This study aims to identify the key success factors of public services in the education sector in Makassar City, using qualitative research. Based on the source, the types of data used are primary and secondary. Data obtained through interviews with the education office and school principals, while secondary data is data obtained from various literatures such as books, laws and other related sources. The results showed that there are two key success factors, namely supporting factors and inhibiting factors. Supporting factors are: a) there is good cooperation between the education office and the school assigned to do LINOA. b) there is motivation, psychology and a good spirit of willingness from the leadership. c) schools that are accessed by LINOA find it easy to make Star Class innovations and Recognise Potential, for LINOA support in building cross-sector cooperation. The inhibiting factors are: a) Asymmetric Information about the existence of LINOA. b) Misconceptions about creativity and innovation that are valuable from the existence of LINOA. c) Low HR competence in the era of capability. d) Little time to make innovations, finally no innovative thinking creativity.
 
 

Hospitals need adaptation to environmental changes and demands that change rapidly and dynamically. Digital transformation contributes to reducing costs, increasing speed and transparency. The purpose of the research is to describe the implementation, identify the determinants and digital transformation strategies. The method uses a qualitative approach with informants from structural officials, heads of installations, staff, and patients with a total of 15 people. Data were obtained through interviews, observation, and documentation. The results showed that the hospital implemented digital transformation refers to the Generic Process Transformation Model Theory by adding cooperation in the operative stage. The reason for the dominant digital transformation is the need for officers and patients as well as superior services. Impacts include increasing speed, efficiency, transparency, and accountability. The determinant factors include officer competence, teamwork, market strategy, regulation, and cooperation. The dominant inhibiting factors are the comfort zone, sectoral ego, and lack of literacy. According to Albukhitan, there is an update on the digital transformation strategy with the appearance of working together and cultivating innovation.