Iceland's Leap into the Digital Era

At the turn of the last century, Iceland led in digital services. However, as other countries began to surpass us, Iceland slid down the rankings that tracked countries' progress in this field. It was evident that to stay at the forefront, we needed to significantly advance our digital services.

In many quarters, there was a recognition that action was needed. Ambitious policies were established, but the actions to implement these policies fell short. Some organizations excelled in information technology use, while others lacked a holistic vision. Each organization's decisions depended largely on the interest of its manager, resulting in little inter-organizational cooperation, leading to redundant efforts and wastage.

Furthermore, we lacked comprehensive oversight and leadership in developing Iceland's digital infrastructure. Those who understood the challenges and had solutions lacked the authority to act. Despite this, their analysis and desire for change managed to spotlight these issues, paving the way for further development. The Finance Minister's understanding of the importance of reevaluating the issue played a significant role, leading to a political consensus for change.

Digital Services as the Primary Communication Method
The decision was made for digital services to become the country's primary communication method, with a significant emphasis on developing digital infrastructure. The Icelandic government also aimed to regain its place at the forefront of digital governance. This goal was ambitious, particularly considering the intense competition for digital technology expertise in a country as small as Iceland. The results, however, are remarkable. In 2019, Iceland was 19th in the international E-Government index, which measures the quality of digital administration. By 2022, Iceland had climbed to 5th place, an impressive leap of 14 spots.

European (Egov - 4th place) and World Championships (eGDI - 5th place).

This progress was made possible by consolidating authority over this issue into one ministry and subsequently establishing an agency for Digital Iceland. With this, a digital transformation within the Icelandic state was realized, with information technology issues being considered from the standpoint of service and transparency, rather than just operationally. The focus was on exploring collaborative efforts and shared access to services to boost competitiveness. There was an emphasis on building a safer infrastructure, enhancing public services, and creating a more contemporary working environment.

During this restructuring, the employee's ability and courage to reimagine a project were critical. The boldness to stick with decisions despite initial opposition and a complete reassessment of tenders regarding government service purchases played significant roles. The subsequent reorganization within the administration provided the leaders of Digital Iceland with more flexibility than usual, a robust authority for decision-making, and the capacity to act swiftly. Additionally, the thoughtful selection of initial projects demonstrated that quick results in creating new digital solutions that mattered to people were achievable. A well-presented, user-focused approach boosted people's confidence in the importance of this new infrastructure development.

Creating Valuable Knowledge
By documenting Digital Iceland's journey in developing the public sector's digital infrastructure, our intention is to record the experiences, expertise, procedures, and approaches that enabled the Icelandic government to achieve significant and rapid results at a minimal cost. The methods utilized have proven valuable, and important knowledge has been created. It is crucial to keep track of this knowledge and share it with other parties aiming for reforms, increased transparency, and improved services.

Digital technology has enhanced efficiency, reduced costs, saved time, and improved services within public institutions. Additionally, digitization has simplified the lives of both the public and institutional employees, who can now address matters through electronic processes, saving both time and money. This development positively affects the environment and public expectations, as the benefits are visible. Also, reduced intermediaries within institutions enhance efficiency and safety, leading to increased satisfaction among stakeholders.

In a project like this, where the focus is on reform, innovation, and change management, a multifaceted experience and valuable knowledge are generated. This information can be useful to others, especially when achieving success on par with Digital Iceland. Its representatives consider it their duty to record and pass on this knowledge to others with similar objectives, as we aspire to serve as a model for other countries in terms of digital literacy.

Best Practice
It is essential to track successful approaches and methods for communication, increasing efficiency, and enhancing quality. By recording proven best practices, others can utilize these methods for challenges and improvements. Knowledge and experience are invaluable resources created through collaboration and are important to pass on to others who join the project later or wish to build on previous experiences.

In Digital Iceland's journey, an unconventional path was taken within the administration to ensure the project's progress. The public tender for software development was reimagined from the ground up, enabling various private companies to collaborate on new solutions for the public sector by securing the shared interests of all parties involved. The tender process was then refined as more experience was gained, leading to even greater success. Best practices are not universal rules, but are effective approaches adapted to the situation and reviewed regularly. In this way, best practices support individuals in shaping their own work and enhancing their creativity, as well as highlighting methods aimed at achieving optimal results.

