E-­‐Governance

 for  Smart  Governance  –  Case  Studies  on  Transformational  Leadership    

Author:  Trilok  Kumar  Jain  

(Director,  Ecosystem  for  Innovation  and  Entrepreneurship  and  Dean,  Suresh  Gyan  Vihar  University,  
Jaipur.     [email protected]  )  

   

ABSTRACT  

E-­‐governance   is   very   important   for   introducing   greater   effectiveness   and   efficiency   in   government  
operations  and  in  government  to  citizen  dealings.  However,  introduction  of  e-­‐governance  is  not  an  easy  
task.  It  is  not  just  introduction  of  technology,  but  it  also  involves  human  aspects.  This  article  uses  case  
studies   to   understand   implementation   of   e-­‐governance.   The   case   studies   briefly     describe   change  
management  process  in  implementation  of  E-­‐Governance  by  the  Government  of  Rajasthan.  The  project  
of   RGDPS   and   digitalization   of   Archives   are   discussed   as   case   studies.   The   author   also   discusses   the  
factors  for  success  of  these  change  management  initiatives.    

Keywords:   e-­‐governance,   governance,   administration,   Innovation,   change   management,  

transformational  leadership    

Introduction  

E-­‐Governance  consists  of  a  series  of  initiatives  designed  to  introduce  internet  based  applications,  which  
improves  the  efficiency  and  efficacy  of  the  mechanism  through  which  the  citizens  are  able  to  connect  to  
the  government  and  it  also  helps  in  improving  inter-­‐governmental  and  intra-­‐governmental  operations.  
The  government  can  connect  to  the  citizen  and  vice  versa  through  these  initiatives.  E-­‐Governance  is  an  
initiative   to   use   technology   in   establishing   a   framework   for   Government-­‐Citizen   interaction   and  
communication.  It  is  a  simplified  communication  system   between  government,  citizen  and  other  related  
bodies.   E-­‐Governance   uses   the   technological   expertise   and   resources   of   the   private   sector   organisations  
also  in  an  effort  to  create  the  required  infrastructure  and  support  system  to  enable  proper  governance  
and   interactions.   Introduction   of   e-­‐governance   is   not   an   easy   task.   It   is   not   just   introduction   of  
technology,   but   it   also   involves   human   aspects   and   requires   a   great   deal   of   administrative   and  
motivational  skills  to  execute  an  e-­‐governance  initiative.    

Developing  countries  like  India  are  experiencing  tremendous  improvement  in  their  governance  structure  
through   initiatives   like   digitalization   of   documents,   online   submission   of   applications   and   online  
submission  of  required  information,  E-­‐Kiosks,  E-­‐Portals,  online  payment  systems,  Online  Grievance,  (for  
example   -­‐   Sugam   -­‐   a   system   of   grievance   management   in   Rajasthan   in   India)   which   are   broadly   called  

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E-­‐Governance.  These  initiatives  have  heralded  a  new  beginning.  It  is  necessary  to  understand  the  human  
aspects   in   implementation   of   e-­‐governance   and   document   those   aspects,   so   that   the   administrators   are  
able   to   use   these   initiatives   in   their   day   to   day   applications.   The   author   interviewed   some   e-­‐governance  
initiators   and   identified   the   process   of   implementation   of   e-­‐governance.   This   article   has   collection   of  
two  case  studies  drawn  from  those  interviews.      

Evolution  of  E-­‐Governance  Initiatives  

It   was   in   1970   that   the   central   government   established   department   of   Electronics   and   subsequently  
National   Informatics   Centre   was   established   in   1977.   In   1987   NICNET   (national   satellite   based  
information   network)   was   launched,   which   was   followed   by   DISNIC   (District   information   system   of  
National  Informatics  Centre).  Thus  the  use  of  technology  was  given  a  big  thrust  through  these  initiatives.  
The  ministry  of  Information  Technology  was  started  in  1999  and  a  12  point  action  plan  for  e-­‐governance  
was   launched   in   2000.   In   2006,   the   government   declared   E-­‐Governance   action   plan   to   further   expand  
e-­‐governance.    

