Written evidence submitted by Team Defence Information (DCG0008)

 

 

Vision 2030

 

Building a Resilient Digital Future for

UK Government

 

Briefing paper

 

 

Authors:              Dr D E Richardson

Mr T Butler

 

 

BLUF

The Government’s ability to harness AI and maximise the benefits of digital services relies on a robust, integrated digital infrastructure. However, affordability issues and skills constraints create challenges for any single Department developing a next-generation digital backbone. A successful approach must integrate people, process, information, and technological aspects but without careful coordination, a fragmented national infrastructure would create inefficiencies, hinder interoperability, and result in suboptimal investment outcomes.

This paper sets out a collegiate, cross-government, approach to delivering a national-level digital infrastructure. By harnessing the collective expertise of the, relatively few amongst the Crown servant workforce, technical digital experts under central oversight, this model would enable an interoperable Government Digital Backbone. Rendered ultimately affordable by coordinating Departmental spending; central, strategic oversight would ensure the most cost-effective and scalable digital capability.

Executive Summary

As the Department for Science, Innovation and Technology (DSIT) assumes its role as the UK Government’s digital centre, which includes the Government Digital Service, Central Digital and Data Office, and the Incubator for AI, it presents an important opportunity to define priorities, strengthen governance, and enhance digital capability across government and devolved administrations. This submission presents an independent industry perspective, drawing from Vision 2030 Building a Resilient Digital Future for the UK Government, to provide actionable recommendations to inform DSIT’s scope, strategy, and, potential, future responsibilities.

It highlights the potential of a unified Digital Backbone, underpinned by a Neutral Authority, to streamline digital transformation, reduce duplication, and enhance interoperability across government and devolved administrations. As DSIT further develops the AI Opportunities Action Plan and broader capability requirements, this approach offers a scalable framework to accelerate AI adoption, optimise resources, and drive digital efficiency. A platform-of-platforms would strengthen national resilience, foster cross-sector collaboration, and position the UK as a global leader in AI-enabled public services.

This submission was produced in response to the Science, Innovation and Technology Committee’s inquiry, which seeks to define priorities for DSIT’s digital centre, scrutinise its implementation strategy, and identify key opportunities and challenges.

Team Defence Information (TD-Info)

 

Team Defence Information (TD-Info) is a not-for-profit organisation that brings together the UK Ministry of Defence (MoD), industry, and academia to modernise defence support and accelerate digital transformation. Acting as a trusted facilitator, TD-Info enables joint projects, research, and knowledge-sharing across defence and the wider public sector. As an industry-funded body, it shapes defence interoperability standards, contributes to standards frameworks, and collaborates with MoD stakeholders to enhance policy, efficiency, and operational effectiveness. Governed by the TD-Info Council and the Defence Industrial Joint Council (DIJC), its priorities are set by MoD’s Chief of Defence Logistics and Support (CDLS), Director General Land (DG Land), and MoD CIO 3-star leadership, ensuring alignment with user needs, defence priorities, and evolving technologies.

 

Context and Rationale

TD-Info’s experience from previous collaborative initiatives have delivered many tangible benefits; however, realising Defence’s full digital potential has been constrained by two critical factors of resource limitations (financial and programmatic) and a shortage of suitably qualified and experienced personnel (SQEP). This challenge extends beyond Defence, as siloed digital transformation programmes are often fragmented, necessarily resulting in duplication of effort, and growing dependence on external consultancy for SQEP.

To address these challenges, this paper sets out a pan-government approach to digital capability delivery that ensures:

Introduction

 

The UK Government, like the rest of the connected world, is advancing into Digital Era 2.0, shifting from modernising individual services to interconnected, AI-driven ecosystems that enhance decision-making, resilience, and public service efficiency. Unlike Digital Era 1.0, which focused on cloud adoption and IT consolidation, this phase prioritises automation, intelligence-led transformation, and seamless interoperability, treating data as a strategic asset under a Government-as-a-Platform (GaaP) model (Figure 1). Moving beyond front-end digital improvements, it embeds AI, automation, and machine learning into core operations, enabling real-time insights, predictive analytics, and automated decision-making while reducing operational burdens. Some departments have advanced AI adoption, while others remain at different evolutionary stages. Digital Era 2.0 is not just about digital services, it is about fully leveraging integrated data ecosystems for efficiency, security, and national resilience.

 

A diagram of a multi-colored structure AI-generated content may be incorrect.

 

Figure 1 - Government as a Platform Big Picture Overview of Platforms and Services

illustrating a common Digital language

This proposal outlines how a unified Digital Backbone (Figure 2) could establish a cost-effective, resilient foundation for government-wide digital services. A Neutral Authority will act as the central coordinator, ensuring clear accountability and strategic alignment, assigning services and platforms to the most suitable departments, and driving AI adoption, interoperability, and innovation while eliminating duplication. Furthermore, the paper envisages that the Neutral Authority will oversee standardisation, procurement governance, and technical guidance, ensuring government-wide cohesion while preserving departmental autonomy.

