Miguel Carrasco
Managing Director & Senior Partner
Sydney
Miguel Carrasco is the Global Leader for Center for Digital Government at Boston Consulting Group. He leads the Technology Advantage practice and BCG Platinion in the Asia-Pacific region. Miguel has deep expertise in the digital economy, the future of work and artificial intelligence, customer journeys, agile at scale transformations, and advanced data and analytics for policy and delivery. He has led a number of client study tour delegations to the US to visit tech companies and startups in San Francisco, Seattle, Silicon Valley, and Los Angeles.
Since joining BCG, Miguel has worked on a number of technology-driven strategy and business transformations in social services and immigration, and defense, as well as across a range of private-sector industries, including banking and consumer, and industrial goods. Miguel is a member of the Institute of Public Administration and the Australian Computer Society.
Governments have been slow to adopt this technology, but they now have the right opportunity and incentives to do so.
COVID-19 has massive implications for governments, including increased demand for public services and the need to improve resilience. To adapt, leaders must rethink governments’ roles and processes.
The public sector is adopting agile but not yet at scale.
Realizing the full potential of AI will take more than developing IT capabilities. The public must trust that its use will be both legal and ethical.
As governments struggle to meet citizens’ demands, agile could unleash the productivity dividends lying dormant within today’s public-sector workforce.
Most government-directed digital transformations fail in entirely predictable—and avoidable—ways. Don’t fall into these five traps.
Users are accessing digital government services more often, and satisfaction levels are increasing, but problems persist. Governments must continue to improve their digital services.
New Zealand is working to digitize its public services so that citizens can easily complete their transactions with government. The response has exceeded expectations.
The idea of public services being as easy to use as Airbnb sounds attractive, but just how feasible is it to create a digital start-up inside government?
