No Magic Wand, Just Talent: Rethinking Digital Leadership for Public Sector Change

For too long, the public sector has lagged behind the private sector in adopting digital transformation as a key driver of change. But with the recent release of the State of Digital Government Review and Blueprint for Modern Digital Government, it feels like we’ve reached a pivotal moment. The question now is, how do we make the most of it?

The reports make one thing clear—digital is no longer just an IT department concern. It’s a strategic priority that must be embedded into the DNA of every public sector decision. The push for each public sector organisation to have a digital leader on the executive committee by 2026 underscores this shift. But achieving true digital integration will require more than appointing people to tick a box; it requires a change in culture, structure, and our approach to leadership.

Rethinking Digital Leadership

We know getting the right digital leaders in place isn’t an easy task, but it’s absolutely vital. These aren’t just “managers” taking on an extra responsibility—they need to be transformative leaders with bold visions, adept at navigating complex systems, making decisions, and driving change.

But here’s the dilemma: are we, as a sector, setting them up to succeed? Digital leadership isn’t just about hiring someone and hoping for the best—it’s about nurturing the conditions where they can thrive.

Addressing the Talent Gap and Pay Disparity

One of the most striking challenges the reports highlight is the pay gap between public and private sectors. This isn’t just a minor inconvenience; it’s a fundamental barrier.

If we hope to attract top talent into digital leadership roles, we need to pay competitive salaries. It’s no secret that people are motivated by more than money—many digital leaders are inspired by the chance to make a meaningful impact. But fair compensation is a signal of respect for their expertise. It tells them, “We value the work you do, and we’re ready to invest in your leadership.”

Imagine if we reframed public service not as a compromise but as an attractive, fulfilling career destination—one where digital leaders could make their mark while also being duly rewarded. It’s time for the public sector to offer remuneration that reflects the critical role these roles play.

Bringing Digital Expertise to Boardrooms

Equally important is the call for Digital Non-Executive Directors (NEDs) on every public sector board by 2026. Boards can be transformative spaces where decisions shape the future of organisations. With the right Digital NEDs in place, we could ensure that technology wasn’t an afterthought but part of key decisions from the start.

But this requires a change in how we approach these roles. A Digital NED shouldn’t just be a board member with a passing awareness of tech; they need to bring in-depth knowledge, fresh ideas, and the confidence to challenge existing norms. Ideally, they’re individuals who’ve driven tech innovation at scale and can provide the kind of real-world insights that public sector organisations desperately need.

The presence of a Digital NED isn’t just valuable for what they bring to the boardroom—it’s symbolic of a deeper cultural shift. It signals that technology is integral to how we shape the future of government and public services.

Building a Culture to Support Change

Leadership appointments and competitive pay are vital steps, but they won’t achieve their full potential without an internal culture that supports transformation. This means fostering collaboration, breaking down silos, and empowering teams at all levels to experiment and innovate.

Strategies like mentorship programs, cross-sector workshops, and training opportunities can play a vital role in embedding this mindset. Digital transformation isn’t a one-person job; it’s a collective effort that hinges on creating teams with diverse expertise, all aligned on where they’re headed.

Action Steps for Positive Change

Benchmark Pay: Conduct regular reviews of public sector remuneration packages compared to private sector standards. Close the gap to reinforce the value of digital leadership.

Invest in Recruitment and Development: Go beyond job postings. Proactively identify and engage talented leaders from diverse industries. Offer support programs to onboard and develop new leaders effectively.

Embed Digital Thinking: Make every board and executive meeting a space where digital priorities are discussed. Invite Digital NEDs to provide expertise and hold leaders accountable for progress.

Cultivate a Learning Culture: Provide access to ongoing training, mentorship, and external collaborations to upskill teams and keep pace with advancements in technology.

No Magic Wand, But a Step Forward

There’s no single “fix” to address the public sector’s digital transformation challenges. Offering competitive salaries alone won’t solve the talent gap. Boosting budgets for innovation won’t fix stagnant cultures. And adding digital leaders to executive teams won’t guarantee progress.

But by addressing these challenges holistically—redefining leadership roles, valuing talent appropriately, and fostering supportive cultures—we can meaningfully change how digital is approached across the public sector.

The reports have called on us to rethink our approach to digital leadership for a reason. If we can rise to the challenge, we won’t just transform how the public sector works—we’ll transform the impact it can have for generations to come.

Are we ready to step up to the task and seize this moment? I believe we are….


Our DDaT practice has had the privilege of recruiting some of the most pivotal national and regional digital executives across sectors such as central government, healthcare, regulation, and education, at executive, board, and non-executive director levels. Whether hiring or looking for your next executive digital, data or technology role, find out more here Digital, Data & Technology – GatenbySanderson

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