Different  state  government  adopted  different  routes  to  e-­‐governance.  Andhra  Pradesh  Government  was  
the  first  state  government  in  1996  to  introduce  e-­‐sewa  –  project  to  help  the  common  people  through  
e-­‐governance   initiative.   There   used   to   be   long   queues   of   people   waiting   to   deposit   their   payment   for  
outstanding   bills   of   electricity,   telephone   and   other   government   departments.   When   people   started  
making  payment  through  e-­‐government  set  up  (e-­‐mitra  and  other  such  systems,  which  allowed  people  
to  make  payment  through  the  e-­‐governance  arm).  This  was  a  big  relief  to  the  common  masses.  It  was  
appreciated   by   media,   general   public   and   experts.   Some   case   studies   were   also   developed   on   these  
initiatives  of  the  Government  of  Andhra  Pradesh.  Later  other  governments  started   realizing   the   benefits  
of   e-­‐governance.   Karnataka   Government   introduced   Bhoomi,   Gujarat   Government   introduced   Mahiti  
Shakti,  Haryana  Government   introduced   Nai   Disha,   Himachal   Pradesh  government  introduced   lok-­‐mitra,  
Maharashtra  Government  introduced  Setu,  Madhya  Pradesh  introduced  Gyandoot  and  Delhi  introduced  
Automatic   Tracking   of   Vehicles.   Similarly   other   governments   also   introduced   many   schemes   to  
transform   governance.   Soon   e-­‐governance   became   popular   and   it   was   introduced   by   almost   all  
governments   in   India.   Today   e-­‐governance   is   wide-­‐spread   and   benefitting   common   masses   by   providing  
ease,  comfort  and  convenience.    

Initiatives  by  the  Government  of  Rajasthan    

Large   number   of   citizens   in   Rajasthan   were   experiencing   delays   in   government   departments.   They   were  
not   able   to   get   any   solutions   for   the   problem.   They   were   not   able   to   submit   complaints   also.   The  
government   of   Rajasthan   introduced   Sugam   -­‐   an   online   platform   where   any   person   can   submit   his   /   her  
complaints   relating   to   any   government   department.   In   2011,   the   government   of   Rajasthan   also   enacted  
RGDPS   Act   (Rajasthan   Guaranteed   Delivery   of   Public   Services).   Under   this   law,   the   concerned  
government  department  has  to  deliver  services  to  the  common  people  within  a  time  limit.  Thus  with  the  
new   law,   there   is   now   a   real   implementation   of   Sugam   (part   of   RGDPS).   Every   citizen   has   the   right   to  
contact  the  government  through  this.  It  has  facilitated  the  working  of  the  government  departments.  The  
introduction   of   Sugam   has   improved   the   working   of   these   departments   tremendously.   Those  

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departments,  which  were  earlier  not  providing  timely  services,  are  today  forced  to  take  prompt  actions  
due   to   the   power   of   Sugam.   The   chief   minister   herself   monitors   the   progress   in   Sugam.   Every   district  
collector  takes  a  review  meeting  every  month  to  monitor  the  progress.  There  is  a  time  limit  within  which  
the  concerned  government  official  has  to  clear  the  file  and  satisfy  the  citizen.  In  a  short  span  of  time,  
about  a  million  complaints  and  grievances  of  common  people  have  been  handled  and  processed  by  the  
government  of  Rajasthan  in  the  process.  This  is  a  huge  achievement  considering  the  fact  Rajasthan  is  a  
backward  state  in  terms  of  literacy,  education,  infrastructure  and  technical  resources.    

Sugam   has   been   an   excellent   initiative   by   the   government   of   Rajasthan.   Any   citizen   can   file   complaint  
relating  to  any  government  department  in  Rajasthan  on  Sugam  platform  and  the  complaints  are  solved  
within  record  time.    

