Leading Digital Change: Key Takeaways from Tile Hill’s Roundtable

 

Digital change isn’t just about technology; it’s about people and the leaders who make it happen. That was the central message of Tile Hill’s recent webinar, Beyond the Tech: The Leadership Approach Behind True Digital Change, held on 29 September 2025. 

Hosted by Tile Hill’s Laura Murphy and Andrew Stilwell, the session brought together senior leaders from across local government, housing and central government to explore what it really takes to turn digital ambition into real-world impact. 

Right from the outset, a live poll revealed sixty-three per cent of attendees said their biggest barrier to transformation is a lack of clear strategy and leadership alignment. Another fifty-four per cent said they want future sessions to focus on leading cultural change and bringing people with them. The message was clear: the barriers to digital success are rarely technical. 

Speakers Alison McKenzie-Folan (Wigan Council), Priya Javeri (A2Dominion Housing) and Tom Hyner (UK Parliament) shared how values-led leadership, collaboration and an ethical approach to innovation are helping their organisations navigate complex change. 

Their collective insight was clear: lasting digital transformation depends not on the tools we use, but on the leaders who inspire people to think differently, work together and deliver better outcomes for communities. 

The discussion was timely, reflecting growing calls across public services to move ‘beyond the tech’ and invest in leadership, skills and cross-sector collaboration. As Laura Murphy noted in her introduction, the session aimed to look at “the leadership approaches that make transformation stick; the decisions, behaviours and cultures that turn ambition into action.” 

 Leadership as the Catalyst for Digital Change 

If digital transformation begins anywhere, it begins with leadership. That was the clear takeaway as the discussion turned to how vision, culture and courage shape the digital journey within public services. 

Alison McKenzie-Folan, Chief Executive of Wigan Council, shared how her organisation’s transformation has been rooted in values and people, not platforms. “Our journey has been based on our core values,” she explained. “It links really well to digital innovation because it’s about permission to innovate, allowing freedom and opportunity for people to do things in radically different ways.” 

For Wigan, this values-led approach has matured over more than a decade, centred on creating a culture where innovation thrives. McKenzie-Folan described it as “fostering psychological safety, giving people the confidence to try new things, challenge the status quo, and to know it’s OK to make mistakes because the best thing you do is learn from them.” 

She also spoke about mission-based leadership, a philosophy that encourages cross-organisational collaboration and dismantles hierarchy. “It’s about removing silos and making sure people can connect across boundaries to see the whole system,” she said. “Digital isn’t just for IT, it’s everybody’s job.” 

From a different vantage point, Priya Javeri, Chief Information Officer at A2Dominion Housing, echoed the same principle of empowerment. With experience spanning local government, housing and the private sector, she has seen how true digital progress depends on shifting ownership beyond the IT department. “Digital is part of everything we do,” she said. “We cannot deliver most of our services if it wasn’t for technology, but it’s not just IT’s job. It’s about empowering users.” 

To bring that idea to life, Priya has rolled out Microsoft Co-Pilot licences across A2Dominion, training over a hundred staff from outside IT to build their own digital tools. “You no longer need to be a programmer to write a bot,” she explained. “People closer to the problem can now drive innovation, and that’s the cultural shift we need.”  

Both leaders agreed that courage and trust are essential: the courage to lead differently, and the trust to let others take ownership of change. As McKenzie-Folan summed it up, “It’s having the confidence and resilience to create the right environment for your organisation, and then sticking with it.” 

Adding a complementary perspective, Tom Hyner, Commercial Director at the UK Parliament, reminded attendees that successful transformation depends on humility and collaboration across all functions, not just digital teams. “You need leaders who understand that no single department holds all the answers,” he said. “Real change happens when you bring people together to solve problems as one team.” 

Hyner also reflected on the poll results that pointed to strategic alignment as a major barrier, adding that “clarity of purpose and pace of delivery must go hand in hand. Leaders need to set direction and enable others to move quickly within it.” He emphasised that functions like finance, commercial and HR should not be seen purely as controls. “If leaders align risk appetite and ambition early, those functions become enablers of pace, not gatekeepers.” 

