A critical view on implementation

Abstract

Abstract This chapter critically assesses implementation. Although it is too early to say what worked and causal pathways are undoubtedly too unclear to claim anything with certainty, this chapter offers an attempt to link back any failures—and apparent initial successes—to the three perspectives on the political economy of reform. Some are due to not getting bureaucratic politics right, such as turf wars and inter-ministerial siloes. Others are due to a lack of special interest groups. Still others have failed—at least so far—to take off because there never was an elite bargain in place that was willing to gamble on digital transformation in the first place. Similarly apparent success can also be associated with these three perspectives. The chapter states that the Kit has in some countries fostered a loose alliance of people with a shared interest in seeing the strategy primers converted into policy implementation, which helped achieve their goals.