For example, the cost to the UK government of maintaining legacy IT is estimated to be around 50 percent (or £2.3 billion) of its current IT spending. The UK government’s Roadmap for digital and data 2022-2025 acknowledges the challenge that legacy IT poses.

Amazon Web Services (AWS) public sector government transformation specialists researched what technology leaders in government and in the highly regulated private sector believe their main IT challenges are. There were interviews with senior executives from nine UK government departments as well as 16 CIOs or CTOs of Fortune 500 companies in heavily regulated industries like finance. This qualitative research was further validated through quantitative studies across Germany, Spain, and Poland, drawing on a sample size of 512 participants to ensure cross-market relevance and applicability. This post summarizes the insights and suggests four approaches to consider.

Factors that shape legacy IT

Whether in the private or public sector, legacy modernisation is challenging for organisations that have a long operating history reliant on in-house systems and applications. In the 1980s and 1990s, a lack of appropriate IT solutions meant they developed bespoke software and systems on mainframe platforms to manage their core business. These systems also became integral to managing aspects such as business processes, security protocols, and legislative changes, often without comprehensive documentation. This made it challenging for these organisations to modernise because of the implied threat to business continuity.

Government and private sector organisations have recently recognised the shift of IT from a support role to a driver and facilitator for secure, efficient, data-driven, and innovative operations. However, in the private sector the CEO typically owns the technology vision whereas in government organisations, CIOs and CTOs must secure buy-in and funding from various departments to drive the technology strategy forward. This impacts the priority status of legacy IT remediation efforts.

Four blockers to legacy IT exit

1. Moving targets – Government agencies and private sector companies operating in highly regulated industries face regular legislative changes. They must prioritise compliance requirements, even during the process of modernisation. Implementing these changes can impact their systems and lead to the accumulation of technical debt. As a result, plans require continuous adjustments. As one private sector leader stated: “Timing matters greatly … if a regulatory change hits your unmodernized system when you’re modernizing it, you can’t complete on time. That sets your modernization back because you’re now modernizing something different.”
2. Diverse business practices and needs – In government departments, technology solution development driven by ad-hoc requests from business partners to align with their specific processes and legislative requirements can lead to multiple versions that address the same outcome. This leads to inefficient use of resource and makes it challenging to scale remediation efforts. As one government leader stated: “We try to build shared products that can support multiple services… I am not convinced that we do that very well. …we can invest in common elements and try to reuse them…. we do try to reuse as much as possible, but it’s really hard because it requires careful architecture.” On the other hand, in heavily regulated private sectors, organisations enforce the adoption of standardised business processes, solutions, and documentation, and so can achieve scale in their modernisation efforts.
3. Potential risks of system gaps – Legacy systems can be opaque and the business rules ingrained within them are largely undocumented. There is uncertainty about whether these systems will function in the same way on the new platform and this poses a significant risk to business continuity. These factors act as blockers to modernisation. As one government leader stated: “Ensuring a smooth transition is a major challenge because legacy systems are very complicated and have complex dependencies and they are not documented.”
4. Attracting and retaining technology talent – Government organizations face difficulties in attracting and retaining technology talent. This challenges their ability to resource work on legacy remediation efforts. In addition, mainframe system modernisation requires talent with specialised skillsets that are scarce. As one government leader stated: “The people with the skills or even with the desire to learn the skills involved in either supporting or building these legacy platforms, or even delving into the codes and analysing how they work, are dwindling… these are the things that are not easy to find skills in the market for. … … some of the experts we have are in their 70s.”

Four approaches to tackle legacy IT

While there are no simple solutions, the research points to four overarching approaches that can help governments tackle legacy modernisation more effectively.

1. Reframe legacy IT – As an organisational challenge, rather than a technology problem, senior leadership is responsible for the vision and can help secure resources, talent, and ongoing commitment.
2. Implement standardisation – Standardised business processes, solutions, and documentation can enhance resource management and modernisation efforts, reduce risks, and improve scalability.
3. Establish accountability mechanisms – Mechanisms designed to monitor modernisation progress and associated expenditure can hold the organisation accountable, even when leadership or policy changes are frequent.
4. Leverage experts and AI solutions – Experts can help organisations make trade-offs based on their priorities to develop the best strategy. Additionally, they can advise on AI solutions that can augment modernization efforts, thereby accelerating and scaling the efforts.

