The public sector faces a unique challenge: Digital transformation is not optional. But creating robust IT capabilities while reducing dependence on Big Tech is a formidable task. Maintaining control, ensuring data sovereignty, and tailoring solutions to the specific needs of public services is a major overhaul. At Arteri, we believe an ecosystem approach offers a compelling path forward.

The current landscape

Public sector organisations often find themselves caught between a rock and a hard place. They need advanced IT capabilities to serve citizens effectively, but they're frequently reliant on off-the-shelf solutions from major tech companies. These solutions, while powerful, can be expensive to implement and maintain, difficult to customise for specific public sector needs, and potentially compromising in terms of data control and privacy

The result? A public sector that's digitally enabled but not truly digitally empowered.

The promise of in-house capability

Creating in-house IT capability isn't just about reducing costs or avoiding vendor lock-in. It's about tailoring solutions to specific public sector needs while ensuring greater control over data and processes. Balancing building institutional knowledge and skills with fostering innovation within the public sector. And creating career paths that attract and retain top tech talent

But how can public sector organisations, often perceived as slower-moving and less agile than their private sector counterparts, build this capability effectively?

The ecosystem approach: A path forward

At Arteri, we advocate for an ecosystem approach to building IT capability. This holistic strategy involves four key components:
1. Strategy Definition
2. Implementation Planning
3. Training
4. Integrating New Tools
Let's explore each of these in detail.

1. Strategy definition: Charting the course

The first step is to define a clear, actionable strategy. This involves:

- Assessing current IT capabilities and identifying gaps

- Setting specific, measurable goals aligned with overall public sector objectives

- Defining the scope of in-house development vs. continued reliance on external solutions

- Identifying key stakeholders and securing buy-in

A well-defined strategy serves as a roadmap, guiding all subsequent efforts and ensuring that everyone in the organisation is moving in the same direction.

2. Implementation planning: From vision to reality

Once the strategy is defined, the next step is to create a detailed implementation plan. This should:

- Break down the strategy into specific, actionable steps

- Assign responsibilities and set realistic timelines

- Identify potential obstacles and develop mitigation strategies

- Define key performance indicators (KPIs) to measure progress

Effective implementation planning ensures that the strategy doesn't remain a lofty ideal but becomes a practical reality within the organisation.

3. Training: Empowering the workforce

Training is crucial in building in-house IT capability. It's not just about imparting technical knowledge; it's about empowering public sector employees to think innovatively and apply new skills in their daily work.

Effective training programs should:

- Be tailored to the specific needs of public sector roles

- Combine theoretical knowledge with practical application

- Provide opportunities for ongoing learning and development

- Foster a culture of continuous improvement and innovation

Remember, training isn't a one-off event. It's an ongoing process that should evolve as the organisation's capabilities grow and new challenges emerge.

4. Integrating new tools: Enhancing efficiency and effectiveness

The final component of our ecosystem approach is the integration of new tools. These could be open-source software solutions, custom-developed applications, or frameworks that support public sector-specific needs.

When integrating new tools:

- Ensure they align with the overall strategy and goals

- Provide thorough training to maximise adoption and effectiveness

- Regularly assess their impact and be willing to adjust as needed

A new focus

Tools are meant to support public sector employees, not replace their skills or judgement. The focus should always be on how these tools can enhance human capabilities and improve public services.

Building public sector IT capability: Reducing reliance on Big Tech