Digitalization  of  archives  of  Bikaner  

The  archives     (archives  is  the  department  which  stores  old  documents)  of  Bikaner  has  a  rare  collection  
of   over   10   million   old   documents   including   the   important   historical   documents   relating   to   Moghul  
Emperors,  Princely  States  of  Rajasthan.  These  documents  also  include  old  Pattas  and  other  land  records.  
Earlier  it  was  difficult  to  trace,  locate  and  preserve  such  large  number  of  documents  (there  was  always  a  
possibility  of  losing  the  old  documents  in  the  process  of  examination  and  interpretation  as  it  required  a  
very   careful   and   delicate   handling).   The   present   director   was   in   his   early   30s   when   he   became   the  
director   and   therefore   he   had   a   burning   desire   to   do   something   transformational.   He   submitted   a  
proposal  to  start  digitalization  of  documents.  His  proposal  was  accepted  and  he  received  support  from  
the   higher   authorities   including   Chief   Minister.   He   found   resistance   from   some   of   his   own   colleagues.  
However,   he   took   it   as   a   personal   challenge   and   completed   the   project   in   record   time.   With   the  
digitialization  of  all  the  documents,  the  archives  has  become  the  only  such  office  in  this  world  with  more  
than  10  million  old  documents  digitialised  and  accessible  online  from  anywhere.  Now  it  is  possible  to  see  
any  of  these  documents  from  anywhere  in  the  world.  This  department  is  now  a  great  resource  centre  for  
historians   from   across   the   globe.   They   need   not   come   to   this   department   personally   to   check   old  
documents.   A   click   is   required   to   search   and   read   a   very   important   document.   At   the   same   time,   the  
documents  have  been  duly  preserved  and  they  are  safe  and  intact  physically.  The  life  of  the  document  
has   also   increased   and   their   visibility   has   also   increased.   The   archives   has   also   prepared   a   museum,  
where  it  has  many  attractions  including  digitalized  documented  contribution  of  great  freedom  fighters  
and  digitalized  their  experiences  in  their  own  voice.  The  digitalization  initiative  helps  the  local  citizens  a  
great  deal  by  helping  them  in  tracing  out  their  old  land  records,  which  was  otherwise  a  very  difficult  and  
time  consuming  task.i      

Change  Management  Challenges  

E-­‐Governance   is   an   example   of   change   management.   It   is   a   very   difficult   task   to   introduce   a   radical  

change   and   implement   it   with   the   involvement   of   the   employees.   Management   thinkers   and  
psychologists  agree  that  every  change  is  resisted  by  people.  Introducing  a  successful  change  is  therefore  
an  initiative  which  must  be  appreciated  and  documented.    

Reasons  for  Resistance  to  Change    

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People  will  always  resist  change,  even  if  it  is  useful  to  them  and  even  if  it  is  for  their  own  benefit.  Change  
is  disturbing.  People  have  fear  from  change.  There  are  many  reasons  why  people  oppose  change.  Some  
of  the  reasons  are  as  under:  -­‐    

a. Fear   of   unknown   –   Change   introduces   new   circumstances,   new   factors,   new   personalities   and  
sometimes  new  culture  also.  There  are  new  practices,  new  forces  and  new  possibilities.  Even  if  it  
is  small  change,  it  will  also  have  some  influence  on  the  existing  set  up.  It  is  a  general  tendency  
among   human   beings   to   resist   change.   We   don’t   know   about   unknowns   and   change   means  
bringing   something   new.   Therefore   it   is   natural   for   all   of   us   to   resist   the   process   of   change.    
Example:  -­‐  When  family  planning  system  was  introduced  in  India  during  60s  and  70s,  most  of  the  
people  opposed  it.  They  were  fearful  about  family  planning  system.  The  government  also  used  
force  and  the  people  also  spread  many  rumours  due  to  un-­‐known  fears.  All  these  circumstances  
created  further  resistance  by  the  people.    
b. Established  habits-­‐  over  a  period  of  time,  we  develop  some  habits.  Change  means  introduction  
of  new  habits.  We  resist  the  new  practices  because  we  have  become  habitual  of  some  practices.  
Example:   During   70s   and   80s   the   government   of   India   tried   to   popularize   LPG   Gas   among  
households  for  consumption.  Prior  to  that  the  popular  modes  of  cooking  were  either  Kerosene  
Stove   or   Wood   or   Coal   or   other   such   items.   When   LPG   Gas   was   introduced   in   homes,   the  
home-­‐makers   (Housewives)   opposed   it   initially   because   they   were   habitual   of   some   kitchen  
appliances  and  they  didn’t  want  to  leave  those  habits.  Today  it  looks  surprising  that  the  ladies  
could   ever   oppose   LPG   Gas   as   against   the   old   habits   of   using   Kerosene   Stove   or   other  
appliances.      
c. Peer  group  pressure  –  we  are  influenced  by  our  peer  groups  in  our  decision  making.  The  peer  
group   pressure   is   so   strong   that   it   influences   our   decision   making   process.   We   fail   to   see   the  
merits  of  a  decision  beyond  the  points  raised  by  our  peer  groups.     Many  times  we  are  unable  
to   take   a   rational   decision   because   the   peer   pressure   puts   us   in   a   decision   making   situation  
where   we   have   to   take   decision   on   the   basis   of   the   peer   group   pressure.     Example:   When  
banks   started   introduction   of   computerization   in   India,   most   of   the   workers   opposed   it   just  
because   it   was   the   decision   of   their   groups.   The   workers   looked   at   the   points   raised   by   their  
group  and  didn’t  even  consider  the  merits  which  were  otherwise  apparent.    
d. Inability  to  visualize  a  brighter  future:   -­‐  people  easily  visualize  what  they  are  habitual  of.  Thus  it  
is   the   past   which   is   the   part   of   the   vision   of   the   people.   While   ideally   the   vision   should   be  
radically   different   from   past   and   positive   situations   which   bring   joy   and   ecstasy.   Visualising   a  
different   but   brighter   future   is   difficult   and   therefore   people   fail   to   agree   to   the   process   of  
change.   Example:  -­‐   When   E-­‐Governance   was   introduced   in   Andhra   Pradesh   and   subsequently   in  
other   states   in   India,   there   was   mild   resistance   initially   because   many   government   officers  
couldn’t   visualize   the   positive   impact   of   e-­‐governance.   Today   after   witnessing   the   amazing  
impact   of   E-­‐Governance   everyone   praises   and   applauds   the   process   of   introduction   of  
e-­‐governance.    
e. Inability  to  prepare  for  the  change  –  The  process  of  change  is  a  continuous  process  of  growth  
and  may  require  preparation  of  people.  This  preparation  is  in  terms  of  psychological,  social  and  
mental   preparation   for   a   better   future.   This   may   seem   a   positive   beginning,   but   often   people  
will  oppose  it  because  they  are  not  personally  prepared  for  the  change.    

