Skip to main content

2024 | Book

CDOs in the Public Sector

Perspectives on Chief Digital Officers and Digital Transformation Strategies


About this book

This book explores the need for innovative approaches to administrative digitization, leveraging technologies such as AI, blockchain, and smart processes to meet citizens' expectations, with a particular focus on the role of Chief Digital Officers (CDOs) in driving successful digital transformations within public institutions.

Administrative digitization requires fresh inputs to match the leaps seen in the industry sector, utilizing technologies like AI-driven automation, blockchain transactions, and security tools. Smart process solutions are seen as transformative in upholding service standards aligned with citizens' state expectations. Unlike commercial companies, collaboration offers those overseeing public sector digitization enhanced scaling opportunities by drawing from experiences in other regions and metropolises, directly applicable and reusable.

In the public realm, digital strategies mirror legal and social conditions, necessitating adjustments and adaptation options for Chief Digital Officers as they lead digital transformation. Methodological focal points in task structure redesign, process optimization, and motivating actors yield diverse action areas for the CDO's new role in public institutions. This book explores the instruments, strategies, and attitudes necessary to successfully implement transformative initiatives in organizations, emphasizing proven concepts with practical applicability, enabling readers to derive their own interaction options as digital guidance leaders. The book is a concise introduction to the specific requirements for visionary designers driving dynamic changes in user-centric public services.

Table of Contents

Chapter 1. Theoretical Foundations
Administrative science considers it uncritical that integrating implementation aspects at an early stage of the innovation process can actually help to create more holistic solutions (cf. Torfing in Public Manag. Rev. 21:1–11, 2019 [1]). These orientations are central to the literature on New Public Governance (NPG) in the field of innovation in the public sector. Research in the field of eGovernment focuses mainly on the citizen-centered public value approach. The focus is primarily on the effects of eGovernment on citizens, i.e. on external effects. However, the publications focus less on the role of employees as actors in transformation and as creators for Chief Digital Officers (CDOs).
Christian Schachtner
Chapter 2. Methodological Fields of Action for Digital Transformation
A key success factor for digital transformation as the overarching goal of the position as Chief Digital Officer is the acceptance and conviction of employees across the board of institutions to actively deal with changes in everyday work. Employees are often victims of stereotypes and trapped in their system, or certain images of people are conveyed and attracted by them in recruitment processes. For example, Rainey (Understanding and managing public organizations, 4th edn. Jossey-Bass, 2009 [1]) describes that, on average, people who work in the public sector are less innovative than those who work in the private sector. The reasons for this include the competitive orientation and the possibility of releasing employees due to the economic situation. On the other hand, public servants are risk-averse due to stable staff composition and a lack of incentives to exchange ideas. This perspective stems from the basic business theories based on Schumpeter’s idea of creative destruction (cf. Conway in Schöpferische Zerstörung. 50 Schlüsselideen Wirtschaftswissenschaft. Springer, 2011 [2]).
Christian Schachtner
Chapter 3. Derivation of an Impact Concept for CDOs in the Public Sector
In several subsequent modules, the fit for the role of the Chief Digital Officer in public authorities is now to be named as an innovator for trend implementation and transformation of internal organizational fields of action.
Christian Schachtner
Chapter 4. Validation of the Findings on the Basis of a CDO-Supported Sample Strategy
Since the meta-level of digital change does not mean short-term fluctuations in topics, but rather an institutional form with its own scope for action in coordination with those involved in cross-sectional and specialist offices, the complex change processes must provide inspiration through tangible results.
Christian Schachtner
CDOs in the Public Sector
Christian Schachtner
Copyright Year
Electronic ISBN
Print ISBN