The Scottish Government's Digital Influence

Workshop

80. The DIIL team held a workshop with Scottish Government staff on 14 October 2021 to share emerging research findings and discuss options for a strategic approach, including the opportunities, challenges, pros and cons of each option. The workshop aims and the participants were agreed at the inception meeting with the Scottish Government on 7 September.

81. The emerging findings were presented by the DIIL team, who situated the research in the context of the Programme for Government's ambitions for Scotland in the World, that is 'to promote democratic participation at home and abroad, and increase our international standing'. It was noted that these ambitions were extensive and that digital influence, if an integral part of a strategic approach, could support delivery alongside more traditional approaches, especially where resources were limited. It was also noted that Scotland's international ambitions were closely linked to domestic performance.^[50]

82. In discussion of the key emerging findings, the workshop agreed that:

82.1 The international context was increasingly competitive and fast-changing;

82.2 A coherent Scottish Government digital strategy that took full account of the Scottish Government's international ambitions would help Scotland increase its reach internationally;

82.3 Scotland had strengths, particularly a high level of recognition of its identity;

82.4 Challenges included improving strategic coherence and resources where they really mattered for delivery of international outcomes;

82.5 Scotland's approach to communication could also include a stronger focus on engagement and collaboration;

82.6 There were opportunities to address this and develop more engagement through networks and cooperation on specific topics, both in-country and through communities of interest. It was also possible to differentiate Scotland more;

82.7 In terms of delivery, it would be helpful if there was a higher and more consistent level of understanding of what digital influence was, and why it mattered, across the Scottish Government and its agencies. Work needed to be done to integrate digital into policy-making, to develop the channels, platforms, tools and metrics needed for effective international engagement, especially to develop a better understanding of international audiences; and

82.8 There was a recognition that change was inevitable and that Scotland should be ambitious in its thinking and planning.

83. The workshop also discussed the different approaches that were required for bilateral and multilateral engagement. It was noted that the former required a substantial level of local knowledge and a long-term commitment. The latter offered new possibilities for online engagement as digital was particularly important in such contexts where the numbers of stakeholders, information flows, and networks of influence were much greater, and potentially global in scope.

84. Three options were presented:

84.1 Status quo: Work continues as at present.

84.2 Evolutionary change: Building on current strengths, developing a more strategic approach based on incremental improvements in capacity and capability.

84.3 Transformational change: Recognising that COVID has accelerated the adoption of digital transformation approaches worldwide, and developing a Whole-Government strategic approach to creating, executing, and adjusting strategy.

85. The workshop concluded by agreeing that the status quo was not a satisfactory option. Change was needed given the fast-changing international and technological environment, and transformational change would potentially be optimal. There were, however, resource constraints that had to be considered in deciding on the best approach going forward.

86. It was suggested that one productive element of the way forward could be to identify a pilot project where digital influence was one of the initial core objectives from the start. The pilot could demonstrate a commitment to move beyond the status quo but not require the resources warranted by an immediate commitment to change. In the view of DIIL, the opening of new Scottish Government Offices overseas could be a good opportunity to develop that pilot.