As we start 2025, its obvious that there’s no shortage of ambition when it comes to Scotland’s public sector embracing innovation. From digital identity programmes to predictive analytics in health and social care, the nation has shown a real willingness to explore how technology can support better outcomes. But for every promising pilot that sparks interest, there’s a familiar question: how do we scale these innovations in a meaningful and sustainable way?
The journey from a well-executed trial to full-scale adoption across government is rarely simple. It’s not just about budgets or whether the technology is mature enough. It’s also about leadership, procurement culture, and the ability of different parts of the public sector to learn from each other. In this post, we explore what it takes to move from isolated experiments to lasting change and how Scotland can lead the way in scaling GovTech innovation.
The Pilot Trap
Innovation pilots are vital. They allow teams to test new ideas, reduce risk around emerging technologies, and experiment with different models of service delivery. But Scotland, like many other governments, sometimes finds itself stuck in a cycle where good pilots don’t lead to broader change.
There are several reasons for this. Some pilots begin without a clear plan for what happens next. Others are too specific to one local area, making it difficult to apply what’s been learned elsewhere. Often, the teams involved don’t have the support or resources to keep the work going beyond the pilot phase.
This doesn’t mean the pilots are a waste, far from it. But it does suggest we need to be more deliberate in how we design for growth from the start.
Shifting the Mindset: Innovation as Infrastructure
If we want more successful scaling, we need to treat innovation not as a side project, but as part of how government operates. Innovation should be seen as infrastructure, essential to how services are planned, commissioned, and delivered.
That means embedding innovation into funding models, policy development, and procurement frameworks. It also means accepting that digital skills, data capability, and user-led design are now fundamental to the success of public services.
Scotland’s Digital Strategy for Public Services, refreshed in 2021, laid strong foundations for this shift. The next step is making sure these ambitions are reflected in everyday decisions at every level of government, from local authorities and NHS boards to national agencies.
Building this capacity requires investment not just in technology, but in leadership, procurement expertise, and cross-sector collaboration.
Case Study: Digital Social Care
A good example of scaling can be found in Scotland’s social care sector. In recent years, several local authorities have trialled remote monitoring, digital tools, and assistive technologies to help people live more independently.
These efforts have moved beyond pilot status in some areas, with innovations becoming part of core service delivery. The key has been strong partnerships between councils, government departments, care providers, and technology suppliers. Shared goals and flexible governance helped remove many of the typical blockers to scale.
Five Enablers for Scaling GovTech
Looking across different sectors and initiatives, five key ingredients consistently help public sector innovations move beyond the pilot stage:
- Strong political and executive backing Long-term success depends on senior sponsorship. Without consistent support from ministers, directors, and chief executives, innovations risk being dropped when leadership changes or funding priorities shift.
- Clear procurement pathways Many small companies and startups struggle to transition from pilot to contract. If the route to procurement is unclear or overly complex, promising technology never reaches wider deployment.
- Standardisation and interoperability If solutions can’t integrate with existing systems or meet data standards, they’re difficult to replicate. Open APIs, shared data models, and modular architecture all help with scale.
- Knowledge sharing and communities of practice Learning from others can speed up adoption. Initiatives like the Digital Office and CivTech have shown how cross-public sector networks can help ideas spread.
- Outcomes-based funding models Contracts that focus on outcomes, rather than fixed deliverables, give public bodies the flexibility to adopt and evolve innovations based on local needs.
The Role of Local Government
Scotland’s councils are a vital part of the innovation landscape. They are close to the communities they serve and often have the clearest understanding of what local people need. But they also face major challenges from tight budgets to legacy systems.
The Digital Office for Scottish Local Government has helped to create momentum, but more support is needed to help councils adopt each other’s successes. Building shared platforms, supporting reuse, and encouraging joint procurement could make it easier to scale proven solutions.
Looking Ahead: A National Scaling Framework?
One idea worth exploring is a national framework for scaling GovTech innovation. This wouldn’t be about enforcing top-down rules but providing support and guidance to public bodies that want to grow ideas with impact.
Such a framework could include access to expert panels, additional funding for post-pilot implementation, and tools to help evaluate and adapt innovation in different contexts. It could also help define what ‘readiness to scale’ actually looks like, giving decision-makers more confidence to invest in next steps.
Conclusion
Scotland has a strong track record of innovation in the public sector. The challenge now is to build on this energy and turn pilots into lasting impact.
By embedding innovation into the core of government, investing in capability, and supporting a smarter approach to scaling, Scotland can continue to set the pace. This isn’t just about new tech. It’s about rethinking how we build public services, ones that are more agile, inclusive, and capable of meeting the needs of a fast-changing world.
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