USE OF DIGITAL DIPLOMACY

Twitter is changing how diplomats interact and influencing how we see global leaders. From embarrassing tweets and international spats, the public is getting to see a different side of diplomacy. For politicians, Twitter has become a very powerful channel to broadcast messages. It has become an indispensable channel for digital diplomacy. More than two-thirds of heads of state and government in the world are on Twitter. Twitter isn't just about posting statements and updates. It allows global leaders to connect with their peers. And in the world of diplomacy, mutual following is very important. That's because it sends a message to the public that leaders are interested in seeing a peer's tweets in their feed, and it also allows two leaders to send each other private (direct) messages. The growth of diplomacy via social networks like Twitter allows the public to get a better view of how diplomats interact with each other - via mentions, retweets and replies. It makes diplomacy more public, more visible and more accessible for us. Whether it's international friendship or a public spat, diplomats on Twitter are allowing the public to see their interactions in a different light.

Digital Diplomacy Ranking 2016 published by Diplomacy.Live ranks Ministries of Foreign Affairs (MFAs) from 210 countries based on their digital diplomacy performance. The ranking use both qualitative and quantitative data produced by Ministry of Foreign Affairs (MFAs). The researchers analyse publicly open digital diplomacy assets such as websites, mobile apps and social networks and how they are used in diplomatic endeavours. In addition to presence, the research use other indicators to assess the MFA's  digital diplomacy performance, including; customisation, up-to-dateness, strategy, influence, engagement, analytics, security, content, audience, transparency and innovation. 

Twitter is still the leading interface for MFAs to communicate with their global audience followed by facebook.

Ranking of EU Countries

1. United Kingdom
2. France
3. EU
4. Germany
5. Finland
6. Lithuania
7. Austria
8. Netherlands
9. Spain
10. Sweden
11. Italy
12. Greece
13. Poland
14. Denmark
15. Latvia
16. Romania
17. Ireland
18. Slovenia
19. Estonia
20. Croatia
21. Slovakia
22. Belgium
23. Bulgaria
24. Hungary
25. Czech Rep
26. Cyprus
27. Malta
28. Portugal
29. Luxembourg

Note

Foreign ministries that don’t go digital will not survive

• As governments are adapting their structures for international policy management, the jury is still out as to whether digitalization enhances or lessens the significance of the MFA.

• MFAs have no choice but to develop digital strategies if they are to survive. They see themselves challenged in two senses: first in efficiency terms, namely their ability to perform functions effectively. Second, in legitimacy terms, that is the degree to which their role is acknowledged as valuable and an important component of the ‘national diplomatic system’.

• Digitalization further erodes the claim that the MFA is a gatekeeper with privileged access to crucial bodies of information. Digitalization will enhance the need for MFAs to redefine their roles and to develop narratives to explain to their stakeholders and to themselves what they are for.

Digitalization will accelerate the changing balance between the MFA and its missions

• The impact of early modes of digitalization suggests that the implications will be significant for the relationship between the foreign ministry and diplomatic posts that are taking on more prominent roles. The introduction of secure e-mail already changed the relationships between the MFA and missions, for example in patterns of information distribution and allocation of functions. This will increase dramatically as the implications of new technologies are better understood and exploited.  

Digital strategy checklist for MFA senior management

There is no ‘magic bullet’. As with all organisations confronting the challenges of the digital age, each MFA will need to define its own needs and responses in a radically changing environment.

• Developing a ‘digital profile’ which matches functions performed by the MFA and the potential for utilising digital technologies.

• Evaluating key needs and resources in the digital field.

• Promoting supportive internal structures such as digital units.