Edition May 2025

The spread of the infectious disease caused by the SARS-CoV-2 virus in 2019 (COVID-19) ushered in a new reality for many institutions across the globe. For almost a century, the global community had never experienced an event with such profound consequences for interactions and trade. Even during wars, we have never experienced such widespread lockdowns and curfews. Our futuristic models never fully anticipated some of the consequences of what unfolded, although it was always expected that health pandemics remain a threat to wellbeing.

The responses to the spread of the disease substantially altered norms, including those related to the air we breathe and our approach to human contact. Even to this day, people continue the practice of using hand sanitisers and face masks. Our responses highlighted vulnerabilities in global governance and the way we operate. Remote work (also known as telecommuting or working from home) and virtual meetings became the norm, with sometimes hilarious episodes of video cameras capturing situations that were not intended for others.

One of the most significant outcomes of the pandemic is that it propelled digital transformation and the rapid growth of artificial intelligence (AI). Since the pandemic, digital transformation and cybersecurity are the new buzzwords in the boardrooms of the public and private sectors. The number of cybersecurity attacks, including ransomware and malware, grew exponentially during the pandemic. South Africa was not immune and remains vulnerable, as demonstrated by the most recent attacks against the National Health Laboratory Services and the South African Weather Services.

Embracing technology

As the National School of Government (NSG), we faced a similar reality during the period of lockdown that had severe consequences for our operations. The onset of the COVID-19 pandemic further presented financial sustainability challenges for the partially self-funding institution.

During the spread of the virus, the NSG significantly cut service delivery, as most programmes before the pandemic were deliv- ered in person. Hard lockdowns meant these face-to-face class- es could not be convened. This forced the organisation to make a digital leap, guided by a digital transformation strategy driven internally and peer-reviewed by experts within and beyond the public sector. As head of the institution, I argued that digital transformation requires hardware, software, and ‘brainware’ (employees who can fully utilise available new technologies in a transformed ecosystem) to improve business processes, drive efficiency, and have an impact.

It meant building systems that incorporate machine learning–driven algorithms, enabling us to press a button from anywhere and access dashboards showing what training is underway, where it is taking place, who is attending, and who is being trained.

Five years later, the NSG's strategic choices and interventions have delivered a measurable impact, strengthened state capacity, and advanced its mandate. Open Distance eLearning (ODeL) experienced unprecedented growth, with a record enrolment of just short of 140 000 in the most recent annual intake. We introduced additional programmes and enhanced system capacity for greater scalability to support this expansion. We implemented real-time performance monitoring and reporting dashboards with AI-driven virtualisation capabilities to improve insights into training metrics and revenue. A new integrated training management system was introduced to streamline operations and enhance user experience. The process, from enrolment to payment to certification, is now seamless. The NSG’s strategic digital leaps over the past five years have yielded significant performance gains and reinforced its domestic, continental and global position. Digital success is not a destination but a continuous journey. As the SARS Commissioner advised the NSG, a long-term, cost-effective, user- centric approach is required. Our digital transformation journey is yielding significant gains.

Digital Transformation 2.0

Still, the reality is that the digital ecosystem is in a state of constant flux – driven by technological advancement and ever-growing and evolving user expectations. The NSG imple- ments its learning interventions across all spheres of government, supporting capability-building at scale. While we are advancing our digital transformation, a broader, government-wide shift toward digitalisation is essential. The real impact depends on embedding learning within a connected ecosystem, enabling continuous, system-wide improvement. Our continued success as the NSG hinges on a commitment to keeping up with the digital evolution. We simultaneously seek to enhance inclusion and access, conscious of the vast and ever-evolving range of access constraints. We are now advancing into the next phase of the digital journey by transitioning to Digital Transformation 2.0 to capitalise on the new waves of innovation.

Digital public infrastructure

In the 2025 State of the Nation Address, President Cyril Ramaphosa stated that technology must be leveraged to transform government operations to reform the Public Service and enhance the State's capabilities. In this regard, government will invest in digital public infrastructure to provide South Africans with access to government services and implement a digital identity system, which will transform the  relationship between citizens and government, creating a single, accessible government that is within reach of every person at the touch of a button.

Exciting developments are underway in South Africa's AI landscape. President Ramaphosa recognised this shift and the need for partnerships. He spoke at the Microsoft Investment and AI Skilling Initiative in March this year: 

“We are particularly excited about the launch of the National AI Skilling Initiative that will focus on providing AI skills training for public servants. We look forward to the signing of the MOU between Microsoft, the NSG and the National Electronic Media Institute of South Africa.”

