The UK Government estimates that fully digitising and modernising public services could unlock £45bn in annual savings(1). It’s a compelling figure, but one we won't reach by focusing on technology alone. As Capability Lead for Service Management at QA, I’ve seen firsthand that organisations can only deliver services effectively when there is a foundational, cross-departmental understanding of best-practice delivery. Ultimately, it’s skilled teams, not systems, that determine the user experience the public receives.
This gap between ambition and reality may feel familiar. Most of us have delivered – or used – a service that didn’t perform as it should have due to slow loading times, disconnected systems, or accessibility features that fail to meet real user needs. Time and again, services promise efficiency but fall short in practice.
This matters even more as public expectations continue to rise. With AI rapidly becoming embedded in everyday interactions, now is the time to pause and reassess how digital services deliver on their promises. Today, improving outcomes isn’t just about adopting new tools but also about strengthening the knowledge, skills and confidence of the people responsible for delivering them.
Service providers are often so focused on the tech, they forget the people
In a recent survey on the impact of ITIL (IT Infrastructure Library), nearly all organisations reported a transformative increase in digital value and performance(2). It’s clearer than ever that technology only delivers value when people have the capability to manage and improve it effectively.
Digital transformation requires the adoption of new technologies and methods of working. In an age of ever-rising customer expectations, organisations who are not striving to become more effective, efficient and less wasteful risk being left behind.
A focus on delivery alone isn’t enough. Too many organisations focus only on the output, without being able to articulate the journey from strategic vision through to the metrics collected by support teams. This is especially true as AI-enabled components become more embedded in digital services, creating additional layers of complexity that require clear ownership and governance.
Government services are evolving, and so must service management
Over the past few years, the government has launched a number of ambitious, high-profile digital services, including the Digital Veteran Card and GDS Local. The momentum has continued into 2026, with an even stronger emphasis on AI integration. Major developments in the pipeline include a chatbot for GOV.UK and an AI-assisted tool for job seekers.
These services are setting the tone for future service delivery, and government organisations will need to continually evolve their service-management skills to ensure current and pipeline services are scalable, resilient and capable of delivering real impact for the public.
The updated ITIL 5 framework is designed to help the government meet this challenge. So how do organisations ensure excellence in service management? Here’s where to start:
See value in the scenic route
It’s natural to choose the fastest route to your destination. But in government, rushing rarely leads to seamless delivery. Reliable, accessible public services are built on steady, thoughtful, and disciplined work and expertise.
So, as you move toward your destination, make time to pause and bring the right people on board. Upskilling the teams and specialists whose insight genuinely strengthens the service will ultimately get you further and deliver a better outcome for the public. A solid cross-departmental knowledge base in service management principles may be one of the most important investments you can make.
Don’t navigate with yesterday’s map
Just as you wouldn’t set off on a complex journey using an outdated map, organisations shouldn’t rely on old ways of working. ITSM (IT Service Management) trends show governance, advanced ITIL capabilities and people-centred skills as top priorities for organisations(3), which emphasises the need to keep up-to-date on best practices.
With the release of ITIL 5 earlier this year, digital service management best-practice has evolved from a service-centric approach to a holistic digital product and service management model. This evolution supports a more integrated, end-to-end understanding of how services are designed, delivered and improved.
Build awareness of ITIL 5 across multidisciplinary teams
Your people will feel more motivated and engaged when they understand how ITIL practices apply directly to their day-to-day responsibilities.
The adoption of modern service management practices is not optional for public sector organisations. Organisations that hesitate in strengthening their service management capabilities risk inefficiencies, increased operational pressures and reduced service resilience.
At QA, we believe the combination of strong professional capability and well-governed, structured service management practices are the key to effective public services. Our training empowers teams to embed ITIL 5 principles in a way that enhances governance, reduces risk, and supports consistent, high-quality service delivery.
QA is uniquely positioned to support public sector organisations at every stage of their ITIL journey. With our experience and comprehensive range of solutions, we help organisations build confidence and clarity as they modernise their service management approach.
Interested in learning more about how you can adopt and keep up to date with best practice through ITIL 5 across your departments? Find out more here.
References
- Government shares calculation for £45 billion annual savings from digitisation of public sector - Committees - UK Parliament
- Boost your Business with ITIL
- 2026 ITSM Trends: What Practitioners Say Matters Most