Throughout history, both governments and businesses have often achieved remarkable things independently. However, history shows us that collaboration between the public and private sectors often drives the most significant progress. From the Apollo space programme to the rapid deployment of the UK’s Covid vaccines, many of the best breakthroughs have been made when the public sector and private sector have come together to form one fast, focused machine driving innovation across our public services.
Countless such collaborations go on every day, at every level, in the UK. Civil servants partner with external specialist experts to address complex, high-stakes projects - initiatives where timelines are demanding, budgets are constrained, and successful delivery is critical.
We saw a powerful example of this partnership last month at the MCA Awards Ceremony when Capgemini Invent won the Change and Improvement in the Public Sector award for their innovative work with the UK Supreme Court – a project that went far beyond incremental change. In a relatively short time, the court’s outdated paper-based processes were transformed into a fully digitised, modern operation that is more transparent and able to deliver increased levels of public awareness and trust.
Processes that took half a day now take half an hour. A website which was impossible for the public to navigate is now clear and accessible. Staff have been upskilled and are embracing digital ways of working. Thanks to the commitment of Court employees supported by Capgemini Invent, the administration of justice is now faster and more efficient.
More and more organisations across the world are turning to UK consulting for these targeted, transformational projects. Consultants are helping businesses adopt AI responsibly, strengthen cybersecurity, and deliver major infrastructure programmes. In the public sector, we work alongside government to drive growth and productivity – objectives that are critical for the UK economy and society. The government’s recognition of management consulting as a priority sector in its Industrial Strategy is a clear vote of confidence in our ability to deliver impact.
With that partnership comes responsibility. The MCA and our members want to help government be the best customer it can be. Consultants want government to be the best possible client. Our goal is to deliver lasting improvements, transfer knowledge, and leave organisations stronger than before. We share the ambition to avoid repeated issues, wasted resources, and abandoned initiatives.
So, how can government maximise the value of consulting engagements? Extensive work has already gone into answering this question, but here are five practical recommendations:
- Commission well - success is set at the start. When projects do falter, the error is usually found at the beginning. The commissioning process is crucial for setting clear objectives, realistic timelines, robust scoping and shared expectations. We fully support the NAO’s recent call for greater transparency, value for money and strong oversight and we stand ready to work with government to uphold these standards and transfer skills and knowledge.
- Harness the strength of SMEs. Seventy per cent of MCA members are small and medium-sized enterprises, many offering highly specialised expertise. These firms are an untapped source of innovation and agility. Government can unlock this potential by engaging with the full breadth of the consulting ecosystem, not just the largest brands.
- Use kitemarks – they’re invaluable. Selecting from a huge range of bids can be difficult. Membership of the MCA signals adherence to Consulting Excellence principles, while individual consultants can achieve Chartered Management Consultant (ChMC) status – the gold standard for professional competence and ethics.
- Apply the Consultancy Playbook and Procurement Act. Government has invested a huge amount of work into improving how it procures consultancy services. The Consultancy Playbook provides clear guidance focused on outcomes and value, while the Procurement Act strengthens transparency and flexibility – ultimately delivering better results for citizens.
- Focus on value, not just cost. Financial constraints are real, but a narrow focus on price can lead to false economies. True value considers capability, outcomes, and legacy. A well-executed project continues to deliver benefits long after consultants have left. Alternative commercial models, widely used in the private sector, can help align efforts with outcomes and ensure effective delivery.
UK consultancies work across diverse sectors, from global corporations to government departments. Public sector projects play a vital role in shaping infrastructure, improving services, and driving economic resilience. These engagements require deep expertise and collaboration, and their outcomes have a lasting impact on society. We are proud to contribute to this work and remain committed to delivering excellence and continuous improvement.
For further information, please go to www.mca.org.uk