## 5 Discussion  
### Lessons Learned: The Need for a Strong Governance Structure  
Today, many countries in the world are strongly advocating digital government policies and are pursuing government-wide implementation systems in tandem at the national level, in the hope of establishing governance in relation to digital government policies. However, due to the recent development of the fourth industrial revolution and intelligent information technologies, it is extremely challenging to form a single overarching national governance structure. In particular, it is difficult to enforce policies under a single governance structure while implementing projects that involve various digital technologies such as big data, artificial intelligence, and the Internet [26; 27]. The implementation of electronic governance involves the introduction and regulation of a variety of information and communication technologies that involve the construction and use of technologies such as the internet, big data, and cloud computing. Furthermore, if we pursue government innovation by promoting digital transformation within the government, the scope and complexity will be further expanded and will result in added difficulty. Nonetheless, the lesson that can be learned through an examination of the US and Korean E-Government Acts is that governments should enact legislation to form a strong driving governance structure accompanied by sufficient budget for e-government implementation. In the United States, the US Digital Service (USDS) was established in August 2014 as part of OMB's E-Government Office. The organization was founded at the time by benchmarking the Government Digital Service (GDS) in the United Kingdom and was responsible for the core public service innovation of the US government and for improving its services to become more simple, effective, and efficient. Despite the establishment of the ATC and the strengthening of the National Science and Technology Council (NSTC) and the Office of American Innovation after the transition to the [PERSON] administration, the US digital government policies are still dominated by OMB. Digital innovation policies have been implemented successfully as a result of strongly promoting e-government policies that were based on the E-Government Act. Although this study examined and compared two cases involving e-government implementation in the United States and Korea, similar patterns can also be observed in other successful e-government examples. For example, similar lessons can be drawn from the case of Denmark, which ranked first in the UN e-government evaluation in 2018 [28]. While the Danish Business Authority (DBA) is responsible for the innovation and regulation of information and communications, the Agency for Digitization is responsible for e-government and large-scale ICT projects. The Agency for Digitization was established in 2011 by merging the National IT Communications Agency and the Government Administration Office. In 2016, the Agency for Digitization established and announced Digital Strategy 2016-2020 [29]. This was a national strategy for the implementation of a more robust and secure digital Denmark from 2016 onwards. The plan established a governance structure led by the Agency for Digitization and facilitates cooperation not only among government agencies but also among municipalities and public institutions. The Agency for Digitization can demonstrate strong leadership since it is an agency under the Treasury Department. Another example is the UK. The UK has also been pursuing digital government implementation policies since its announcement of the Digital Government Strategy in February 2012. In 2011, the UK established the GDS within the Cabinet Office, and since then, the GDS has focused on digital government policies.