Product thinking in government isn’t easy, but it’s worth it

Change is hard, especially in environments that have long been built on control, predictability, and top-down delivery models. Many government teams are used to the waterfall approach, with detailed plans set in stone and progress measured by milestones, not outcomes. So, when someone introduces ideas like “autonomous product teams” or “continuous iteration,” skepticism is a natural reaction.  

 The key to overcoming this resistance is storytelling and support. Leaders need to clearly communicate how product thinking leads to better results for both users and internal teams, using real examples and data, not just abstract principles. Teams benefit from hands-on learning, training, mentoring, and practical tools that help them experience the shift rather than just hear about it. Starting small can also be powerful. Piloting the approach in one team or service lets success speak for itself and builds momentum naturally.  

 And when even small wins are celebrated publicly, it builds confidence and shows that change is not only possible, but it also works. 

Outdated systems and rigid structures are common in public sector IT, and they don’t exactly lend themselves to agile, user-focused delivery. Many teams are still working with monolithic platforms, slow procurement cycles, and processes that prioritize compliance over collaboration. 

 To begin changing this, organizations need to start by understanding what they’re working with. Conducting a focused audit helps identify the worst blockers; whether they’re technical debt, duplicated systems, or outdated workflow and pinpoints where modernization will have the biggest impact.  

 Change doesn’t need to happen all at once. Phasing the transformation, starting with the areas that matter most, makes the journey more manageable. It’s also crucial to avoid creating new silos in the process. Choosing tools and platforms that integrate well with existing infrastructure helps teams work across systems rather than around them. Strategic investment in cloud-based, modular systems can also make future changes easier to implement, adapt, and scale. 

Procurement is one of the most rigid parts of government IT, and often one of the biggest blockers to agility. Long planning cycles, fixed budgets, and contracts locked in too early can stall momentum and prevent teams from responding to change.  

To shift toward a more flexible model, public organizations should explore agile procurement methods. This might include shorter contracts focused on value delivery and outcomes, with room for iteration along the way. It’s also important to make the business case. 

Product thinking isn’t just about better service design; it can save money and reduce waste by focusing on the right problems from the start. Working with the right partners also makes a difference. Vendors who understand agile ways of working and are open to evolving alongside your organization can play a key role in building a more adaptive delivery model. 

Even with the right tools and frameworks in place, transformation won’t take root without cultural change. Risk aversion, siloed structures, and strict hierarchies still dominate many public organizations, making collaboration and innovation hard to sustain.  

Changing culture means creating safe spaces where teams can experiment, learn, and improve without fear of failure. Trust must be built across roles and departments so that feedback is welcomed and responsibility is shared. Crucially, product teams need real decision-making power. If they’re expected to take ownership, they must be empowered to shape solutions, not just make recommendations that go up the chain and disappear. When teams feel trusted and supported, product thinking can thrive. 

Moving to a product-driven model in the public sector isn’t about flipping a switch. It’s a gradual shift that takes patience, leadership, and trust. But the payoff is huge: faster delivery, smarter use of resources, and better services for the people who depend on them.