In this Q&A, Ashish Devalekar, business head of Europe & UK at Mphasis, discusses the challenges in implementing AI and digital transformation across the public sector.
Q: You’ve worked with central and local governments to design and integrate citizen benefits. What were the key success factors in delivering this kind of large-scale digital transformation in the public sector?
At Mphasis, our success in delivering large-scale digital transformation for the public sector is underpinned by several key enablers. First, we have adopted a technology-agnostic approach, offering independent, vendor-neutral advice that gives our clients full confidence in our recommendations. This ensures all solutions are in their best interest, free from commercial bias.
Second, we strive for rapid and scalable mobilisation by leveraging our in-house frameworks to deploy highly skilled, SFIA-aligned (Skills Framework for the Information Age) experts across all programme phases. This enables us to seamlessly integrate with our clients’ operating models and delivery needs.
Finally, we foster a strong ‘One Team’ culture by fully embracing our clients’ ways of working. By “leaving badges at the door” and functioning as a unified team, we built deep trust and drove delivery excellence through true collaboration.
Q: Governments often face fast-moving policy changes and rigid legacy systems. How do you balance the need for flexibility with the reality of infrastructure and processes?
For the public sector clients, programme timelines are often dictated by legislative mandates and policy commitments, making time-to-market a critical factor. To balance this need for agility with the constraints of legacy infrastructure, Mphasis partners closely with our clients to design and embed SAFe (Scaled Agile Framework) Agile delivery practices tailored to their internal release cycles and governance frameworks.
This ensures agility without compromising compliance or stability. Additionally, we implement a structured 30-60-90 day forecasting model, allowing us to plan for upcoming changes and resource needs proactively. By combining speed with resilience, we enabled our clients to respond swiftly to evolving policy priorities while maintaining the integrity of their existing systems and ensuring uninterrupted service delivery.
Q: What strategies have proven most effective in upskilling government teams and embedding digital thinking across departments?
Implementation of tailored talent development initiatives has been one of our most effective strategies for upskilling government teams and embedding digital thinking across departments. We focus on identifying promising individuals, particularly from underrepresented or less visible communities, and provide them with customised learning pathways aligned to both programme objectives and individual career goals. These pathways often led to longer-term roles within government, contributing to sustainable in-house capability.
In parallel, we design and deliver targeted learning programmes, known internally as “Client University,” to reskill existing staff in new technologies and agile delivery models. This blends an inclusive approach that digital skills and mindsets were embedded across the organisation, driving cultural change and supporting long-term transformation.
Q: Financial constraints are a persistent issue for local and central governments. How can digital initiatives be designed to deliver better citizen outcomes while also being cost-effective?
Financial constraints are a constant challenge across both local and central government. While shifting priorities can make outcome-based models difficult to apply, we strongly believe that outcome-driven delivery is one of the most effective ways to maximise public value.
We therefore advocate for shared risk-reward models between government and digital delivery partners, which help align incentives, encourage innovation, and ensure that resources are focused on delivering measurable benefits to citizens. By designing digital initiatives that not only address immediate goals but also lay a sustainable, adaptable foundation for future services, it’s possible to improve citizen outcomes while maintaining cost-effectiveness and long-term value for the public sector.
Q: How can governments accelerate their digital journey to meet rising service expectations without sacrificing inclusivity or accessibility?
Governments can address this by adopting multi-channel strategies that ensure services are accessible across digital platforms, telephone, and in-person touchpoints.
By embracing AI responsibly, governments can streamline processes, provide personalised citizen interactions, and scale service delivery to meet rising expectations. True acceleration comes not from cutting corners but from building smart, inclusive, and citizen-first service models that balance speed with accessibility for all citizens.
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Autor(en)/Author(s): Christine Horton
Dieser Artikel ist neu veröffentlicht von / This article is republished from: Think Digital Partners, 27.08.2025
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