Building high-performing tech teams: key takeaways from DigiGov

Written by Lucy Flint, Public Sector Client Director, Robert Walters Consultancy

Every public sector organisation faces the same question. How do you build technology teams that deliver for citizens?

At our panel at DigiGov Expo last month, my colleague Matt Tanner put that question to three leaders who see it from very different angles: Leanne Cummings from the Government Digital Service, Karrista Rayment from the Bank of England and Tina Hibbett from DVSA. Between them they cover national digital services, critical financial infrastructure and services that millions of drivers rely on.

Here is a summary of the discussion, along with my own view from working in government and alongside public sector clients.

One goal makes one team

Most public sector delivery teams are a mix of civil servants, suppliers, systems integrators and contractors. The panel agreed that a shared goal is what holds them together. A broad strategy is hard to rally around. A specific goal with a clear outcome is much easier.

Onboarding still matters, even at pace. People need to understand the organisation they are joining and what is expected of them. The panel also questioned the idea that in-house is always good and suppliers are always bad. Insourcing has its place, but the best teams bring together whoever is needed to reach the outcome.

This matches what I see. I once worked with a central government department and other providers on a new web-based app. Agile was new to the department, and it took time to settle in together. My team led the sprint, starting with one shared goal. Regular check-ins and shared planning built trust, and soon everyone was working towards the same outcome.

The question I would ask any leader is simple. Does everyone on the team know what done looks like? If the answer depends on who employs them, you have multiple teams, not one.

Governance that helps you move faster

Pace and governance are often seen as opposites. The panel disagreed. Good governance helps you move faster when it is light and adds value. That means knowing who makes the decisions and giving them the few facts they need.

One practical idea stood out. Review each governance process and ask what decision it informs. If it doesn't shape a decision or change a risk, it may not be needed. The panel also said that going back to a governance board when plans change is a good thing. It shows the team has learned something. It is better to find a problem in a governance review than with your first thousand users.

In my experience, governance works best when it changes as the programme changes. What a board needs during build may not be what it needs in live service, so check it still fits. And make it normal to raise problems early.

Diversity is broader than the org chart

The panel was clear that representation is the foundation. But strong teams also need different thinking, experience, backgrounds and working styles. Some of the best delivery comes when comms, policy, cyber security and operations work alongside technology. Great tech on its own won't land if the people it serves aren't brought along too.

Leaders also need to make it safe to disagree and plan ways of working that suit everyone. Not every expert will speak up in a busy meeting. Sharing agendas in advance or asking for written input can help quieter team members contribute.

I would add that projects often get stuck when teams don't work closely together, not because of the technology. Earlier in my career, my team ran user acceptance testing for a new ERP system at a large public sector organisation. The aim was to adopt the system, not adapt it, so the technology was only half the job. The other half was helping very different users change how they worked.

So when you shape a team, think about everyone the outcome depends on, not just the people building it.

Culture belongs to everyone

When Matt asked each panellist for one piece of advice, three themes came through. Trust your people and let decisions sit with those doing the work. Build culture together rather than handing it down from the top. And when you need a decision, show people something real. Being right isn't enough on its own.

The audience asked some great questions too. Changing a difficult culture takes time and needs regular review. Principles can stay fixed while the culture around them grows. Everyone can shape culture, not just managers. Leaders set the example, but each person chooses how they show up. On trust, the panel's view was clear. Give it fully from the start.

My five key takeaways

Across the discussion, five practical lessons stood out to me. They all point to one idea: strong teams are built around a shared outcome, not an org chart.

• Give the whole team one clear goal.
• Keep governance light and focused on decisions.
• Make it normal to raise problems early.
• Make it safe for everyone to speak up and disagree.
• Build the team around the outcome, using the right mix of skills and experience.

Get these right and the impact reaches far beyond the team. It shows up in services that are simpler, faster and easier for citizens to use.

My thanks to Leanne, Karrista and Tina for such an open and practical conversation, and to Matt for hosting. If any of the challenges resonated with you, please reach out and I'd be more than happy to discuss further. 

Lucy Flint
Public Sector Client Director
E: Lucy.Flint@RobertWalters.com