A scathing parliamentary report has laid bare the scale of dysfunction in Britain’s tech procurement systems, warning that entrenched problems across Whitehall are seriously undermining the country’s ambitions for digital reform.
Ministers have been told the government has a “mountain to climb” after MPs concluded key departments lack basic supplier data, crucial expertise, and even clarity over who’s supposed to be in charge. The result? Delays, inefficiencies, and a digital transformation effort that’s hitting brick walls.
MPs Sound the Alarm Over Weak Oversight
The Public Accounts Committee didn’t hold back. In a report published Tuesday, MPs said government leaders still don’t grasp how deep the cracks run in tech procurement.
For instance, just 15 people are dedicated full-time to managing technology suppliers across the entire Government Commercial Function — a unit with over 6,000 staff. That shocking imbalance, according to the report, is a flashing red warning light.
“The centre of government does not yet recognise the scale of reform required,” the report said, flagging deep-rooted cultural and structural issues.
That lack of insight is more than a technical problem — it’s becoming a strategic liability. Without a grip on the tech stack or supplier base, the UK’s digital government ambitions are being stifled before they can start.
Who’s in Charge? Nobody Seems Sure
Things get murkier when it comes to leadership. Responsibility is split between the Cabinet Office, which houses the GCF, and the Department for Science, Innovation and Technology (DSIT), home to the new Digital Commercial Centre of Excellence.
The two agencies are supposed to work together, with backup from the Government Digital Service. But MPs say the lines of accountability are fuzzy — if they exist at all.
One paragraph from the report cuts straight to the point: “The Cabinet Office and DSIT should urgently clarify their respective roles within digital procurement.”
It’s not just about turf wars. The report calls for an official Treasury Minute to force clarity on who’s steering the ship when it comes to supplier relationships and procurement decision-making.
Departments Operating in the Dark
Many departments can’t even answer basic questions about how much they spend on tech or with which suppliers.
That blind spot is a huge problem when public services rely increasingly on outsourced IT, cloud infrastructure, and AI platforms. MPs argue that without visibility, there’s no way to manage risk or control costs.
Here’s the crux of it:
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Many departments lack consistent, high-quality data on their digital contracts.
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Few have access to a clear supplier register or audit trail.
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Major contracts are often renewed or extended without proper performance reviews.
This isn’t new, but the persistence of these failures is what’s frustrating MPs the most. The government has known about these gaps for years — yet little has changed.
A Crisis of Skills, Not Just Systems
Another glaring issue is talent. Digital procurement isn’t just about spreadsheets and frameworks — it requires people who understand both tech and contracts.
But as it stands, departments are struggling to recruit and retain people with the skills to handle digital deals properly. Some departments don’t even have a single in-house expert who can confidently manage large-scale tech vendors.
Without significant investment in training, hiring, and upskilling, MPs warn the government will keep getting pushed around by private vendors who know the systems better than the civil servants managing them.
Call for Radical Transparency
One of the more pointed recommendations is that the government needs to become radically more transparent. That means publishing more data, faster, and in more accessible formats.
It also means holding tech vendors to a higher standard — especially those with multimillion-pound contracts. MPs argue the public deserves to know what’s being bought, why it’s needed, and whether it’s delivering value.
Transparency is more than just optics:
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It improves accountability.
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It discourages complacency in supplier performance.
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It can attract smaller, more agile vendors to bid for government work.
Some observers think this could unlock more innovation — but only if the system is cleaned up first.
Hope Lies in Reform — If It Happens
Despite the harsh findings, there is a path forward. The report acknowledges that the creation of the Digital Commercial Centre of Excellence is a step in the right direction. But it warns this new body must be given teeth — and clear authority.
It also urges that reforms not be allowed to drift. Delays, half-measures, or endless consultations would only deepen the malaise.
There’s real potential here, MPs say, if the Cabinet Office and DSIT take the lead, fix the basics, and invest in people and data. But that “if” is doing a lot of heavy lifting.
For now, the government’s grand plans for digital transformation remain more aspiration than reality. Unless procurement is fixed — decisively and fast — the UK risks staying stuck in the analogue past.
