Critical Success Factors and Challenges in Adopting Digital Transformation in the Saudi Ministry of Education
Abstract
:1. Introduction
- Examine the digital transformation framework’s background, concepts, and case studies.
- Conduct interviews with key stakeholders to identify critical success factors and obstacles.
- Evaluate the responses of the interview respondents to validate the stated essential success elements and difficulties.
- Create a solid framework for digital transformation that efficiently controls and addresses strategic choices for the Ministry of Education.
- Analyze the interview data using established criteria to acquire insights and improve understanding of digital transformation in Saudi Arabian enterprises.
- Based on the analysis and results, fine-tune and align the study’s aims and objectives.
2. Literature Review
2.1. Digital Transformation Success Factors
2.2. Digital Transformation Challenges
3. Data Collection and Methods
Sample
- (1)
- Getting ready for the interview.
- (2)
- Find respondents and solicit their cooperation.
- (3)
- Address any misunderstandings or worries.
- (4)
- Watch the level of the answer’s clarity.
- (5)
- Document the answers to start the analysis phase.
4. Results and Analysis
4.1. Qualitative Approach
4.2. Interviews Analysis
4.2.1. Question One
4.2.2. Critical Success Factor Analysis
Technology
“Choosing the right technology is critical to achieving digital transformation”. This technology can facilitate the development of novel business models. Improve processes, and enhance customer experiences”.
“Technology is the foundation of digital transformation, but it is not enough by itself”. A flexible attitude and a creative environment are critical to realizing its full potential”.
“To compete in today’s digital landscape, organizations must invest in the right technology”. It can assist firms in gaining a strategic advantage, improving operational efficiency, and driving growth”.
“Access to technical resources like hardware, software, and networks is crucial for success”.
People and Employee Engagement
“Employee engagement and empowerment to embrace change are essential to success. Especially the entry of young Saudi men and women”.
“Digital transformations prioritizing people tend to be the most successful”. Employees engaged and empowered within the Ministry can effect significant change”.
“Technology alone is insufficient; a successful digital transformation requires combining technology and people”.
“Employee engagement is the driving force behind digital transformation”. Without their employees’ participation, the Ministry of Education is unlikely to succeed in their change efforts”.
Partnership with Vendor
“Collaborating with the business sector to promote job opportunities and technology is crucial for achieving success in adopting digital transformation, exemplified by TETCO and TCO”.
“Partnerships with vendors such as (TETCO and TCO companies, ministries, and government agencies) Digital transformation relies heavily on their contribution to success”.
“Collaboration with other ministries is essential, such as the Ministry of Health, and government organizations, such as the Digital Government Authority and STC, accelerated and succeeded in the Ministry of Education’s digital transformation”.
“Collaborating with suppliers is vital to success. We can see this in how we bring data from credible sources”.
Budget
“Having a realistic budget is critical for the success of digital transformation initiatives”. Having sufficient funds ensures that projects are completed on time and launched successfully. Also, reduce wastage”.
“Budget constraints can limit the scope and quality of digital transformation efforts”. Therefore, organizations must establish their priorities and distribute resources accordingly”.
“A long-term commitment and sustained investment are important for adopting digital transformation”. Organizations must guarantee that their budget is adaptable to shifting circumstances”.
“A well-planned budget can assist organizations in achieving their objectives while successfully managing expenditures”.
“Budgeting for digital transformation is about managing risks and optimizing returns, not just allocating funds”. Therefore, to evaluate the effectiveness of their efforts, organizations need to establish specific metrics and key performance indicators (KPIs)”.
Top Management Support
“To successfully undergo digital transformation, it is crucial to receive support from upper management. It includes providing guidance to leaders and utilizing the resources available within the organization to ensure the change is successful and the benefits realized”.
“Leadership support is crucial for any successful digital transformation initiative. In early 2020, the Department of Digital Transformation within the Ministry of Education received significant backing from the minister and other leaders. Establishing the organization’s culture and setting the standard and resources for success is essential”.
“Top management support is critical in advancing digital transformation”. Digital Transformation Department at MOE received support from leaders at the level of the Minister of Education, general supervisors, and principals”. It offers staff the resources, advice, and motivation they need to embrace change and adopt new technology”.
“Getting government support and collaboration with other ministries, such as integrating government technical resources, is one of the success factors influencing the effectiveness of the Ministry of Education’s digital transformation”.
“The Governance and Strategy Office receives the support of top management and leaders, ensuring the success of the Ministry of Education’s digital transformation”.
Organizational Culture
“The existence of a culture of change, which we see in the awareness of employees and the demand for change, is among the main factors for adopting digital transformation”.
“The leader of the digital transformation process will demonstrate that investing in cultural transformation is more important than investing in digital transformation procedures”.
