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Eng
Eng
The Digital Age: Enabling transition through digital transformation
November 2025
Early stage evaluation of EBRD’s Digital Approach (2022-24)
Background
The Early-Stage Evaluation of the Digital Approach (2022–2024) presents early-stage findings, insights and recommendations for the articulation of the upcoming Digital Approach 2026–2030. The new Strategic Capital Framework (SCF) 2026–2030 continues to identify digitalisation as an enabler of transition. The Digital Approach 2021–2025 provided a framework for delivery of the SCF 2021–2025 digital commitment. It presented how the Bank would launch comprehensive and coherent activities to help clients and economies leverage digital transformation in support of transition. The evaluation employed a mixed-methods approach, and included a review of the digitally tagged portfolio, interviews, focus group discussions and three deep dive case studies in Kazakhstan, Morocco and Poland.
Key messages and insights
1. EBRD is progressively integrating digitalisation, but the Digital Approach’s ambition exceeds current delivery. The Bank has made progress in embedding digitalisation in sector and case study country strategies. EBRD has produced an array of relevant new digital products and services to complement investments. However, integration is uneven across sectors and regions, and the digital portfolio remains modest in size, yet with steady increases. The ambition set by the Digital Approach was high, but available resources and internal capacity have not kept pace
2. The Digital Hub has been active in implementing the Digital Approach but with limitations due to conceptual and capacity constraints. The tagging system has helped track digital activities but is not fully integrated into Bank systems and is prone to inconsistencies. Tagging does not capture non-financial additionality (e.g., capacity building, cybersecurity), and many staff remain unaware of digital tools or how to engage clients on digital topics. Overall Bank’s digital know-how and available expertise remains limited. The tagging process needs to evolve from “accompanying” to “enhancing” the integration of digital components as enablers of transition impact.
3. EBRD helps some clients and countries leverage digitalisation but could strengthen local collaboration and project design. The Bank has responded to digital needs in the case study countries (notably Morocco and Kazakhstan), supporting digital transformation in both public and private sectors. Digital policy engagement is contributing to improved economic governance, but collaboration with other stakeholders is clearer at the global level than in-country. The plausibility of digitalisation boosting transition impact is reasonable in two thirds of tagged projects, but weak indicators limit ability to track progress.