analytics platforms to accelerate decision-making processes, including predictive analytics; xCRM platforms that enhance the user experience, including transverse systems for digital identification and payments; cloud computing as the standard for the provision of configurable and remotely available services; interoperability between PA databases through APIs, without affecting the confidentiality and individuality of the data; cybersecurity to protect against remote attacks and prevent cybercrimes based on the amount of data on the network found on the Deep Web; and traditional technologies and platforms (SCM, e-procurement, accounting, HR, etc.).
The user experience extends far beyond the digital sphere, and it is necessary to consider operational and organisational models that encourage interaction. Design methodologies (for example, Design Thinking and Human-Centred Design), as well as an in-depth knowledge of the technologies that most influence our public customers, will become fundamental: Artificial Intelligence, Robotics (RPA, for the automation of administrative processes and support), Internet of Things,, Virtual Reality and Augmented Reality, which can be applied to education and tourism.
In the public sector, designs are only effective if they can be prototyped quickly and the designs themselves can be improved incrementally. We have therefore equipped ourselves with an Innovation Area, combining user experience and technological and process innovation to support the digital transformation of public authorities.
5.
HOW WILL ENGINEERING SUPPORT AND SUSTAIN INDUSTRY PLAYERS IN TRANSFORMING MOMENTARY DIFFICULTIES INTO OPPORTUNITIES FOR NEW SCENARIOS AND BUSINESS STRATEGIES?
In order to provide qualified and professional support to public authorities in terms of digital transformation, Engineering has adopted an organisational model that brings us closer to our customers, both by strengthening technical and technological skills and by reorganising the Innovation Area.
Furthermore, to help authorities accelerate the spending of substantial resources from European funds and the Recovery Fund, Engineering has set up a task force led by the European funds Competence Centre to facilitate the use of funds; the management of the funds themselves through technological platforms; the planning of interventions with a particular emphasis on digital transformation and their use and deployment to citizens and businesses and reporting.
In order to provide qualified and professional support to public authorities in terms of digital transformation, Engineering has adopted an organisational model that brings us closer to our customers, both by strengthening technical and technological skills and by reorganising the Innovation Area.
Furthermore, to help authorities accelerate the spending of substantial resources from European funds and the Recovery Fund, Engineering has set up a task force led by the European funds Competence Centre to facilitate the use of funds; the management of the funds themselves through technological platforms; the planning of interventions with a particular emphasis on digital transformation and their use and deployment to citizens and businesses and reporting.
Antonio Nardelli
Antonio has been in Engineering since 2020 after having gained over 20 years of experience in strategic consulting, first in Roland Berger and Arthur D. Little, then later in PriceWaterhouseCoopers.
After a short period in which he was involved in the Telco sector, he specialized in the Public Administration sector, carrying out large organizational transformation projects, Industrial Plans of state companies and support for the implementation of public information systems.
Antonio currently holds the position of Sales Director of the Public Administration.
After a short period in which he was involved in the Telco sector, he specialized in the Public Administration sector, carrying out large organizational transformation projects, Industrial Plans of state companies and support for the implementation of public information systems.
Antonio currently holds the position of Sales Director of the Public Administration.
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