Strategy
“One of the factors considered for success was ensuring that the digital transformation strategy of the Ministry of Education aligned with the Vision 2030 strategy”.
“The digital transformation program’s strategic tasks and objectives are taken very seriously and responsibly”.
Other Success Factors
4.2.3. Question Two
4.2.4. Challenges Analysis
Organizational Stakes
“The Ministry of Education’s agencies and departments require significant services, which also applies to the external beneficiaries and the time needed to implement these services”.
“Due to its large size, the Ministry of Education faces a challenge in implementing digital transformation. The Ministry has numerous agencies and departments, as well as many employees and external parties that it handles daily. Additionally, the Ministry receives many external requests from government entities like NIC and SDAIA”.
“Digital transformation presents several challenges, including managing many internal and external stakeholders. The fast-paced and frequent changes in systems, businesses, and services can be overwhelming, especially when they need to be thoroughly analyzed and studied. Additionally, it is crucial to define and clarify the roles and tasks within the digital transformation organization for all departments that benefit from the services”.
“When working with stakeholders during digital transformation, it can be challenging to accurately describe services and the various segments of beneficiaries and customers. Additionally, it is essential to have a large group of staff members spread across the Ministry’s geographical area to manage work and understand the services provided efficiently”.
“Making changes within an organization can be challenging, but undergoing digital transformation is an even more demanding task. To successfully implement digital projects, leaders must be intentional, forward-thinking, and unwavering in bringing about cultural and structural changes”.
Strategic Stakes
“Digital transformation faces challenges due to a need for more clarity in its vision and complete maturity”.
“Implementing digital transformation poses a challenge for the Ministry of Education due to the complexity of governing the procedures involved and the requirement for a well-defined message, vision, and strategic goals”.
“A significant challenge in digital transformation is the need for clarity surrounding each department’s strategic objectives, mission, vision, policies, and responsibilities”.
“Developing a strategy is the biggest hurdle in achieving digital transformation. It’s crucial to have a well-planned approach, encourage a culture of experimentation, and maintain a constant learning and improvement mindset to remain competitive”.
Resistance to Change
“One of the biggest challenges in digital transformation is the reluctance to change. To overcome this hurdle, leaders must build trust, communicate clearly, and foster a culture encouraging innovation”.
“One of the challenges of introducing digital transformation is the resistance to change since skills and personnel must align with digital transformation initiatives”.
“A major challenge in digital transformation is people’s reluctance to change because they fear losing their job duties and responsibilities”.
“Achieving digital transformation is a significant challenge that requires a shift in people’s thinking and work methods. Though difficult, showing the advantages and engaging employees to succeed is crucial”.
Digital Transformation Governance
“Digital transformation requires proper governance, efficient use of resources such as technology, systems, and personnel, and hiring internal programmers”.
“Establishing appropriate procedures and governance for the services offered by departments and agencies within the Ministry is crucial. Often, service requests are made based on personal preferences rather than a systematic process. Therefore, it is vital to thoroughly and accurately implement the enterprise architecture concept”.
“Proper governance to guide the process is a significant challenge in achieving digital transformation”.
“One of the challenges in implementing digital transformation is managing its governance. Therefore, we must establish a framework to solve this issue to manage risks, ensure compliance, and align digital initiatives with Vision 2030 goal”.
Data
“Multiple challenges come with digital transformation in dealing with big data; access to this data requires approvals and agreements, which causes delays in analyzing, interpreting, and storing it”.
“When working on projects outside of the Ministry, a significant obstacle we encounter is bringing in and retrieving data and ensuring its accuracy and reliability”.
“Our daily challenge on the Fares system is sourcing and integrating data from external systems”.
“Digital transformation poses a challenge in maintaining data quality, which is difficult to control”.
“Digital transformation can make managing data complicated. It is essential to have reliable, easily accessible, and valuable data. In addition, it is crucial to clearly understand data from the moment it is collected, processed, and presented. Therefore, prioritizing data governance, management, and comprehension is essential”.
Cost
“A significant hurdle in executing digital transformation is the potential need to allocate more funds to cover planned initiatives’ expenses, especially considering the ministry’s magnitude”.
“Investing in projects, innovation, and growth is necessary to achieve digital transformation and requires ongoing costs”.
“Investing in digital transformation may seem expensive, but not transforming can cost even more. Therefore, organizations must be willing to allocate resources toward technology and talent to stay competitive in the current digital world”.
“One of the significant obstacles to achieving digital transformation is the financial expense. Therefore, the Ministry must balance investing in digital projects and achieving immediate results while creating long-term value”.
IT and Infrastructure
“Keeping infrastructure consistent is challenging for digital transformation. Therefore, prioritizing cybersecurity measures is essential to ensure safety”.