Figure 2 - Evolution of a ‘One Government of Services’ on a unified Digital Backbone

A unified Digital Backbone will achieve:

By embedding GaaP principles, prioritising AI and automation, and fostering cross-sector collaboration, the UK can establish a resilient, scalable digital ecosystem that underpins future public sector innovation.

The Engine for Digital Transformation

At the heart of Digital Era 2.0 would be the Neutral Authority (Figure 3), an independent body overseeing and coordinating digital transformation efforts across government and devolved administrations. It would ensure strategic alignment, eliminate duplication, and consolidate funding into shared initiatives that maximise impact and efficiency. By fostering collaboration across government, industry, and international partners, it would establish a foundation for an interconnected and intelligent public sector.

Figure 3 - Alignment of Industry Trade Bodies and other organisations as a ‘One Voice’ into the Neutral Authority

The Digital Backbone underpins this transformation by modernising government capabilities, integrating AI, automation, and machine learning while ensuring data security and interoperability. Moving beyond siloed approaches, it enables real-time decision-making, predictive analytics, and adaptive service delivery to meet the evolving needs of the public sector.

To address fragmentation and inconsistent progress across departments, the Neutral Authority would ensure internal alignment and coordination. At the same time, a proposed Team Government Information, a not-for-profit umbrella entity encompassing all departmental supply chains, would drive, facilitate, and harness value through broad industry collaboration. By engaging trade bodies, academia, and the wider private sector, this approach would align strategies, investments, Intellectual Property, and governance. In doing so, it would position the UK as a global leader in digital transformation, strengthen national resilience, and foster a shift from risk-averse to risk-aware thinking in tackling complex challenges.

The Neutral Authority would serve as both the coordinating body for government transformation and the central interface between government and industry. By employing a structured engagement model, such as Team Government Information, the Neutral Authority would consolidate communication, streamline processes, and align Discovery sessions across government departments, ensuring that digital initiatives are effectively implemented and integrated across the public sector.

 

A Neutral Authority could provide clear demand signals to industry, including Small and Medium-sized Enterprises (SMEs), enabling efficient resource mobilisation and alignment with national priorities. By bridging public sector needs and industry capabilities, it could drive targeted innovation while streamlining insights and feedback through a unified "One Voice" response.

This approach would aim to improve coordination, reduce fragmented communication, and enhance collaboration between government and industry. Internally, it would support cross-departmental alignment and minimise duplication. Externally, it would facilitate a structured exchange of knowledge and innovation, fostering a more adaptive public sector.

With DSIT well-positioned for this role, the Neutral Authority could provide the leadership needed to bridge government and industry, supporting the UK’s digital transformation efforts.

 

Engagement Model for Industry Collaboration

 

This paper introduces a structured delivery framework (Figure 4) for industry collaboration, transforming how technology is integrated into public sector acquisitions. This framework adopts a three-layered taxonomy of Consume, Provide, and Transmit, to align industry capability solutions with the strategic objectives of Digital Backbone 3.0 facilitating scalable, cross-sector collaboration. This approach breaks down traditional silos, fostering a unified digital ecosystem where solutions developed in one area like Defence, can then be readily applied across other sectors such as intelligence, policing, healthcare, promoting efficiency and responsiveness.

 

Figure 4 - Three-layered taxonomy of Industry Capabilities with new Acquisition Lifecycle for Defence

 

The approach could be further refined using an Onion Skin technique, enhancing supply chain transparency by breaking capabilities into granular components. This enables targeted on-premise, onshore, or offshore sourcing, safeguarding critical infrastructure while optimising procurement for non-sensitive components.

A Neutral Authority would apply a structured delivery model, similar to modern defence acquisitions, categorising industry services into Consume, Provide, and Transmit. This standardises capabilities, aligns industry with government needs, and fosters structured industry participation.

This approach modernises procurement, strengthens resilience, and integrates industry innovation into digital transformation.

Economic Case

The Digital Backbone 3.0 framework provides a unified approach aligning government departments and industry with a shared vision. In line with the AI Opportunities Action Plan, this initiative strengthens the UK’s global leadership in AI, reinforces economic security, and ensures that digital innovation delivers efficiency and resilience across the public sector.

A Neutral Authority would facilitate cross-departmental collaboration, ensuring that strategic investments in digital and AI capabilities are aligned with national priorities. This model mirrors the State of Digital Government Review’s call for stronger coordination mechanisms and centralised oversight. Additionally, this approach complements the UK Blueprint for Modern Digital Government by attracting digital, data-fluent talent and aggregating digital workforce capacity to address current shortages and drive long-term transformation.

