It’s been 25 years since Tony Blair kicked off the digital modernization of government. Since then, there have been many digital transformation efforts in Whitehall, but what have we really achieved? We’ve made some internal tech improvements and better websites, but has this truly transformed how government and public services operate? Are leaders fixing their eyes on too much “digital” and not enough “transformation”?
Computer Weekly gathered key government IT leaders at an event hosted by the DWP at Amazon’s London office to discuss these pressing questions. With a new government promising to “rewire Whitehall” and bridge the technology gap between the public and private sectors, will we finally see real change?
Here’s a recap of the lively discussion.
Rich Corbridge opened up the conversation by pointing out that the real challenge lies in cultural transformation. He highlighted how legacy IT systems hold back progress. They work well enough, leading to complacency in modernization efforts. The thinking seems to be, why change what already works? This makes it tough to justify the costs and time for true transformation.
Gina Gill shared her experience from financial services, where transition from branches to online banking was hailed as transformation. However, she now sees it differently, recognizing that they were merely shifting the delivery method while the core services remained unchanged. She stressed the importance of focusing on the entire user journey, not just layering technology onto existing processes.
Craig Suckling chimed in, arguing that a digital mindset is key. It’s about identifying user needs first, then finding the right solutions, considering both technology and culture. He emphasized the need to connect services across different departments to create a seamless experience for citizens.
The panel acknowledged the necessity of access to data to enable collaboration and drive transformation. Old ways impede progress. It’s about creating a culture where data is shared across departments, which is crucial for efficient service delivery.
When asked what makes this generation of digital leaders different, Craig talked about the heightened expectations for government to match private sector performance. Gina noted the substantial growth in digital talent within government, with over 20,000 digital and data professionals now working in central government. This shift fosters a different level of conversation and ambition.
Rich highlighted how the narrative has changed from technology being a specialized field to a consumer expectation. The urgency has shifted; the risk is no longer about adopting technology but rather about not adopting it at all, especially in sectors like Job Centres, where finding recruits has become increasingly challenging.
They touched on the theme of “innovation,” which has become a buzzword in government. For Rich, true innovation involves building relationships and systems to foster a genuine digital mindset. It means welcoming new ideas rather than relying solely on major IT vendors.
Gina sees the need to fix data issues first, believing that how we handle data is fundamental to everything else. Expanding flexibility and responsiveness in service delivery is key to keeping up with evolving policies and administrations.
Craig warned that innovation can become a catchphrase misused by those seeking quick wins without substantial impact. Real innovation needs diverse perspectives and collaboration across different fields, not just technologists.
They shared insightful stories, like one from Octopus Energy, where staff were empowered to solve problems creatively, such as improving on-hold music based on customer feedback. This illustrates the power of a customer-centric approach.
On the topic of AI, Rich cautioned against viewing it as a silver bullet, emphasizing that real impact comes from incremental improvements rather than overhauling entire systems in one fell swoop. He noted the issues with poor data quality, which severely limits the effectiveness of AI solutions.
Gina reflected on how AI discussions have grown in popularity and importance, offering an opportunity to engage more collaboratively on digital strategies, although caution is necessary to avoid exacerbating biases in data and service delivery.
When asked about one change they’d make to boost government’s digital capabilities, Gina suggested creating incentives for collaboration across departments, pushing for collective funding efforts to address end-to-end services.
Craig echoed this sentiment, advocating for a mission-oriented approach to collaboration and recognizing the non-equal value exchanged between departments. Rich added that the government currently lacks incentives for departments to work together, leading to missed opportunities for smoother service delivery.
In conclusion, the panel shared a strong desire for a more joined-up approach to service design that puts the citizen at the center of everything.