Promotion means progress, which means greater development on the original basis. For domestic e-government, how to improve it has become an urgent problem. The development of e-government is facing improvement. In recent years, with the continuous acceleration of domestic informatization construction and the deepening of national attention to e-government, e-government has shown a strong development momentum. Especially after the 16th National Congress of the Communist Party of China wrote strengthening e-government as a basic national policy into the new five-year plan, local government departments set off a climax of e-government construction. Judging from the current development situation, the network infrastructure of various functional departments of our government has begun to take shape, the local area networks of different departments have been basically built, and even some areas have formed the basic prototype of metropolitan area networks. From the specific application effect, the office efficiency has been greatly improved through network communication and information sharing within the government. However, while making achievements, we also see that there is still a certain gap between domestic e-government construction and some more developed countries and regions abroad. On the one hand, the so-called information island phenomenon is caused by the different network foundations, unbalanced development, no unified network construction standards, disconnected networks of different departments and regions, and lack of coordination. More importantly, for some time, many government agencies have paid more attention to the construction of internal networks and the combing of processes in the construction of e-government, emphasizing improving administrative efficiency and strengthening internal management. E-government seems to be only a means to improve internal office efficiency. In this process, builders seem to ignore that the core function of the government lies in "serving" the public rather than "managing" the inside, which easily leads to a management-oriented misunderstanding-different government functional departments focus on their own management to build e-government, and lack cooperation with each other, resulting in many silo-style application systems, which are inconsistent with the public's requirements for government services and their own work and life needs, and cannot effectively use electronic means to serve the outside world. On the other hand, although various office networks and management networks of government agencies emerge in an endless stream, they ignore the construction of public affairs and public service infrastructure. The disharmony between the "management" core in construction and the "service" core in application objectively leads to the public not fully enjoying the convenience brought by e-government. Objectively analyzing the current situation of domestic e-government, we think that e-government is facing a breakthrough in development. So, how to improve e-government in China? The concept of "upgrading" is to change from management to service, restore the core basic principles of e-government, and establish the concept of citizen-centered e-government service. A careful analysis of the core functions of the government reveals that "service" is the core function of a government, and any department of the government exists to serve the public. Therefore, as an electronic means of government functions, e-government should naturally follow the basic principle of "taking citizens as the center" and establish a service-oriented e-government idea. In the words of foreign experts, the goal of e-government construction is to make the government closer to the people, serve the people more effectively, make the people have the ability to obtain information, make the government have a higher efficiency level, and make the relationship between the people and the government closer in a positive and constructive way. We hope to achieve these goals by enabling people to obtain government services and government information through the Internet. However, at present, our actual situation is that e-government mostly focuses on the internal network construction, takes management as the core and pays attention to the improvement of internal work efficiency. In other words, our government network is actually just a local area network that works internally. What the public feels is mostly the release of some information, and there are basically no specific service measures. The biggest role it can play is the summary of internal situation, the communication and implementation of information, and the electronic application of various documents. Although these functions are also very important, they do not make the network (e-government) give full play to its role in serving the public. Therefore, China's e-government should immediately change from management to service, and establish a citizen-centered e-government service concept. However, taking citizens as the center is not just a slogan, it has its profound connotation for the construction of e-government and needs to be reflected in all aspects of e-government system. For example, in the provision of services, we should not only follow the division of labor of government functional departments, but also consider the public's life and work needs and organize them in a logical way. Many places advocate citizen life cycle service is a good example; In the way of visiting, we should ensure that citizens can get fair and consistent service no matter where and under what conditions; In the use of the interface, we should fully consider the diversity of citizens, be simple and easy to use, and be highly personalized. Therefore, the concept of citizen-centered e-government service not only follows the core basic principles of government functions, but also relates to how to establish a better e-government framework for serving the public. Structure "upgrade" changes the status quo of compartmentalization and compartmentalization, strengthens the coordination and cooperation of different departments, and establishes a citizen-centered enterprise e-government framework. Under the guidance of citizen-centered service thought, e-government must change its structure, break the original structure divided by functional departments, build public e-government network infrastructure, integrate different data resources, realize cross-regional, cross-departmental, cross-level and even cross-border collaborative application platforms, and support information integration and seamless government operation. We call this architecture enterprise-oriented e-government architecture. The core of the concept of enterprise e-government is integration. In fact, it hopes that the government can learn from the ideas and methods of enterprise management and enterprise informatization, just as enterprises focus on customers and mobilize different departments such as R&D, production, marketing, sales and support to coordinate and cooperate to achieve enterprise goals, emphasizing the all-round cooperation of government functions. Specifically, enterprise-oriented e-government follows the following principles: citizen-centered, easy to use, emphasizing business changes, reducing costs and complexity, expanding government capabilities, applying design consistency, inter-agency solutions, focusing on performance, improving responsibilities, getting quick results, preferring actions, and taking e-government as the core competence of public services. Enterprise-oriented e-government architecture is the key factor for the success of e-government construction, and many advanced countries and regions abroad are vigorously promoting it. Therefore, China's e-government construction should take fewer detours and develop rapidly. We can also learn from foreign experience and combine the reality of China to "upgrade" the enterprise e-government architecture! The higher application level of e-government should be the separation of tasks. The government will only focus on the core business and properly control other processes, so it is not necessary to do everything by itself. In this sense, the government is actually a networked virtual government that transcends