A cohesive digital strategy for Government is critical to ensuring affordability, cost efficiency, and workforce optimisation while mitigating the risks of inaction. The following key areas highlight the economic imperative for a Digital Backbone 3.0:

         Savings through integration

         Optimising resources and strengthening resilience

         Avoiding stagnation and cultural resistance

         Strategic role of the Neutral Authority

         Incentivising change to fuel growth

A multi-departmental Neutral Authority, under Cabinet Office oversight, would optimise resource allocation and workforce efficiency. The State of Digital Government Review calls for a step-change in digital capability and cross-government alignment where Digital Backbone 3.0 should directly address this need by embedding AI, automation, and digital resilience at scale.

Beyond cost-saving initiatives, this is a strategic framework to maximise shared resources, streamline responsibilities, and align government priorities. A centrally managed digital transformation ensures efficiency, resilience, and long-term national capability while driving public sector innovation.

Securing the UK’s Digital Future

This submission presents a clear, actionable approach to transforming the UK’s digital landscape through decisive leadership, collective action, and sustained collaboration across government, and industry. To fully harness AI, enhance resilience, and improve public services, the UK must move beyond fragmented initiatives to a smarter way of engaging with industry and adopt a unified Digital Backbone led by an independent Neutral Authority to ensure strategic alignment and long-term success.

The Neutral Authority should coordinate transformation, foster cross-sector collaboration, and guide strategic investment, drawing on current Departmental best practice and strengths along with experience from international partners. Without decisive action, the UK risks deepening inefficiencies, exacerbating skills shortages, and increasing exposure to cyber threats and global competition.

A senior MoD source recently affirmed, the Digital Backbone is not just a critical infrastructure project but a transformative opportunity. It represents a fundamental shift that will define the UK’s digital future, accelerate innovation, and drive sustainable growth across government, industry, and society for years to come.

 

 

 

Recommendations

The UK has the capability, expertise, and opportunity to drive the next phase of Digital Era 2.0. Realising this vision requires strong leadership, coordinated action, and sustained commitment across government, industry, and international partners.

  1. Establish an independent Neutral Authority
    Create a governance body to oversee digital transformation across the UK Government and devolved administrations, ensuring coherent oversight, strategic alignment, and interoperability while coordinating funding and digital initiatives across all regions of the UK. This authority would drive AI adoption, cross-sector collaboration, and streamline investment strategies, as outlined in the State of Digital Government Review.
  2. Designate a lead department for Digital Infrastructure
    Empower DSIT to coordinate digital services across government, streamlining funding and eliminating duplication. DSIT will direct investment to the most suitable departments, such as MoD leading Digital Backbone 3.0, leveraging cross-departmental savings and industry collaboration. This ensures critical capabilities are developed efficiently while maintaining a unified digital strategy aligned with A Blueprint for Modern Digital Government.
  3. Assess the efficiencies of a unified Digital Backbone
    Conduct a cross-government review to quantify the benefits of a unified Digital Backbone over siloed efforts. Evaluating efficiencies across People, Process, Information, and Technology will ensure alignment with Government-as-a-Platform principles. As an early activity for a Neutral Authority, once participating departments are identified, this review would assess how funding could be aggregated and how efficiencies could be realised based on agreed capabilities. This analysis will provide the evidence to drive targeted investment, enforce interoperability, and mandate a unified digital transformation strategy, improving efficiency, resilience, and affordability.
  4. Accelerate the deployment of Digital Backbone 3.0
    Implement an integrated, modular, AI-driven digital infrastructure in collaboration with devolved administrations to modernise government services, enable secure, real-time data sharing, and enhance operational efficiency. Leadership from MoD or DSIT will be essential for execution, in line with the AI Opportunities Action Plan.
  5. Enhance Government-Industry collaboration
    Establish a structured framework where the Neutral Authority coordinates demand signals and Discovery sessions between government departments and industry. A "One Voice" response mechanism via, for example, the proposed Team Government Information, will align industry capabilities with national priorities and streamline procurement processes.
  6. Implement a cross-Government Digital Strategy
    Standardise interoperability frameworks and digital funding streams across departments to accelerate AI integration and eliminate inefficiencies. The Neutral Authority will ensure resource optimisation and risk management, as outlined in A Blueprint for Modern Digital Government.
  7. Integrate Secure-by-Design principles
    Mandate cybersecurity, operational resilience, and digital sovereignty in all government digital initiatives. AI-driven threat detection and robust AI governance will be critical to protecting national infrastructure and maintaining public trust.
  8. Optimise resources and reduce contractor reliance
    Transition from reliance on third-party contractors to a matrixed, upskilled in-house digital workforce, ensuring that salaries for critical skills remain competitive with market standards while strengthening long-term digital capability. Funding should prioritise sustainable workforce development over short-term outsourcing to build resilient, government-led expertise.
  9. Leverage existing successes
    Adapt proven AI, cybersecurity, and interoperability frameworks from areas like Defence, NHS digitisation, and NATO integration to scale public service innovation. These models offer scalable, cost-effective solutions to accelerate digital transformation.

 

28 February 2025