While the dystopian camp perceives digital technologies as a formidable, perhaps even unsurmountable threat to society, those on the other, much more optimistic side do not seem to get tired of repeating its almost countless benefits. The latter camp apparently has the upper hand, at least for now, as its message captures most daily media headlines, mainstream and otherwise. Doom technology scenarios occasionally take center stage when one global personality decides to warn us, once again, about the war we are about to lose should technology be left to its own devices.
Despite such opposing views, both camps share the idea that technology is just like Frankenstein, a human creation that somehow has acquired a life of its own, a distinct personality and a determined will. If we are on the
Garbage in, garbage out (GIGO) is one of the oldest computer programming commandments. It was first coined in the same decade as AI, the 1950s, thus suggesting the connection between the two goes back to their birth dates. GIGO is particularly relevant to programs that take data – text and graphics included – as main input, run it through one or more algorithms and generate the expected (and many times unexpected) outputs. An example will help elucidate the process.
Sorting is one of the most basic algorithms, usually taught first in computing programming classes. The idea is simple. Suppose I have a list of 10 thousand names and need to sort by last name and then by first name. Piece of cake. I can choose one of the various sorting algorithms to get the output desired. Now suppose that
ICT for Development (ICTD) has been around for over three decades now. A multidisciplinary field involving researchers and practitioners from many different areas and backgrounds, ICTD has one clear objective: to deploy new ICTs in society to foster development. The first and most obvious question is how this can happen. The answer is not trivial. Nevertheless, my focus on this post is instead on the development side of the equation. How exactly is development defined and perceived by ICTD? One thing is clear. There is no agreement on the actual definition of the concept. Revisiting the evolution of international development thus might be a useful starting point to address the question.
Just like ICTD, the international development field is also multi-disciplinary. A few decades older than
The last time I visited Jamaica was in the early 2000s. A few years before, we had launched the national node of the old and now defunct Sustainable Development Networking Programme (SDNP). It was labeled JSDNP and did quite a bit of work locally fostering digital technologies and creating and disseminating local content. Unfortunately, JSDNP ended operations sort of unexpectedly in 2006. Now I am playing catch-up with the island’s digital evolution. And thanks to COIVD-19, I was not able to travel. Virtual will never beat the good old analog thing, that is for sure.
The pandemic unexpectedly struck the world amid yet another wave of digital technology innovation, thus adding seemingly insurmountable obstacles to an already crowded set of development challenges. Jamaica has not been spared
Governments should fully understand the scope and reach of the various Digital Government (DG) institutional functions, described in my previous post, and their proper sequencing before they embark on comprehensive digital transformation processes. The policy units’ actual institutional location leading DG processes should be the result of the analysis of the various functions, not the starting point. Indeed, countries have deployed a wide variety of institutional arrangements while designing and implementing DG. A one size fits all approach is thus out of the question. Similarly, copying and pasting institutional design from DG lead countries or nations within similar development stages will tend to fail. Context is thus essential.
Equally important here is the distinction between policy
Institutions matter, more so for the development and implementation of Digital Government (DG), whose core target is public institutions’ transformation. On the one hand, public institutions should have an array of capacities to ensure public investments in digital technologies are effectively managed from beginning to end. In many low-income countries, such capabilities are exiguous or conspicuously absent. On the other, digital technologies are a means to foster public entities’ responsiveness and effectiveness, thus increasing their overall capacity to deliver established legal mandates. Juggling these two seemingly contradictory propositions in sustained fashion is one of the core challenges governments face when designing and deploying DG, especially in the Global South, where state capacity
Since the early 1980s, Governments have taken a bad rap. Menacing fingerpointing from most quarters ended up on a consensus that loudly declared them personas non-gratas. The 2009 Global Financial Crisis started to turn the tide. At the time, governments once again came to the rescue of capitalism, unveiling gigantic financial packages to prevent critical financial institutions’ failure. Once the recovery started a few years later, Governments took the back seat once more, backed by universal austerity policies that, in hindsight, did more damage than anything else – especially in terms of income and wealth inequality.
The ongoing pandemic has once again demanded the strong intervention of Governments. However, this time around, the crisis is impacting most, if not all, sectors, in addition
Running on the coattails of electronic commerce, Digital Government (DG) first saw the light of day over 20 years. Initially christen as electronic government or e-government, it has since experienced multiple name changes, ranging from e-governance and transformational government to intelligent and smart government. Nowadays, the field seems to be enjoying its run as DG. Regardless of its actual denomination, DG’s indisputable mandate is to transform public institutions via the strategic deployment of digital technologies – the emphasis placed on transformation, not technologies.Such digital transformation must modernize the public sector, thereby leading to increased overall institutional capacity, enhanced provision of public goods, services, and information, and the promotion
Initially touted as revolutionary and progressive in the 1990s, the lightening evolution of digital technologies, running on the coattails of continuous innovation, has been accompanied by the rise of both extreme socio-economic inequalities and loud and widespread populism, nationalism and overt racism. Many countries are undergoing de-democratization processes undergirded by very resilient neoliberalism, while claim-making by conservative political actors has gained considerable ground in the always contentious political arena.
The unexpected and devastating pandemic triggered by the accelerated spread of the SARS-COV-2 virus has put into evidence the real constraints of a now aging and highly monopolistic digital sector. While information and communication tools and platforms are indeed
For the last 30 years, relentless technological innovation has seemingly conquered most, if not all, corners of the world. While in its early stages, the focus was on infrastructure and social networks, the latest phase has set its eyes on core productive and financial processes that will undoubtedly have profound socio-economic and environmental impact across the board. Rapidly adapting to the emerging global context is the clarion call for most countries if they want to remain relevant and competitive at the global level.
Many developing countries find themselves in a unique situation. For starters, most innovations and technologies hold a foreign passport and thus need to first travel and then be adopted and adapted to the national context. Having local capacities –