Technology investment is essential for effective regulation, but securing approval isn't always straightforward. Discover five practical lessons from regulators on building stronger business cases and delivering successful digital transformation.
From replacing legacy systems and improving operational efficiency to exploring the opportunities presented by AI, regulators are increasingly expected to modernise while demonstrating clear value for money.
These challenges were the focus of a recent webinar hosted by Objective and the Institute of Regulation, where a panel of regulatory leaders shared practical lessons based on their experiences of delivering technology programmes across their organisations.
The discussion was inspired by Objective’s new guide, How to Write a Successful Business Case for Technology and Digital Investment, which collates regulator insights into a practical resource for developing stronger, more persuasive business cases.
The webinar highlighted just how relevant technology and digital investment is today with almost a third (31%) of attendees expected to begin developing a business case for technology investment within the next six to twelve months.
Across the discussion, five key themes emerged.
One of the strongest messages from both the guide and the panel was that successful technology projects begin by clearly defining the regulatory problem.
In a recent review of technology projects in the public sector, the National Audit Office found that most fail because the business problem was not considered properly. Too often, organisations become excited by new software or emerging technologies before fully understanding the challenges they're trying to solve. Instead, regulators should ask fundamental questions:
The webinar highlighted that technology should always be viewed as an enabler of regulatory outcomes, not an end in itself. By focusing first on business needs, organisations are far more likely to develop compelling business cases and select solutions that genuinely deliver value.
The webinar panellists stressed that the most important work happens long before procurement begins.
Nick Jones, Chief Executive and Registrar at the General Chiropractic Council, encouraged organisations to resist the temptation to focus immediately on the "shiny new product". Instead, he highlighted the importance of understanding existing processes, identifying pain points and taking the opportunity to redesign how work is carried out before introducing tech.
Likewise, the guide encourages regulators to spend time researching available approaches, speaking with peers (including providing a list of questions to ask), and learning from organisations that have already undertaken similar projects. As one contributor summarised in the guide: "Research, research, research."
The importance of this preparation was reflected in the audience poll. The most common challenge identified by attendees when developing business cases for technology was quantifying the benefits of technology investment (28%), followed by establishing the case for change (17%) and estimating full lifecycle costs and long-term affordability (17%). These are areas where early research, stakeholder engagement and evidence gathering can make the greatest difference.
Another recurring message was that successful implementation depends just as much on people as technology. Technology delivers value if people use it effectively.
User engagement should begin during problem definition and business case development, and continue throughout procurement, implementation and post-go-live. Regulators were encouraged to engage colleagues from different regulatory functions and disciplines, guided by the notion that multi-disciplinary teams will provide better insights and cover all bases. Involving operational staff, identifying champions and ‘super users’, and ensuring colleagues understand not only how a new system works, but why change is necessary, strengthens governance and accountability from the outset.
The panel also discussed the importance of measuring success beyond technical delivery.
Implementation is only the beginning. Organisations need to monitor adoption, continue improving systems and demonstrate that investments are delivering better services, improved productivity and stronger regulatory outcomes over time.
The webinar explored the importance of disciplined governance throughout the investment lifecycle.
Richard Cartland, Interim Executive Director of Transformation and Technology Services at the Nursing and Midwifery Council, described the value of a structured, gated business case process with clear sponsorship, governance and decision points. Rather than treating approval as a single event, organisations should view business cases as evolving documents that mature through discovery, planning, delivery and benefits realisation.
The discussion also highlighted that many business cases underestimate the true cost of technology investment.
Staff training, change management, supplier support and ongoing maintenance all contribute to the total cost of ownership and should be considered from the outset.
This was echoed through the webinar poll, where attendees identified procurement (14%), lifecycle costs (17%) and option appraisal (7%) as key barriers when developing technology business cases.
Unsurprisingly, artificial intelligence featured throughout the discussion.
Patrick Rickles, Head of Digital Innovation at the North Sea Transition Authority, argued that organisations should avoid implementing AI simply because it's there. Instead, AI projects should demonstrate clear alignment with organisational strategy, be supported by trusted data and include appropriate governance, cybersecurity and human oversight.
It’s all about balance, Patrick noted: “There’s a balance… [W]e want to make sure we're putting necessary security control governance in place while at the same token not stifling innovation.”
Although every regulator operates within different statutory, governance and funding arrangements, the discussion demonstrated that many technology investment challenges are similar. Successful organisations take time to understand the problem, engage users early and continuously, invest in preparation, build robust governance, manage change, and remain focused on the outcomes they want technology to deliver.
These principles sit at the heart of the new guide, providing practical advice, examples and checklists that regulators can apply when developing future technology business cases.
If you're responsible for digital transformation, technology investment or organisational change within a regulatory organisation, download your copy of How to Write a Successful Business Case for Technology and Digital Investment here.
You can also watch the full webinar discussion here.
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