He pointed to a recent enterprise software programme where finance, HR and commercial were embedded from day one. “Opening up the conversation early let us unbundle delivery, close skills gaps and uncover value the core team hadn’t anticipated.” 

Together, the panel underscored that leadership is the true catalyst for digital change, achieved not through control but through courage, trust and the ability to bring others along. 

Embedding Culture and Values 

If leadership sets the direction for digital transformation, culture is what makes it stick. For all three speakers, embedding the right values and behaviours across teams was seen as the foundation for lasting change. 

At Wigan Council, Alison McKenzie-Folan described how cultural transformation has been a decade-long journey built on empathy, creativity and deep community connection. She outlined what she calls the organisation’s “magic ingredients” for transformation: “See the person, listen deeply, know this place, connect to neighbourhoods, do the right thing and lead with love and pride.” 

These principles, she explained, go far beyond digital strategy. They define how people work together and how Wigan delivers public service innovation. “Our behaviours, be positive, be accountable, be courageous and be kind, shape how we collaborate, respond to challenges and support each other,” Alison said. “You only embed change through how the organisation feels every day.” Change only sticks when it shapes the day-to-day experience of the organisation. 

Part of that cultural work involves creating space for learning and experimentation. From learning festivals to open forums celebrating innovation, Wigan is intentional about building confidence and curiosity. “Digital is for everyone,” she added. “It’s not something that sits in IT; it’s about people having the adaptability and confidence to try new things.” 

This cultural focus, McKenzie-Folan suggested, demands leaders who model vulnerability and compassion. “You can’t lead digital change from behind a desk. You lead it by showing up, listening and learning alongside your teams.” 

For Priya Javeri at A2Dominion Housing, that adaptability is central to how her teams operate. With a focus on horizon scanning and future readiness, she encourages her staff to look beyond day-to-day digital delivery and anticipate what’s coming next, from AI-driven services to data-led decision making. 

“The skill we need most now is digital innovation,” she said. “Can we look at what’s on the horizon, and apply it ethically and effectively to improve our services?” Her emphasis on cross-functional ownership mirrors Alison’s approach: “Digital responsibility isn’t limited to IT anymore; it’s everyone’s job. 

Across both organisations, the message was clear. Culture isn’t a by-product of transformation, it’s the enabler. By building environments where people are trusted, connected and values-driven, leaders can make digital change part of everyday life, not just a project. 

 Cross-Functional Collaboration and Breaking Silos 

Digital transformation thrives when teams break down silos and work together. 

Tom Hyner, Commercial Director at the UK Parliament, shared how early collaboration across HR, finance and commercial unlocked new value during a major software project. “By opening up the conversation early, we found new ways to unbundle delivery, fill skills gaps and create value we hadn’t seen before,” he said. “Humility is key; no one team knows everything. Collaboration is how we deliver complex outcomes.” 

He also noted that for central government, balancing pace with process is often the hardest challenge. “Functions like finance or procurement are built for control,” he said. “But transformation demands we work as enablers, not gatekeepers.” 

Hyner urged leaders to make one person cross-functionally accountable for outcomes. “The phrase is overused, but you need a ‘single neck to choke’ someone responsible for pulling the strings across silos.” He also stressed capability inside commercial teams. “Procurement needs to understand how agile delivery actually works, so we can design proportionate routes to market and governance that fit digital services.” 

He warned against mistaking near-term change for true transformation. “We often mislabel change as transformation and fixate on immediate outputs. That myopia bends technology around bad processes,” he said, recalling a legacy programme where users asked for two devices to keep old habits. “It wasn’t a tech problem; it was a process and behaviour problem.” 

Alison McKenzie-Folan at Wigan Council echoed this, describing how mission-based leadership helps connect people across boundaries, encouraging shared responsibility for digital innovation. Similarly, Priya Javeri at A2Dominion spoke about reshaping governance to empower staff outside of IT to drive digital solutions and lead local change. 