Cultivating Innovation and Improvement Thinking
While pioneering paths within the administration to achieve success in an innovative project like Digital Iceland, efforts were made to leverage knowledge of technical solutions that had proven successful for other nations. This approach was used to prevent unnecessary duplication while seeking to refine those solutions. It also encouraged a culture of continuous improvement and effective solution utilization, thereby facilitating efficient progress.

It is important to document an equally progressive procedure that thoroughly proved its value. The approach taken by Digital Iceland can serve as an important resource for all managers aiming to promote employees initiative, improvement thinking, cross-team collaboration, and the achievement of results in a short time for complex projects that serve society.

Icelandic society is receptive to new technology. Our country has consistently had the highest percentage of internet-connected homes and internet users in Europe, according to Eurostat, the European Union's Statistical Office. The World Economic Forum's general competitiveness metrics have also highly rated Iceland's ability to adopt new technologies. The Icelandic government recognized the potential for significant improvements in public access to information, administrative efficiency, and public finance management through administrative innovation and information technology use. The public and businesses possessed the necessary skills. However, the administration had yet to harness this advantage, which had previously given us an edge over other nations.

Several hurdles stood in the way of those advocating IT reforms. While ambitious policies had been proposed, and many demonstrated a willingness to improve, the related projects were scattered across ministries. This led to unclear responsibilities, mandates, and oversight. As a result, securing project funding was difficult and the impact was thus limited. Those who wished to progress and had the means to do so had limited decision-making authority over the matter.

In 2013, the Ministry of Finance took a step in the right direction by establishing an Office of Management and Reform. Among other things, this office was tasked with handling the state's financial management and operational issues, as well as leading reform and innovation in the state's operations and institutional system, including the development of digital infrastructure. One of their initial tasks was to analyze the government system's infrastructure and IT status. This analysis provided an overview of the resources allocated to the initiatives and the number of employees involved. It became apparent that substantial funding went to IT issues, but the outcomes were inconsistent. This analysis marked the starting point for the Office of Management and Reform and informed decision-making aimed at improving government operations and services through information technology.

The Ministry of Finance began to explore possibilities in joint ventures and shared services, such as IT solutions and financial management, recognizing the synergy that could come from project consolidation. With this new focus, organizational changes were implemented within the ministry, moving more issues under the purview of the Office of Management and Reform, which subsequently broadened its oversight. Organized teamwork across projects was established, and the group developed a shared vision for the evolution of government operations and services. They believed that this vision could only be realized through enhanced digital infrastructure development, viewing information technology from the perspective of service and transparency, not solely operations.

Despite recognizing the need for action, it's not guaranteed that these actions will be undertaken, let alone successful. Most agreed on the necessity of developing digital services for Iceland's public sector, but unlike traditional infrastructure development, there were no established workflows.

If a bridge needs to be built, there are clear answers to questions like who will handle the work, where is the best place to start, who pays, who manages, who is responsible, who grants permission, which tools and materials are best, and who gets the project underway. These questions have established channels and traditions within administration for a physical bridge, but not for digital ones.

The Office of Management and Reform at the Ministry of Finance recognized the need for action, but lacked the authority to make decisions on the matter. The range of issues was distributed among different ministries, resulting in unclear responsibilities. The state lacked a coherent service provision policy, and decisions on technical matters and service innovation were subject to individual managers' interests within state institutions at any given time.

The Icelandic government launched a special initiative in 2015 called the 'Correction.' The Correction aimed to address the public's debt situation, which had spiraled out of control due to the 2008 banking collapse, while concurrently accelerating the development of digital infrastructure in the country. The implementation of the Correction was technically complex, involving the government, pension funds, and financial institutions.

In a small country like Iceland, the same people often have to wear many hats, which places high demands on them but also broadens their perspectives. The project leader for the Correction, also a leading expert in the Office of Management and Reform, knew that to realize the Correction, it was necessary to automate processes while ensuring data security.

In collaboration with the tax authority it was decided that all loan adjustment applications must be submitted through electronic ID cards, which could also be used for electronically signing documents. Despite the political controversy surrounding the decision, the government remained steadfast. It was a strategic choice to use electronic identity cards to ensure the applicants' safety and simultaneously promote secure electronic commerce in Iceland. Consequently, the number of electronic ID users significantly increased, becoming a vital prerequisite for further digital infrastructure development.

