By Lina Jahidi
Digital transformation is now essential for any country wishing to modernise its economy and improve the efficiency of its public services. Having been committed to this transition for several years, Morocco is now seeking to strengthen its operational methods.
Among these, the agile method stands out as an essential lever. Based on short cycles called ‘sprints,’ it promotes adaptability, collaboration, and rapid delivery of results. In a constantly evolving technological environment, this ability to react and adjust strategies in real time is becoming crucial.
In this context, agility is proving to be an essential approach for driving dynamic and sustainable digital transformation.
A changing digital ecosystem
Morocco recently reaffirmed its digital ambitions. In September 2024, it unveiled its digital vision, supported by structural projects. It has a budget of around 11 billion dirhams, equivalent to around one billion euros. This budget aims in particular to train 100,000 young people in digital professions and create 240,000 jobs by 2030.
In May, Moroccan parliamentarians published a report on artificial intelligence, illustrated with examples of digital projects and international case studies, particularly in the United Kingdom and the United States. However, the report highlights major structural problems, including a lack of coordination between different sectors:
“Hearings with government sectors revealed a high level of awareness of the importance of adopting artificial intelligence solutions to improve the quality and efficiency of various services. However, despite the diversity of initiatives, these are characterised by a certain degree of dispersion and a lack of coordination, with each sector developing its own vision unilaterally.”
Report on artificial intelligence (p.13)
The report also points out that despite the existence of partnerships, these remain weak, and sectors tend to develop their own vision. This prevents a comprehensive and integrated national vision for developing this field (Report on Artificial Intelligence, p.166).
Another point of attention in the report concerns the importance of the agile method in pedagogy in the education and research sector:
“Usually, the restructuring of educational programmes is part of a flexible and proactive pedagogical approach, aimed at making them more responsive to changes brought about by artificial intelligence, while rethinking the traditional methods used in education and training.”
EESC report ‘What are the uses and prospects for the development of artificial intelligence in Morocco?’ (p.307)
Other national initiatives have also attempted to stimulate debate around artificial intelligence, such as the GITEX Africa conference, held in Marrakech in April 2025. Our consultant Lina attended and followed the presentation by Mr Abdallah Deguig, digital transformation expert at Wemanity and former president of the Moroccan Federation of Information Technology, Telecommunications and Offshoring (APEBI).
National expertise to guide change
As a member of the Economic, Social and Environmental Council (CESE), Mr Deguig has contributed to several key reports on digital technology. The 2018–2019 report took stock of the digital transition, emphasising a responsible and inclusive approach, particularly within the public administration. A more recent report highlights the progress made but warns of persistent delays in digital infrastructure. It also highlights citizens’ opinions on the use of artificial intelligence. When asked, ‘How do you perceive the potential of artificial intelligence to improve everyday life?’, 54% of respondents considered it very promising and 30.67% considered it somewhat promising (p.41).
The report also highlights the importance of adapting governance frameworks in response to the rapid evolution of AI: ‘The rapid evolution of this technology requires constant vigilance, continuous adaptation of governance frameworks and international collaboration to ensure its responsible and beneficial use’ (p.27).
Relevant strategies but a lack of continuity
According to Mr Deguig, Morocco lacks neither strategy nor vision, with each ministry developing coherent roadmaps. The real challenge lies in the lack of continuity, intergovernmental coordination and evaluation. The Morocco Digital 2030 plan is ambitious and transformative, provided it is based on two fundamental elements:
- Agile management, capable of measuring results, adjusting priorities in line with technological breakthroughs and incorporating feedback. An inspiring example is Estonia, a pioneer in digital governance, with its X-Road infrastructure. This secure data exchange platform enables citizens, public institutions and private entities to exchange and interact effectively. To date, X-Road connects more than 1,300 IT systems belonging to more than 450 organisations, nearly a third of which are in the public sector. This infrastructure makes it possible to monitor the use of services in real time and identify any malfunctions.
- A dedicated task force, ensuring consistency and cross-functionality of actions between different government entities. A relevant example is the Danish Agency for Digital Government, which facilitates collaboration within the public sector, as well as between different levels and departments of government.
Towards a more integrated public administration
When it comes to the digitisation of public services, Mr Deguig welcomes the progress made but advocates for an integrated user experience. It is no longer a question of each ministry developing its own solution, but of designing cross-functional services focused on the needs of citizens.
As an example, he cites the journey of a newborn baby: registration with the civil registry, digital identity, vaccination record—all steps that could be combined into a single, seamless process. Such an approach requires a culture of sharing between administrations and a profound change in working methods.
The role of the private sector and organisational agility
Drawing on his experience at the head of APEBI and Wemanity, Mr Deguig emphasises that agility must also be embedded in the private sector. Digital transformation cannot succeed without close collaboration between public and private actors.
However, he draws attention to the fragmentation of the Moroccan IT sector, which is dominated by numerous small competing companies (95% of the national economy), to the detriment of the emergence of national champions. This hinders the development of innovative local solutions.
To address this, he proposes:
- Focusing efforts on a few strategic priority sectors;
- Structuring public procurement to encourage the creation of strong consortia;
- Encouraging the design of effective local solutions capable of responding to the country’s challenges.
Agile governance for Morocco Digital 2030
To ensure the effective implementation of the national digital strategy, Mr Deguig recommends the creation of a national Project Management Office (PMO) dedicated to digital transformation. This body would be responsible for:
- Monitoring the implementation of flagship projects;
- Measuring their impact through performance indicators (KPIs);
- Supporting start-ups benefiting from the strategy;
- Evaluating the digital skills developed over time
A relevant example is Singapore’s Infocomm Media Development Authority (IMDA), a statutory body responsible for promoting a dynamic and inclusive digital economy and society. This model could inspire a similar setup at the national level.
Conclusion: potential to be realised through agility
Morocco now has a clear vision, skilled talent and an ecosystem under construction. What is lacking, according to Mr Deguig, is not the will or the strategy, but agile, structured and consistent leadership to realise the ambitions that have been set out.
In this context, the agile method is not just a management technique. It represents a governance philosophy capable of guiding Morocco towards inclusive and resilient digitalisation. Its implementation could make all the difference between a digital promise and its effective realisation.