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As the UK strives to meet its ambitious decarbonisation targets, the collective efforts of dedicated leaders from diverse fields are crucial. This year’s Net Zero 50 List highlights innovators from SMEs, the public sector, and other key industries who are driving transformative change towards a sustainable future.

Among the List members are pioneers from SMEs developing AI-driven waste recognition software, regenerative farming practices, advisory and certification services for decarbonisation, and digital platforms for carbon footprint management. From the public sector, notable figures included sustainability leads from the Environment Agency and the Crown Commercial Service, alongside other professionals championing sustainable IT, local economic growth, and energy-efficient initiatives in the British Army. You can view the 50 List members here.

The event featured a series of inspiring speeches from prominent figures such as Dr. Mattie Yeta, Chair of the Net Zero 50 List Advisory Panel and Chief Sustainability Officer at CGI, and Sarah Kemmitt, Secretariat Lead at the Net-Zero Banking Alliance, UN. emphasised the critical role of innovative solutions and cross-sector collaboration in achieving the net zero goals.

For me, Lord Deben our host’s address was particularly impactful, highlighting three key takeaways: Firstly, he emphasised the importance of explaining why net zero matters, urging us to communicate that it’s about reducing our planetary impact to nil and transcending party politics for the common good. Secondly, he encouraged celebrating the benefits of a net zero world, such as a healthier, cleaner, and more equitable future with greater opportunities for prosperity. Lastly, he called for discussions on net zero to be in clear, accessible language that resonates with everyone, making the pathway into these discussions barrier-free.

As we reflect on the individual successes celebrated at the House of Lords, it’s clear that reaching net zero is an enormous challenge requiring collective action and a shift in both individual and organisational behaviours. The foundations for a sustainable future are being laid through ambitious actions, robust policies, and coordinated efforts at national, regional, and local levels. The Digital Leaders community, known for its commitment to tech for good and sustainability, continues to lead the charge by fostering conversations and networks around innovative solutions.

The Net Zero 50 List serves not only as a recognition of exemplary work but also as a catalyst for ongoing efforts. By showcasing the UK’s leading initiatives and individuals, we aim to advance the conversation across sectors and build a network dedicated to achieving net zero. The Net Zero 50 List is a testament to the inspiring work of those dedicated to a sustainable future.

To all those who contributed to this remarkable event and to the ongoing efforts towards net zero, thank you. Your work not only inspires but also paves the way for a greener, more sustainable world.

More information is available on the Net Zero 50 List 2024 website. 

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Post-election there is a critical factor that will be pivotal in determining the outcome of these proposals: the digital deliverability of each policy the winning party has promised to implement.

Digital deliverability is critical because data and digital infrastructure form the backbone of government operations. The products and services supported by the Government Digital Service are used by 13 million people weekly and involve 1,900 public sector organisations.

If the government is serious about policy delivery it must understand the extent to which its policies are digitally deliverable in this context. 

During my time in the civil service, I saw many great ideas designed to improve services, save money and create better government experiences. Unfortunately, I also witnessed several occasions when these efforts were hampered by a lack of consideration of the organisational and technical barriers that would need to be overcome .

The consequences of this are severe, including wasted public money, erosion of the public’s trust in government and a negative impact on people’s lives when policies are poorly implemented or not implemented at all.

We will need a significant change in how government teams think and collaborate with each other if we are to address these problems

 Better collaboration on policy design is key

Failures to implement digital-ready policy initiatives in the UK often stem from a lack of early collaboration between leadership and policy teams. And also with other key stakeholders including end users, frontline staff and the digital teams responsible for creating and maintaining the necessary products and services.

In other countries, it’s different. In Denmark, for instance, new legislation presented before parliament must include an impact assessment of its digital consequences. The UK should adopt a similar approach by fostering closer collaboration between policymakers and digital design experts early in the process. Combining data, user research and digital skills can create user-centric, digital-ready policies aligned with GDS and Agile principles.

The benefits of this approach include rapid advancement of policy thinking through direct citizen engagement and ongoing testing, plus better understanding by policymakers of what is technically feasible. We would also see better alignment of policy with the digital needs of citizens and reduction of errors and risks in the design process.

Immediate, practical measures are needed to advance this alignment and provide direction. For example, focused transformation workshops can unite key stakeholders – including senior managers, digital teams and users.

The goal should be to identify the problems the organisation aims to solve, achieve consensus on desired outcomes and understand constraints and priority areas. Teams can use this as a base on which to rapidly co-design prototypes that will help with faster digital delivery of policy. 