“Implementing digital transformation poses a significant challenge, particularly in IT infrastructure, which serves as its backbone. Hence, enabling the Ministry to utilize data effectively, automate processes, and offer personalized experiences to customers and employees is crucial”.
“Digital transformation can be challenging, with IT and infrastructure being the most difficult aspects. Moving away from traditional on-premises systems and adopting modern cloud-native architectures requires a new mindset, skillset, and working strategy for IT and infrastructure teams”.
Other Challenges
5. Discussion
5.1. Research Approach
5.2. Success Factors
5.3. Challenges
6. Conclusions
Future Work
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Critical Success Factors | Definition | Number of Repeaters | Sector |
---|---|---|---|
Culture | An organization’s shared values, beliefs, and behaviors influence how people interact and collaborate. | 7 | Businesses, LSPs, manufacturing, public, economy and SMEs |
Top management support | Active support and commitment from senior leaders are crucial for successful digital transformation. | 3 | Businesses, manufacturing, public and SMEs |
Strategy | The organization’s goals, objectives, and digital transformation actions, aligning digital projects with corporate objectives. | 7 | Businesses manufacturing, public, economy and SMEs |
Leveraging external and internal knowledge | The ability to use external expertise, collaborate with industry leaders, and utilize best practices, internal knowledge, and skills to achieve successful digital transformation. | 6 | Businesses, LSPs, manufacturing, public, economy and SMEs |
People and Employee engagement | Employees’ engagement, motivation, and empowerment in digital transformation, fostering innovation and driving organizational change. | 5 | Businesses, LSPs, Public economy, and SMEs |
Alignment of business and IS | The alignment of digital technologies and information systems with the strategic objectives and operational needs of the business is crucial to ensure that technology initiatives support and enhance core business processes. | 2 | Businesses and economy |
Usability | Digital tools and systems design focuses on creating intuitive interfaces and workflows that enhance user experience and productivity. | 2 | Manufacturing and Public |
Skills development | Skills development is all about enhancing the abilities, understanding, and proficiency of individuals in an organization. | 2 | Public and economy |
Innovation | Innovation involves creating and implementing new ideas, processes, products, or services that generate positive change and competitive advantage. | 2 | Public and SMEs |
expansion of IS capabilities and Determine Digital Technologies to Leverage | Organizations need to choose digital technologies that match their goals. | 4 | Businesses, manufacturing, and SMEs |
Development of dynamic capabilities | An organization’s capacity to adapt, learn, and innovate in response to market changes and digital disruptions. | 1 | Businesses |
pilot projects | Before implementing digital transformation strategies on a large scale, it is beneficial to conduct small-scale experiments and initiatives to validate their effectiveness. | 1 | Manufacturing |
customer needs | This refers to customers’ requirements, desires, and expectations for products or services. | ||
Autonomy | Empowering employees and teams to take ownership of digital transformation initiatives fosters creativity, agility, and accountability. | ||
significant data utilization | Using data analytics and insights to make informed decisions and improve business processes. | ||
interdisciplinary | Digital transformation requires collaboration and integration of diverse disciplines and expertise. | ||
Connectedness | The seamless flow of information and collaboration across the organization | ||
Openness | A culture that values openness and welcomes new ideas and perspectives. | ||
cooperation | Collaboration and cooperation between internal and external stakeholders | ||
Infrastructure | The organization’s operations rely on a digital infrastructure that needs to be reliable, scalable, and secure. | ||
dependability | The trait of being reliable, trustworthy, and consistent. | ||
Flexibility | Adjusting and reacting to alterations and disturbances in the digital environment. | ||
security completeness | Comprehensive security measures protect data, systems, and assets from threats. | ||
availability | Accessible, reliable, and operational | ||
real-time data | Information collected and analyzed | ||
regulatory environment | The set of laws and regulations organizations | 1 | SMEs |
Challenges | Definition | Number of Repeaters | Sector |
---|---|---|---|
Strategic stakes | Refer to the impact of decisions on an organization’s long-term goals and competitive position. | 6 | Business, HEIs, manufacturing, and healthcare |
Cultural stakes | Involve the values, beliefs, norms, and practices that shape an organization’s culture. | 5 | Business, government, and economy |