A sudden change of government in Iceland towards the end of 2017 sparked an unexpected opportunity for Iceland's digital journey. Fragmented responsibilities and mandates for information technology issues had previously hindered project progress. However, the new government introduced a reorganization of duties, consolidating almost all IT matters within the Ministry of Finance, where significant knowledge and ambition regarding these issues had already been developed. This change fostered a stronger influence for the topic and clearer responsibility.

To make the most efficient use of resources and manpower, an analysis was performed to determine how to achieve maximum benefit with the least possible cost. A project office for Digital Iceland was subsequently established within the Office of Administration and Reform, prompting a common Icelandic phrase: "Are you ready for the boats?"

So, what's next? It was evident that the development of digital services in Iceland needed to be initiated. Authority over the matter had been consolidated within a single ministry, and it was now crucial to let actions speak louder than words. There was a lot of discussion about the best way to proceed and how to expedite the work. For a long time, it was considered that the development of digital infrastructure should be a collaborative project of all ministries, led by the Ministry of Finance across the Cabinet. However, this approach was too fraught with doubts, inefficiencies, and debates that did not drive direct development.

Eventually, it was decided that the project would operate under different laws and a different structure than typically seen within ministry administrations. New and pressing tasks required new approaches.

A decision was made to establish a Digital Iceland task force within the Ministry of Finance. This group would have the temporary mission of enhancing the availability of digital services, supporting the development of digital infrastructure, and exploring ways to improve services and operations of public institutions. The project office enjoyed far greater autonomy in decision-making than is generally the case in ministries, allowing for flexibility and innovative ways to get things done. Employees were encouraged to adopt fresh perspectives, propose changes, and implement them. This demanded courage, negotiation skills, the ability to drive change, and permission to make mistakes along the way.

In a government meeting in May 2018, the policy was established that by 2020, digital services would be the primary channel of communication between the public sector, the public, and businesses. It was clear that the prerequisites were in place to achieve significantly better results in the development of public sector digital services.

Icelanders had long been considered one of the most networked nations globally according to international standards, and banking had predominantly shifted to digital platforms. If approached correctly, a digital revolution within the administration could be achieved.

The Digital Iceland Project Office was formally launched, designed to support public institutions in enhancing their digital services for the public, making these services more straightforward, simpler, and faster.

The objective was to enable individuals and businesses to solve their issues through self-service, thereby enhancing efficiency and economy, facilitating secure data transfers between institutions, preventing redundancy, and saving the public time and effort that would otherwise be spent on visits to institutions. All digital services relating to the administration would be accessible in one place on Ísland.is.

• Boosting competitiveness
• Enhancing public services
• Establishing a more secure infrastructure
• Creating a modern working environment

The Digital Iceland project office placed significant emphasis on a careful selection of the initial projects to be undertaken. The goal was to choose projects that could be completed within a relatively short timeframe and would benefit a large number of people. This approach would allow us to showcase our ability to produce meaningful results quickly and build trust in the project.

In 2018, the Digital Iceland project office assumed responsibility for the mailboxes of public bodies at Ísland.is. The mailbox was initially created around 2010 and was designed, developed, and operated by the National Register of Iceland, which published real estate valuations and documents from the Social Insurance Administration among other things. However, legal uncertainties surrounding the mailbox hindered its use and development. After the Digital Iceland project office took over, it was decided to limit its use to public entities, and the mailbox law, which defined its use and operation, came into effect in 2021.

A plan has been outlined for the implementation of the digital mailbox for organizations, which aims to ensure that by 2025 individuals and companies can access all main data from the public sector via the mailbox. The goal is to promote efficient public services, increase transparency in case handling and administrative efficiency, and provide a secure method for data sharing with individuals, legal entities, and institutions.

Within the Office of Management and Reform, extensive expertise had been cultivated around initiatives aimed at capitalizing on the government's bargaining power with suppliers, especially in areas like computer equipment procurement. Larger contracts allowed for more favorable terms and conditions overall, ensuring small and medium-sized organizations the same benefits as their larger counterparts, while offering a better understanding of the technical state in the public sector. Within Digital Iceland's project office, this knowledge was utilized and focus was given to the potential savings achievable through unified public sector purchases, rather than individual organizations managing their own. Apart from the efficiency that larger contracts and centralized management offer, it also provides a broader view that curtails waste and opens up opportunities for coordination.

