Digital Tunisia and Digital Revolution in Tunisia
As happens in Tunisia and elsewhere, digital is often reduced to what start-ups do, particularly tech start-ups, but in fact it is much more than that.
Digitization affects every level of our lives: our jobs, our mobility, our education and our connection to the state, community or our ‘tribe.’
We need to look through a much wider range of optical lenses. We need to think more about digital transformation than about building start-up companies.
We need a much broader approach to digital transformation in the Tunisian Government or in the International Development Organizations.
The Digital Arabia Network hosted a meeting on Digital Transformation in the MENA region. Ayad Al-Ani of the German Institute for the Internet and Society forecast the following three scenarios for Tunisia:
The Digital Arabia Network hosted a meeting on digital transformation in the MENA region. For Tunisia, Ayad Al-Ani of the German Institute for the Internet and Society projected the following three scenarios:
Arab networks and digital businesses are flourishing. Public administration is now becoming a forum for participation.
Some segments are connected to the digital centers of the global economy. Public structures and rural areas have been left out. Traditional markets are becoming increasingly less competitive. Strong unemployment rate.
Reduced state systems, waves of migration to other regions are continuing. Global Networks are providing services. Population is becoming dependent on help and other transfers.
Tunisia has the capacity to move towards digital integration. Majdi Hassen, Executive Advisor, Institut Arabe des Chefs d’Entreprise (IACE),
Tunisia’s growth potential for digital transformation is estimated to be 2.8% by 2021, equal to 20.4 billion Tunisian Dinar, i.e. digitalizing businesses.
Following the re-start of the Rebellion in 2011, the Tunisian Government would have to transition from re-launching to rebalancing.
Three initiatives were essential to this: creating an investment code, decreting projects and designing industrial policies to accelerate digitisation.
Those companies on the growth track struggled not to have adequate technical expertise (29.8%), lack a global plan (24.6%) or understanding of their management (24,6 percent ).
Technology is the same all over the world, but the perception of digital transformation is not the same anywhere.
In the future, where repetitive, rule-based and predictable tasks and so-called ‘Lights-Out Factories’ are controlled by machine learning,
Tunisia will be impacted as low-wage jobs will no longer be needed by outsourcing. What does that mean for the future of work?
In Tunisia, it could mean that if technology is open source in ‘Big Large Open Manufacturing,’ for example,
Tesla sharing some of its car manufacturing blueprints, a Tunisian worker can be an architect and build cars.
The future of mobility will not be six car companies building fossil-fueled cars (German model) but one or two platforms to help consumers get from A to B with or without a car. If electric cars are the rule in Europe,
Tunisia could benefit from a window of 10–20 years of taking over the market to develop fossil-fuel cars for Africa, Al-Ani believes.
But the country could also take a strategic decision, invest in innovation and own know-how and data. The real issue for policy makers is this:
Do you want your organization or your country to be the supplier or the owner of the company?
If we trust scenario prediction, machine learning will allow us to resolve conflicts and forecast the future of our political systems.
Government and public administration must then fundamentally reconsider their position and concentrate on what they can do best.
We don’t know what the future state would look like, but we can picture some of it as we look at the increasing political division and social fragmentation.
The tribalization of culture is questioning our existing nation-state model. We know that 60 per cent of all documents in Tunisia.
The request of one government body is made by another government body, which could save a lot of time and money by digitizing the Tunisian administration.
Tunisia will shape its digital future by concentrating on the digital transformation of public administration and the transformation of digital minds as a way to counter the brain drain of its digital talent.
The public sector has been the driving force behind reform before the imported bureaucratic models have demonstrated their limits of transparency and accountability.
If we accept that digital is more than IT (Information Technology)
Hardware and software) and requires a way of thinking and a way of operating, digitization can be a pledge for people to become producers and owners of the value chain of public services.