the single government field. Under the framework of an efficient and integrated enterprise e-government, e-government has become more intelligent due to the mutual cooperation between government functions. In specific applications, government functional departments can use various means to integrate the resources of different government departments as much as possible. In the process of integration, it is obviously unrealistic if everything is done by government departments, which will also lead to bloated government institutions. Under the condition of socialized mass production, the government can make full use of various resources of the whole society, take the form of outsourcing or outsourcing tasks, and hand over some things to enterprises or related institutions. The government only needs to effectively control the core content and the whole process. As a result, we have got an electronic government with stronger ability, better service and faster response, which goes beyond a single government field. This is the networked virtual government that we advocate. In fact, networked virtual government belongs to the so-called third-generation e-government at a higher level, which turns the government and partner organizations into a cooperative mode that relies on * * * to enjoy systems, resources, processes and knowledge, and also involves citizens. The advantages of this method are: 1, reducing the size of the government and streamlining the organization. By greatly reducing the existing size of the government, it is more efficient and cheaper. 2. Pay more attention to the interests of citizens. Because we can make full use of social resources as much as possible, the government can choose better enterprises or service providers to provide the best services for citizens and create a high level of customer service responsiveness. 3. Shorten the time and distance needed to make and implement key decisions. 4, change the original fixed organizational structure, more flexible and efficient. The networked virtual government has three elements: citizen-centered, core competence and related affairs, and continuous standardization. The establishment of networked virtual organizations is to quickly respond to the needs of citizens. It should be able to respond to changes flexibly, so its business model must change. In the past, the typical value chain of government business was linear, and users (citizens) were not the center of the process, but the end. So it is difficult to reply to users in time. Users are only regarded as consumers of a product or service and cannot participate in the whole creative process. In the new networked virtual organization, users are placed at the center of the network, making them partners in the process. The networked virtual government provides services to the public through the coordination partner system. So, what kind of things do government agencies do by themselves? What kind of things are outsourced to partners? How to control a thing when it is given to a partner? The key to the problem here is to correctly distinguish which are the core businesses of government agencies, that is, which are what they are best at and can bring the greatest value to citizens? What is the most critical and important business? For the core and key things, government agencies must do it themselves; For non-core and non-critical things, do not hesitate to outsource them to others. What needs special attention is something that is core but not critical, or something that is not core but critical. Such things should be divided into tasks, and some should be given to partners, but they should be controlled. In order to ensure the effective operation of network virtual government, IT is necessary to establish standardized business processes, standardized data sets and standardized IT systems. Due to the changing external environment and public demand, standardization work should continue. Networked virtual government has been practiced abroad. A successful case is Ontario, Canada. With the help of Cisco, the Ontario government is moving towards a networked virtual organization. At present, they have changed the huge public sector system, such as medical care, education and justice; Changed the internal process of the government; Create new channels for service provision and citizen participation; Providing more and more services to the people, but the number of civilian civil servants is much less than that before 10. Generally speaking, although we can't expect to fully realize the networked virtual government at this stage, it is a form of e-government that conforms to the future development trend. When we build an enterprise-oriented e-government framework, we might as well make a breakthrough in networked virtual government according to the specific situation and realize more advanced intelligent e-government applications. Implementing "promotion" to overcome the inherent obstacles in government informatization, taking public services as a breakthrough, selecting those projects that are easy to network first, and "running in small steps" will be successful in one fell swoop. As we all know, the success rate of e-government projects is very low, and its performance is nothing more than two aspects: first, the implementation of overtime over budget, and second, the effect can not meet the requirements. Besides the common problems of informatization projects, some inherent characteristics of government institutions, such as the government's emphasis on long-term planning, its preference for "big projects", the influence of politics on economic indicators, and its unwillingness to change without competitive pressure, have all set obstacles to success. How to overcome the obstacles in e-government construction and improve the success rate of implementation, public service and cross-border enjoyment are two breakthroughs that can be chosen. According to statistical analysis, the rate of return of an IT project is directly proportional to the degree of networking and the number of users. Therefore, it is obviously easy to succeed by choosing those projects with large user groups first. Then, in the construction of e-government, projects with large user groups are obviously public-oriented projects. Imagine how many people will visit any online application that helps to fight SARS during the SARS epidemic, which brings value to society and people that no internal office software can match. Therefore, the construction of e-government projects must jump out of the limitations of office automation and improving internal efficiency, pay attention to the public, serve the public, and truly understand the needs of the people. There are many projects that benefit the people: call center, emergency network, e-learning, health consultation and so on. These seemingly simple applications not only facilitate the masses, close the relationship between citizens and the government, but also promote the informatization development of the whole society, thus laying the foundation for the in-depth construction of e-government. Various government departments have been informatization for many years, and they have accumulated a lot of information resources. How to maximize the value of this information and share it across departments is another breakthrough in the implementation of e-government projects. For example, if the enterprise database of the industrial and commercial department is shared with the tax department and social security department, its value will more than double? Therefore, the implementation of e-government projects should follow two principles: 1. First, choose a simple project with a large number of users. 2. For completed projects, the user base can only be expanded. The implementation of e-government construction is very complicated and difficult, involving leadership, governance structure, technical foundation and execution ability. Because most of China's e-government is still in the primary stage, reducing the complexity of project implementation is the key. We advocate the implementation policy of "focusing on the overall situation, starting from small things, running in small steps and getting quick results", and choosing the right breakthrough to succeed in one fell swoop.