Adoptionanddiffusionofcloudcomputinginthepublicsector

– AcasestudyofZambia

ShullerHabeenzuITMC/RIAFocalPoint-Lusaka

Zambia:AbriefOverview

• Rapidandyouthfulpopulationgrowth• Povertylevelsdeepeninginruralareas– highGinicoefficient• Increasingbudgetaryconstraintstomeetsocialneeds• Lackoffiscaldiscipline– unknownexternaldebtexposure• Significantfiscaldeficits• Governmentintroducesexcisedutyondatabundlessept2017(sameasairtime)

• Increasingly,governmentrequiredtodelivermoreforless

SmartZambiaInitiative(launchedDec2015)

SmartZambiaInitiativeADigitalTransformationAgenda

SmartZambiaInstitute– tocoordinateSZ

OfficeofthePresident

MinistryofCommunicationsandTransport

ICTSectorPolicy

TelecommunicationsIndustry

ZICTA(Regulator)

ZambiaICTCollege ZambiaNationalDataCentre(SVP)

IndustrialDevelopmentCorporation

SmartZambiaInstitute

CloudComputingPlatform

• SmartZambiaInitiativeispredicatedoncloudcomputing• ZambiaNationalDataCentretohostthegovernmentcloud• Nodefinitivebudgetfigures(partofanestimatedcostUS$65mdebtfinancedpackage)forSmartZambiaPhase1• SmartZambiaPhase2–• extendingnationalbackboneandmetrostoalldistricts(lowestgovernmentadministrativecentres)• Addressdigital-divide:Roll-out1000+LTEbasestationsby2012(throughstate-ownedZamtel)

• Governmentfavoursbig-bangapproachratherthangradualprogression

ResearchObjectives

• Highlyusefulforpolicymakers• togaininsightsintothediffusionpatternsofcloudcomputinginthepublicsectorinZambia.• ToprovidethemuchneededresearchsupportforongoingcloudcomputingimplementationsinZambiaandotherdevelopingcountries(actionresearch).

ResearchQuestions

• Whatarethecontextualfactorsthatareinfluencingtheadoptionandusageofcloudcomputing(inthepublicsectorpublicsector)inZambiaandinwhichway?(predictive)• WhatpolicyorstrategyinterventionsthatneedtobeconsideredtoinduceadoptionofcloudcomputinginZambia?(actionresearch)

LiteratureReview

• Moststudieshaveexploretheimportanceofthetechnologicalfactorsaffectingcloudcomputingadoption.• However,theinfluencesofenvironmentalandorganisationalfactorsoncloudcomputingadoptionvaryacrossdifferentenvironments.• Therefore,thereisaneedtoanalysethedeterminantsofcloudcomputingadoptionindifferentsectorstoacquireabetterunderstandingofcloudcomputingadoption.• FeasibletoapplytheRogers’DOItheoryandtechnology-organisation-environment(TOE)frameworktoexplorethecloudcomputingadoption.

Rogers’TheoryofInnovation andTOEModel

RateofCloudAdoption

ManagementConcerns

LegalIssues

Compatibility

ITAlignment

Trailability

SecurityIssues&Trust

Observability

Risks

Complexity

RelativeAdvantage

Theoretical andempiricalfactorsoperatingontherateofadoption.[Adaptedfrom(Kuiperetal.2014)]

Approach

• CloudComputingisanascentindustryinthepublicsector• Complexadaptivesystem• Lackofhistoricaldataorperspective- limitedexperienceanddata

• TechnologyAdoption/acceptanceTheories• Rogers’TheoryofDiffusionofInnovation(DOI)• Technology,OrganisationandEnvironment(TOE)&

• Exploratoryandpredictiveapproach• Structuralequationmodelling- amultivariatestatisticalanalysistechniqueusedtoanalysestructural relationshipsbetweenmeasuredvariablesandlatentconstructs.

ProposedResearchModel&Hypotheses

EnvironmentalFactors

H12(-):RisksH10(-):PolicyandLegalIssues

H14(+):GovernmentSupport

DEMOGRAPHICFACTORSAge

GenderEducation

Position/RoleExperience

OrganisationalFactors

H5(+):TechnologyReadiness

H8(+):Cloud/ITskills

H6(+):TopManagementSupport

IntentiontoAdoptCloudComputing

TechnologicalFactorsH1(+):RelativeAdvantage

H3(-):Complexity

H4(+):Trialability

H2(+):Compatibility

H54(+):Security&Privacy

11Constructs45SurveyItems

DataCollectionandAnalysis

• Face-to-faceInterviewswithSmartZambiaseniormanagement• StructuredQuestionnaire– SamplepopulationdrawnfromSmartZambiatechnicalstaff• Datacollection(and validation)- anongoingprocess• Preliminarydescriptivedataanalysis-

Selectedpreliminaryfindings

• PerceivedChallengesbySmartZambiaManagement:• Sustainability–

• DraftPolicyFramework:Lackofpolicyframework(nopublicdocumentationonSmartZambia)

• Funding– basedonexternalfunding–unknownbudget• Procurement– singlesourcingandnon-transparency• Technicalobsolesce/lock-in• HumanResourceCapacityconstraints-(60%ofkeystaffabove41yearsorabove)• Lackofbusinesscaseanalysis(topdowncommandstructure)

Policyandregulatoryframeworks

StronglyDisagree StronglyAgree

LackofPolicyandprivacylaws

StronglyDisagree StronglyAgree

Incentivestoadopt

StronglyDisagree StronglyAgree

Pressuretoadoptcloudcomputing

StronglyDisagree StronglyAgree

Job Opportunities

StronglyDisagree StronglyAgree

Leadership

StronglyDisagree StronglyAgree

Organisational ITreadiness

StronglyDisagree StronglyAgree

OrganisationalReadiness

StronglyDisagree StronglyAgree

Capacitydevelopment

StronglyDisagree StronglyAgree

TopManagementSupport

StronglyDisagree StronglyAgree

PressuretoImplement

StronglyDisagree StronglyAgree

Security

StronglyDisagree StronglyAgree

ImmediateNextSteps

• Revisitmodelwithaviewtowards– KISS(Keepitsimpleandsweet)• Addressdatagaps–• Face-to—faceInterviewswithITManagersinMinistries(triangulation)• Datacollection(SurveyQuestionnaire)

• DataValidation• Revisitsamplepopulationwithaviewtodetermineusefulrespondents

• InferentialDataAnalysis• Structuralequationmodelling(SEM-PLS)allowstestingandestimatingcomplexcause-effect(causal)relationshipsamongmultipleindependentanddependentconstructssimultaneously