Digital Transformation Versus Westminster Traditionalism: Mindset, Mechanisms and Critical Enablers of Systemic Adaptation

Abstract

Since its inception, digital government has been a struggle between transformational aspirations and contested reforms grounded within a traditionalist governance ethos. Following a conceptual situating of such tensions, we focus on three interrelated thematic sets of digital governance reforms: i) organizational governance and enterprise architecture; ii) COVID-19 and hybrid work arrangements; and iii) the escalating risks and complexities of cybersecurity. This article argues that the pervasiveness of traditional Westminster principles—notably information secrecy and hierarchical control—has shackled the emergence of an alternative governance ethos more aligned with digital innovation and systemic openness. In order to forge the latter, three critical enablers of systemic transformation must be embraced: first, a more collaborative and open political mindset; second, an alternative governance architecture championed by a new organizational entity; and third, the forging of a more diverse and empowered public service to strengthen digital governance adaptation and anticipatory capacities.