I know this approach works from experience. Workshops conducted within a short time frame accelerate decision-making. Stakeholders become aligned and — through their hands-on involvement — have visibility and ownership of the problem.

Systems thinking is required

In the longer term, we must address substantial accumulated technical debt in legacy systems across government that hinder the delivery of new policy-driven initiatives.  Rather than continuing to talk of digital transformation this will require a shift to ‘systems thinking’ supported by agile delivery that considers all related challenges holistically with an iterative approach rather than a big bang. 

Policy initiatives are inherently complex, involving many legacy technologies, processes, and stakeholders. Systems thinking helps identify unnecessary complexity accumulated over time, allowing organisations to replace convoluted workflows with efficiency, simplicity and user-centric designs. It also deals with complexity by breaking down systems into manageable chunks and understanding their relationships.

 Systems thinking also emphasises the importance of feedback loops to gauge impact over time continually. Driving innovation isn’t just about launching something to fanfare; it’s about constantly monitoring and adapting to achieve the desired outcomes.

Change is possible

Digital deliverability must be a key test for policy post-election. By fostering collaboration and embracing systems thinking departments can overcome many of the policy implementation challenges they have faced in recent years.

Partly this will mean leaning into the experience of external partners who can provide not only technical execution but also strategic engagement with leadership and stakeholders. For their part, those consultants must be flexible and responsive to changing requirements and bring specialised expertise to address digital skills gaps and inform senior leaders  This approach will lead to more effective, efficient and trusted government operations. 

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Despite the potential of tools such as data lakes, sensors, and monitoring systems for our built environment and housing stock, both public and private organisations tasked with shaping our physical landscape have been resistant to change. Whether it’s the ballooning budgets of projects like HS2 or the staggering expenses tied to planning documents for the Lower Thames Crossing, it’s evident that the current approach to place and infrastructure isn’t delivering results.

The heart of the problem is how the industry perceives digital transformation as a second thought. This is especially evident when considering technologies like sensors, decision-making dashboards and AI analysis, which enter the picture after policies are set, ground is broken, homes are built or funding is finalised. When these digital initiatives fail to address problems as promised, they’re swiftly abandoned and people fall back to the safety of familiar, traditional ways of working.

But the real power of technology doesn’t reside solely in the data, tech, gadgets and platforms but in purposefully designing and crafting policies, projects, and programs with the digital world in mind from the outset. Only by reconceiving our strategies for designing and executing place, housing and infrastructure projects can we genuinely boost productivity, promote housing growth and cultivate the societal progress we desperately need.

Embracing innovation

Place, housing and infrastructure projects are pivotal to ensuring our society can function. But remain trapped in traditional delivery models f dominated by fields like engineering, surveying, planning, and architecture. Sectors such as banking and healthcare have embraced digital transformation, but when it comes to those working on our built environment, the industry has fallen behind. Without substantial changes, we risk our economic prosperity, continuing our housing crisis, and the well-being of future generations.

To overcome these blockers to innovation, a shift in mindsets is desperately needed. Conventional approaches, marked by inflexible systems and siloed expertise, have resulted in costly setbacks and inefficiencies. We need to embrace agile methodologies that nurture innovation and foster collaboration from the outset. By bringing together design, data, and technology experts into both policymaking and project delivery, we can inject fresh perspectives and create meaningful transformation.

Rethinking policies

One of the fundamental issues with current ways of working is how reactive policy formulation and funding distribution are. Decisions are too often made without considering the real needs and challenges faced by those delivering on the ground or the communities living there. Funds allocated for place and infrastructure projects frequently go unused or fail to achieve their goals due to poorly guided assumptions and a lack of recognition that projects, forecasts and outputs inevitably change. 

To fix this, we need to adopt an end-to-end approach to policy, taking into account implementation challenges right from the start. Collaborative efforts across governmental bodies and greater financial decentralisation are crucial for empowering local stakeholders and optimising the impact of investments.

Data must also play a central role in guiding these decisions. By harnessing standardised digital frameworks and embracing data-driven decision-making processes, we can ensure that resources are directed where they’re most needed and that outcomes are accurately evaluated. To do this, we must provide local authorities and other stakeholders with the necessary tools and skills to collect and analyse data on delivery, policy outcomes and impact throughout the project lifecycle, enabling them to make continuous enhancements and adaptations.