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 f. Inability   in   learning   –   change   process   requires   involvement   of   people   in   the   process   of   social  
development.   This   may   also   involve   learning   and   development   on   the   part   of   people.   Some  
people   who   are   not   prepared   for   the   learning   and   developmental   process,   may   oppose   the  
social   development   initiatives.   Inability   to   learn   and   grow   on   the   part   of   a   few   persons   may  
result  in  opposition  of  a  great  social  developmental  opportunity.  Example:  Many  governments  in  
India  are  facing  problems  in  implementation  of  e-­‐governance  initiatives  as  this  will  also  require  
learning   on   the   part   of   government   employees,   who   are   often   not   willing   to   learn   and   adapt  
themselves  to  the  technology.    
g. Vested   interests   –   Narrow   personal   interests   often   dominate   over   the   important   issues   of  
society.   This   is   easily   visible   when   we   find   that   many   persons   who   are   related   to   some   social  
movement,   don’t   support   progressive   initiatives   and   this   ultimately   affects   the   social  
development  initiatives.  Example:  -­‐  Indian  Parliament  is  dominated  by  males  and  therefore  the  
proposal   to   introduce   reservations   for   women   in   Parliament   is   put   in   waiting   line   by   the  
Parliament,   because   it   will   affect   many   of   the   existing   MPs,   who   fear   that   their   personal  
interests  may  be  affected  negatively  due  to  this  provision.    

It  is  a  fact  that  many  government  officers  and  key  decision  makers  are  not  interested  in  e-­‐governance  
project.   They   want   to   delay   is   as   much   as   possible.   Those   executives,   who   introduce   e-­‐governance,   face  
tremendous   pressure   and   opposition   from   other   officers.   During   the   study,   the   researcher   found   that  
the  executives,  who  were  trying  to  introduce  e-­‐governance,  were  putting  extra  efforts,  taking  extra  risks  
and  facing  increasing  threats  from  their  own  peers.  They  were  doing  it  for  the  betterment  of  the  general  
public,  but  the  initiatives  were  taking  their  own  pains  and  this  was  causing  them  to  suffer  from  health  
related  problems  due  to  increased  stress  level.    

