Digitisation and politicisation

What the UK civil service shows us about how to deploy technology to ensure neutrality in your organisation.

One of the issues about which the House of Lords regularly challenges the government is the civil service. As many members are ex- heads of the service or of a department, the quality of debate is often highly informed. Recently I took part in a debate orchestrated by Lord Butler, a former Cabinet Secretary.

In a wide ranging and compelling speech Lord Butler expressed his concern that the neutrality of the civil service is under threat as more and more political appointments work alongside traditional civil servants. He argued that a few political operatives are necessary but too many and you change the nature of the culture and of how things are prioritised and then executed.

I was keen to contribute because I have seen up close some of these challenges and also believe that the role of technology cannot be underestimated. We only had five minutes to speak (although some of my colleagues could not help going on a bit longer…).

Arguably one of the most severe pressures on the civil service is the pressure to be fit for purpose in the digital age. This is not a separate issue to that of politicisation – they are increasingly intertwined and in my opinion need to be thought about together.

Today’s reality is clear: digital skills are no longer optional extras. Data analysis, digital service design, agile project management, let alone the nuance needed in understanding new AI tools, have become as essential to governance as policy writing and stakeholder management. This shift creates real tensions within our supposedly neutral institutions.

First, we have a significant skills gap. The traditional recruitment and career paths aren’t delivering the digital expertise we need. When the service brings in external talent, it faces resistance from those concerned about maintaining civil service independence. When people stick to conventional processes, they’re criticized for falling behind.

Second, Digital transformation often requires quicker decisions and implementation – this culture can conflict with processes designed for careful deliberation and political neutrality. As public services become increasingly digital, the line between policy and implementation grows less distinct. Technical decisions about system design now have major policy implications. For example around digital inclusion or data privacy. In addition civil servants now face complex challenges related to algorithmic decision-making.

Thirdly, artificial intelligence and automation have evolved beyond mere tools; they are fundamentally uprooting old ways of working and raising the expectation on public sector employees. When digital projects fail or services do not meet expectations, it provides politicians with stronger arguments for exerting more direct control over these services and perhaps bypassing normal processes.

However, these challenges also present opportunities for meaningful reform. It is essential to use this moment to modernize the culture while preserving values. When I worked on the government digital service in 2009–14 the case for change was clear – returning to government just a couple of months ago, I was somewhat dispirited that not enough has shifted. I suggest 3 urgent actions.

First, it is vital to reimagine civil service training. Digital skills shouldn’t be separate from traditional competencies – they should be integrated into a new model of public service professionalism. We need civil servants who are both technically competent and deeply committed to public service values.

Second, we need new models of accountability that recognize the complexity of modern governance. Rather than choosing between political control and civil service independence, we should develop frameworks that allow for rapid innovation while maintaining appropriate checks and balances. This might also include new forms of parliamentary oversight.

Third, there are far more opportunities to use high quality data and transparency as a tool for trust. Better and more open Data would allow us to make government decision-making more visible to the public and more effective between ministers and departments. This can strengthen democratic accountability without compromising civil service independence. But there is a huge amount of work to do to shift the current. culture. Data is still too often inoperable and badly utilised. This reinforces silo based working and continues deepening a lack of clear measurement and accountability in departments.

Throughout history, the civil service has evolved to meet its new challenges while maintaining its core principles. It is possible to build a civil service that is fit for purpose in 2030 while preserving its commitment to political neutrality. However it will not happen by chance, it requires a focus and a determination to bring about cultural change.

I am lucky to have worked with many brilliant and dedicated civil servants. Surely they deserve to work in a modern service using the best of the tools and of the culture available in 2024 and not to still rely so heavily on some that feel they might even date back to 1824.