Accepting complexity and uncertainty

In a landscape defined by challenges, complexity and dependencies, outdated approaches founded on false assurances are no longer tenable. Rather than depending on inflexible methodologies, we must embrace a mindset of humility and exploration. Agile principles provide a roadmap for navigating through uncertainty, enabling us to evolve and adapt as we go.  We also need greater transparency and accountability in technological utilisation, including a commitment to investing in ethical AI models that prioritise openness and public confidence.

Working with people

Finally, genuine interaction with the public needs to be at the heart of successful placemaking and housing infrastructure initiatives. Citizen involvement is too often superficial or steered to fit predetermined objectives. To create greater trust and credibility, we must overhaul the structure and methodology of public engagement and focus on democratic principles and subsidiarity. This means offering opportunities for people to give authentic input at regular stages of the policy and project lifecycle. It also means instituting feedback channels to guarantee that decisions are shaped by the community’s needs and preferences.

The obstacles confronting the built environment and infrastructure sectors may seem daunting. However, they certainly aren’t insurmountable. Through design thinking, the adoption of agile methodologies, and citizen engagement, we possess the capacity to construct communities that are not only more efficient and resilient but also more equitable. This transformation hinges on shifting our mindset from regarding digital as a mere assortment of tools to recognising its role as a powerful agent for transformation and change. Only through this shift will we unlock the potential of our place and infrastructure projects and build the future we need today. 

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Some studies even suggest that the opposite hypothesis could prevail (for example, the OECD Employment Outlook 2023) and envisage that AI will lead to mass creation of quality jobs. Now, you have never heard of this work, have you? Concerns also relate to the endangerment of democracy (which seems to me a much more tangible risk), deepfakes (similarly), the appearance of artificial general intelligence (AI) or even conscience machines and all the supposed risks that this entails, etc.

In reality, AI may well be the epitome of fear; a fear of acceleration quite simply, even stronger than that of climate change, of the globalization of decommissioning and I don’t know what else. But fear is not a good advisor, it prevents us from building collectively, it does not nourish democracy and it fuels populist movements whose very essence is fear. And then, AI is also worrying because it is an exogenous technology: an American technology, that of people who speak English, that of those who are comfortable with globalization, that of an elite who benefits from technology. This is to the detriment of the greatest number who suffer from it. It is difficult to predict the consequences of this technology in all these fields. On the other hand, it is certain that by allowing everyone to better understand what it covers, the risks of monopolization and misuse by particular interests will be much lower.

It is from this observation of the existence of a strong apprehension that the idea of ​​“the AI Café” was born within the National Digital Council (Cnnum). Initially, we organized around a hundred debates throughout France. Whether they are retirees, college students, experts in the field of IT, business leaders, craftsmen… the desire to debate and compare one’s perception of this to others what is artificial intelligence appeared very strong to us. For my part, the experience also extended to my summer vacation where, visiting rural departments, I was really impressed to see the extent to which collective myths existed with regard to this technology.

The idea of ​​AI Café is therefore to meet all those who wish to discuss AI. Potentially millions of French people of all ages and from all social origins… I am sometimes told that we must above all train everyone in AI, rather than debate. From experience (I have given quite a few courses and produced MOOCs on this subject), training is only effective if it is preceded by the dissemination of a general culture of the theme considered. However, with regard to AI, an IFOP survey highlights that 63% of French people do not wish to be trained in it. And in fact, who would actually want to be trained in a technology perceived as dangerous, harmful to employment and developed by libertarians behind platforms like Facebook or Amazon, whose consequences on fake news and low-paid jobs are the prerogative? We do not presume the outcome of this debate. 

If some of you (including me) have strong convictions in this regard, we really have to play the game, in good faith and that is what we want to do. There is, beyond the conviction that we must reclaim our future, the idea that it is necessary to “indigenize” this technology, to orient it on what our values, our choices are; “Re-encapacitate” is a bit of an ugly word, but one that Cnnum uses frequently, because it is very appropriate.

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It’s well recognised that SMEs are the backbone of the UK’s economy, and that mid-sized and scale-up businesses are the engine room of innovation, growth and international trade.  The UK’s 5.51 million SMEs represent 99.9% of UK businesses, employ 61% of the total workforce, and contribute £2.4 trillion (53%) to the UK economy.  Therefore, common sense suggests that leveraging SMEs and scale-up businesses is key to the UK’s prosperity, growth, economic resilience, and global competitiveness.

