Digital Government Expo was a resounding success, bringing together leading experts in the public sector tech industry. With discussions ranging from future tech trends through citizen experience to cyber security, the event provided invaluable insights into the public sector landscape. In the GovTech Theatre, Dr Laura Gilbert, Chief Analyst and Director of Data Science at 10 Downing Street, Mandev Dass, Chief Digital and Information Officer at the Government Property Agency, Paul Neville, Executive Director for Digital, Data and Technology at The Pensions Regulator, and Sian Rodway, Chief Operating Officer at MDRx, met to discuss what’s next for the digital revolution. The session was moderated by Miranda Sharp, Data Valuation Expert at the Department of Science, Innovation and Technology.
The panel discussion centred on the incredible potential of digital transformation in revolutionising public sector. The panellists acknowledged that public sector organisations must work towards adopting a mindset of continuous innovation, rather than surface level change which oftentimes does not result in genuine change. Societal resistance to change, legacy systems, and the need for clear objectives were named as main challenges to digital transformation. To counter this, organisations and leaders should focus on realigning processes with overarching goals, experimenting responsibly, and fostering a culture of adaptability. A big impact was placed on upskilling staff, improving data literacy and addressing ethical concerns that come with innovation. Training employees to harness emerging technologies, such as AI, is key to achieving innovation in the public sector.
Perhaps predictably, AI took centre stage, with panellists exploring its transformative capabilities. The conversation moved beyond the theoretical, showcasing practical applications that have already begun revolutionising public services. For instance, AI is increasingly being deployed to triage cases in critical services, reducing response times and improving outcomes. Another impactful use case was leveraging AI to identify harmful prescription interactions within healthcare systems, potentially saving thousands of lives annually and reducing costs by billions. AI-powered assistants were also discussed as tools to improve response accuracy and efficiency in public services. These examples demonstrated AI’s ability to enhance human decision-making without replacing jobs, aligning with an emphasis on ethical, transparent, and accountable technology use.
However, the panel did not shy away from the challenges posed by AI, particularly the ethical concerns surrounding its deployment. Explainability, transparency and accountability were emphasised as non-negotiable principles to ensure public trust in AI systems.
The conversation also explored the fascinating paradox in societal attitudes toward AI. Panellists noted that AI technologies are often held to a higher ethical standard than human decision-making, sparking a broader discussion on trust and equity in technological advancements. They collectively agreed on the need to balance innovation with responsibility, ensuring that AI adoption remains transparent and inclusive.
Data science was celebrated as the backbone of effective decision-making. As the public sector grapples with an unprecedented volume of data, the panel highlighted the urgency of building data literacy across all organisational levels. This involves not just technical teams but everyone from frontline workers to senior decision-makers. Agile, problem-focused teams—referred to as “pods” by the panellists—were championed as a successful model for tackling specific challenges. By benchmarking performance, experimenting with new tools, and scaling successful strategies, these teams are unlocking the potential of data to drive impactful change.
While much of the discussion centred on technology, the human element remained a recurring and crucial theme. Panellists stressed the importance of workforce empowerment, including upskilling employees and encouraging interdisciplinary collaboration. The generational divide in attitudes towards technology, particularly AI, was another point of interest. Younger generations were seen as more receptive to AI-assisted services, whereas older individuals often displayed greater scepticism. This underscores the need for communication strategies that address diverse perspectives and build confidence across all demographics.
The spirit of collaboration was evident throughout the session. Panellists championed partnerships between government agencies, private enterprises, and academia as essential for driving innovation and addressing societal challenges. Breaking down silos and adopting ecosystem thinking were presented as key strategies for fostering progress. The discussion also touched on the critical role of policymakers in creating a supportive environment for technological advancement. By balancing regulation with flexibility, governments can encourage innovation while safeguarding public interests.
The session concluded on a hopeful note, with panellists expressing optimism about the future of digital transformation in the public sector. They emphasised that while the journey is complex, the rewards of a thoughtful and balanced approach are immense. By integrating ambition with ethics, experimentation with rigour, and technology with humanity, organisations can unlock the true potential of the digital revolution to serve citizens better and drive societal progress.
Ola Jader
