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The OECD Digital Government Review of Sweden assesses the achievements, opportunities and challenges in developing a data-driven public sector in Sweden. This Review was prepared at the request of the Swedish Ministry of Finance, and benefited from the strong support of the Swedish Minister of Public Administration.
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Sweden has achieved a considerable level of digital maturity of its public sector, thanks to previous digitalisation efforts and a culture of transparency and consensus. However, the government needs to acknowledge that what worked before might not necessarily do so in the current context, and the government’s efforts to govern, manage, share, open up and use data should act as a means to support broader outcomes and be driven by a whole-of-government approach.
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Social values in Sweden favour consensus, collaboration, equality, inclusion and a temperate mindset. These values contribute to an organisational culture in the public sector where decision-making processes are characterised by consensus and the avoidance of conflict, and provide an important baseline for fostering collaborative approaches to transform the government into a platform for value co-creation. However, they can also hinder efficient and agile decision making, interfere with the need for clear and solid policy leadership, and create organisational barriers for collaboration.
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This chapter discusses the overall relevance of moving from a focus on e‑government and public sector productivity to one where data use, digital government and public value can help address decreasing levels of public trust in Sweden. It underlines how a strategic focus on data, openness and public engagement will enable the Swedish public sector to use platforms for public value co-creation, experimentation, and data‑driven business and social innovation. It also presents a brief overview of the current state of shared components in Sweden.
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This chapter focuses on analysing institutional governance arrangements to identify windows of opportunity and provide policy recommendations to advance a data-driven public sector in Sweden. It discusses the leadership, policy levers, funding and human capital needed for enabling the Swedish government as a driver of change towards a data‑driven public sector transformation.
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This chapter discusses the importance of building a vision for digital government that is widely shared, owned and recognised. It highlights the need for drawing on the consensus-based culture of the Swedish public sector as a basis to advance and put into action a digital government strategy in Sweden in a coherent fashion. This can help to ground policy objectives and build stakeholder ownership and collaboration. It first discusses the 2015‑2018 Digital First agenda. The second section discusses collaboration as means to define and advance future strategic objectives while the third and final section describes transforming government into a platform for value co-creation.
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This chapter discusses how to leverage data for public sector intelligence and digital innovation. It begins by discussing the relevance of data governance in the public sector, addressing issues such as the need for a clear data policy and data stewardship. Other topics include managing and sharing data in the Swedish public sector, scaling up data analytics practices, and breaking down barriers to a more data-driven public sector.
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This chapter discusses the importance of opening up government data to drive forward digital innovation inside and outside the public sector. It focuses on the governance framework for open data in Sweden, including the institutional, policy, funding and regulatory frameworks. It uses the results for Sweden in the 2017 editions of the Open, Useful and Re-usable data (OURdata) Index to assess the state of open government data in Sweden and provide policy recommendations to the country in relation to data availability, accessibility and reuse.