On June 1st, 2018, Iceland became the first nation in the world to sign a comprehensive software agreement with Microsoft. It provided government agencies access to the latest version of the Office 365 software suite. This was a first-of-its-kind initiative where the state signed a comprehensive agreement with Microsoft, as prior to this, individual institutions and ministries had made their own agreements.

The contract further integrated the state's technological environment, enabling state employees to communicate more securely and directly, thereby increasing efficiency in case handling and flexibility in the work environment to support remote work.

The agreement was also part of a broader initiative to enhance and increase public services. The cost optimizations contained within it generated capital that could be used for the development of digital services and further efficiency in state institutions' operations.

In late June 2018, it was announced that starting July 1st, individual motor vehicle tax payment slips would be exclusively published electronically. Along with this transition, a claim would be automatically created in the online banking systems. Prior to this change, about 480,000 payment slips for vehicle taxes were sent out in paper form. The transition to electronic publishing saves approximately 83 million ISK annually and avoids the use of around 5 tons of paper.

The implementation of X-Road in Iceland commenced in November 2018. X-Road serves as a data exchange layer for information systems, functioning as both a technical environment and organization while ensuring secure data communication between different information systems. It provides a more flexible channel for organizations to communicate with citizens, allowing for information registered in one system to flow to another, thereby reducing duplication and eliminating the need for citizens to provide information that the government already possesses. Institutions and companies can connect to X-Road, which standardizes the communication channels between information systems. This increases efficiency in system setup and operation, as well as enhancing the security of communications.

In 2019, a technology strategy was developed for Ísland.is, aiming to better manage the government's IT issues and systems. By defining the state's technology architecture, a strategy was formulated that ensured further alignment and flexibility of the IT infrastructure. This also paved the way for more effective utilization of optimization opportunities in the operation and procurement of information technology equipment, for instance, by decreasing the variety of equipment utilized in government operations.

The swift evolution of the public sector's digital infrastructure can be significantly attributed to a total overhaul of the government's conventional practices of procuring custom-made software. A collaborative initiative between Central Public Procurement and Digital Iceland introduced a project that hinged on the engagement of multidisciplinary teams. Comprehensive preparatory work was undertaken with the goal of devising a framework that encouraged proficient teams from varying companies to collaborate in an open environment. This collaboration was guided by the Agile philosophy to augment digital services in the public sector. To select the ideal team, an innovative method was devised for vetting bidders in the tender process. The proficiency of the companies was appraised based on actual examples, which were reviewed by the evaluation committee prior to considering the price offers. As a result, teams from various companies, often competitors, were selected to collectively develop solutions. This method effectively tapped into the capabilities of the commercial sector to benefit the public sector, attracting a wider spectrum of approaches and experiences to the project than traditional tendering methods would have facilitated.

The key lessons learned from this approach were dual-pronged:

• First, it underscored the potential to conserve substantial resources, accelerate work processes, minimize waste, and yield superior outcomes using innovative yet stringent methods of government service procurement.

• Second, it emphasized that quality should bear more weight than price in tender evaluations.

Agile Procurement Reimagined: Contract Formulation through Collective Innovation

In the realm of procurement and contract development, an innovative and collaborative approach emerged, thanks to the active involvement of companies and their contributions to the methodology. Lessons from previous projects guided further refinements. Acknowledging an initial overemphasis on price, subsequent projects allocated greater importance to quality (70%) alongside price (30%). Notably, the introduction of Digital Iceland, a single tender for a legacy system's maintenance, smoothly paved the way for gradual adoption of the methodology. The journey towards transformation through procurement was recognized as a means to effect improvements, rather than an end in itself. Leaning on information technology, the Ministry of Finance aimed for optimization, taking around a year or two to achieve resonance with the desired changes. Overall, this narrative showcases how collaborative efforts, iterative adjustments, and embracing technology can lead to innovative and effective procurement strategies, ultimately contributing to the success and growth of the national team of companies involved.

All the codes crafted in collaboration with private entities for the Ísland.is website are open. The objective is to ensure all software developed by Digital Iceland is accessible to anyone who wishes to use or improve it, thus becoming a shared asset of the community. This decision also implies that public institutions are less likely to become entangled in business with the initial software developer. Additionally, open source reduces project costs, prevents redundancy, and enhances transparency. Therefore, the codes are not monopolized by the government or private sector but are beneficial to both.

