Digital transformation of international organisations: navigating between utopia and shipwreck

Introduction Digital transformation promises greater efficiency and cooperation among international organisations but also risks fragmentation, weakened sovereignty, and exclusion. This paper uses regime complex theory to examine how international organisations navigate these competing pressures. Methods A structured, focused comparative case study approach is applied to selected regional frameworks and international organisation initiatives, including ASEAN’s Digital Economy Framework Agreement, APEC’s Cross-Border Privacy Rules, UNDP’s Digital Strategy, and WFP’s Building Blocks. Documentary analysis examines institutional overlap, authority relationships, and actor strategies. Results The analysis identifies six interconnected governance dimensions: institutional foundations, sovereignty–interoperability tensions, digital public goods, algorithmic diplomacy, cybersecurity, and implementation pathways. Across cases, effective digital transformation depends on legitimacy, accountability, and stakeholder trust. Flexible coordination helps manage sovereignty–interoperability tensions, while AI bias and unequal cybersecurity capacities require inclusive oversight and collective responses. Discussion Digital transformation in international organisations is fundamentally a political rather than merely technical challenge. The paper proposes a minimum-variable governance framework and a four-phase implementation roadmap to balance innovation with institutional integrity. These proposals emphasise adaptive governance, equity, and sustained institution-building as foundations for sustainable digital transformation.