Digital transformation
at GIZ

The GIZ Employer/Staff Council Agreement on Flexibilisation of Working Hours and Locations entered into force back in 2019. All staff covered by the agreement are permitted to work on a mobile basis for two days per week provided that this does not have an adverse impact on the performance of the organisational unit concerned. Due to the coronavirus pandemic, this arrangement was provisionally extended to five days per week.

This Agreement also spurred on the company-wide roll-out of Microsoft Office 365 applications in 2019. Staff now primarily use Microsoft Teams as a collaboration and communication tool and also to organise virtual meetings. The company has also invested heavily in information security. As work becomes more digital, data security becomes more important. All staff have to complete a self-learning module on information security and data protection. Multi-factor authentication has been introduced to protect GIZ’s IT systems. When the pandemic began, we also set up a crisis team to address needs at short notice and deal with specific questions on IT tools and software.

Even before the crisis, a platform had been created to digitalise the procedure for awarding contracts as well. This guaranteed a highly efficient way of working despite the restrictions brought about by the COVID-19 pandemic. This was crucial because we needed to maintain our ability to deliver services to promote sustainable development. A business policy task force was set up to quickly launch effective programmes in our partner countries in response to the changing priorities of commissioning parties and new situations brought about by the pandemic.

Protecting sensitive data

• GIZ worldwide: Over 70 digitalisation partners around the world are helping to ensure that digitalisation projects, digital learning, and the change in culture they entail are sustainably mainstreamed within the company. They advise the country offices and projects, build communities and provide a bridge to Head Office. The central question is what role each individual plays in the digital change process. Teams around the world are defining their work and the values associated with it, adopting new attitudes and working together across hierarchies and national borders.
   
• Digital literacy: Digital skills are another key area in digital transformation. Members of staff have a right to set aside time to learn and gain practical experience, feel confident about using new tools and acquire the skills necessary to work digitally and use relevant applications. GIZ offers appropriate opportunities to learn about the effective application of digital tools in projects, virtual teamwork, and digital leadership. Staff can also access one-to-one coaching. New formats for skills development have become shorter and more succinct – not least because of the COVID-19 pandemic – and they are now being offered more regularly.
   
• Digitalised end-to-end business processes: Digital optimisation plays a key role in GIZ’s digital transformation. Optimising, standardising and digitalising business processes around the world is crucial to our delivery capability. Changing our core technology plays a major part in this. This is about far more than simply switching to an up-to-date software solution; it is a company-wide change project that further enhances GIZ’s ability to work effectively. 
   
• Information security: In an increasingly interconnected world, it is imperative that comprehensive security mechanisms are established throughout GIZ and that all staff without exception follow the company’s security guidelines. Numerous measures have been put in place to identify and avert online threats and protect GIZ’s data systems from unauthorised access.
   
• Digital technologies and solutions: Digital is the new standard in GIZ’s services: our approach is therefore digital by default. This requires staff to determine during the appraisal of any new or follow-on projects whether digital solutions can be used. The idea is to fully harness the potential of digitalisation and address the challenges. To achieve this, we need to systematically collect data in order to be able to respond to the potential of new technology. We are already using technological and methodological innovations, establishing new partnerships, making greater use of international networks and expanding our advisory capacity in the field of digital business and politics. GIZ’s digital flagship projects demonstrate the contribution new technologies and methods make to achieving the global Sustainable Development Goals (SDGs).
   

GIZ’s digital flagship projects

The digital-by-default approach played a significant role in this high number of projects with digital elements. The aim is to harness the potential of digitalisation to promote sustainable development and achieve the SDGs. 

Project work itself is also becoming increasingly digital in nature. The range of possible uses of digital applications is wide, and there are considerable efficiency gains to be made from quicker and more streamlined procedures. We are improving project management, cooperation between project partners and evaluation with the help of digital tools and platforms. Staff use an internal platform – GIZ.digital Gateway – for networking and discussing digital issues. Guidelines on data protection, toolkits for implementing IT solutions and e-learning, and digital principles give clear guidance for projects and project planning. A help desk advises on data protection issues of importance in our partner countries.