Announced in the late 2019 budget bill for 2020, the Icelandic government resolved to intensify efforts in advancing digital administration. A series of projects were delineated and substantial financial backing was secured for their execution. This move, coupled with prior groundwork, would prove to be exceptionally fortuitous, as the Covid-19 pandemic was on the brink of global eruption. Strategies to curb the virus's spread necessitated a complete overhaul of communication systems and a radical transformation in information technology and automation. Though the government hadn't anticipated such a scenario, preparations were well advanced, plans were laid out, funds were allocated, and a competent leader had been chosen to spearhead the further development of digital administration. This set the stage well for the forthcoming challenges. Therefore, while Covid-19 wasn't the catalyst for the broad-scale development of digital services, it underscored the importance of such plans and spurred even quicker implementation than initially intended.

In early 2020, the Ministry of Finance appointed a digital leader to head the project office for Digital Iceland. Bringing management experience from international companies and a track record of founding successful ventures, the digital leader harbored an ambitious vision for the future. While significant groundwork had already been laid within the Office of Management and Reform, the establishment of Digital Iceland as an independent entity marked a significant turning point. It gained its own professional and administrative infrastructure, substantial funding, and the ability to hire dedicated employees who could fully commit themselves to the cause. Previously, projects relied on enthusiastic individuals borrowed from other departments.

This shift allowed Digital Icelands' work to become more targeted and bolstered the image of the projects. Digital Iceland carved out its niche, gaining visibility. During the hiring process for the digital leader, emphasis was placed on finding someone who went beyond being a manager - they needed to be a face of digital issues, an advocate for the development of digital services, both internally and externally.

In 2019, Iceland ranked 19th in the international E-Government index, a measure of digital administration quality. Determined to reclaim its position as a leading nation in digital administration, Iceland embarked on an ambitious journey. The result was a remarkable leap in just three years, with Iceland skyrocketing to 5th place on the same scale in 2022, ascending 14 places in one fell swoop. The official service portal, Ísland.is, stands as one of the premier service portals for public entities, while the Ísland.is app is hailed as the most comprehensive of its kind.

With the establishment of Ísland.is as a central digital service portal and the inception of the Digital Iceland project agency, the momentum accelerated further. A deliberate decision was made to showcase the rapid progress, fostering public and administrative confidence in the journey ahead. The focus remained on selecting projects that yielded tangible outcomes, reduced inefficiencies, and, most importantly, directly impacted people's lives by improving services.

A key emphasis was placed on user-friendly design, simplifying interactions between the public and the government through digital solutions while ensuring seamless data transfer between institutions, rather than burdening individuals. Simultaneously, a strong focus was placed on effective marketing and promotion, with comprehensive documentation of project histories to highlight the achieved benefits.

Ísland.is serves as a user-oriented, centralized digital service portal managed by Digital Iceland. The design of Ísland.is is meticulously tailored to cater to the needs of individuals seeking public sector services and engagement in public life events. It provides clear guidance on where to begin, access information, apply for services, and communicate with the government through digital solutions.

The ultimate goal is to enable efficient access to all public services and facilitate problem-solving. Many organizations have already opted to integrate their websites as subpages within Ísland.is, benefiting from shared tools such as design, content strategy, and operational environment. The aim is to eliminate the need for individuals to navigate through multiple organizational websites, offering guidance and support in completing tasks related to the public sector. Accessibility considerations are also embedded within Ísland.is, with larger institutions demonstrating better accessibility practices compared to smaller ones. The uniform service and user experience contribute to enhanced communication with the public sector, and Ísland.is has garnered recognition as one of the top-rated service portals for public bodies, as per the European Union's eGovernment Benchmark.

In the summer of 2021, the public sector unveiled a new policy aimed at positioning Iceland among the world's leading nations in digital services. The policy emphasizes the use of digital solutions to create a strong and competitive society, fostering value creation and prosperity.

The objective is to provide clear, secure, simple, and fast digital services that offer an exceptional user experience comparable to the best services available. The policy ensures that the public and businesses have direct access to content anytime, anywhere, saving valuable time and reducing the environmental impact of service delivery.

