What do UK leaders want from the future of digital and data?

Throoughout the Digital Excellence Programme courses, we are asking learners about their insights to key digital and data issues in government. We've summarised the key takeaways from these conversations — you can read more here.

Key takeaways:

• Harnessing the power of data to make better decisions
• Improving internal processes as well as public-facing services
• Not everyone agrees on the pace of change

It’s not often that civil servants are asked to dream big — pragmatism and caution will win most arguments in government.

At the beginning of the Digital Culture course, however, we wanted to hear about UK leaders’ perspectives on what they see as the promise of a 21st century more data-driven, digitally-enabled government.

We told them to stop thinking about ‘how’ or ‘how much’ for a moment and just focus on imagining the future.

Some 60 learners from more than 20 departments took part in the discussion and there was a very diverse array of answers, ranging from a focus on improving finance and HR systems to real-time tracking of defence equipment.

However, the golden thread which ties all these different viewpoints together was the underlying focus on harnessing digital technology as means to an end, rather than an end in itself. Learners talked less about specific new technologies – like AI or blockchain – and focused more on the systemic barriers they face to getting stuff done.

1. Get a better grip of data

A recurring theme throughout the responses is the challenge of managing and using data effectively. This includes difficulties with collecting, storing, analysing and sharing data. There was also an emphasis on the need for greater consistency in data, data integrity (i.e. a single version of the truth), and making data more actionable and accessible to those who need it.

2. Automate the most routine tasks

Many of the responses highlighted the desire to automate routine tasks and processes. Leaders seem eager to take advantage of digital technologies to streamline operations, increase efficiency and free up staff to focus on more complex and impactful work.

3. Build digital capability

Leaders understand the importance of their teams being digitally literate. They envision empowering colleagues to use digital tools effectively, which is indicative of the need for continual learning and upskilling in the digital era.

4. Improve internal processes as well as public services

Some learners’ visions put a heavy emphasis on improving public-facing aspects of government, such as enhancing transparency or delivering better public services. Others focus more on internal improvements, like streamlining operations, enhancing inter-departmental collaboration or improving digital literacy and skills among staff.

5. Uncertainty about adopting new technologies

We saw differing views on the extent to which new technologies need to be at the heart of government digital transformation. Some leaders felt that the focus should be on adopting new technologies, like AI and machine learning, while others focused more on improvising existing digital systems and improving the way current technologies are used.

There is vision and enthusiasm about the potential of digital and data across different areas of government. However, that transformation has to focus as much on making the work of civil servants easier — with better data and efficient processes — as it does incorporating new technologies which enhance public services.