The State
Razieh Mehrabi Koushki; Mohammadreza Hamidi
Abstract
Problem Statement & BackgroundWith the advent of the digital era and the rapid advancement of ICT technologies such as cloud computing, artificial intelligence, blockchain, and IoT, the foundational structures and governance mechanisms of governments are undergoing profound transformation. This change, ...
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Problem Statement & BackgroundWith the advent of the digital era and the rapid advancement of ICT technologies such as cloud computing, artificial intelligence, blockchain, and IoT, the foundational structures and governance mechanisms of governments are undergoing profound transformation. This change, often encapsulated under the term "digital transformation of government," encompasses shifts not just in technology but also in institutional behavior, public service delivery, legal frameworks, and citizen expectations. The global move from e-government to more integrated models like agile government, transformational government, and open governance illustrates the growing complexity of digital-era governance.Iran, like many other developing countries, faces multifaceted challenges in adapting to these paradigms. Issues such as political resistance, fragmented data governance, outdated legal frameworks, insufficient financial and technical resources, and a lack of coordinated planning hinder effective transformation. The central question this research addresses is: What are the systemic issues hindering digital government transformation in Iran, and how can these challenges be identified and addressed through structured methodologies?Research ObjectiveThe primary aim of the study is to investigate and articulate the system of problems ("Nizam-e-Masael") surrounding the digital transformation of government in Iran. Using a structured interpretive methodology—Soft Systems Methodology (SSM)—the research seeks to:Identify key conceptual and operational barriers to digital transformation.Capture perspectives of key stakeholders and experts within Iran’s digital ecosystem.Develop conceptual models that reflect stakeholder understandings and identify actionable changes.Suggest institutional, legal, managerial, and technological reforms necessary to achieve transformative digital governance. MethodologyThis study employs Soft Systems Methodology (SSM), a qualitative, interpretive method developed by Peter Checkland, suitable for analyzing complex, ill-structured, human-centered problems where multiple stakeholders and perspectives exist.Key steps included:- Unstructured Problem Exploration – through semi-structured interviews with 11 national experts from government, academia, private sector, and civil society.- Stakeholder Identification – mapping all key actors, including executive bodies (ministries, councils), judiciary, parliament, private tech sector, and citizens.- Root Definitions using CATWOE – structured definitions of the situation from multiple perspectives using the CATWOE tool (Customers, Actors, Transformation process, Worldview, Owners, Environmental constraints).- Conceptual Model Building – building models to represent ideal systems based on each major stakeholder’s worldview.- Real-World Comparison – comparing models with current practices to identify gaps.- Feasible and Desirable Changes – suggesting policy and structural changes.FindingsThe study identifies that Iran’s digital transformation is constrained by challenges across four domains:Political Challenges:Resistance to structural change due to fear of transparency and loss of control.Political factionalism causing instrumental use or obstruction of large-scale digital projects.Data silos and institutional security-centric data ownership models obstructing integration.Economic Challenges:Severe underfunding and lack of financial prioritization due to broader fiscal crises.Lack of digital infrastructure, such as cloud platforms and broadband access.No coherent roadmap or leadership for multi-sectoral funding and execution.Social Challenges:Concerns about the societal effects of digital technologies (e.g., on family, youth).Mixed perceptions of ICT’s impact, with some blaming digitalization for rising divorce or unemployment, while others cite benefits like transparency and remote work.Legal and Regulatory Challenges:Outdated laws incompatible with emerging technologies (e.g., AI, Metaverse).Lack of enabling legislation for cross-agency digital integration.No prioritization of digital transformation in high-level legislative or strategic documents.SSM-Based Stakeholder Findings:Executive Branch: Lacks coherent leadership and budget alignment. Coordination across ministries is absent or fragmented.Judiciary: Digitization efforts are sporadic and lack systemic support or coordination.Parliament: Limited awareness of digital transformation imperatives. Legislative inertia blocks innovation.Supreme Cyberspace Council: Weak coordination authority; recommendations often lack enforcement power.Conceptual Models: Each of these stakeholder groups had tailored conceptual models reflecting:Key activities (e.g., legislation drafting, budget allocation, program implementation).Ideal vs. actual performance assessments.Interdependencies and feedback loops.Identified Gaps:Lack of central vision: No unified national transformation roadmap exists.Ineffective coordination mechanisms: Overlapping mandates and institutional silos dominate.No performance tracking: There are no KPIs, monitoring tools, or learning systems.________________________________________Conclusion and RecommendationsDigital transformation of government is not a choice but a necessity for countries facing socio-economic, demographic, and political pressures. Iran’s journey from basic e-government toward full digital governance is impeded by structural, political, economic, and cultural barriers. While technologies are available, their adoption is hindered by outdated processes, limited awareness, and fragmented leadership.The study recommends:National Strategy Formulation: Develop and ratify a high-level digital transformation policy endorsed by all three branches of power.Legal Overhaul: Revisit all major legal codes (data privacy, cybersecurity, digital services) with digital transformation in mind.Institutional Reform: Designate a lead digital transformation agency with executive authority.Capacity Building: Train government staff and lawmakers in digital governance principles.Public Participation and Transparency: Establish feedback mechanisms to involve citizens and civil society in shaping digital policies.Performance Measurement: Develop a national digital governance index and integrate it into annual government performance reports.