Together, their insights highlighted that collaboration is more than coordination; it’s a cultural mindset. When leaders prioritise openness, shared ownership and trust, transformation becomes something the whole organisation delivers, not just a single team. 

 Data and AI – Ethics and Opportunity 

Few topics sparked as much interest as the rise of data and AI, tools that promise huge potential but demand strong ethics and trust. 

At Wigan Council, Alison McKenzie-Folan described how her team is embracing AI to ease administrative pressures and improve services while keeping residents at the centre. “We’ve been using AI in areas like adult social care, business intelligence and survey analysis,” she said. “It’s helping with the administrative burden and improving the quality of interaction with residents.” 

Crucially, she stressed the importance of governance and transparency. “We’ve had long debates about the ethical factors,” she noted. “It’s vital to have open conversations with staff, residents and politicians so we use AI safely and responsibly.” Wigan has even launched an AI Academy to build skills and confidence across the organisation. 

Priya Javeri of A2Dominion Housing echoed that balance of innovation and accountability. “AI can help us work faster and smarter, from scanning thousands of documents to predictive modelling in customer services,” she said. “But we must always protect our residents’ data and ensure we use these tools responsibly.” 

She added that education and awareness are key. “People find AI useful, but we have a duty to help them understand the risks. Digital isn’t just IT’s job anymore; it’s everyone’s responsibility.” 

From a commercial lens, Hyner said AI needs three things: policy, user cases and operational grip. “AI is sometimes a solution looking for a problem,” he cautioned. “Start with proportionate governance, then back real user cases with compliant, practical tools.” 

On contracting, he advised building in auditability and guardrails. “Make transparency non-negotiable: GDPR, data residency, IP, security standards, acceptable use and monitoring. Don’t assume standard terms are sufficient for AI.” 

Hyner also touched on environmental impact. “Scope 2 and 3 emissions work will inevitably reach your third-party platforms and AI providers. Use AI where it adds the most value. Policy can steer usage away from low-impact, high-compute tasks.” 

For all three speakers, AI isn’t about replacing people. It’s about freeing them to focus on what matters most. The opportunity is clear, but so is the challenge: using technology not just efficiently, but ethically and with humanity. 

 Cybersecurity and Strategic Risk 

As digital transformation accelerates, so too do the risks that come with it. Both Alison McKenzie-Folan and Priya Javeri highlighted cybersecurity as a leadership priority, not just a technical one. 

At Wigan Council, McKenzie-Folan described a hands-on approach to preparedness, including live cybersecurity exercises for senior leaders. “We’re constantly testing our response,” she said. “It’s about keeping awareness alive, learning from others across the sector and supporting each other in a complex digital world.” She emphasised collaboration across local government and national partners as essential to building resilience. 

In the housing sector, Priya Javeri underscored the heightened responsibility to safeguard personal data. “Cybersecurity isn’t just an IT issue, it’s about protecting people’s data and trust,” she said. At A2Dominion, her team combines strong internal controls with regular external audits and regulatory scrutiny to ensure residents’ information is secure. 

From a central government standpoint, Tom Hyner emphasised the need for flexible contracts and proactive risk management. He pointed to new provisions under the Procurement Act 2023 that allow contracts to adapt as threats evolve, provided organisations remain transparent and accountable. “A contract without flexibility,” he cautioned, “is a symptom of poor horizon scanning.” 

He added, “Threats evolve over a three to eight-year contract life. Bake flexibility in up front with outcome-based specs, review points, rate cards and options, and pair it with disciplined change control. The new Procurement Act lets you adapt if you stay transparent.” 

Both leaders agreed that cyber awareness must run through the whole organisation, from boardrooms to frontline teams, because, as Javeri put it, “protecting data is protecting people.” 

 Balancing Innovation with Inclusivity 

As the conversation turned to questions from the audience, one theme stood out: how can digital innovation move forward without leaving people behind? 

