Category: Public Sector IT Systems

Excel is Bad Aid

My project is currently debating the usefulness of Excel in eGovernment projects for Emerging Markets.  It’s not much of a debate; everyone agrees that Excel is not an appropriate platform for a sovereign (or even a semi-autonomous) region to use to manage anything.

Yet, its siren call remains.  Excel seduces because there is limited connectivity.  Its omnipresence – and the sunk cost of the license fee – beckons.  Developers and users are comforted by its familiarity.  Implementors tell donors that it’s just a fling, a temporary solution.  The affair begins, but next thing they know, they are crashing against the rocks.

I advocate for prototypes to gather data, set up business processes, and define functional requirements, so I am not blind to Excel’s appeal.  (To kill the metaphor, imagine me blindfolded and thrashed to the mast of Ulysses’ ship as it drifts to an enchanted Microsoft island.)  But even for prototypes, I think that costs of implementing an Excel-based solution far outweigh the benefits.  In the final reckoning, there is one good argument for Excel, two arguments against Excel, and four bogus arguments that are just myths.

Before I go through each of these arguments, I want to establish a few assumptions.  First, we’re assuming that an experienced VBA developer creates the Excel solution.  The solution catches errors, is flexible, and runs quickly.  This is not always the case, but I want to give the benefit of the doubt.  Second, there is zero connectivity.  Once again, this is not always the case (most places have some limited, occasional bandwidth through V-Sats), but I didn’t want to split hairs.  Third, the implementing partner has access to developers who have skills beyond VBA.  I suspect that Excel is often adopted out of ignorance of other solutions, but I want to assume that everyone has the resources to do what is right and not just what is expedient.

So here are the arguments.  Let’s start with the good news.

The Argument for Excel

I want to be fair and look at both sides of the coin, but after a lot of thought I can only think of one argument that supports using Excel as an eGovernment platform and even that argument comes with caveats.

Excel is Easy. I am a fan of VBA, the programming language that enables custom Excel solutions.  I have developed solutions with it (and continue to develop with it) for over 10 years.   A good developer can develop a beta-application in hours, test it over days, and deploy it over weeks.  VBA in Excel is easy to modify and while it is optimized for calculations, you can create acceptable user forms and interfaces.    In a short amount of time, Excel workbook can become a prototype and test a solution to support business processes.

If, however, the (experienced) developer has struggled to fix an error prone solution for months, it probably means that Excel is not the right tool to solve the problem.   Excel isn’t the right software for many problems (writing reports, drawing pictures, sending emails).  Excel is useful for financial models, some types of data entry, and data manipulation.  It should not be used for everything.

The Argument against Excel

Sometimes I fear that these arguments are so obvious that people don’t even mention them.    Nevertheless, they are important reasons not to use Excel.  Let’s get through them quickly.

Excel is not Scalable. Deploying an Excel solution is like putting a male and female bunny in a cage.  Little Excel solutions will be hopping around very soon.   The best argument against Excel is that it creates an operating environment where information lives on desktops and is inaccessible to the entire organization.  It empowers a single user, but does not provide enhanced capabilities to the entire organization.

Excel is not Secure. While it is possible to protect worksheets and prevent a user from ruining a developer’s precious code, it is much more difficult to implement even the most basic security requirements.  There is no (easy, automated) way to enable segregation of duties, where one use enters information and other user approves the data.  There is no (easy, automated) way to track who has viewed or modified the worksheet.  There is no (easy, automated) way to check to see if the person making updates has the authority to make those changes.   Using Excel in a context where people have incentives to be dishonest (such as payroll or financial management) is asking for trouble.

The False Arguments

These are the most interesting – and infuriating – arguments for Excel.  People make claims that Excel solves intractable problems when often Excel makes these problems worse.

