Early on, the new government signalled a bold approach to digital strategy. Moving key agencies
such as the Government Digital Service (GDS) and the Central Digital and Data Office (CDDO) from the
Cabinet Office to the Department for Science, Innovation and Technology expanded DSIT’s scope, centralising key digital and data functions under its remit. The move reflects a commitment to modernise the public sector through enhanced data use in policymaking, service delivery, and innovation.
To unlock strategies for getting the data government needs, Civil Service World and Hitachi Solutions hosted a roundtable discussion with senior civil servants and digital leaders. CSW editor Suzannah Brecknell began proceedings by noting the need to understand what data transformation looks like and what is stopping us from getting there.
Reflecting on current and future challenges, participants agreed that while progress has been made in recognising the strategic importance of data and establishing foundations in governance and literacy, much work remains to build on the momentum of recent years. They identified three priorities to fully embed data into policymaking and service delivery: skills, culture, and strategic focus.
Giving value to the frontline
Discussion about data’s purpose centred on the need to deliver value at the frontline. One participant highlighted that too often, data sits in ‘models’ “without being used to make a tangible difference”. The attendee argued that the key challenge is to “unlock the power of linked data” by delivering it to the people who need it most – whether they are probation officers, social workers, or local government employees.
The meeting heard that by making data accessible and actionable, government can improve service delivery, prevent adverse outcomes and optimise resource allocation. In the criminal justice system, for example, linking datasets across different agencies could significantly reduce the inefficiencies currently caused by delays in accessing information about offenders. For government, ensuring that data is available at the right time – and in the right format – can lead to better decisions that ultimately benefit citizens.
There was consensus that connecting data from different departments and services is key to improving outcomes. However, achieving this requires a concerted effort to address technical and policy barriers. Participants recognised that data-linking initiatives within individual departments were a step in the right direction but that more needs to be done to streamline the process across government. This path should include the adoption of common standards – many of which have already been developed by central teams in the Cabinet Office – and, through programmes such as the Data Maturity Assessments, ensuring that data governance structures are robust enough to facilitate seamless integration.
Data gains momentum across government
As these observations suggest, departments are now more aware that data can drive better outcomes for citizens, improve operational efficiencies and foster innovation. As one participant noted, “the battle to make people realise the relevancy of data is, to a certain degree, won”. This shift in mindset has been key to the success of initiatives that improved data sharing, governance, and analytics.
Participants noted that the introduction of GDPR and the Data Protection Act has had a catalytic effect, compelling departments to put robust governance in place, ensuring data is handled securely, and
encouraging a more structured approach to data use. However, a focus on data protection can drive risk-averse behaviours which delay or prevent data sharing.
The push for data literacy, seen in initiatives like mandatory e-learning for civil servants and the Cabinet Office’s One Big Thing programme, has begun to close the knowledge gap, making data tools more accessible across government.
While there was broad praise for the progress made, attendees also noted that there is a long way to go before it can be said government has all the basics right. One participant noted that senior leaders still need greater understanding of frontline needs and how to provide cross-system data in a way that is useful for service delivery. Attendees concurred that the “basics” of data management – data quality, error margins, and user-centric data provision – are still areas that require significant improvement across government. Building capability and culture will be key to enhancing the foundational work done so far.
Building skills and focusing on strategic priorities
The overall sentiment at the table was that public sector organisations to adopt and implement new data technologies and capabilities at a faster pace to keep up with evolving needs, rather than falling behind. The emphasis was on agility and focusing on the relevance of different applications rather than a slow, rigid approach.
Participants agreed that for government, one way to build capability is to become an “intelligent customer,” moving beyond simply procuring data solutions to building internal capacity to guide, manage and adapt these solutions. As one attendee explained, “the best way forward is not for suppliers to ‘do data to us’ but to enable us to do it ourselves.” This shift involves cultivating skills that allow departments to specify requirements, understand the capabilities of data tools, and ensure solutions align with policy objectives.
Alongside a strategic approach to prioritising projects according to their relevance to departmental outcomes, another suggestion that received support was ensuring all initiatives embed data considerations from the start by changing budgeting rules.
The Treasury’s Green Book currently advises that all proposals seeking funding “contain proportionate budgetary and management provisions for their own monitoring and evaluation”. A similar rule around allocating a proportionate sum to data management and maintenance could support better integration, upskill staff and encourage longer-term planning for data use.
Shifting the mindset
In terms of general data skills, participants agreed that, despite progress, there remain large discrepancies in the basic understanding of decision-makers and frontline staff. As one participant put it, there’s a wide gap between those who store everything on their hard drives and those experimenting
with advanced technologies like AI.
While it’s important to raise everyone in government to a level of proficiency that allows for the effective use of data across the board, participants also identified more subtle challenges in the culture around data.
One such challenge is the scepticism some civil servants have towards data, particularly when it conflicts with their personal experiences. As one participant noted, “we give people the data, and they
just don’t believe it.” The sentiment underscores a behaviour change: people must be able to access and understand the data but also trust it enough for it to inform their decisions. This shift is especially important when data might challenge long-standing assumptions or practices. There was consensus that overcoming this resistance requires technical solutions and a shift in how civil servants think about and use data.
Civil servants at the table differed on whether this culture change should be driven by updated policies and rules or through leadership and demonstration. Considering some of the negative impacts of a risk-averse approach to things like GDPR and data protection, some participants wondered if new legislation or policy guidance might be needed to set a more innovative and open approach to data and data sharing.
Others argued that enforcing data practices through legislation would ensure compliance but might limit a deeper understanding of data’s benefits. The table agreed that strong senior-level leadership and accountability would foster a genuine culture shift. As one civil servant noted, “legislation could enforce practice, but only a shift in mindset can ensure true data-driven transformation.”
As the discussion closed, participants reiterated the fact that data is not an end in itself but a means to deliver better services, improve lives, and enhance the efficiency of government operations. Improving data maturity across departments requires consistent training, upskilling, and thoughtful integration of new technologies. One participant noted that data professionals could learn from the approach taken by digital government initiatives in recent years and focus on building a user-led and outcome-focused culture that would help them achieve a truly data-driven transformation in government.
Participants have not been named, other than CSW editor Suzannah Brecknell, as the event was held under the Chatham House Rule, encouraging free discussion and open sharing of information.