Efforts were promptly initiated to simplify people's lives, starting with the digitalization of criminal record requests. Annually, approximately 14,000 individuals were required to submit criminal records, with the majority having no offenses. Previously, they had to physically visit the District Commissioner’s office to obtain a printed document. To streamline the process, the focus was placed on automating requests for individuals with clean records, optimizing their experience and saving them time and effort.

The digitization efforts extended to other areas as well. An application process for maternity leave, catering to over 4,000 births annually and involving parents and employers (approximately 16,000 parties in total), went live in January 2022. This initiative significantly reduced costs and workload for both the Maternity/Paternity Leave Fund employees and parents receiving payments from the fund.

By embracing digital solutions and prioritizing user-centric services, the public sector in Iceland is driving a comprehensive transformation, benefiting citizens and organizations alike.

Efforts to digitize registrations had been ongoing for several years, but it wasn't until the project landed on Digital Icelands’ desk that significant progress was made. The first phase of electronic registrations was launched in July 2021, marking a significant milestone. The ultimate goal is to enable everyone to register documents electronically by the end of 2023. This achievement is of great importance on a macroeconomic level, with substantial benefits. The project is estimated to save approximately 1.5 million ISK annually.

The digitisation of the Icelandic Government is moving at great speed and daily new services are becoming accessible digitally. This signifies the progress made and highlights the growing availability of digital services to the public.

Digital Iceland has brought forth a multitude of undeniable benefits. The integration of digital technology has led to enhanced efficiency, reduced costs, time savings, and improved services within public institutions. The remarkable success achieved thus far is a testament to the increased cooperation and joint ventures fostered by Digital Iceland. Through the implementation of digital solutions, substantial savings have been realized. These savings can now be reinvested to further develop digital services, thereby advancing the quality of public services.

One of the significant advantages of digitization is the simplification it brings to people's lives, benefiting both the general public and institutional employees. Previously, many interactions required physical visits to public sector institutions, such as the District Commissioner’s office. However, with the advent of electronic processes, individuals can now handle their cases conveniently and efficiently. This transition also yields positive environmental effects while meeting public expectations. The tangible benefits experienced by users, coupled with streamlined operations within institutions, contribute to heightened satisfaction and improved service delivery.

The implementation of digital solutions has sparked a remarkable shift in attitudes, fostering a culture of cooperation and collaboration among public sector employees. Recognizing the significance of working collectively, alongside Digital Iceland, to enhance public services, digitization has emerged as a guiding principle.

One of the remarkable benefits of digitalization is the enhanced and improved service provided to Icelanders residing abroad, approximately 60,000 individuals. They now have access to various information and services that were previously out of reach, resulting in increased efficiency. Moreover, individuals living in rural areas can obtain specific data without enduring long journeys. This saves valuable time, resources, and fosters greater equality among people.

From the inception of Digital Iceland, the focus shifted from discussing how things should be to taking action. This required individuals to have a comprehensive understanding of the challenges and the empowerment to respond to them, while also embracing the freedom to make mistakes.

Initially, efforts focused on operational optimization rather than service development, as the mandate did not extend to that area. Instead of accepting the status quo, they sought change and advocated for better approaches, sharing their ideas and driving them forward.

The vision began to take shape, leading to the consolidation of digital issues within a single ministry. Subsequently, a project center for Digital Iceland was established as part of the Ministry of Finance's Office of Management and Reform.

This center provided an overarching view of the entire management system, fostered a drive for improvement, and was empowered to systematically advance the work. Although the project office initially operated with limited resources and relied heavily on labor contributions from personnel borrowed from other government entities, it remained focused and utilized the accumulated experience to push boundaries and make progress.

In interviews with the project initiators, it is acknowledged that progress could have been faster with more initial investment. However, success is not solely reliant on financial resources. The chosen path required time, but the acquired experience was carefully managed and utilized to establish a foundation for subsequent rapid success with increased funding.

Throughout the journey, the experiences of other nations were harnessed, adopting and adapting solutions that had proven successful elsewhere to meet the specific needs of Icelandic society. This approach saved time and infused greater ambition into solutions that had not yet been explored elsewhere.

From the outset, the project agency prioritized the selection of a limited number of simple projects with a high likelihood of success. This strategic approach recognized the need to start somewhere, and the project studio demonstrated that their ideas and methodologies were effective. Through the implementation of digital solutions, services were improved, and efficiency and optimization were achieved. These achievements garnered increased interest and confidence in the journey, leading to further funding in later stages.

