Single Window Systems
In the OIC Member States
97
preparatory work to mobilise support.
2. Adaptation of the Implementation Speed
SWs can adopt different paces and depths of implementation. The options are:
 a radical pace of change in a shorter timeframe with a deep scale of change and delivery of
all objectives in one go
 a gradual pace that has a longer timeframe and starts at a small scale to reach intermediate
goals before realising the full objectives.
The two options have their advantages and disadvantages that need to be considered.
Radical changes are often appealing to political decision makers because of their fast delivery of
results. The comprehensive view also supports cross-organisational design. The flip side is that
there may be high resistance to change as insufficient time is spent on building an
understanding and momentum, and that the complexity and breadth of changes to be achieved
in short-time drive up costs and are difficult to manage.
Gradual implementation tries to build on past successes to build momentum and support for a
deeper array of changes to follow. The risk is that it may results in too limited transformation
and insufficient change to make an impact on the overall. It is therefore necessary to carefully
select high impact changes and to signal future changes. Using a gradual approach leads to an
overall longer implementation process and there is the risk that political support can drop
throughout the process, or that an idea champion that drove the process disappears.
Examples from OIC Member States
Senegal
The first implementation phase achieved high adherence of stakeholders and built the
conviction that change is possible and leads to benefits. This helped to support the second
phase, which was a more radical transformation in terms of timeframe (1,5 years) and in terms
of removing paper from all procedures.
Indonesia
Indonesia has a similar experience where the first generation SW built a behind-the scene
integration of all agency processes with agencies adopting modernization and digitization on
their level. This lays the ground for a more comprehensive approach and SW design in the
second phase.
Table 23: Implementation Phase - Challenges and Options
Challenges
1. Weak Quality of Preparatory Work
Often project teams or operators lack the capacity and experience to prepare the project and
undertake the analytical work and documents, namely on the Business Process Analysis side.
This capacity gap is often addressed by external technical donor support but the results lack
ownership and the capacity of project teams is not built.
Why does it matter?