Microsoft AI Skills Initiative

The Microsoft AI Skills Initiative is set to train one million South Africans in digital skills by 2026 – including public servants. This effort aligns with the country's National Digital and Future Skills Strategy and the National AI Policy. These initiatives will also be advanced under South Africa’s G20 Presidency, particularly within the AI, Data Governance, and Innovation for Sustainable Development Task Force. The NSG is now a key and established partner in implementing digital skills programmes for the public sector. Government frameworks require us to design and implement digital literacy programmes for frontline and senior public servants, focusing on, among others, data management and analytics, digital leadership, and prioritising courses in AI, data science, robotics, and the Internet of Things (IoT).

For this reason, we are now partnering with industry leaders such as Microsoft, Amazon Web Services (AWS), and the National Electronic Media Institute of South Africa (NEMISA). NSG-designed programmes in Public Service Innovation, Foresight and Scenario Planning, and Design Thinking are beginning to shape the thinking of public servants. In the short term, we will introduce a simulator as an interactive learning tool – similar to those used by pilots and  Formula 1 drivers – to enable leaders to plan and implement their performance plans, much like a flight plan.

We will also partner with Asia’s technology company, Huawei, to fully leverage the available expertise.

Global partnerships

The NSG has established strategic global partnerships to enhance innovation and digital transformation in the South African public sector. Collaborations with institutions such as the Institut National du Service Public (France), the German Institute for Development and Sustainability, and INSEAD have strengthened capacity-building initiatives.

A notable example is a partnership with the World Economic Forum’s (WEF) Strategic Intelligence platform, which provides free access to a comprehensive global knowledge repository, including country profiles and critical insights on global trends.

In an increasingly complex and interdependent world, access to information is essential for evidence-based decision-making and enhanced organisational performance. This platform is helpful for public servants at all levels, including policymakers, advisors and researchers. In recognising the rapid evolution of digital content and the need for ongoing adaptation, the NSG also formed several other global strategic partnerships with various partners, such as Brazil’s National School of Public Administration (ENAP). Through these partnerships, we have been building innovation and digital transformation capacity.

We are now turning our focus to the application of AI tools in public policymaking and governance. AI offers a significant opportunity for policymakers to enhance public policy development and governance while navigating the complexities of the public sector.

Public sector leaders and employees must become proficient in using AI tools, including predictive analytics, scenario mod- elling, forecasting capabilities, data-driven policy development, monitoring and evaluation.

They must understand and apply AI and data science to improve public service delivery and citizen engagement and its implications for social justice in South Africa. The relationship between AI and public value is multifaceted and significant. AI can enhance public value by improving the efficiency and effectiveness of public services.

For example, the SARS has now enhanced tax filing with AI, predictive modelling, machine learning and a chatbot – all intended to increase public value and the user experience. The use of AI assisted in identifying more than 156 000 tax non-compliant individuals. That is the power of AI and the difference it can make in the government's public value proposition.

National AI Policy Framework

Our public sector faces immense potential and significant challenges in harnessing AI effectively. Critical success factors identified across recent reports and policy frameworks emphasise the need for coordinated strategies addressing technological, regulatory and human capital dimensions.

Finalising the National AI Policy Framework will provide essential guidelines for ethical AI development, sector-specific strategies, regulatory guardrails and cybersecurity.

Our data infrastructure must be modernised to address information limitations and massify cloud-based solutions. To build an AI-driven South Africa, all sectors of society, led by the public sector, must fully commit to implementing the National Digital and Future Skills Strategy. If revisions are necessary, they must be made urgently.

Leadership across all sectors must demonstrate a strong commitment to AI, learning from the Chinese economy, where enterprises leverage AI innovation to enhance efficiency and productivity. Data analytics and modelling should be ingrained to support evidence-based decision-making.

Public servants must be reskilled to focus on data analytics and AI implementation. This requires a shift in our performance management and development systems to prioritise innovation, such as design thinking and strategic foresight, over mere compliance.

Creating spaces for public servants to ideate and innovate is essential. Public-private partnerships are crucial, like those that the NSG is forging with Microsoft, AWS and NEMISA. Every sector must seek partners to collaborate with and ensure no one is left behind.

Committed and resilient leadership is vital, with heads of public and private entities dedicating resources, redesigning jobs, and implementing change management interventions to drive AI innovation and implementation. Together, we can build an AI-driven South Africa.