The UK needs a pipeline of great businesses.  Businesses that challenge the existing marketplace and make it more diverse, competitive, resilient, and productive.  Businesses that are aspirational, with a growth mindset, and that contribute economically through high-value job creation, commercialising innovative products and services, and that increase the UK’s international trade.

If we shape great policy that builds great businesses then we also shape an economy that encourages and incentivises UK entrepreneurs, SMEs and scale-up companies to build the successful small businesses that are an important part of our local communities, and that can go onto becoming the mid-sized, large businesses and exporters of the future.  Great policy that encourages SMEs to invest and grow will create skilled employment opportunities across local communities; businesses that more willingly adopt technology and better train their staff; and stronger more globally competitive industries across our regions.  Great businesses also tend to give back to the communities from which they grow.

There is a very real ‘Valley of Death’ for companies that are disproportionately burdened by government regulations and unnecessarily difficult or complex trading conditions.  Businesses have not yet finished navigating through the long and sustained period of financial, health, energy and economic challenges that started with the global financial crisis of 2008.

As an entrepreneur and economist by background, I am faithful to the concept that common sense should have no colour when it comes to matters of business and the economy.  Adding costs, bureaucracy and increasing burdensome regulations will be enormously detrimental to the recovery and growth of UK businesses, and therefore also to our economy.

It makes no sense to make it too difficult for small, medium and scaling companies to run a competitive, profitable business.  It makes no sense to discourage entrepreneurs from working hard, assuming personal and financial risks, taking on debt, investing in innovation, recruiting additional staff, upskilling their people, scaling-up the business, and taking their products and services to new international markets! 

Great policy balances the harsh realities and hard work of running and scaling up a company with incentives that encourage ambition, investment, risk-taking and perseverance.  This is especially important in key sectors, which often require significant investment in R&D, high-value skills and capability development, and regulatory compliance burdens as the business grows.

As a founder, my executive team and I have built a business that is successful, resilient, has a scalable digital operating model, can diversify and adapt depending on market conditions and opportunities, is able to raise capital when needed, and has successfully navigated more than three decades of UK and global economic cycles.

As a leader, I believe in the principle of ‘what is good for the hive, is good for the bees’ and our people are part of a great hive, evidenced independently with a 97% rating in “Great Places to Work” – being in the top 1% of employers globally.  Informed Solutions is a mid-sized international business, headquartered in Greater Manchester, recognised with two Queens Awards for Innovation and three World Innovation, Technology and Services Alliance Awards.  Therefore, I offer these opinions based on considerable lived experience as an entrepreneur which started, built and grew their business internationally over 30+ years and 4 UK governments of different colours.

In my view, key enablers for sustainable growth are incentives for ambitious, scaling, successful businesses and patient capital investors.  The key disablers of growth are burdensome, unnecessarily complicated regulations that drain productivity, disincentivise hard work, and remove rewards for risk taking and business success.  I am especially keen to see bold, progressive government policy that incentivises companies to recruit and build skills (competent, confident, better paid staff); adopt digital capabilities (more productive, scale-up ready businesses); demonstrate responsible and sustainable business practices (because ethics and behaviours matter) that create social value as well as economic value; and grow businesses into international markets to increase the UK’s global competitiveness.

Our national and regional economies, local communities, and future prosperity rely on great businesses.  Of course, the UK celebrates those rare unicorns.  Equally importantly, we need to build broader, stronger and more resilient economic foundations for sustainable development and growth.  This means, encouraging entrepreneurs, investors and scale-up businesses to fill the ‘missing middle’ – i.e. we need more small companies to successfully grow into mid-sized and large businesses.

My ambition for our incoming government is that they create bold, progressive policy that encourages, incentivises, celebrates and rewards the success of all great UK businesses – start-up, scale-up, small, medium, and large.

My hope is that common sense has no colour.

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Many of us have been interacting with AI without even realising it. When we use a navigation app to find the quickest route to our destination, we benefit from advanced algorithms that process vast amounts of data in real-time. These applications leverage computational statistics to predict traffic patterns, estimate travel times, and provide accurate directions. This same underlying technology is now being harnessed to revolutionise the way local authorities operate and serve their communities and stakeholders.

IEG4’s Vision: Enhancing our digital experience platform with AI

At IEG4, we are at the forefront of integrating AI into our digital solutions for local government. Our commitment to innovation is driven by the potential of AI to transform public services, making them more efficient, responsive, and user-friendly.

