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By Bryan Jones, QAT Architect at 2i · 26th February 2025
The initial wave
Every technology implementation or upgrade in public services creates ripples that spread far beyond the initial deployment. Like a stone dropped in a pond, each technical decision generates waves of impact – first touching citizens directly, then affecting operational efficiency, and ultimately influencing departmental reputations. For technology leaders, understanding and managing these ripples is crucial: a well-tested implementation can create positive waves of change, while poor deployments can generate devastating ripples that destroy both services and careers.
The first ripple: direct service impact
The immediate impact of technology decisions hits citizens first and hardest. Consider a critical benefits system update during tax year-end. With robust testing, the ripple is barely noticeable – citizens receive their payments on time, exactly as expected. Without it, the first wave hits hard: failed user acceptance testing leads to missed payments, leaving vulnerable citizens without crucial support.
Similarly, when implementing a new social care system, the initial ripple determines whether vulnerable citizens can access vital services. Success through a comprehensive quality framework and a modern approach to testing means technology working invisibly in the background. Failure creates an immediate wave of disruption – citizens are unable to access services, face delays in care, and quickly lose trust in essential public services.
The second ripple: operational consequences
As the ripples spread outward, they reach departmental operations. Well-engineered systems integration keeps the waves calm – staff can work efficiently, systems communicate seamlessly, and services run smoothly. However, poor quality decisions create operational turbulence: frontline staff struggle with system issues, productivity drops, and service delivery becomes increasingly difficult.
These operational ripples affect every aspect of service delivery. Your quality decisions determine whether work systems perform during peak demand, maintain accessibility compliance, and keep mobile services operational during high-traffic periods. When systems don't work together smoothly, the resulting inefficiencies create waves that disrupt entire departments.
The third ripple: reputational impact
The final and often most damaging ripple reaches reputation and accountability. What began as a technical decision now generates headlines, attracts regulatory attention, and raises questions about leadership competence. Public complaints escalate to media coverage, political consequences emerge, and leaders face difficult questions about oversight and governance.
Even seemingly minor quality decisions can create significant reputational waves. Test coverage choices might appear routine until service outages expose oversight gaps. Accessibility testing decisions might seem trivial until compliance issues attract regulatory attention. If accessibility compliance issues arise, UK citizens—especially those with disabilities—may struggle to access essential digital services such as government portals, banking, healthcare, and education. This can lead to exclusion, legal challenges, and potential fines for organisations while damaging public trust and usability. Each wave of scrutiny tests departmental competence and leadership credibility.
Breaking the waves: risk management through quality
Managing these ripples requires a comprehensive and modern approach to testing, which is laser-focused on quality. At 2i, our AssureRMF risk management framework acts as a breakwater, protecting services and reputations by controlling the impact of each decision. Our Prevent, Detect, Recover (PDR) approach, built on years of public sector experience, helps contain and direct the ripples of technological change.
This strategic approach tackles the specific needs of different user groups and service types while meeting the high standards of public services. By following this method alongside government requirements and procurement frameworks, we help ensure that technological changes create positive ripples – improving services, enhancing operational efficiency, and building public trust.
Looking ahead: future ripples
As public services become increasingly digital, the ripple effect of technology decisions grows stronger. Success means anticipating and controlling these ripples through a well-established approach to delivering a ‘quality service’. It means choosing partners who understand that reliability isn't just important in public service technology—it's essential for managing the waves of change that affect citizens, operations, and reputations.
The most successful quality decisions are those that create gentle, constructive ripples rather than disruptive waves. They deliver required outcomes smoothly, protect the reputation of those responsible, and ensure users receive the consistent, high-quality service they expect from the government. This is what we strive to deliver: controlled, positive ripples that enhance both service delivery and professional standing through a comprehensive strategy with quality at the heart.
-Bryan Jones, QAT Architect at 2i
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