When faced with the critical task of making policy or departmental decisions based on citizen or employee feedback, the default for many government agencies has been to call in the consultants. For decades, the path of least resistance has led to outsourcing the entire process – from data collection to analysis – to external professional services firms. This long-established habit, however, is becoming increasingly outdated, expensive, and inefficient.
It’s a behaviour born from a different era, when the technology required to deeply understand qualitative feedback simply wasn’t mature enough. The traditional thinking was that only large-scale, people-powered projects could deliver the necessary depth of insight. This created a reliance on external experts, not just for their manpower, but for the perceived validation they offered. If a decision based on outsourced research didn’t pan out, there was a degree of separation.
But the landscape has changed.
Today, the choice isn’t just between an in-house team and an external consultancy. There is a third, more powerful option: leveraging sophisticated software platforms to build your own data capabilities internally. This is not about simply buying a tool; it’s about adopting a ‘build, not buy’ mindset for the entire insight-gathering function.
The most significant advantage of this approach is data ownership and sovereignty. When you outsource research, your data – the voice of your citizens and staff – often ends up behind a curtain, controlled by a third party. Retrieving it for further analysis or to ask slightly different questions often means going back to the well and incurring new costs. By bringing the process in-house with the right technology, you become the custodian of your own data. This ensures it remains a secure, sovereign asset that can be revisited and reanalysed as new challenges arise, providing ongoing value far beyond the initial project.
This approach also addresses two of the biggest hurdles in public sector procurement: cost and time. The traditional route of engaging a consultancy is lengthy. It involves complex procurement processes, business case development, and review committees, which can take many months before any work even begins. This is a significant roadblock when you need to act on timely issues. By using pre-approved software available on established government procurement panels, agencies can get started almost immediately, often within existing operational budgets. A project that might take six months to launch through traditional channels can be underway in a fraction of the time, delivering insights at the speed required to make a real difference.
Furthermore, building an in-house capability fosters a culture of continuous learning and experimentation. Modern platforms allow for agility and this is now a world away from the rigid, one-shot nature of many outsourced projects, where changes are costly and slow. This flexibility helps combat survey fatigue, as you can be more targeted and intelligent in how you engage with people, respecting their time and improving the quality of the data collected.
Some may argue that agencies lack the internal skills to manage this work themselves. While larger departments in transport, health, and education often have dedicated analytics teams, the right software can empower staff in any function, from HR to marketing, to develop these skills. It’s not about replacing the human element; it’s about augmenting it. Smart technology handles the heavy lifting of processing qualitative and quantitative data at scale, freeing up public servants to focus on what they do best: understanding the human story within the data and making informed, empathetic decisions.
The shift from outsourcing thinking to building internal capability is a necessary evolution for a modern public sector. Done well, it leads to greater efficiency, significant cost savings, and faster, more relevant policymaking. Most importantly, it puts government agencies back in control of their most valuable asset: their data.
