When the UK government rolls out a new digital strategy, seasoned observers can’t help but feel a sense of déjà vu. Over the past 14 years, four different strategies emerged during Conservative-led administrations: one in 2010 with Francis Maude and Martha Lane Fox, another in 2015, a seemingly random one in 2017, and the latest in 2022. So, when Labour announced its inaugural digital strategy, set to be unveiled at an event hosted by Martha Lane Fox, it felt like we were entering familiar territory.
But is there anything fresh in this approach? One major distinction stands out: this strategy was announced by a secretary of state for technology, a role created under Michelle Donelan when the Department for Science, Innovation and Technology (DSIT) was established. Peter Kyle holds that title, making him the first to unveil a digital strategy with full cabinet credentials.
Anticipation built up ahead of the launch, fueled by recent tech announcements. Keir Starmer presented his AI action plan, emphasizing the role of artificial intelligence in economic growth and public services. Earlier, DSIT released a detailed report from Bain & Company, which identified £45 billion in lost productivity due to outdated IT systems. The day before Kyle’s launch at the Government Digital Service (GDS) headquarters, DSIT revealed an expanded GDS remit and offered a sneak peek at the Gov.uk app, featuring a digital driving license for identity verification.
The media turnout was remarkable, with major outlets like Sky News and The Times attending a press conference about digital government—an unusual event by past standards. Kyle’s ambitious plan aimed to “transform the relationship between citizen and state,” a phrase that echoed previous initiatives but set the stage for a deeper discussion on differences this time around.
Kyle, dressed casually in a T-shirt and jeans, emphasized the need to learn from past failures. He noted the inspirational work done by GDS in 2010 but pointed out how quickly momentum faded without political support. His approach seems refreshingly proactive, as he explained his efforts to engage directly with tech industry leaders to identify barriers and ensure smooth implementation.
In contrast to his predecessors, who often lacked tech expertise, Kyle has spent time understanding the challenges. He’s reached out to stakeholders across departments to remove obstacles, tackling legal and operational hurdles together. This collaborative spirit marks a significant shift from the past, where departments often operated in silos.
Kyle’s assertion that he can’t enforce his strategy upon other departments is important. Previous plans suffered when major teams like HM Revenue & Customs ignored GDS guidance. The visible presence of DWP Secretary Liz Kendall at the launch signals a potential new era of cooperation.
Kyle’s pre-announcement of specific products and services is also unprecedented. Historically, government communications would remain vague, but he’s committed to transparency about upcoming digital tools and timelines, a move seemingly inspired by practices in the tech sector.
Not everyone agrees with this approach. Some leaders in the digital identity space worry about the government’s direct foray into mobile age verification using digital driving licenses—a concern noted by officials responding to questions.
Historically, failed digital strategies can be traced back to the rigid culture of Whitehall. Critics have highlighted how government policies often overlook digital capabilities, resulting in disconnected solutions. Experts have urged a shift from the traditional, linear policymaking process, advocating for a model that considers digital implications upfront—a concept gaining traction in the current initiative.
Learning from Denmark’s model of “digital-ready legislation,” DSIT is eager to pilot this forward-thinking approach, with some departments already on board.
The financial mechanics of digital projects equally need transformation. Traditional government budgeting practices clash with the agile processes that modern digital initiatives require. Trevor, the Treasury’s budget model, underlines the need for fixed costs and outcomes, which can stifle innovation.
Kyle is optimistic about experimenting with funding models that reflect digital realities, supported by key allies in the Treasury. There’s a sense of urgency, as a new group oversees digital governance and has initiated a moratorium on major spending projects to reassess and modernize strategies.
Data sharing has also posed significant challenges. Labour plans to mandate public APIs for digital systems, rekindling an idea first proposed by Lane Fox in 2010. This is paired with a focus on generative AI tools, aimed at improving civil service productivity.
With 57 potential applications for generative AI identified, several are already being tested in the civil service—demonstrating an eagerness to embrace modern tech in public service delivery.
The prize at stake is substantial, with estimates suggesting that improved productivity could save the government £45 billion if done successfully. Kyle recognizes the critical need for visible change and accountability as they embark on this new digital strategy.
In a landscape characterized by past disappointments, Labour’s strategy appears promising, addressing critics’ concerns with intent and detail. The hope is that this time, the government’s digital strategy will genuinely fulfill its ambitious promises.