Doing more with less: Reframing public sector transformation

Budget pressures, rising security expectations and evolving citizen needs are reshaping how government services are delivered. Central departments have been tasked with cutting administration budgets by 10% by 2028/29, rising to 15% by 2029/30, a savings drive that is expected to shape the priorities of local councils, and emergency services that depend on central funding. Yet many digital transformation projects stall under the weight of legacy systems, siloed procurement, or low adoption by end-users. Hybrid working and cloud migration have brought flexibility, but they have also added complexity - stretching teams, budgets and patience.

Success now depends on shifting the focus from technology performance alone to the experience of the people who use it. That means integrating cyber security from the start, consolidating suppliers and platforms to unlock efficiencies, and ensuring every investment delivers maximum value before new purchases are made. The goal is not just cost reduction, but resilient, citizen-centred services that can adapt to change without sacrificing quality or security.

Why user experience is now the ultimate measure of success

Traditionally, public sector IT success focused on reliability and performance. However, the 2025 State of Digital Government Review reveals that satisfaction with core services has declined – and citizen expectations now centre on holistic, integrated experiences, not just uptime.

Today’s hybrid workforces expect the same experience whether they are in a government building, at home, or overseas. Citizens, too, expect services to be as easy to access as their favourite consumer apps. That means service delivery is no longer just about maintaining infrastructure – it’s about designing every interaction around the needs of the end user.

The 10% savings target may sound like a blunt instrument, but in practice, it can spark smarter investment decisions. A recurring finding in our work with public sector clients is the sheer number of duplicate systems and overlapping supplier contracts.

By auditing technology estates and consolidating suppliers, departments can achieve immediate savings without cutting capability. This also simplifies management, strengthens security, and frees up budget for innovation. For example, ensuring full use of existing Microsoft E5 licences can remove the need for separate security tools, delivering both cost efficiency and operational simplicity. The Technology Code of Practice from the Government Digital Service reinforces the principle of reusing and maximising existing technology before procuring new.

Designing for security, adoption and long-term value

Public sector organisations hold some of the nation’s most sensitive data. With cyber threats increasing in frequency and sophistication, trust can be damaged in an instant.

Embedding “secure by design” and “zero trust” principles from the outset ensures that security is part of the architecture, not an afterthought. This requires engaging cybersecurity specialists early, integrating compliance into procurement and project planning, and providing staff with the training to identify and manage risks. It’s not just about technology - it’s about fostering a culture where security is everyone’s responsibility.

Equally important is how transformation is approached. Digital projects in government often fail not because of the wrong technology, but because of how change is managed. New systems that don’t integrate with legacy platforms can create more silos instead of fewer. Poor user adoption is another common barrier – employees revert to familiar tools when engagement and training are overlooked. And quick fixes, especially those introduced in response to emergencies, can linger long after they’re fit for purpose.

To avoid these pitfalls, transformation must be human-centred. Engaging staff from the outset, showing them the value of new tools, and involving them in the change process are all essential to building solutions that stick.

Maximising the tools you already have

In times of budget constraint, the fastest route to improvement is often to make better use of what’s already in place. The NAO’s January 2025 review of government technology suppliers found that some departments use less than 50% of the capabilities in their licensed software, leading to wasted spend on duplicate tools. Both the Government Digital Service’s Technology Code of Practice and the NAO’s Innovation study reinforce the same message - reuse before you buy, and unlock the full value of your current investments before commissioning new ones

Whether it’s advanced security features in productivity suites, collaboration tools that eliminate the need for separate platforms, or analytics capabilities that improve decision-making, optimising existing investments can deliver rapid returns - without the disruption of a full system replacement.

The path to resilient, citizen-centred services

Public sector leaders are under pressure to deliver more with less. However, this is also a moment to reassess priorities and reconfigure service delivery. By focusing on user experience, consolidating smartly, embedding security at every level, and getting more value from the tools already in place, the central government can not only meet savings targets but also improve the quality and resilience of the services it delivers.

The organisations that succeed will be those that treat transformation not as a compliance exercise, but as an opportunity to design services that are more connected, more secure, and more responsive to the people who rely on them.

To find out more about how to improve your digital transformation journey, speak to  Telent at DigiGov Expo 2025.