Leading role to organize the use of ICT resources Federal structure requires coordination globally, through regulations and standards of and clarification of the roles of each universal applicability sector to avoid duplication/conflicts Unique membership composition governments, Elements of organizational culture are – private sector and academia participate in the activities conservative and risk averse of the organization Difficulty to decide on diversifying Dual role of a normative organization combined with sources of income experience in implementing developmental initiatives Prominent position to foster the enabling role of ICTs to accelerate implementation of the SDGs A global, neutral, inclusive platform strong brand – with good reputation Partnerships with key stakeholders and established collaborations Federal structure provides more focus on specific – fields Legitimacy and capacity to organize major international conferences and events Knowledge and skills of ITU membership and staff in technical (e.g. radiocommunications, standardization), policy and regulatory matters, statistics, and development (‘crowdsourcing’ of skills) Opportunities Threats Creation of new markets and entrance of new key Increasing divisions (e.g. digital, gender, players creates new membership opportunities geographical) Member States from developing world increasingly Difficulty of the global economy to engage in the multilateral system regain a trajectory of strong, balanced Increased relevance of ICT in society, data seen as the and sustained growth new oil New digital service providers and Catalytic impact of ICTs on the implementation of increased competition reduce margins, SDGs (impact on medical and social care, education, questioning the types of regulations social identity, etc.) required Digital transformation of the industry and public Social impact of ICTs (online privacy, services consumer protection, security, impact on New emerging technologies, systems and players jobs, growing inequalities, ethics) require new harmonized regulations and standards The impact on environment of increasing New environmentally-friendly technologies/markets networks, data, devices connected leading to new opportunities for partnerships Pressure from different stakeholders to Support from some media and advocacy organizations implement unproven approaches Duplication of work with other organizations/associations 6.b. General Review of the Targets of the 2016-2019 Strategic Plan The Strategic Plan 2016-2019 sets out four Goals: Growth, Inclusiveness, Sustainability, and Innovation and Partnership, with underneath each goal several strategic targets (comprising the Connect 2020 Agenda targets).
Leading role to organize the use of ICT resources globally, through regulations and standards of universal applicability Unique membership composition – governments, private sector and academia participate in the activities of the organization Dual role of a normative organization combined with experience in implementing developmental initiatives Prominent position to foster the enabling role of ICTs to accelerate implementation of the SDGs A global, neutral, inclusive platform – strong brand with good reputation Partnerships with key stakeholders and established collaborations Federal structure – provides more focus on specific fields Legitimacy and capacity to organize major international conferences and events Knowledge and skills of ITU membership and staff in technical (e.g. radiocommunications, standardization), policy and regulatory matters, statistics, and development (‘crowdsourcing’ of skills) Federal structure requires coordination and clarification of the roles of each sector to avoid duplication/conflicts Elements of organizational culture are conservative and risk averse Difficulty to decide on diversifying sources of income Opportunities Creation of new markets and entrance of new key players creates new membership opportunities Member States from developing world increasingly engage in the multilateral system Increased relevance of ICT in society, data seen as the new oil Catalytic impact of ICTs on the implementation of SDGs (impact on medical and social care, education, social identity, etc.) Digital transformation of the industry and public services New emerging technologies, systems and players require new harmonized regulations and standards New environmentally-friendly technologies/markets leading to new opportunities for partnerships Support from some media and advocacy organizations Threats Increasing divisions (e.g. digital, gender, geographical) Difficulty of the global economy to regain a trajectory of strong, balanced and sustained growth New digital service providers and increased competition reduce margins, questioning the types of regulations required Social impact of ICTs (online privacy, consumer protection, security, impact on jobs, growing inequalities, ethics) The impact on environment of increasing networks, data, devices connected Pressure from different stakeholders to implement unproven approaches Duplication of work with other organizations/associations 6.b. General Review of the Targets of the 2016-2019 Strategic Plan The Strategic Plan 2016-2019 sets out four Goals: Growth, Inclusiveness, Sustainability, and Innovation and Partnership, with underneath each goal several strategic targets (comprising the Connect 2020 Agenda targets).
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