Organizational stakes | Refer to an entire organization’s collective interests, goals, and priorities. | 6 | Business, manufacturing, government, economy, and healthcare |
Digital literacy | Digital literacy uses digital technologies responsibly and effectively. | 1 | HEIs |
Evolving demands expectations and trustworthiness | Refer to the changing needs, preferences, and expectations of customers, stakeholders, and the market. | 3 | HEIs and Economy |
Information and technology infrastructure | An organization’s information technology operations rely on its information and technology infrastructure, which includes systems, networks, hardware, software, and data management capabilities. | 7 | Business, HEIs, manufacturing, government SMEs, healthcare and government |
Privacy, security data, and network | Refers to safeguarding privacy and maintaining the security of data, information, and network systems. | 7 | HEIs, Business, Economy, HEIs, LSPs and manufacturing |
Resistance to change | Organizational resistance to change refers to reluctance or opposition to adopting new processes, technologies, or strategies. | 8 | Business, HEIs, economy, government, economy, healthcare and SMEs |
Lack of digital ability | Refers to a company’s inability to effectively use digital technologies and resources due to a lack of skills or knowledge. | 5 | Economy, HEIs, SMEs, government and healthcare |
Lack of resources | Need more necessary assets, like finances, people, or technology, to support organizational goals. | 3 | Business, HEIs, Economy, and government |
Cost | Refers to the expenses and investments in implementing strategies, initiatives, or technological solutions within an organization. | 6 | HEIs, Economy, LSPs, and manufacturing |
Governance | Refers to the framework for decision-making, accountability, and compliance in an organization, including policies, processes, and structures. | 2 | Business and government |
Expert # | Years of Experience | Position |
---|---|---|
Expert 1 | 10 years | Technical of Business Relationship Management Manager |
Expert 2 | 15 years | Team leader of Business Relationship Management |
Expert 3 | 14 years | Team leader of application and systems and project manager |
Expert 4 | 8 years | Application and systems manager and consultant |
Expert 5 | 2 years | Engineer of Application and systems |
Expert 6 | 12 years | ERP manager |
Expert 7 | 6 years | General Supervisor of Business Relationship Management |
Expert 8 | 5 years | General Supervisor of strategic |
Success Factor | Responses# | |||||||
---|---|---|---|---|---|---|---|---|
E1 | E2 | E3 | E4 | E5 | E6 | E7 | E8 | |
Technology | √ | √ | √ | √ | √ | √ | √ | √ |
People and employee engagement | √ | √ | √ | √ | √ | √ | √ | |
Partnership with vendors | √ | √ | √ | √ | √ | √ | √ | √ |
Budget | √ | √ | √ | √ | √ | √ | √ | √ |
Top management support | √ | √ | √ | √ | √ | √ | √ | |
Organizational Culture | √ | √ | √ | √ | √ | √ | ||
Strategy | √ | √ | √ | √ | √ | |||
Others | √ | √ | √ | √ | √ | √ | √ |
Challenges | Responses# | |||||||
---|---|---|---|---|---|---|---|---|
E1 | E2 | E3 | E4 | E5 | E6 | E7 | E8 | |
Organizational stakes | √ | √ | √ | √ | √ | √ | √ | |
Strategic stakes | √ | √ | √ | √ | √ | √ | √ | |
Resistance to change | √ | √ | √ | √ | √ | √ | √ | √ |
Digital transformation governance | √ | √ | √ | √ | √ | √ | √ | |
Data | √ | √ | √ | √ | √ | √ | √ | |
Cost | √ | √ | √ | √ | √ | √ | √ | |
IT and infrastructure | √ | √ | √ | √ | ||||
Others | √ | √ | √ | √ | √ | √ | √ | √ |
Interview Analysis Table | ||||||||
---|---|---|---|---|---|---|---|---|
Question | E1 | E2 | E3 | E4 | E5 | E6 | E7 | E8 |
Q1: what are the main success factors in adopting digital transformation in Ministry of Education? | ✗ | ✗ | ✗ | ✗ | ✗ | ✗ | ✗ | ✗ |
Q2: what are the main challenges in implementing digital transformation in Ministry of Education? | ✗ | ✗ | ✗ | ✗ | ✗ | ✗ | ✗ | ✗ |
Q3: what do you suggest for improving the implementing of digital transformation in Ministry of Education? | ✗ | ✗ | ✗ | ✗ | ✗ | ✗ | ✗ | ✗ |
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Alojail, M.; Alshehri, J.; Khan, S.B. Critical Success Factors and Challenges in Adopting Digital Transformation in the Saudi Ministry of Education. Sustainability 2023, 15, 15492. https://doi.org/10.3390/su152115492
Alojail M, Alshehri J, Khan SB. Critical Success Factors and Challenges in Adopting Digital Transformation in the Saudi Ministry of Education. Sustainability. 2023; 15(21):15492. https://doi.org/10.3390/su152115492
Chicago/Turabian StyleAlojail, Mohammed, Jawaher Alshehri, and Surbhi Bhatia Khan. 2023. "Critical Success Factors and Challenges in Adopting Digital Transformation in the Saudi Ministry of Education" Sustainability 15, no. 21: 15492. https://doi.org/10.3390/su152115492
APA StyleAlojail, M., Alshehri, J., & Khan, S. B. (2023). Critical Success Factors and Challenges in Adopting Digital Transformation in the Saudi Ministry of Education. Sustainability, 15(21), 15492. https://doi.org/10.3390/su152115492