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Strategic Plan 2025 - 2030 | MEITD

The execution of MEITD ’s Strategic Plan for measurable outcomes. This structure should
2025–2030 is crucial for aligning with clearly delineate roles and responsibilities for
Sarawak's aspirations as outlined in the managing strategic initiatives while fostering a
Sarawak Digital Economy Blueprint 2030 and culture of collaboration across the
PCDS 2030. A well-defined strategy enables organisation. Management and staff must
MEITD to navigate toward its long-term vision, work cohesively, breaking down silos and
with each initiative under the strategic leveraging the collective strength of the
objectives driving the organisation forward. workforce.
This high-level strategy serves as a compass,
Operational management, including the
offering clear direction and ensuring that
resources are aligned with strategic themes to enhancement of systems and processes and
the development of organisational capacity,
achieve the envisioned future.
underpins MEITD ’s efficiency and
Mobilizing organisational resources across effectiveness, positioning it as a leading entity
four perspectives—organisational capacity, in digital transformation. The Director, at the
internal processes, financial management, helm of this strategic endeavour, is
and customer and stakeholder engagement— responsible for steering all organisational
is essential for realizing strategic goals. The resources toward the effective execution of
action plan translates this comprehensive the mission and the attainment of the vision.
strategy into tangible activities, supported by Through strong leadership, the Director
performance metrics and targets within a ensures that the strategic plan is not only
three-year timeline, ensuring that the plan implemented but also remains a dynamic tool
serves as a dynamic framework for action that adapts, evolves, and continues to guide
rather than a static document. MEITD toward excellence in digital
governance, aligned with Sarawak's
Establishing a robust governance structure is
aspirations.
critical for translating high-level objectives into

The MEITD management team plays a pivotal For the management team, prioritizing
role in actualizing the strategic objectives strategic objectives and the action plan is
outlined in the strategic plan. This leadership imperative. This requires a deliberate focus on
group is instrumental in advancing the mission translating high-level strategies into
and steering MEITD toward its vision of a actionable and impactful organisational
digitally empowered Sarawak. behaviours. Their strategic foresight and
prioritization safeguard the trajectory of the
Heads of Division within MEITD have a
strategic plan, ensuring that each action aligns
significant operational role, ensuring the
with MEITD ’s broader goals.
implementation of initiatives across programs
and projects central to the strategic plan. Their Organisational alignment is a continuous and
responsibilities include driving these initiatives iterative process, crucial for maintaining a
toward achieving the defined Key cohesive effort toward strategic goals.
Performance Indicators (KPIs), ensuring that Ongoing appraisal and realignment ensure
progress is measured and aligned with that MEITD remains an integrated entity,
strategic benchmarks. avoiding compartmentalization while fostering

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