Excel is a Low-Bandwidth Solution. This used to be one of the most compelling arguments for Excel, but new web standards have allowed web-browsers to emerge as strong competitor.   Modern web-browsers, which can run JavaScript and have offline data storage, offer a compelling alternative to Excel.  These solutions can run when there isn’t a network connection and can output data in formats such as XML that can easily be transferred.    An added benefit is that when connectivity becomes available, the same interface can synchronize with central data-stores and be used in an online environment.  This solution is much more elegant (albeit harder to develop) than relying on a desktop-based application like Excel.

Excel is Available on Every Computer. According to Forrester Research, 80% of enterprise companies use Microsoft Office for worker collaboration and productivity.  We’ll ignore the 20% that don’t use Office and assume Excel truly is omnipresent.   In theory, since Excel is already installed on the user’s computer, the VBA solution should work without any modifications.  In practice, however, Excel’s security settings prevent VBA code from running by default.  While this prevents malicious code from hacking into a computer, it also make deploying a solution fairly complicated.  In addition, changes between Excel 2003, 2008 and (soon) 2010 complicate testing and deployment.  It’s available, but it isn’t consistent and it still requires manual installation.

Excel is Familiar. Even if people know how to use Excel, they will not know how to use the Excel solution that addresses the eGovernment problem.   Training will be required.  Worse, Excel’s worksheet, row, column, and cell structure constrains developers and offers limited options for creating intuitive interfaces.  For example, there is no easy way to validate an entire record (as opposed to a single cell) before the solution stores the record.  Likewise, creating interfaces that support workflow and approvals is very difficult in Excel.  Ultimately, this results in unintuitive solutions that need more training.

Excel is a Temporary Solution. It’s common to hear people claim that they are building an Excel based solution as an interim fix before they can deploy the solution that will last for all eternity.  Unfortunately, that claim is rarely supported by clear plans – and timelines – to actually design and deploy the sustainable enterprise tool that will replace Excel.  Temporary solutions sans a clear plan for depreciation are permanent solutions.


If you’re debating whether to use Excel to produce an eGovernment solution, ask yourself the following questions:

  • Do I want the solution to support multiple users?
  • Is the information sensitive?  Can modifying the information hide corruption?
  • Do I want this solution to last for more than six months?

If the answer to any of those questions is yes, don’t use Excel as a development platform.  Excel is a great tool for many things, but it isn’t a great tool for everything.   When someone suggests using it for an eGovernment project, be wary of the false arguments.


During the Q&A session following Secretary Clinton’s speech on the Internet and freedom (previously discussed here), she said something that warmed my young heart: “We need the guidance of technology experts. In my experience, most of them are younger than 40, but not all are younger than 40.”

I was reminded of this recently when a colleague from a competitor firm bragged to USAID that his entire team was under 30.  His theory, which was greeted by sage nodding from the USAID delegation, is that most people who operate technology in South Sudan are under 30 and that their cultural deference to older people would make it difficult to create the peer relationships necessary to understand – and solve – IT challenges.  His approach was to take smart, young people who are interested in working in Africa and release them into the provinces of South Sudan with a laptop, a Sudanese colleague, and a boda-boda driver.  Good intentions, quick thinking, and the ability to quickly build rapport would win the day.

Deloitte’s approach (and the USAID approval process) prefers more experience.  For example, we are in the process of deploying a Financial Management Information System in South Sudan and our entire team has worked on similar problems for decades.  They have the grey hair to prove it.  There are manifest advantages to having a team that knows what it is doing: they remember what has worked (and failed) before, they understand the range of applicable solutions, and they don’t have to reinvent the wheel.  In this model, subject matter expertise, the ability to anticipate future challenges, and gravitas carry the day.

These options are not mutually exclusive.  Successfully deploying a new system requires teams that include both members with significant experience and younger members for whom it will be easier to connect with local IT staff.  (This is also a great way to get analysts and consultants out of the home office and into the field.)  While every project requires a different mix of capabilities, I think that the right team can be formed based on the following principles:

Understand the Audience. I am uncomfortable arguing that age alone determines the ability to forge successful relationships, but I think that it is a factor.  The guy in the server room, the computer operator, and the analysts (i.e. the people who use the technology) are young.  The managers and the political leadership (i.e. the people who make decisions about the technology) tend to be older.  Understanding this dynamic and structuring project teams to effectively work with this range of technical capability and leadership experience, is important.

