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By Stuart Hadley, Test Manager · 10th June 2025
People expect government tech to work as quickly and easily as the private sector. And why wouldn’t they?
But here’s the thing — the gap between what people see on the front end and what it takes to deliver behind the scenes is huge. And if you’re leading a transformation or testing programme, you’ll know that expectations and reality are rarely on speaking terms.
So how do we bridge that gap?
It's not slow, it’s deliberate.
Let’s begin with speed… or rather, the perception of it. Within government, even a straightforward commercial agreement can sometimes take several weeks to pass through the necessary approvals before work gets underway. This is understandable, given the need to coordinate across multiple delivery groups, navigate layered governance processes and align with procurement timelines that are designed for thoroughness rather than haste.
While this can present challenges for delivery teams, project leads and end users alike, it’s important to recognise that public services are intentionally structured to prioritise accuracy, security and legal compliance. These safeguards, combined with tight budgets and the complexity of legacy systems, can give rise to a pace that may seem deliberate, but is carefully considered.
Tip for leaders: Make the invisible visible. Share why things take time. And don’t shy away from explaining the safeguards, because those safeguards are exactly what make these services trustworthy.
Tell people when it works.
We spend a lot of time fixing what’s broken, but very little celebrating what’s working.
Take the DVLA’s integration between MOT records and road tax. It’s seamless. You can check your MOT status online and the system links directly to the tax records. It’s smooth and instant. It’s exactly the kind of joined-up experience the public wants — even if they don’t know what’s going on underneath the hood.
Or look at HMRC’s self-assessment system. Every January, it survives an avalanche of submissions and targeted cyberattacks from criminal gangs. And it still doesn’t crash. There are entire rooms of specialists working in the background to protect that service. But you’ll never see that in the headlines.
Tip for leaders: Start telling these stories. Show how things connect, how they hold up under pressure and how much expertise sits behind the scenes.
Speak plainly, speak often.
One of the biggest wins during the pandemic wasn’t technical, it was communication. From text alerts to Instagram influencers, the government found ways to reach the public. That helped build trust quickly and cut through the noise.
It’s a strategy worth sticking with. If people don’t understand why something’s taking time or changing pace, they’ll assume the worst. But if you talk to them like humans, not systems, the tone of the conversation shifts.
Tip for leaders: Ditch the buzzwords. Talk early and often. Whether it’s a service delay or a new feature being rolled out, the more you keep people in the loop, the more space you create for understanding.
Lead by trusting, not micromanaging.
In my experience, the best collaboration doesn’t always come from the top. It comes from people on the ground who know the tech, know the constraints and know how to work together.
Interestingly, I’ve seen offshore delivery teams bring more openness and collaboration than some onshore groups. There’s a culture of flexibility there that really helps when delivery pressure is on. But across the board, we’re seeing leadership styles shift away from command-and-control and more towards trust-based, empowered teams.
Tip for leaders: Give people breathing room. Let them own their work. You’ll get more momentum by supporting your teams than by directing every detail.
Honesty isn’t a weakness.
One of the biggest mistakes we see - overpromising.
It’s tempting especially when pressure is coming from all directions. But if you promise a level of service you can’t deliver, you don’t just miss the mark, you break trust.
Yes, expectations will always be high. But being realistic and honest about what’s possible given the funding, systems and people available, is what keeps those expectations in check.
Tip for leaders: Communicate the art of the possible. Share what can be done, not what people wish could be done. That kind of honesty builds resilience inside your teams and outside with users.
The real wins are rarely flashy.
The government’s digital wins are often silent. They’re not flashy product launches or sleek user interfaces - they’re rock-solid systems doing the hard work, every day.
The more we bring those stories to light, the more we help bridge the confidence gap. Once people start to see the real picture - the scale, the complexity and the care - they’re more likely to be patient, supportive and crucially, trusting.