38 Figure 3: Framework for the actions Source: DTI The supporting actions towards the transformation of a digital economy in Jordan are the enabling business environment and smart digital economy infrastructure. Here, particularly the accessibility and adoption rate of emerging technologies as well as continuous updating of underlying telecommunications business models matter. Underlying the effort of accelerating smart specialization in Jordan is also the establishment of a strong, visible, accountable and fundamentally co-owned governance structure. For this reason, Jordan needs to consider a governance structure that will directly oversee the performance and impact of the lead actions. This document presents an ideal governance model highlighting three specific governance actions in developing and maintaining multiple layers of leadership, smart regulation and strong monitoring and evaluation. To finalize the governance model, all relevant actors, roles and mandates should be reviewed in the near future to ensure an effective implementation set-up. THE ACTIONS Based on the core elements and strategic objectives presented above, 15 high-level actions and 3 governance actions have been developed. They are based on Jordan’s key differentiators/opportunities, strengths, opportunities, and weaknesses, as well as international experience in terms of how other benchmark countries have set the path for achieving a digital vision. The sub-actions with clear owners and timelines are specified for the 15 high-level actions and 3 governance actions later in the report. To set a roadmap for the high-level actions to reach their KPIs, it is important to further spell out how the actions will be specified. This section presents the high-level actions and a short explanation of the | REACH 2025 ACTION PLAN – ROADMAP TO EXCELLENCE