Success  Factors  behind  E-­‐Governance    

There   are   many   factors   which   are   responsible   for   success   of   change   management   in   e-­‐governance  
initiatives.  These  factors  can  be  described  as  under:  -­‐    

a. Training  and  development  

b. Hard  work  and  commitment  to  introduce  e-­‐governance  
c. Simplified  technical  features    
d. Support  from  the  leaders  
e. Involvement  of  employees    

Success  factors  in  details:  -­‐    

A. Training   and   development   –   the   government   of   Rajasthan   organized   regular   training  

programmes  on  good  governance,  e-­‐governance  and  computerization.  These  programmes  have  
created   required   skills   and   attitude   among   employees,   which   have   facilitated   the   success   of  
these   programmes.   Even   after   success   of   these   initiatives,   the   training   and   development  
programmes  are  still  continuing.  This  ensures  that  these  programmes  are  properly  implemented  
by   the   employees.   The   training   programmes   have   covered   not   only   the   technical   aspects,   but  
the   behavioural   aspects   also   to   ensure   that   there   is   proper   understanding   on   the   part   of  
employees.  Some  of  the  features  of  these  training  and  development  initiatives  are  :    

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 a. Making   people   clear   about   the   purpose   of   the   system   and   involving   them   in   the  
implementation  process  

b. Involving   employees   in   the   change   management   process   and   motivating   them   for   a  
noble  cause.  

c. Clarifying  the  technical  aspects  and  removing  all  fears  of  the  employees  

B.   Hard   work   and  commitment  to  introduce  e-­‐governance   –   the  executives   in-­‐charge   of   implementation  
of  e-­‐governance  projects  had  to  work  very  hard  and  put  in  the  best  efforts  to  ensure  that  the  project  
succeeds.   The   persons   worked   for   15-­‐16   hours   a   day   as   per   the   requirement   of   the   project   to   ensure  
that  the  e-­‐governance  initiatives  meet  the  schedule.    

Simplified   technical   features:   the   egovernance   projects   have   tried   to   simplify   everything   including   the  
technical   features.   Since   the   common   people   don’t   know   English   in   Rajasthan,   hence   the   portal   is  
bi-­‐lingual.   Any   person   can   apply   his   grievance   in   Hindi   language.     These   initiatives   have   used   simple  
everyday   technologies   in   introduction   of   e-­‐governance.   For   example,   the   responsible   government  
officers   get   immediate   email   and   SMS   (short   messaging   service)   on   their   mobile.   They   get   reminders   till  
they   solve   the   problem.   There   is   an   app   also,   which   can   be   downloaded   on   android   based   mobile  
system,   on   which   progress   on   the   matter   is   monitored.   Thus   the   government   officers   are   able   to  
monitor  the  progress  and  the  pending  matters  and  take  prompt  steps.    

C. Support  from  the  leaders:  These  initiatives  have  received  support  from  the  top  decision  makers  
which  have  enabled  the  required  manpower  and  required  financial  support.  Although  there  are  
always  constraints,  but  the  moral  support  itself  gives  required  motivation  to  the  employees  to  
execute  amazing  projects.    
D. Involvement  of  employees:  these  projects  are  successful  due  to  involvement  of  employees.  The  
involvement  of  the  employees  at  each  step  of  planning  and  execution  is  crucial  for  the  success  
of  any  change  management  initiative.  During  the  implementation  of  these  projects,  the  leaders  
have  taken  feedback  of  employees  to  make  the  new  system  and  software  achieve  the  desired  
objectives.    

Discussions  points:    

Based  on  discussion  of  above  facts  and  information,  the  readers  can  further  identify  the  various  factors  
for  the  success  of  change  management  initiatives  as  mentioned  in  the  above  cases.    

Electronic copy available at: https://ssrn.com/abstract=2970521

  

  Figure  1:  Achievements  of  the  RGDPS  (Source:  A  Government  of  Rajasthan  Presentation  
on  RGDPS  Dt.  2/1/2014)  

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Electronic copy available at: https://ssrn.com/abstract=2970521

Jain, T. K. (2018).  The  Entrepreneur  Who  Emerged  From  My  Class  :  Promoting  Green  Movement  Through  
Academic,     Kindle  Ebook    

Jain,  Nirupa  and  Jain  T.K.  (2018)     Transforming  Public  Institution  through  e-­‐Governance  :  The  mind  of  the  
change-­‐maker     Kindle  E-­‐book  

Jain,  Nirupa  and  Jain  T.K.  (2018)  Organisational  Revival  through  Training  and  Development     Kindle  E-­‐book  

         

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i
  For  details,  read  “Change  Management”  written  by  Dr.  Trilok  Kumar  Jain  and  published  on  IU  E-­‐Magazine,  
 
 
 
 

Electronic copy available at: https://ssrn.com/abstract=2970521