“Why are we still talking about digital transformation?” The speaker was convening a session at last weekend’s UK Govcamp, an event organized by and for civil servants with an interest in digital stuff.
“Because we’ve failed?” someone suggested. These folks are usually *optimists*.
Govcamp is a long-running tradition that began as a guerrilla effort in 2008. At the time, civil servants wanting to harness new technology in the service of government were so thin on the ground they never met until one of them, Jeremy Gould, convened the first Govcamp. These are people who are willing to give up a Saturday in order to do better at their jobs working for us. All hail.
It’s hard to remember now, nearly 15 years on, the excitement in 2010 when David Cameron’s incoming government created the Government Digital Service and embedded it into the Cabinet Office. William Heath immediately ended the Ideal Government blog he’d begun writing in 2004 to press insistently for better use of digital technologies in government. The government had now hired all the people he could have wanted it to, he said, and therefore, “its job is done”.
Some good things followed: tilting government procurement to open the way for smaller British companies, consolidating government publishing, other things less visible but still important. Some data became open. This all has improved processes like applying for concessionary travel passes and other government documents, and made government publishing vastly more usable. The improvement isn’t universal: my application last year to renew my UK driver’s license was sent back because my signature strayed outside the box provided for it.
That’s just one way the business of government doesn’t feel that different. The whole process of developing legislation – green and white papers, public consultations, debates, and amendments – marches on much as it ever has, though with somewhat wider access because the documents are online. Thoughts about how to make it more participatory were the subject of a teacamp in 2013. Eleven years on, civil society is still reading and responding to government consultations in the time-honored way, and policy is still made by the few for the many.
At Govcamp, the conversation spread between the realities of their working lives and the difficulties systems posed for users – that is, the rest of us. “We haven’t removed those little frictions,” one said, evoking the old speed comparisons between Amazon (delivers tomorrow or even today) and the UK government (delivers in weeks, if not months).
“People know what good looks like,” someone else said, in echoing that frustration. That’s 2010-style optimism, from when Amazon product search yielded useful results, search engines weren’t spattered with AI slime and blanketed with ads, today’s algorithms were not yet born, and customer service still had a heartbeat. Here in 2025, we’re all coming up against rampant enshittification, with the result that the next cohort of incoming young civil servants *won’t* know any more what “good” looks like. There will be a whole new layer of necessary education.
Other comments: it’s evolution, not transformation; resistance to change and the requirement to ask permission are embedded throughout the culture; usability is still a problem; trying to change top-down only works in a large organization if it sets up an internal start-up and allows it to cannibalize the existing business; not enough technologists in most departments; the public sector doesn’t have the private sector option of deciding what to ignore; every new government has a new set of priorities. And: the public sector has no competition to push change.
One suggestion was that technological change happens in bursts – punctuated equilibrium. That sort of fits with the history of changing technological trends: computing, the Internet, the web, smartphones, the cloud. Today, that’s “AI”, which prime minister Keir Starmer announced this week he will mainline into the UK’s veins “for everything from spotting potholes to freeing up teachers to teach”.
The person who suggested “punctuated equilibrium” added: “Now is a new moment of change because of AI. It’s a new ‘GDS moment’.” This is plausible in the sense that new paradigms sometimes do bring profound change. Smartphones changed life for homeless people. On the other hand, many don’t do much. Think audio: that was going to be a game-changer, and yet after years of loss-making audio assistants, most of us are still typing.
So is AI one of those opportunities? Many brought up generative AI’s vast consumption of energy and water and rampant inaccuracy. Starmer, like Rishi Sunak before him, seems to think AI can make Britain the envy of other major governments.
Complex systems – such as digital governance – don’t easily change the flow of information or, therefore, the flow of power. It can take longer than most civil servants’ careers. Organizations like Mydex, which seeks to up-end today’s systems to put users in control, have been at work for years now. The upcoming digital identity framework has Mydex chair Alan Mitchell optimistic that the government’s digital identity framework is a breakthrough. We’ll see.
One attendee captured this: “It doesn’t feel like the question has changed from more efficient bureaucracy to things that change lives.” Said another in response, “The technology is the easy bit.”
Illustrations: Sir Humphrey Appleby (Nigel Hawthorne), Bernard Woolley (Derek Fowldes), and Jim Hacker (Paul Eddington) arguing over cultural change in Yes, Minister.
Wendy M. Grossman is the 2013 winner of the Enigma Award. Her Web site has an extensive archive of her books, articles, and music, and an archive of earlier columns in this series. She is a contributing editor for the Plutopia News Network podcast. Follow on Mastodon Bluesky.
