The newly established Federal Ministry for Digital Affairs and State Modernization in Germany, spearheaded by Minister Karsten Wildberger (CDU), is facing mounting criticism regarding its impact and effectiveness. While the ministry represents a significant restructuring of digital policy responsibilities, consolidating departments from five existing ministries and the Chancellery, concerns are emerging that it is largely replicating existing functions rather than introducing substantial innovation.
Minister Wildberger, attempting to deflect accusations of stagnation, drew an analogy to football team management, suggesting that a change in leadership can revitalize a system without requiring a complete overhaul of personnel. He emphasizes a focus on reorganization rather than wholesale replacement of staff. However, this justification has done little to quell the unease surrounding the ministry’s output in its first six months.
Bernd Schlömer, Digital State Secretary of Saxony-Anhalt and a representative of the FDP, expressed a shared desire for the ministry’s success, but acknowledged a perceived lack of dynamism and agility. “It’s not much that has happened” Schlömer stated, highlighting a prevailing sentiment amongst observers that the ministry’s impact remains minimal beyond the recently approved modernization agenda.
Further fueling the debate is Wildberger’s stated commitment to closely monitoring and involving himself in the projects undertaken by his officials, including the development of planned administrative applications. This hands-on approach, while intended to demonstrate engagement, is being interpreted by some as micromanagement, potentially hindering initiative and creating bureaucratic bottlenecks. The Minister’s insistence on being “closely involved” raises questions about the level of autonomy afforded to ministry staff and the potential for stifling creativity.
Critics argue that the current structure, coupled with the interventionist style of the Minister, is fostering an environment where meaningful change is unlikely, effectively perpetuating the status quo under a new organizational label. The long-term viability and ultimate success of the Ministry for Digital Affairs and State Modernization now hinges on its ability to demonstrably depart from existing practices and deliver tangible progress, rather than simply reiterate existing strategies.