Beyond dashboards: Rethinking data-driven decision-making in the public sector

In recent years, the UK government has invested heavily in digital transformation programmes – consider NHS Digital’s modernisation efforts, for example. These initiatives are designed to make services smarter and operations leaner, largely powered by the promise of data. 

Yet today, even amid a sea of dashboards, reports, and metrics, many public sector leaders find themselves stuck. Instead of clarity, they’re met with confusion. Instead of faster, smarter decisions, they face inertia. This problem isn’t a lack of data – it’s a lack of connected, contextual insight. 

A familiar pattern, magnified in government

While our recent research focused on enterprise decision-making, the lessons resonate strongly in the public sector. In fact, the challenges may be even more acute. 

We found that more than half of enterprise leaders feel paralysed by the sheer volume of dashboards they encounter. Even more concerning, 77 percent say they rely on dashboards they rarely question. If this is helping in businesses with dedicated data teams and modern infrastructure, public sector organisations – often burdened by legacy systems, rigid siloes, and tighter budgets – face even greater hurdles.  

According to a 2023 report from the UK’s National Data Strategy, the government holds more than 100,000 datasets across hundreds of departments. That’s a vast pool of potential insight – but without integration and context, it risks becoming white noise.  

Siloed systems, fragmented decisions

Government data is often collected in departmental siloes, each operating on different systems, standards, and timelines. This structure creates two major risks: 

• Inefficient, misinformed decisions. Without joined-up data, decision-makers act on partial pictures. For example, a rise in calls to a benefits helpline might lead to more funding for contact centres – but without linking that trend to delays in claim processing, the true issue goes unsolved. 
• Fear of missed opportunities. Our survey found that 67 percent of leaders worry they’re making the wrong decisions because the data doesn’t tell the full story. In the public sector, when service design affects real people’s lives, that fear is amplified. Disconnected data can mean wasted budgets, misaligned policies, and damaged public trust. 

Is AI the fix? Only if context comes first

There’s increasing excitement about AI in government – from streamlining healthcare administration to automating case management. But integrating AI into a fragmented, siloed system can make matters worse, not better. 

AI is only as good as the data it’s trained on. Without reliable, connected, and context-rich input, AI tools risk producing outcomes that are biased, misleading, or simply incorrect. It’s no surprise then that nearly half of decision-makers in our survey say they’ve implemented AI – but don’t feel confident they’re using it effectively. 

For the public sector, with its unique sensitivities around privacy, transparency, and accountability, this risk is even more pronounced.  

The missing link: Journey management

To move beyond disconnected dashboards and misaligned data, governments need a new kind of orchestration. That’s where Customer Journey Management (CRM) – or Citizen Journey Management in this context – comes in. 

Journey management connects insights across departments and platforms, helping organisations view citizen experiences holistically rather than in isolated fragments. It aligns teams around shared goals and real-world outcomes. 

With the right tools, public sector teams can map citizen journeys in real-time, spot pain points, and act on root causes – not just symptoms. Whether it’s navigating housing support, applying for a visa, or accessing NHS services, every journey contains valuable data. The key is to make that data coherent and actionable.  

From metrics to meaning

Public sector transformation doesn’t need more dashboards – it needs more meaning. 

As we enter another wave of technological change, led by AI and automation, now is the time for leaders to step back and ask: 

• Are your data systems giving you a full, contextual picture? 
• Are departments aligned around citizen outcomes, or operating in siloes? 
• Are decisions being made in a way that’s accountable, efficient, and grounded in real experience? 

The future of public service delivery is undoubtedly data-driven – but to make that data useful, it must also be context-driven, journey-informed, and citizen-centred.