Furthermore, as part of our efforts to build capacity, it would be incredibly valuable to match junior-level IT personnel with junior-level advisors, just as we match senior policy makers with experienced practitioners.  The IT environment – its security, reliability, and accessibility – has a huge impact on our ability to deliver effective solutions.  Mentoring the guys in the server rooms and working with them to provide a better infrastructure could be multiple the impact of the project.

Understand the Technology. The public sector in emerging markets tends to have limited infrastructure and technical capacity.  While deploying a client-server (or even a cloud-based) architecture may be the preferable long-term solution, this approach requires whole-scale modifications to the operating environment.  These modifications are costly, complicated, and chancy.  For example, a 2006 survey on eGovernment in developing countries found that only 15% of implementations were fully successful.  Today in South Sudan, the government relies on a primarily paper-based process for recruitment, appointments, and payroll.  Admittedly, this process is inefficient, inaccurate, and inflexible, but it still exists 60 years after it was implemented by the colonial government.  

While I disagree with solutions that reduce everything to an Excel spreadsheet (much less paper), simple prototypes that can be designed, developed and deployed quickly can be more effective.  Designing these prototypes requires a deep understanding of the problem, but doesn’t require extensive technical skills.  Deploying staff that gravitates to the simpler, less disruptive and (potentially) longer-lasting solutions can help implement technology that is more sustainable over time.

Understand your Goal. eGovernment systems achieve multiple goals: they streamline (and sometimes create) processes, they improve data quality, and they allow governments to perform new services.   They require inter-disciplinary teams that are able to understand the regulatory environment, improve the existing business processes, develop systems, and provide training on the solution.  If you think about these projects as purely technology – or, worse, structure your team with only technologists – you will be less likely to succeed.

I have no clue whether this broad scope means that teams should be younger or older, but I think it is a powerful argument for diversity.  Technology projects demand teams with varied competencies and (some) of these skills can be best provided by younger staff.

On Saturday night, in the mess in Juba, the members of my project started discussing how best to use ICT to promote development.  Here’s my answer: develop platforms and encourage the local government and private sector to build on those platforms.

Platforms provide a common infrastructure, accepted standards, a consistent governance structure, and established service expectations.  Platforms can refer to computers or networks (the Internet is a platform) but also to a legal framework that regulates a sector of the economy or a microfinance program that provides credit to entrepreneurs.  It is a structure – occasionally physical, but also conceptual – that permits growth.  By articulating the rules of the road and building infrastructure that can be used by multiple stakeholders, development projects can meet the objectives of the donor while still creating space for local partners to pursue their own goals.

What would this look like in practice?

Common Infrastructure. In South Sudan, deploying an enterprise system faces three hurdles: limited local technical capacity, unreliable electricity, and inadequate connectivity.  Currently we address these problems in the context of our individual projects.  We deploy generators and V-Sat connections at each project office and Ministry.  When the Bank of Southern Sudan decides that it wants to allow local banks to make electronic transfers, it constructs a microwave mast.  When the Financial Management Information System project needs a local database administrator, it offers specialized training.   When the Human Resources Information System team wants to overcome the absence of connectivity in the regional States, it updates the system design to accommodate asynchronous information exchange by placing files on solid-state media such as CDs.  In each case, the project team adopts the most efficient solutions to its specific problem, but holistically this eliminates the incentives within the broader community to coordinate efforts and enjoy economies of scale.

By designing a single, comprehensive network and identifying technical competencies that can be used on multiple projects, we would be able to develop products that don’t rely on ad-hoc solutions and specific personnel.  In addition, by opening this infrastructure to the broader community, we could provide the scaffolding that other projects and local firms can use to build their own solutions.