We are exploring several AI-driven enhancements across our product offerings:

Generative Content in Web CMS: One of our key initiatives is incorporating AI to generate content within our headless web content management system (CMS). This capability will enable local authorities to maintain up-to-date and relevant content on their websites effortlessly. Using natural language processing (NLP), the AI can draft articles, announcements, and other web content, ensuring accuracy and relevance while saving time and resources.

AI Assistants in Customer Portals & Websites: We are also developing AI assistants for our customer portal and website solutions. These assistants allow customers to interact with council services using natural language queries. Instead of navigating complex menus, users can ask questions or describe their issues in plain language, and the AI assistant will guide them to the appropriate services or information. This enhancement promises to make council services more accessible and user-friendly.

Knowledge Systems within CRM: For the internal operations of local authorities we are integrating AI into our customer relationship management (CRM) system. This integration will create a robust knowledge system that staff can utilise to quickly find information, answer queries, and resolve issues. By leveraging AI, staff will be able to access a wealth of knowledge in real-time, improving their efficiency and effectiveness.

Image Recognition in Forms: AI’s capabilities in image recognition are also being leveraged in our solutions. When customers submit forms with attached images, the AI can automatically detect and categorise items within the images. This feature can streamline processes such as reporting and verifying information, reducing the need for manual intervention and speeding up service delivery.

Natural Language Reporting with Microsoft Copilot: Another exciting development is the integration of AI into our reporting databases. Using Microsoft Copilot, we enable natural language queries to generate reports and dashboards. This functionality allows users who may not be experienced with tools like Microsoft Power BI to create insightful reports and visualisations easily. By simply describing the data they need, users can generate complex reports, making data analysis more accessible across the organisation.

As we continue to explore the potential of AI, we remain focused on creating solutions that are not only technologically advanced but also user-centric. We aim to empower councils with the tools they need to meet their communities’ evolving needs, ensuring that public services are accessible, efficient, and effective for all.

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Arguably, more than ever before, digital will be more important than ever as we await the result. Why? Social media, of course – with diverse views, but generally an echo chamber effect. Targeted messaging and advertising through different platforms. The role of data in gaining support. The spreading of news – and potentially fake news – online. In 2024, what’s an election without the debate and discussion that happens across digital platforms – whether that’s sharing your opinion on Facebook, following political commentary, or analysing data.

Unless you aren’t online.

If you aren’t online at all, you won’t be hit by the swirling news. In fact, you probably didn’t spend this afternoon receiving news alerts or debating with your team what the date would be, and arguably, you might not even know the election has been announced. Similarly, if you’ve run out of data or had to switch off your broadband due to rising costs.

And not only will you not know, but you won’t be sharing your views. With so many campaigns kicking off online these days, if you are digitally excluded, ironically, you’re not going to be able to spread the word about the need to tackle digital poverty. If you are one of the 11 million people who lack essential, basic digital skills, you may also be at greater risk of falling foul of related scams, of fake news – or purely struggling to register for new voter ID.

So, having established that digital plays a massive part in democracy these days, and given we already know that up to 19 million adults are in digital poverty, perhaps this tells us that tackling this exclusion – whether it’s through affordability, skills, or lack of trust or support – must be critical in the next governmental term, which will see us through all the way to 2029. So much has changed in the last five years, who can tell where we will be in the last year of the decade

This is why we have a simple manifesto call to all campaigning parties:

1. 1. Commit to creating a cross-departmental digital inclusion task force – across every department – with transparent accountability for real change and a joined-up focus.
2. Take immediate action now, with meaningful communication campaigns that signpost support.

Why every department? Because digital touches every area of life. Education, health, welfare, jobs, rural services, housing – the list doesn’t end.

And why communications? Around two-thirds of people would improve their digital skills if there was free support. There is free support – but people can’t find it. Perhaps because they aren’t online, or perhaps because we want them to look in the places that society feels would be convenient, rather than taking the message to people.

How can I get involved?

Are you a candidate? Tell us if you support us. You can email me directly at elizabeth@digitalpovertyalliance.org. Tell your party you support action on digital poverty and want to see this included in campaign literature. If you need information about your constituency, we can share that information with you. Want to know more about how to support?

As well as the asks above, we are seeking greater awareness, support for affordability, increased accessibility of services, a dedicated skills programme and device access in schools, and greater support for local authorities to tackle digital inclusion. If you want to know more, drop me an email.