Faramarz Sahraei
Abstract
Digital transformation is one of the new areas that is key in almost all innovation and change processes which has been adopted by institutions and organizations due to its positive effects on increasing workflow efficiency and reducing errors, improving performance and quality productivity and, as a ...
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Digital transformation is one of the new areas that is key in almost all innovation and change processes which has been adopted by institutions and organizations due to its positive effects on increasing workflow efficiency and reducing errors, improving performance and quality productivity and, as a result, increasing customer satisfaction, this term has been considered in different fields and sectors. Despite all the advantages of using new technologies, the digitization of various departments of organizations has faced many challenges to governments. On the one hand, the rapid growth of technologies and the management of data generated in new environments have caused changes in many government processes. Data protection and citizens' privacy are among the issues that need to be given more attention in the transformation of the digital government. This article, with an analytical and applied approach, examines the comprehensive electronic government document of the Islamic Republic of Iran from the perspective of indicators and components of the digital government as well as data governance. In the first part, the article explains the need to pay attention to digital transformation and the category of data governance and their impact on government processes. In the following, the main components of data governance are considered in order to apply digital transformation in e-government. In this regard, various dimensions of data governance such as data protection, data processes, laws, standards and related indicators are analyzed. Then, the comprehensive electronic government document of the Islamic Republic of Iran is evaluated from the perspective of the components of the digital government and with an emphasis on data governance. In this regard, components such as the transformation of government services, paying attention to user-oriented and data-oriented approaches, creating a government cloud, greater clarity and transparency of processes and adopting data-related approaches (data quality management, data security and protection management, content management and data warehouses, database process management) are emphasized. In the end, suggestions for improving data governance processes in the country are presented, emphasizing the components of digital government. In general, digital transformation has changed the expectations of governments and led to user-centric and data-centric approaches. Digital transformation does not mean only the digitization of resources and services; rather, transformation should be made in all goals, processes, procedures and structures. Considering the role of transformation and digital transformation in the development of governments, in this article, it is suggested to formulate a comprehensive and integrated data governance strategy based on data governance maturity models. It is necessary to adopt new strategies to protect, manage and develop data as a valuable organizational asset. Reviewing and updating proposed laws, regulations or policies related to electronic transactions, digital signatures and identification and leveraging digital technologies to bring together stakeholders from all levels of government and outside government to deliver better outcomes and develop individual and collective capacities to strengthen the impact of digital government Digital government is another necessity. In general, digital transformation has changed the expectations of governments and led to user-centric and data-centric approaches. Digital transformation does not mean only the digitization of resources and services; rather, transformation should be made in all goals, processes, procedures and structures. Considering the role of transformation and digital transformation in the development of governments, in this article, it is suggested to formulate a comprehensive and integrated data governance strategy based on data governance maturity models. It is necessary to adopt new strategies to protect, manage and develop data as a valuable organizational asset. Reviewing and updating proposed laws, regulations or policies related to electronic transactions, digital signatures and identification and leveraging digital technologies to bring together stakeholders from all levels of government and outside government to deliver better outcomes and develop individual and collective capacities to strengthen the impact of digital government Digital government is another necessity. The use of data governance models requires coherent and strategic planning for the use of digital technologies in all areas and at all administrative levels. Governments must ensure that their risk management capabilities, norms, structures and models are aligned with their digital government strategic vision. It is essential that governments also understand the level of organizational maturity of the public sector in relation to project management methods and approaches and can achieve appropriate levels of maturity in digital government investment. The failure of governments to transition to the new digital environment can have significant consequences, including poor service delivery, inadequate distribution of funds, privacy violations, security breaches, and loss of citizen trust. For this reason, effective digital government strategies must be responsive to public expectations in terms of economic and social value, data openness, innovation, personalized service delivery, and dialogue with business citizens.
