1.3: Running digital government well: recommendations for the UK
Estimated read time: 4 minutes
Digital transformation in the UK is at a crossroads. The existing government digital strategy provides a structured roadmap through its six missions, offering a framework for progress. The Government Functional Standard for Digital adds another layer of structure, setting expectations for the management of digital, data, and technology in government. These both stand on top of the foundations built over the last decade and more for identifying best practices and understanding effective models of delivery.
However, success will depend on execution, cultural alignment, and addressing deep-seated challenges not fully covered by the strategy. Therefore, the future digital centre needs to consider the following steps, in alignment with the existing strategy and standards:
- Digital government needs clear leadership and vision across all levels: Effective leadership remains the cornerstone of digital transformation. Ministers and civil service leaders must articulate a consistent and compelling vision for digital government, ensuring alignment across all tiers. This vision should provide clear goals and foster a shared sense of purpose. Political leadership, in particular, needs to demonstrate a long-term commitment, while ministerial teams in all departments should be equipped to act as enablers of this transformation.
- Rebuild trust and capability at the centre: The central digital function must be revitalised, not as a controlling body but as a strategic enabler. It should set and enforce clear standards, provide guidance, and resolve systemic barriers. At the same time, departments must be empowered to innovate and take ownership of digital services tailored to their users’ needs. Striking this balance is critical to fostering trust between the centre and departments.
- Legacy systems and approaches are still a problem: The government’s ability to deliver modern, user-centred services continues to be undermined by outdated systems, problematic contracts and fragmented practices. Addressing these foundational issues must remain a priority. The emphasis should be on interoperability, replacing legacy systems where necessary, and ensuring that data flows seamlessly across government to support effective decision-making.
- Foster collaboration and reduce duplication: Departmental silos remain a significant obstacle, leading to unnecessary duplication and inefficiencies. A systematic approach to collaboration—both within and between departments—is essential. Identify the right model for a successor to the Digital Leaders network or cross-government Communities of Practice to share learning, support interoperable design, and build joint ownership of cross-departmental initiatives.
- Simplify and modernise management tools: Adapt business case processes and financial mechanisms so that they do not prevent effective agile delivery and iterative development. Traditional, rigid frameworks must give way to more flexible and responsive methodologies that align with the dynamic nature of service delivery today.
- Restore openness and transparency: Recommit to the principle of “Make Things Open, It Makes Them Better.” Create opportunities for people to work transparently and commit to greater transparency in procurement, service assessments, spend controls, performance data, lessons learned, and overall government performance. Openness not only drives improvement, it builds trust with the public.
- Update regulations and standards: Invest in keeping resources like the Service Manual current, reflecting best practices, lessons learned, technological advancements and the impact of the Digital Strategy Missions. The guiding regulations and standards should enable innovation, not hinder it.
It is important to acknowledge the steps that have already been taken. The existing digital strategy’s missions provide a structured approach, and there is such a rich heritage of guidance and standards to set clear expectations and support practice. Success will depend on execution, cultural alignment, and the willingness to address deep-seated challenges.
The new digital centre must act as both a standard-bearer and an enabler, holding itself accountable—not just to the metrics outlined in the strategy or any future identified KPIs but to the transformative impact on citizens’ lives.
Ultimately, the true measure of success will be a government that is not only digitally proficient but also more responsive, transparent, and trusted by the people it serves. And that is a job for everyone, not just those working explicitly on digital or from the DDaT professions.