Are you working with a candidate? Tell them what you’ve just read. Ask them to get involved.

Are you a member of the public? Canvassing season is just beginning. Ask something different on the doorstep – ask about digital poverty. Ask both what the party is doing, but also what the local candidate is doing – whether that’s for the one in five children nationally in digital poverty, or the one in two families on low incomes who are digitally excluded.

Are you a business, perhaps with public affairs goals that align? Join our Industry Forum and be part of the industry response to helping millions of people access the online world – and your services – conveniently, safely, and effectively.

We sometimes hear digital considered a luxury, that it comes after other forms of poverty. A keyboarded device (laptop or tablet) with a stable internet connection isn’t a luxury. Without it, children can’t complete homework. Parents can’t access job opportunities (90% of which are only advertised online, and need a digital application). People can’t apply for benefits, healthcare, or other support. There’s a poverty premium – from insurance to driving licences, you pay more if you’re offline or struggle with accessing online services.

So, if someone tells you a phone is enough, ask them – could they do GCSE coursework on a phone with a cracked screen? And if they say no, ask them what they are doing to help.

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But while the standard and its fourteen points remain an important tool in driving service development and accountability, some challenges need to be addressed and overcome to ensure it continues to meet the ever-evolving digital landscape. 

Evolving requirements and landscapes

The methodology behind the standard was developed some time ago, and whilst it has been updated in part, it continues to primarily focus on the experiences of external users, not internal staff. As digital transformation continues across the public sector, we’re seeing more systems being developed where all or parts of the service are to be used by employees within departments (or between departments). As this is a relatively new development, service assessments are being carried out on these solutions by people who don’t always have experience and understanding of the impact and nuance that exists when delivering systems internally, or on the constraints set by internal ways of working. 

This means services created for internal users are assessed in the wrong way. Sometimes meeting user needs is not the most important thing, despite being the primary focus of an assessment. Not enough time is given to how well this new internal service aligns with policy or gathers data effectively. Digital teams then need to focus on matching their work to the standard spuriously, rather than meeting the core principles of the standard and all users’ needs, costing valuable time and resources.

At the same time, when the standard is applied too strictly during assessments, it can prevent teams from being able to continuously deliver and adapt to changing circumstances and needs. This can result in services not meeting user needs and platforms being developed that already need updating before they’ve even had a chance to be embedded. 

If we want to continue to produce high-quality digital services, the way the standard is upheld and services are assessed may need to change.

Letting go of bureaucracy and embracing flexibility

To address the challenges around internal user-centred services, there needs to be a rethink about how platforms and products are assessed and deemed to be appropriately meeting the standard. The assessment process in its current form is too much of a tick-box exercise, meaning pragmatism is being lost and services aren’t being designed with the right kinds of user, organisational and policy needs front and centre.

Updating the standard to meet the needs of different users, creating more room for flexibility and training assessors to understand these requirements, would allow digital partners and departments to create services quicker, more efficiently and cost-effectively.

When it comes to the strict application of the standard, there needs to be an acceptance and appreciation of embracing more flexible ways of working, rather than the traditional discovery/alpha/beta approach. 

Digital projects never follow a rigid timeline where there is a linear progression from beginning to end. Instead, they need to be taking a more agile approach, where continuous development and changes can be made throughout the project. This will allow updates to be made to a product at different stages without the fear of needing to get everything reassessed, while it will also allow projects to move quickly and for the prioritisation of the riskiest aspects of delivery and testing it in safe “pilot” environments.

The Digital Service Standard and the principles that sit behind it are key to ensuring public services are built to be accessible, user-centred and solving the intended need. However, technology and service requirements have changed since their initial development and we have moved beyond an era where a one-size-fits-all Standard is appropriate. The standard needs to adapt with the times, and by updating it and the assessment process to reflect broader user needs and agile ways of working, we can ensure we have regulations and services that meet the needs of everyone, from civil servants to the public.

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In the organisations we are advising about AI adopting these tools is leading staff to ask a host of other questions. Do we have the right governance? Is our data ready, and secure enough, to be used by AI tools? Will our culture help or hinder how we adopt AI? 

AI and how it is changing organisations is on my mind at the moment. We are gathering data about how charities are adopting AI as part of the survey to build this year’s Charity Digital Skills Report. We want to hear from more charities how they’re using AI, how they are learning about it and whether there are any barriers they face in adopting it further, so we can make the case to funders and sector decision makers about the resources and support they need. 

