Slovensko.sk and the Digitalization Billions: Why Big IT Projects Fail and How to Fix Them

Slovensko.sk was supposed to be the gateway to modern digital public administration. After years of investment and billions from EU funds, the reality is mixed: some services work, many are cumbersome, and citizens avoid them. The new Recovery Plan brings hundreds of millions more euros for digitalization. This time, it needs to be different.

Where the Billions Disappear

According to the Supreme Audit Office, more than 1.5 billion euros from EU funds have been allocated to public administration digitalization since 2014. Results are uneven: According to recent surveys, fewer than 30% of citizens use government electronic services voluntarily; the rest only do so when they have to.

• Slovensko.sk works, but the user experience falls behind commercial standards
• Electronic mailboxes are mandatory for companies, but the UX deters even tech-savvy users
• Many departmental systems still don't communicate with each other

The problem isn't technology. The problem is how public IT projects are managed.

Why Big IT Projects Fail

1. Waterfall in the Agile Era

Most public IT projects still follow the waterfall model: long specifications, long tenders, long development. By the time the system is delivered, requirements have long changed.

2. Mega-Projects Instead of Iterations

Instead of small, measurable steps, enormous projects worth tens of millions are commissioned. The larger the project, the greater the risk of failure.

3. Specifications Without Users

IT projects are commissioned based on legal requirements, not real user needs. The result is systems that formally comply with the law but nobody wants to use.

4. Vendor Lock-in as Standard

Public procurement often leads to dependence on a single supplier. Nobody else can extend or fix the system, and the supplier dictates prices.

5. Missing Product Management

Public IT projects don't have a product owner. Nobody measures whether the system actually solves the problem. Nobody tracks usage metrics. The project is "completed" and everyone moves on.

How to Manage Public IT Projects Differently

Experiences from countries like Estonia, Denmark, and the UK show it can be done differently:

Small Deliveries, Fast Feedback

Break large projects into 3–6 month phases. Each phase must deliver something that can be tested with real users.

Open Standards and APIs

Require open APIs and standards to prevent vendor lock-in and enable integration of different systems.

Product Thinking

Every public IT system needs a product owner who is responsible for user experience and measurable outcomes.

Transparency

Public dashboards with metrics: how many people use the service, process completion rates, average processing times.

Independent Evaluation

External project evaluation at regular intervals. Not by the supplier, but by an independent team that assesses whether the project still addresses the original problem.

Our Experience

On one public administration project, we pushed for two-week iterations instead of semi-annual deliveries. In the first three months, we tested four prototypes with the client, and the final system looked completely different from what the original specification anticipated. It worked better. That is exactly why we approach every project iteratively, starting with a prototype rather than a 200-page specification.

We believe the public sector deserves software people actually want to use.

The next billions for digitalization are an opportunity, not a given. If they follow the same rules as before, the results will be the same. If the approach changes: smaller projects, iterations, product ownership, and transparency, Slovakia can finally get e-services it can be proud of.

If you're looking for a partner for digital services development who starts with a prototype rather than tender documentation, get in touch.