Overcoming Barriers to Digital Transformation in Public Organizations using the McKinsey 7S Model

Abstract

Considering digital transformation as organizational change, this paper aims to explore multifaced barriers that hinder governments journey toward digital transformation, using the McKinsey 7S model as an organizational change tool. Drawing on a comprehensive review of existing literature, this study identifies and categorizes these barriers into the seven dimensions of the McKinsey 7S framework: Strategy, Structure, Systems, Skills, Style, Staff, and Shared Values. The findings highlight the need for better systems and targeted strategies to address these barriers and pave the way for enhancing the complexities of digital transformation in public organizations by identifying where the need for change lies.Considering digital transformation as organizational change, this paper aims to explore multifaced barriers that hinder governments journey toward digital transformation, using the McKinsey 7S model as an organizational change tool. Drawing on a comprehensive review of existing literature, this study identifies and categorizes these barriers into the seven dimensions of the McKinsey 7S framework: Strategy, Structure, Systems, Skills, Style, Staff, and Shared Values. The findings highlight the need for better systems and targeted strategies to address these barriers and pave the way for enhancing the complexities of digital transformation in public organizations by identifying where the need for change lies.