You Won't Believe How Human Factors Are Sabotaging Government Collaboration—Is Your Tax Money at Stake?

Collaboration has long been a challenge within the UK government, where despite shared missions and cross-cutting priorities, departments often struggle to work effectively beyond their organizational boundaries. Systems are disjointed, funding rarely aligns, and promising ideas frequently fail to scale. During a recent discussion at the Think Women in Digital Government event, experts revealed that the primary barrier to effective collaboration is not technological, but rather the structures, incentives, and leadership styles of these organizations.

Dena Habashi-Ayub, platform owner at HMRC, emphasized the characteristics of effective collaboration: “Aligned to shared goals, shared outcomes… focused on user needs and psychologically safe environments.” Yet, current departmental structures are predominantly concerned with their own objectives, budgets, and accountability lines. This leads to collaboration being viewed as an additional effort rather than the default method of operation.

The Barrier of Ownership

One question continues to hinder collaboration more than any other, as pointed out by Amanda Payne, client success and strategy director at GAIN: “Who owns this?” In cross-government initiatives, the issue of ownership often remains murky, with funding located in one department while benefits materialize in another. This lack of clarity creates friction when transitioning from ideas to implementation.

Payne noted, “Who’s paying for it? Do they own it? Do we have to go on this journey if we don’t own it?” This tension often explains why collaboration thrives in the early stages—like discovery, design, and workshops—but breaks down during implementation. Debbie Wilson, head of data at Ordnance Survey, echoed this sentiment, describing a common pattern: “We kick off something… it’s a really brilliant idea… and then it fizzles.” She highlighted that only a small fraction of collaborative initiatives make it through to delivery, and the key to successful collaboration lies in identifying who will lead the effort.

“If you have a clear idea of who’s going to lead… you actually do collaborate around shared vision, shared goals, shared outcomes,” Wilson stated.

The panelists acknowledged the role of communities of practice and cross-government networks as “powerful enablers” of collaboration. Habashi-Ayub pointed out that these networks help build trust, share knowledge, and accelerate collaboration. However, there are limitations; participation is often voluntary and exists alongside everyday job responsibilities. Without formal recognition or support, the impact of these communities can be uneven. “We need to make it part of the strategic capability of organisations,” she asserted.

This focus on community aligns with the understanding that collaboration fundamentally revolves around people. Wilson stated, “Collaboration is based on culture. It really is about people working well together.” Trust, openness, and the ability to engage in difficult conversations—especially during transitions—are essential components of effective collaboration. Habashi-Ayub reinforced this by emphasizing the need for “psychologically safe environments” where teams can express concerns and navigate challenges together. Without this foundational trust, collaboration risks becoming superficial or forced.

Leadership and Practical Solutions

Verity Prime, executive director at the National Audit Office (NAO), challenged the prevailing assumptions about central control, suggesting that the “centre” is often not as powerful as perceived. “What can you just do and get on with?” she questioned. This perspective encourages teams to take ownership of their initiatives, supported by strong leadership and clear objectives. “Encourage people to disagree… rather than racing to the easiest answer,” she added.

The panelists noted that silos are not necessarily dysfunctional; many teams collaborate effectively within their own domains. The challenge lies in the lack of incentives to extend collaboration beyond those boundaries. Payne remarked, “You’re working effectively in your silo… there’s no incentive to change.” Overcoming this mindset requires both leadership challenges and practical mechanisms, such as shared goals, joint funding, or cross-team engagement.

Looking forward, the need for improved collaboration is becoming increasingly urgent. Prime pointed to the implications for data, AI, and digital services, noting, “You can totally see where something’s been built in a silo… and how much more work that creates later.” Without foundational collaboration, future systems risk perpetuating fragmentation rather than resolving it.

The panel offered practical steps for organizations to enhance collaboration:

• Align around shared outcomes, not structures: Focus on the problem you are solving rather than departmental boundaries.
• Address ownership and funding early: Clarify accountability and funding mechanisms before moving into delivery.
• Move beyond informal collaboration: Communities need formal backing, time, and recognition for sustained impact.
• Invest in relationships: Create opportunities for teams to connect as people, fostering trust.
• Create psychologically safe environments: Promote openness about concerns and disagreements to ensure honest dialogue.
• Build incentives to work across silos: Measure success collectively, not just at the departmental level.
• Strengthen leadership behaviors: Leaders should model collaboration and support shared accountability.
• Focus on delivery: Ensure plans extend beyond initial phases for effective implementation.
• Start where you have agency: Identify local actions and build momentum without waiting for central direction.
• Design for interoperability: Create shared standards to avoid new silos in data and systems.

As the UK government navigates the complex landscape of collaboration, it is clear that addressing these structural and cultural barriers is crucial for transforming ambition into actionable outcomes. The stakes for effective collaboration are higher than ever, and the urgency to cultivate a culture of innovation and cooperation is paramount.