Shared and integrated ICT essential to achieve the Sustainable Development Goals

How to move forward

As mentioned, ICTs should not be used as add-ons but as tools to transform the sector/ project/organisation/business model. In order to obtain a better understanding of these processes, look at the businesses sectors where such transformations are taking place. There are plenty of reports on these transformational processes – and what needs to be done – from companies such as IBM, Cisco, Intel, Microsoft, Ericsson, Alcatel, etc.

Also, the key problem is no longer that those at the senior level need to be convinced of the importance of ICT. Their problem is how to strategically address the issue within their organisation and integrate it into their existing models. This is an area where significant new and extra support is needed. High-level strategic presentations, workshops and other activities can inform, educate and assist management to develop the appropriate high-level policies and strategies. My experience here is that person-to-person meetings work better than reports and other information. It is important for management to understand the entire concept of digital productivity, the digital economy and the business models that are needed to transform their organisations so that they can achieve the benefits of better services at a lower cost. Obviously, assistance with the financing of the transition is another key issue.

The penny needs to drop, but once that happens leaders will emerge to make the transformation come about.

This is a complex and disruptive process. It often requires cannibalisation, job losses – perhaps including people within their own organisation – and completely new ways of addressing the problems and opportunities of our society of 7 billion people. We can no longer run our society as though there are still 3 billion of us, as there were back in the 1960s, yet many systems and structures we work with today date back to that period. But, as is clear from the current SDG process, these strategic transformations are being placed in the too-hard basket. It is, however, critical for us to act positively and convince the leaders at the top that there is no other option but to fully integrate ICTs into whatever work they do.

Furthermore, ICT infrastructure can and should be shared among the various sectors involved in the SDGs. This includes overarching cloud computing facilities, data centres, M2M deployments, smartphone application developments – plus, of course, shared broadband infrastructure resources. What could be considered here is who should coordinate efficient and effective sharing of (UN) ICT infrastructure resources.

If ICTs are implemented at a greenfield stage they often do not account for more than 10% of the total costs of the project. Retrofitting, on average, is ten times more expensive.

You cannot drive the strategic elements of the transformation from the bottom; it has to be driven from the top. It also needs to be driven in a trans-sector, not cross-sector, way – a cross-sector approach means that the bosses of each sector will say 'I will share as long as you do it my way'. If we want to see strategic and effective sharing of resources, leaders (not managers) will need to take charge of this. Leadership from the top is essential to give a clear direction to the transformation. This is exactly what the strategic plans around the SDGs should do – provide that high-level strategic direction.