Change in government is rarely simple
Central government tech programmes operate within a unique ecosystem (one of high scrutiny, competing priorities, and deeply embedded legacy systems). Delivering transformation isn’t only about implementing new technology; it’s about getting the people, policies, and processes to evolve in tandem.
And that’s where the Change Manager comes in.
What a Change Manager actually does
Too often, Change Management is misunderstood as a function that simply ‘handles communications and training.’ In reality, an effective Change Manager in central government plays a far more strategic role . . bridging the gap between policy, operations, and technology.
They are the navigators of organisational inertia, ensuring that government tech programmes don’t just ‘go live’ but actually deliver their intended benefits.
Their role revolves around three fundamental pillars:
1. Aligning Stakeholders beyond surface-level buy-in
Government technology initiatives often involve a complex web of stakeholders.
From senior policymakers and operational teams to regulatory bodies and external suppliers. Each comes with its own agenda, concerns, and resistance points.
As well as sending stakeholder updates, the Change Manager ..
Maps influence and impact– Understanding who will be affected, who holds decision-making power, and who can derail progress.
Anticipating resistance – Identifying where resistance is likely to emerge (frontline workers, department heads, external agencies) and mitigating it before it slows down momentum.
Translating strategic goals into operational reality – Ensuring that everyone(from executive sponsors to end-users) sees the connection between programme objectives and their day-to-day work.
Government transformation doesn’t fail due to lack of strategy . . it fails when stakeholders don’t see their place in it.
2. Cutting through red tape without cutting corners
Bureaucracy is often seen as the enemy of agility. But in central government, governance, compliance, and regulatory oversight are non-negotiable.
The challenge? Driving meaningful change within these constraints . . without being paralysed by them.
Understanding the policy landscape – A strong Change Manager focuses on how new regulations, data policies, and risk frameworks shape the transformation journey.
Balancing control with flexibility – Rigid methodologies often clash with evolving programme realities. The best Change Managers work with governance teams, not against them, to create adaptive delivery frameworks.
Keeping the change cycle moving – Navigating approvals, funding cycles, and compliance gates without letting the programme grind to a halt.
It’s not about bypassing process . . it’s about making process work in service of progress.
3. Driving adoption in an environment where ‘Good enough’ often wins
Public sector technology change faces a unique challenge: sustained adoption. Unlike commercial environments where competitive pressure forces innovation, government organisations often operate on a ‘good enough’ principle (where legacy ways of working linger even after new systems are introduced).
Building a case for change that resonates – Government employees often face change fatigue from successive transformation programmes. A Change Manager ensures the ‘why’ behind the change is clear, relevant, and actionable.
Reinforcing new behaviours, not just new systems – Change doesn’t end at deployment. It’s about embedding new ways of working into the culture so that staff don’t just comply but actively engage with new processes.
Measuring what matters – Are policies being followed? Are efficiencies being realised? Are citizen services improving? A Change Manager defines the right success measures to track real impact.
A system is only as good as its users. Adoption isn’t a milestone - it’s an ongoing process!
In central government tech programmes, technology isn’t the hardest part . . people are.
While programme teams focus on infrastructure, integrations, and compliance, the Change Manager ensures that the most complex system (the organisation itself) adapts, engages, and thrives in a new reality.
Without them, even the most ambitious transformation efforts risk becoming another underutilised system, another abandoned initiative, another lesson in what could have been.
So next time you think about digital transformation in government, ask yourself:
Who’s managing the change?!
