Lessons from New Zealand's digital government strategy in the 2010's

Introduction

In the early 2010s, New Zealand was taking significant steps towards transforming its public services through digital government initiatives. There was a strong focus on making government services more accessible, efficient, and integrated, all while ensuring that technology kept up with the changing needs of citizens. The government recognised that simply having digital services was not enough—these services needed to be user-friendly, seamless, and designed with people’s real-life situations in mind.

At the heart of this transformation was a drive to break down barriers between different government agencies, making information and services easier to navigate. The government's approach was guided by the New Zealand Government ICT Strategy and Action Plan to 2017, which aimed to create a single, coherent digital ecosystem. This plan prioritised collaboration, personalisation, agile operations, and innovation. But how successful was this strategy, and what lessons can be learned from it today?

Breaking down silos

One of the biggest challenges in New Zealand’s digital transformation was the traditional structure of government agencies operating in isolation—often called ‘silos’. These silos made it difficult for agencies to share information and work together to provide smooth, customer-focused services. To address this, the government emphasised IT consolidation, aiming to reduce duplication and encourage cross-agency collaboration.

The goal was to create a ‘joined-up’ government where different departments could work together more effectively. This approach was particularly important in areas like disaster recovery and public safety, where collaboration between agencies was critical. By developing shared platforms and standardising technology across departments, the government hoped to eliminate inefficiencies and make services more responsive to citizen needs.

Putting people first with personalised services

A major shift in New Zealand’s digital strategy was the move from an agency-centric to a system-centric approach. The government wanted to move away from a model where each agency managed its own services separately, instead aiming for a unified experience where citizens could easily access the services they needed, without worrying about which department was responsible.

This meant rethinking how services were designed and delivered. Instead of expecting citizens to fit into rigid government structures, the goal was to shape services around key life events—such as having a baby, starting a new job, or retiring. This approach made government services more intuitive and reduced the frustration of having to deal with multiple agencies for a single issue.

The government also explored ways to make engagement ‘low friction’, meaning that accessing public services should be as simple and hassle-free as possible. This included improving digital identity systems like RealMe, which allowed citizens to use a single login for multiple services, reducing the need to repeatedly verify their identity.

Embracing agility and innovation

New Zealand’s government realised that digital transformation needed to be flexible and adaptable. The world of technology moves fast, and long-term ICT plans often become outdated before they are even fully implemented. To keep up with this rapid pace of change, the government embraced agile methodologies—borrowed from the private sector—to speed up service development and delivery.

This included adopting fail-fast approaches, where new digital services could be tested on a small scale and adjusted quickly if needed. Rather than spending years developing a service that might not meet citizens’ needs, the government encouraged rapid prototyping and iteration based on user feedback.

However, this approach required a shift in culture. Traditionally, government agencies were cautious about experimenting with new technologies, fearing the risks of failure. To change this mindset, the government encouraged a culture of collaboration and sharing, where agencies could work together, share best practices, and learn from one another’s successes and failures.

Investing in people and skills

Technology alone was not enough to drive New Zealand’s digital transformation—it also required investment in people. The government recognised that digital change needed strong leadership and a workforce that was comfortable using new technologies.

This led to initiatives focused on cross-agency training and secondment opportunities, where public servants could work across different departments to develop new skills and gain a broader understanding of digital government. Leaders within the government were also encouraged to take a more proactive role in shaping digital strategies, ensuring that transformation efforts aligned with citizen needs.

There was also a growing recognition that IT skills should not be confined to IT departments. Instead, all government employees needed a basic understanding of how technology could improve service delivery, leading to efforts to simplify digital terminology and make IT discussions more accessible to non-technical staff.

Leveraging data as a strategic asset

Another key focus of New Zealand’s digital government strategy was making better use of data. The government saw data as a valuable asset that could be used to drive smarter decision-making, improve service delivery, and enhance transparency.

To achieve this, agencies were encouraged to move towards evidence-based policy-making, where decisions were guided by real-time data rather than outdated reports. However, this also raised concerns about privacy and security, requiring the government to build public trust in how data was collected and used.

Efforts were made to improve data discoverability, making it easier for agencies to share and access relevant information while ensuring that safeguards were in place to protect citizens’ privacy. The government also recognised the potential for data-driven innovation, working with private sector partners to develop new services based on real-world insights.

The role of public-private partnerships

While the government took the lead in digital transformation, it also recognised the importance of working with external partners. Public-private partnerships (PPPs) were seen as a way to accelerate innovation, allowing the government to tap into the expertise of the technology sector.

However, there was a clear distinction between outsourcing and true partnership. Rather than simply handing over control of digital services to private companies, the government sought to create collaborative relationships where both sides contributed to innovation and service improvement.

To support this, the government developed new frameworks for engaging with suppliers and encouraging innovation. One example was the Telecommunications as a Service (TaaS) initiative, which invited vendors to propose creative solutions rather than prescribing rigid specifications.

Conclusion: Lessons learned and where New Zealand stands today

Looking back at New Zealand’s digital government approach in the 2010s, several key lessons emerge. First, breaking down silos and promoting cross-agency collaboration was essential for creating a seamless experience for citizens. Second, personalising services around life events made digital government more user-friendly and relevant. Third, agility and innovation helped the government stay ahead in a fast-moving digital landscape. Finally, investing in people and skills was just as important as investing in technology.

Today, New Zealand continues to seek to be a leader in digital government, but many of the same challenges remain. As technology continues to evolve, the government must keep pushing forward, ensuring that digital transformation remains focused on the needs of its people. By maintaining its commitment to collaboration, innovation, and user-centric services, New Zealand could again set an example for the rest of the world.