Accepted Standards. The proliferation of technologies and standards, an unfortunate byproduct of ad-hoc infrastructure development, saps resources and prevents the deployment of scalable solutions.  In Juba, for example, there is limited interoperability between cell phone networks.  Beyond the inconvenience and expense of requiring people to use multiple cells phones, the competing options undermine the provision of new services such as m-banking.  By clearly articulating technical standards and ensuring interoperability between solutions, we will lower the barriers to entry and make it easier for local firms to take the initiative to provide services.

In addition, the adoption of standards serves as an auto-catalyst, accelerating the effects of incremental improvements as their benefits compound overtime.  For example, by employing data-exchange standards for financial transactions, we can connect the payroll system to the financial management system and ensure that they work seamlessly even if they were not originally designed to be interoperable.   Standards allow independent teams to build small pieces while making sure that the larger puzzle fits together.  They make sure that our solutions are flexible enough to adapt to future problems that we cannot imagine today.

A Consistent Governance Structure. Successful platforms attract a range of users and these users must be confident that the platform will not suddenly disappear under their feet.   Common infrastructure and standards require management that is accountable and transparent.  They require operational teams to conduct maintenance, compliance committees to provide oversight of the standards, and administrative ownership to ensure a reliable funding stream.

In the developing country context, a governance structure must be strong enough to maintain the existing investment and flexible enough to adapt to unforeseen developments. It is not enough to deploy hardware and hope.  Deploying a structure that engages local government, private sector, and the development community will increase the likelihood that the platform attracts users and provides benefits into the future.  It also increases the likelihood that the platform can adapt and become a sustainable asset for the country.

Established Service Expectations. Organizations build their own infrastructure due to a limited market for ICT solutions, a lack of confidence in the quality of services, and then absence of information to price offerings.  This leads to a situation in which each ministry and project creates its own infrastructure that is expensive and frequently inadequate.   In addition to the cost, this dynamic creates variance between the capabilities of different organizations and creates new obstacles to designing solutions that can work in multiple environments.

Service expectations specify the reliability, speed, and cost of a platform.  They allow multiple providers to emerge while ensuring that each provider adheres to a minimal level of accepted performance.  Over time, this will lead to a competitive marketplace that can provide basic ICT services to the government, the donor community and the private sector.

By promoting a common infrastructure, accepted standards, a consistent governance structure and established service expectations we can create an environment that leads to accelerated growth in ICT.   This moves beyond our current efforts at deploying specific systems and would help create a sustainable foundation on which our partners can build.

The failed Christmas Day attempt to detonate a bomb on an airplane in Detroit by Umar Farouk Abdulmutallab has refocused national attention on the need for improved information sharing.   While it is clear that catastrophe was only narrowly averted, the review of the systemic failure also reveals how the attitude of intelligence agencies has changed since 9/11.

According to news reports:

Customs and Border Protection personnel based at the National Targeting Center in Washington came across the intelligence about Abdulmutallab — which was based on a tip from the suspect’s father to U.S. Embassy officials in Nigeria — during an in-depth review of the manifest after the plane was en route to Detroit, the other law enforcement officials said.

The problem has shifted from not sharing information across agencies to not sharing information and conducting analysis fast enough.   The State Department shared the tip with the CIA which shared it with Customs and Border Protection which compared it to the flight manifest.  The failure is no longer with a “culture of secrecy” as was the case before 9/11, but with technology and processes that are not able to provide information to decision makers in a timely manner.

According to the White House Security Review, “Information Technology within the CT community did not sufficiently enable the correlation of  data that would have enabled analysts to highlight the relevant threat information.”    This seems to include the fact that analysts did not search all available databases – something that could be made easier through identity management and federated queries – and that the systems were unable to match Mr. Abdulmutallab’s name in the database of current visa holders because of a spelling mismatch.   There is blame to go around and some of the blame should be shouldered by the consultants who helped design these systems.

One of my frequent complaints about public sector IT systems is that we  do not deploy systems quickly enough or iterate new releases often enough.   Here is an example of how the inadequacy of our tools could have resulted in disaster.