TLDR: The Think Data for Government 2025 event highlighted a shift in the public sector from isolated experimentation to collaborative problem-solving. While challenges like funding constraints, legacy silos, and skills gaps persist, there is a renewed focus on sharing solutions and standardising data practices. Key takeaways included the success of citizen-focused projects (like single-view debt management), the need to embed data literacy across all government roles, and the move towards converged technology platforms to ensure timely, accurate data delivery.
Author Bio
Agile is a leading data consultancy firm, founded by industry experts Steve Whiting and Owen Lewis, dedicated to helping organisations modernise, manage, and monetise their data. With a mission to unlock the power of data, their team of highly skilled, creative, and collaborative problem-solvers works with a wide range of clients, from FTSE250 to S&P500 companies, delivering tangible, value-for-money data solutions. Our unique Agile Information Management Framework (AIM) ensures projects are executed with integrity and a focus on measurable business outcomes, making them a trusted partner for organisations looking to transform their data landscape.
Think Data for Government – December 2025
The Think Data for Government event on 3 December 2025 brought together practitioners, leaders and technologists from across the public sector to discuss how data can deliver better outcomes for citizens. Throughout the day, one theme was clear: while the challenges are real, the sector is becoming more open, more collaborative and more confident in the value of data.
Funding constraints, legacy systems and the ongoing struggle to recruit and retain data professionals still dominate the landscape. Public sector organisations continue to grapple with fragmented systems, often holding different records for the same person and many teams still struggle to evidence the impact of their work in a way that convinces decision-makers. Yet what felt different this year was the shared recognition that these problems are universal. Nobody is alone in dealing with silos, data quality concerns, low maturity or a lack of trust. Instead of starting with the technology and experimenting in isolation, organisations are increasingly looking outward, asking what others are doing well, and searching for examples they can adopt or adapt.
Local Government is still fighting the same four battles
The Local Government Association survey was cited early in the day, and its findings echoed across sessions. Councils continue to face four intertwined challenges:
- Lack of funding
- Legacy systems and fragmented data where the same resident often appears across multiple systems with no shared view
- Not enough data professionals
- Difficulty evidencing the impact of data projects to those holding the purse strings
The message was clear: progress isn’t just about technology, but about capability, investment, and an ability to demonstrate tangible value.
A case study from Richmond and Wandsworth council demonstrated what becomes possible when a council takes a bold, citizen-focused approach to a long-standing issue. By creating a single view of debt across the organisation, the team not only streamlined internal processes but also transformed the way support is provided to residents. The project reframed debt not simply as an administrative activity but as an opportunity to understand and assist individuals who may be in vulnerable situations. It was a compelling reminder that data work directly impacts citizen wellbeing.
Many speakers urged a shift in mindset: start with the why. Focussing on the outcomes we want to achieve before diving into datasets or platforms. Data teams, it was said, need to become constant storytellers, explaining clearly how their work drives public value. Treating data like a genuine organisational asset also gained traction. Just like physical assets, data should be regularly assessed: its condition, usage, cost, accessibility, and who is responsible for maintaining it.
Silos, maturity, quality & trust: we’re not alone
Terms like silos, maturity, data quality, trust, and meta-bias cropped up repeatedly.
But this time, the tone was different:
“We’re not alone in this.”
There was a shared recognition that local authorities across the country face similar issues. The focus is shifting from experimenting with technology in isolation to learning from each other, sharing what works, and scaling proven patterns— - if only a proper catalogue or library of resources existed.
Capability gaps are widening across local government
A recurring observation was the enormous variation in data maturity across local government, with some councils surviving on half an FTE of data capacity while others have dedicated departments of 100 people. This diversity makes consistency difficult, but it also creates opportunities for cross-pollination. Organisations such as the London Office of Technology and Innovation were highlighted as examples of how shared learning can accelerate progress.
One of the standout messages came from discussions on data literacy. Data should no longer be viewed as a niche specialist skill. Every role in government generates, handles or relies on data, meaning data capability needs to be embedded across the workforce. Civil servants already wear multiple hats, and data should be one of them. Leaders must understand the power of digital, data and technology if they are to prioritise it effectively. Recruitment practices also need to evolve, not only to broaden the talent pool, but to address persistent gender imbalances in digital and data roles.
Modern data sourcing: Standardisation, convergence & better pipelines
The penultimate session saw our own CEO, Steve Whiting, discuss modern data sourcing alongside Giuseppe Sollazzo Head of Data Enablement at DWP Digital. The conversation highlighted how organisations are moving toward simplified, standardised and more integrated platforms. Technology convergence is accelerating, with common ecosystems emerging. But the emphasis remained firmly on the human side. Good data sourcing requires multidisciplinary collaboration: the people who build data pipelines are not always the same people who understand the service problem, and meaningful progress happens when those groups work together. Underpinning this is a simple question every organisation must answer: are we receiving data that is both timely and accurate, and are we using it in a way that continuously improves our services?
In Summary: A public sector ready for collaboration and change
Throughout the day, conversations about data sharing returned again and again. Not only the sharing between organisations, but within them. Internal silos remain one of the biggest barriers to unlocking value. Culture, trust and capability are just as critical as the technical architecture that enables integration.
By the end of the event, the message felt hopeful. The public sector knows what it needs to do, and it is increasingly willing to learn from itself and from others. The challenges are persistent, but so is the ambition. Think Data for Government 2025 showed a sector that is ready to collaborate, ready to rethink how it uses data, and ready to make meaningful change for the citizens it serves.
If your organisation is facing similar data challenges, or you’re looking for support in implementing data transformation then contact us today.
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