The Ankara Center for Crisis and Policy Studies (ANKASAM) presents its interview with international governance and development expert Mathieu Lemoine on the digital transformation of public services in Uzbekistan, the contribution of data-driven approaches and artificial intelligence to the reform process, and the institutional capacity required to ensure the sustainability of this transformation, in the context of the “Big Data Analytics and Artificial Intelligence for Evidence-Based Public Administration” seminar launched in Tashkent on 4 August 2026.
1. On 4 August 2026, a three-day EU- and UNDP-supported seminar on “Big Data Analytics and Artificial Intelligence for Evidence-Based Public Administration” was launched in Tashkent. How do you assess the potential of data-driven approaches to contribute to Uzbekistan’s ongoing public-service reform process?
Data-driven approaches have significant potential to support Uzbekistan’s public-service reform, but their value will depend on how closely they are integrated into the broader institutional reform process.
Uzbekistan has already made considerable progress in digitalizing public services, expanding electronic platforms and improving access through Public Service Centres. The next stage is less about digitizing individual procedures and more about using data systematically to improve how services are designed, monitored and delivered.
Big data and artificial intelligence can help identify bottlenecks, detect patterns in service use, anticipate demand, improve targeting and support more evidence-based decision-making. They can also help administrations move from measuring outputs- such as the number of services delivered- towards assessing processing times, user satisfaction, accessibility, complaints and actual outcomes.
However, data and AI should be understood as tools rather than objectives in themselves. Their usefulness depends on data quality, interoperability between public institutions, clear rules on data sharing and protection, and the ability of decision-makers to translate analytical findings into administrative action. A sophisticated analytical system adds little value if institutions lack either the authority or resources to act on the information it produces.
2. Beyond the adoption of new technologies, what institutional capacities and administrative practices are necessary to ensure that digital transformation translates into more effective, accessible and responsive public services?
The most important requirement is institutional coordination. Digital public services usually cut across several ministries, agencies and levels of government, so responsibilities need to be clearly defined. Institutions responsible for public-service standards and user experience must work closely with those responsible for digital architecture, interoperability, cybersecurity and data governance.
A second priority is back-office integration. A service may appear digital to the citizen while still relying on fragmented administrative processes behind the interface. Effective transformation therefore requires interoperable registries, secure data exchange and the ability to reuse information already held by the state, where legally permitted, rather than repeatedly asking citizens to provide the same documents.
Third, digital transformation needs a strong service-delivery culture. Administrations should monitor processing times, complaints, user satisfaction and accessibility, and use this information to redesign services. Citizen feedback should be treated as a management tool rather than simply as a consultation exercise.
Finally, accessibility remains essential. Digitalization should not create new barriers for people with limited digital skills, persons with disabilities, rural populations or citizens who still need face-to-face assistance. A genuinely modern public-service system is therefore likely to remain multi-channel, combining digital platforms with Public Service Centres, assisted access points and other forms of outreach.
3. Looking ahead, what factors will be most important in ensuring that digital public-sector reforms in Uzbekistan remain sustainable and become embedded within national and local institutions?
Sustainability will depend primarily on whether reforms become part of normal administrative practice rather than remaining attached to individual projects or technologies. This requires clear institutional ownership, stable financing, continuous professional development and realistic implementation responsibilities at both national and local levels. Local institutions must have the capacity to use new systems effectively, because the success of reform ultimately depends on implementation outside central ministries as much as on national-level policy design.
It is also important to develop measurable service standards and performance indicators that allow institutions to assess whether reforms are actually improving public services. These should include not only digital uptake but also processing times, satisfaction, complaints, accessibility and disparities between different groups or regions.
Another important factor is interoperability. Sustainable digital government cannot be built around isolated platforms. Systems need to communicate securely, responsibilities for data need to be clear, and the legal framework should support appropriate data reuse while protecting citizens’ rights.
Finally, reform should remain citizen-centred. Technology evolves quickly, so sustainability should not be defined as preserving a particular platform or technical solution. The more durable objective is to build institutions capable of continuously adapting services around citizens’ needs, using data, feedback and evidence to improve delivery over time.