From the outset, it was crucial to establish clear and concise goals that served as guiding principles for the digital transformation. A single sentence in a memo, approved during a cabinet meeting, charted the course for the initial phase of digital services: "The aim is that by the year 2020, digital communication will be the primary means of interaction between the public and the public sector."

Another paramount goal was for Iceland to become a global leader in digital services. This objective was pursued with unwavering determination under the leadership of the head of Digital Iceland, after it became an independent entity within the Ministry of Finance. The vision was to propel Iceland to the top of the international rankings for digital governance, utilizing the existing resources and capabilities.

By integrating Digital Iceland within the Ministry of Finance, a comprehensive overview of the administrative system's costs was obtained, allowing for a holistic approach. Engaging in conversations with various organizations, although initially challenging, revealed opportunities to harness the benefits of digital solutions. The journey began with simpler projects, gradually fostering collaboration that expanded over time. Enhanced cooperation between institutions was also prioritized, with the specific advantages highlighted in a targeted manner.

The Minister of the Ministry of Finance's keen interest in leveraging information technology for improved outcomes played a vital role. The minister actively listened to the ideas of the employees on enhancing processes, finding ways to overcome obstacles, and empowering them to make decisions and take action. This approach created a platform for continuous improvement, mobilizing the employees’ ambition to strive for excellence. Importantly, the minister's unwavering support for the employees' decisions, including the implementation of the Amendment mandating the use of electronic IDs, proved pivotal. Despite the political sensitivity surrounding the issue, the minister recognized the opportunity for broader adoption of electronic IDs and remained steadfast in the decision that laid the foundation for digital reforms.

Promoting Digital Iceland's projects with a people-centered approach has been instrumental in its success. The emphasis is placed on providing services that cater to people's specific needs during important life events, such as starting a business, raising a child, or preparing for retirement. Instead of navigating through multiple organization websites, individuals can easily find the services they require on the centralized service portal Ísland.is, along with clear instructions for the next steps.

The success of Digital Iceland has been the result of countless factors coming together, driven by the continuous desire for improvement. Lessons learned from previous projects have paved the way for even greater success. Mistakes were acknowledged and rectified, always moving forward towards the set goals of enhancing services and utilizing public funds for the benefit of society.

Empowered employees were entrusted with implementing innovative solutions, fostering cooperation between different organizations and reshaping traditional administrative structures to accommodate new plans and efficient digital solutions.

However, the question arises: Will this project ever be truly finished? While Digital Iceland was initially conceived as a temporary initiative, the development of digital systems and technological advancements continue indefinitely, much like the ongoing construction of roads by the Icelandic Road and Coastal Administration.

Digital Iceland has successfully delivered numerous projects within reach. However, as the complexity and cost of projects increase, there is a need for more systematic structural elements. The future calls for a clearer legal framework and administration of digital issues, which may differ from the innovative culture and energy that propelled Digital Iceland. Balancing future growth and administrative efficiency while preserving the power of reform to create new solutions is a challenge.

There are vast opportunities in harnessing the power of data processing for informed decision-making, analyzing waste, identifying areas for enhanced efficiency, and reaching vulnerable groups more effectively. However, there is still significant work to be done to fully unlock this potential and utilize it effectively.

The power of data processing holds the key to gaining an unprecedented societal overview, enabling informed planning and decision-making. However, significant efforts are still required to fully realize this potential and effectively utilize the data at hand.

In just a few years, technology has revolutionized waste reduction and resource allocation, minimizing unnecessary car trips, paper usage, and saving valuable time for the public by streamlining administrative processes. By embracing innovative solutions and automation, we can further enhance services, minimize waste, and maximize the efficient use of public funds. Additionally, by harnessing the power of data processing and establishing robust connections between databases, we can gain invaluable insights that were previously unattainable. This comprehensive overview of society would be a crucial tool for effective planning and decision-making. However, significant work lies ahead to fully tap into this potential and turn it into a tangible reality.

There is a strong belief that the pursuit of further advancements in digital infrastructure will continue to present valuable opportunities. Iceland has developed a robust methodology that has consistently yielded rapid and excellent results. The knowledge accumulated throughout this journey holds immense value, and it has captured the attention of other nations.