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E-Governance is more than managing a country’s digital services; it’s about navigating constant innovation in a fast-paced, ever-evolving world. One idea that stuck with me from Alice in Wonderland as a child was the notion that the world around us is constantly changing, and it does so rapidly. To keep up and even get ahead, you need to be running. Walking will only leave you in the same place, if not falling behind. This idea rings especially true in digitalisation and technology, where the pressure to innovate is relentless. Leaders and specialists in governance and security must constantly remember that staying ahead is a race with no finish line.
In March, I had the opportunity to visit Universidad del Desarrollo in Chile and the University of Oxford in the UK. I found myself in a very academic company, surrounded by individuals deeply engaged in digitalisation discussions. They had a wealth of ideas, innovative solutions, and a strong interest in the future of governance. This made it evident that academia could be a perfect close partner for the public sector and made me question why we aren’t seeing more of it. They could bring fresh perspectives and research-driven solutions to the complex challenges of e-governance.
Reflecting on my recent work travels, one of the recurring topics I encountered was the problem of fragmentation in governance. This division is more than just a technological issue connecting different institutions or databases; it’s a broader societal challenge. In many cases, the public sector, politicians, and government bodies operate in isolation from the private sector, academia, and the general public.
The public sector, especially in some countries, can act as a closed apparatus, making it difficult for outside actors to engage with or understand decision-making processes. On the other hand, the private sector, while eager to solve societal challenges, often lacks the support from the government to implement its ideas effectively. Much of this support must come from legislation, policies, and regulations enabling or hindering their innovation and collaboration. When the private sector attempts to address problems independently, there’s a risk of creating new divides, where solutions are inaccessible to specific groups or regions due to inconsistencies in access or resources.
Take education in Chile, for example. The country’s public and private universities have starkly different reputations and funding levels, which directly impact the accessibility and quality of higher education. While private universities offer scholarships to make education more accessible, the uneven approach to public university funding and regional disparities create an imbalance. Without a unified strategy across the public and private sectors, the educational system—and, by extension, the broader society—remains fragmented.
We know that collaboration between the public, private, and academic sectors is possible because these sectors came together during the global pandemic five years ago to govern more effectively. In the case of COVID-19, virologists and healthcare professionals were integral to shaping the government’s response. The private sector stepped up to support. Academia played an essential role in studying the effects of a closed society on mental health, the economy, and the environment. This cross-sector collaboration led to a more informed and agile approach to governance and created a unique opportunity for tech-driven solutions to emerge, particularly in remote work, telemedicine, and digital education. In Chile, I met Paula Daza, a surgeon and paediatrician who became a local hero during the pandemic and has remained active in politics ever since. She pointed out that while the country made significant strides in digitalisation during the crisis, many changes could have happened sooner. Paula stressed that the country’s leaders shouldn’t wait for another crisis to drive transformation; instead, we must learn from past mistakes and begin today. I couldn’t agree more. We don’t need another crisis to repeat this model of collaboration.
Estonia has managed to keep up with the ever-changing world through its strong public-private partnerships. The private sector developed more than 90% of our public services, and this collaboration has been one of the key drivers behind our rapid growth as a country. Private enterprises have developed the most crucial components of our digital country. For instance, X-Road, Estonia’s secure data exchange platform, was created by Cybernetica, a private company. Similarly, the KSI blockchain security system, which ensures the integrity and security of data transactions, was developed and patented by Guardtime , another Estonian business. It has been mutually beneficial: the state receives tailored services that meet its specific needs, while businesses gain valuable know-how that they can later export. These two technologies developed for the public sector are also used in the private sector. In Japan, X-Road enables efficient information exchange of clients’ data in the energy sector. KSI blockchain is used to ensure supply chains in the space industry. Interestingly, both of these groundbreaking technologies have their roots in the Cybernetics Institute, which was active during the Soviet era. These businesses, though private, trace their origins back to academia. If the public and private relationship already works, what would happen if we started including this third group of bright academic minds?
The inclusion of academia presents a valuable learning opportunity for Estonia. Many of the most innovative and research-supported ideas are hidden within the walls of universities and laboratories, waiting to be discovered and applied. While academia is respected and valued, it seems it is not involved enough in the broader conversation around governance and business. There appears to be a perception of value within academia that keeps scholars and researchers within their realm, rather than actively participating in governance or becoming involved in business. This sense of not being influenced by money or politics can be a source of pride. But who says someone with a deep understanding of their field cannot use their research as the foundation for a successful business venture? Encouraging academia to see its value beyond prestige—and for the public and private sectors to recognise the potential of academia as an active partner—will lead to better and brighter governance.
I am thrilled to see that Estonia is trying. A small country like ours has to stay in the race. An example of this drive for innovation is the AI-leap The initiative is currently underway, and it brings together the private and public sectors to fund and provide access to AI tools for school teachers and students. As the AI-leap program is closely tied to the education system, it represents another valuable opportunity for collaboration between sectors. We are already seeing the inclusion of academia to find out how AI affects our development. I am optimistic that this initiative will continue to practice and strengthen collaboration. We are not walking; we are running to ensure we remain ahead in the race for progress. By working together, Estonia shows that it is easier to stay in the race when you run as a team.