Alison McKenzie-Folan and Priya Javeri were united in their response: inclusivity must sit at the heart of every transformation. “We must listen deeply and design with, not for, communities,” they agreed. For McKenzie-Folan, that means engaging directly with residents, especially those who might feel excluded from digital services. “It’s about seeing the person and hearing their lived experience,” she said. “Transformation only works if everyone can access it.” 

Javeri echoed the point from a housing perspective, describing how A2Dominion uses resident panels and customer forums to co-design services that meet real needs. She also cautioned against assumptions about who is digitally excluded, noting that confidence and motivation can be as big a barrier as access to devices. 

Hyner linked inclusion to commercial choices. “If you don’t design accessibility and assisted digital into your requirements and supplier evaluation, you’ll buy exclusion by accident. Make inclusion measurable in the contract, then manage to it.” 

This resonated strongly with the audience, reflecting wider debates about digital poverty versus digital capability across the UK. As several attendees noted in the chat, “digital inclusion isn’t only about infrastructure; it’s about mindset, trust and confidence.” 

Together, they reinforced a simple truth: innovation means little if it doesn’t include everyone. 

 Navigating Financial Pressures 

Even as public services face tightening budgets, Alison McKenzie-Folan stressed that digital transformation requires an investment mindset. At Wigan Council, she has continued to prioritise innovation through years of austerity by focusing on long-term impact rather than short-term cuts. 

“Transformation isn’t about cutting, it’s about investing in long-term outcomes,” McKenzie-Folan said. “You have to understand your medium-term financial plan but also recognise that investment in innovation will save money and improve services over time.” 

Priya Javeri echoed the need to balance efficiency with value, noting that housing providers like A2Dominion face the dual challenge of meeting regulatory obligations and driving digital change. “It’s about being strategic; investing where it improves resident experience and strengthens our resilience,” she said. 

From a central government perspective, Tom Hyner added that collaboration between commercial, digital and finance teams is key to making limited budgets go further. “When functions work together, you can unlock new value and design smarter contracts that flex with change,” he explained. 

He added, “A contract without flexibility is a symptom of poor horizon scanning. Shift from output-pricing to outcomes, create optionality and use market engagement to surface different delivery models. That’s how you protect value and keep pace when budgets tighten.” 

The panel agreed that despite financial constraint, standing still is the biggest risk. As Hyner summarised, “Transformation is a long game, but one that repays the investment many times over when it’s led with purpose and collaboration.” 

Across the discussion, one theme stood firm: even under financial pressure, transformation isn’t a cost to control; it’s an investment in the future. 

 Closing Reflections 

As the discussion came to an end, the panel reflected on the evolving landscape of digital leadership, one that demands not only technical understanding but empathy, adaptability and courage. 

All three speakers agreed that the future of transformation lies in people, not platforms. Leaders must create environments where innovation is encouraged, collaboration is natural and experimentation feels safe. “Leadership, not tech, is what makes digital change stick,” was the message that resonated most strongly across the session. 

Alison McKenzie-Folan reflected that the most effective digital leaders are those who stay true to their values even under pressure. Priya Javeri spoke of the need for leaders to remain curious, to look ahead, scan the horizon and continually invest in people’s capability. And Tom Hyner emphasised humility: the understanding that no single team or function can deliver transformation alone. 

Their closing reflections pointed to a new model of leadership, one that blends vision with collaboration, resilience with compassion and strategy with purpose. 

For Tile Hill, the conversation reaffirmed its mission: to help organisations find and develop the leaders who can make transformation real. As Laura Murphy noted, “Our work is about connecting organisations with the leadership talent they need to drive meaningful digital change, not just for systems and services, but for the communities they serve.” 

The session closed with an invitation to continue the dialogue through Tile Hill’s upcoming events, leadership networks and digital practice community. The future of digital transformation isn’t just about keeping pace with technology; it’s about leading through it, together.