What I’m observing in my day job, and am excited about gathering data on as part of our survey, is the ripple effect that AI is creating in organisations, beyond the tools. The organisations who I see making progress with AI are the ones who are looking at how they can make changes in areas from skills to leadership to strategy, in order to make the most of AI. 

How are organisations using AI? 

Organisations such as banks and energy suppliers have been using AI as part of their services for some time. What’s been exciting over the last year is seeing how charities are beginning to incorporate AI into their service delivery, meaning that it can help them increase their impact. 

Citizens Advice Stockport, Oldham, Rochdale and Trafford are using AI to manage the demands they are facing due to the cost of living crisis. AI tools means that they can help their advisers get the information they need quickly and easily, and support more individuals. 

Stuart Pearson, their Head of Innovation, says, “We created an AI advice-service “co-pilot” tool powered by LLM and RAG technology. This tool assists advisors by rapidly locating and sharing pertinent data from dependable sources like GOV.UK and Citizens Advice resources.

This tool has accelerated response times, resulting in quicker assistance for callers. It has also facilitated faster training for new advisors, empowering them to provide accurate answers promptly.”

These developments have led Stuart and his team to collaborate with Citizens Advice and the Incubator for Al to refine their prototype and develop their tool Caddy, which will be tested as part of a wider pilot phase in many local Citizens Advice offices this month. 

Over at the charity Dementia UK, Victoria Lyons, their Head of Digital and Dementia at Work, has been exploring new ways to use AI. Her organisation is now on the second phase of this work. Lyons explains, “We have plans to develop our use of AI in the coming year and I am looking at a number of tools that will allow us to provide our unique support to families that need our help in an efficient digitally agile way.

Some of this is providing staff with useful tools to speed up some of the parts of their jobs.Some of this work may also be about creating externally facing resources powered by or using AI.” 

How are organisations changing in response to AI? 

It is impossible for organisations to make the most of AI without growing skills.  Victoria Lyons and her team at Dementia UK  have invested in this area. “All staff have been given the opportunity to attend drop-in sessions with myself and another colleague, “she says. “At these sessions we highlighted some of the uses of AI and the issues and risks with AI as well as showed people how to use Ai to support them with their work. We taught  people how to write a prompt and got people interacting with Co-pilot in real time as part of these sessions.”

Whilst offering staff skills development and guidance is vital. AI is also forcing organisations to consider their ways of working. Pearson’s team at Citizens Advice Stockport, Oldham, Rochdale and Trafford committed to working transparently through the design, development, and implementation process for Caddy, and has also prompted a collaboration with Citizens Advice Manchester to establish an Innovation Hub. The hub will help their organisations pilot more ways to use Caddy together. 

Yet one of the most important lessons to emerge from this process is how important it is to adopt AI responsibly. Pearson says,”we have approached this work with the unwavering belief that doing so in an ethical and responsible manner is non-negotiable. Therefore, transparency, accountability, and security have been the core principles guiding our development. To ensure this, we have begun developing an ethical framework for AI for the organisation, it will focus not just on development but also procurement rules.” In addition, Pearson’s team will be beefing up their existing governance with an AI oversight group. 

What should organisations do next? 

The pace of change that we are already seeing in AI indicates that we could see a lot of things happen quickly. That’s why it’s so important to develop a robust approach to issues such as data security now rather than later. Richard Seiersen, Chief Risk Technology Officer at Qualys, a company focused on cloud security and compliance solutions, warns that, “we are at the start of building AI projects. We can try to make those projects secure by default through collaboration, or we can try to implement security later, at additional cost and in longer timeframes to deliver. I know which approach I would rather be part of, both for the security team and for the AI side as well.”  He encourages organisations to make following best practices around security when working with developers part of how success is measured. 

This points to how critical humans are to successful adoption of AI- for now. Pearson points out that AI is not a substitute for people, and this needs to be signaled loud and clear through your ways of working. “Organisations should prioritise this collaborative approach to maximise the benefits of AI. Involve all your teams in the discussions, everyone is going to need to understand and navigate this new AI powered future,” he advises. 

AI will create wholesale changes in how we live and work. We are only at the start of this journey. Getting to grips with these tools can feel daunting, as can thinking how your organisations might have to change course to accommodate their successful adoption. Yet this is an opportunity. It’s a chance to consider why and how your organisation does what it does- and whether this needs to change so you can keep adding value in an age of rapid technological advancement. 

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