From silos to collaboration – how we reclaim the lead in public sector digitalisation

DIGG’s recent report on a shared digital entry point for the public sector reinforces this view. Expectations from citizens and businesses have shifted. It is no longer enough for digital services to be good in isolation – they are expected to work together seamlessly, regardless of where you live or which authority you interact with. This is no longer a future vision. It is a baseline requirement.

When systems stand still – but people move freely

The Swedish governance model was designed for an analogue reality. Our 290 municipalities, 21 regions and more than 300 government agencies are a strength from a democratic and local autonomy perspective. At the same time, they create real challenges when digital services need to be coordinated.

Citizens move across these boundaries every day. Systems do not.

The consequences are tangible. Digital services become uneven, with access and usability depending on where you live. Cybersecurity becomes more fragile, as smaller organisations struggle to carry the cost of robust operations and protection. And perhaps most critically, efficiency gains are lost when each organisation is forced to solve the same fundamental problems independently.

This is why the issue goes beyond IT. At its core, digitalisation is about democracy – about equal access to public services and trust in the institutions that provide them.

Strong on innovation – weaker on execution

Sweden consistently ranks highly in global innovation indices, yet we place only 26th out of 38 countries in the OECD Digital Government Index. The gap between the private and public sectors is telling. The competence is there, but the structures are not keeping pace.

There is a lack of clear direction. We often describe digitalisation as a team sport, but the team lacks both a shared playbook and a clear captain. Roles and responsibilities are diffuse, which creates friction rather than collaboration.

At the same time, the landscape is fragmented. Instead of a coherent digital infrastructure, we have parallel systems and no common entry point. Add to this cautious legal interpretations around cloud, data and sovereignty, and the result is a defensive posture where decisions are delayed and momentum is lost.

The market is also kept at arm’s length. Procurement practices do not always reflect the capabilities available, and innovation procurement is underutilised despite a clear willingness from the private sector to contribute.

Taken together, the picture is clear: Sweden is sitting on an F1 engine – but driving it on a gravel road.

A shared digital entry point – more than a portal

This is where DIGG’s proposal for a shared digital entry point becomes critical. But it should not be seen as just another portal. Done right, it becomes the backbone of the next generation of public services.

It creates a common digital foundation where the level of service does not depend on the size or resources of a municipality. Differences should lie in local content and priorities – not in the underlying technology. It also enables a more coherent citizen experience, where life events such as having a child, moving, starting a business or falling ill can be handled seamlessly across organisational boundaries.

To get there, the focus must shift from isolated projects to shared infrastructure. Identity, secure communication, information models and integration layers need to be treated as foundational components rather than optional add-ons.

This also brings the AI discussion into sharper focus. Many organisations want to “use AI”, but when questions arise about data quality, system interoperability and the ability to deploy models in production, progress often stalls. AI is not a button. It requires a technology stack designed for experimentation, iteration and continuous deployment.

The shifts we need to make

Reclaiming a leading position in public sector digitalisation requires a set of clear shifts.

First, we need to move from fragmented governance to a shared national direction. This means stronger coordination, clearer accountability and legal guidance that reduces uncertainty. Denmark demonstrates that it is possible to combine local autonomy with a more cohesive national approach.

Second, we need to move away from a “build it yourself” mindset. Municipalities face fundamentally similar challenges, particularly in regulated areas such as social services and education, yet systems are still developed and procured separately. A more effective approach is to build shared digital infrastructure, standardise what does not need to be unique and collaborate to achieve economies of scale. This does not weaken local self-government – it strengthens it by freeing up capacity for local innovation.

Third, we need to rethink the relationship with the private sector. Today, the full potential of the market is not being leveraged. By engaging in structured dialogue early, making greater use of innovation procurement and forming partnerships where responsibility is shared, public organisations can achieve both higher quality and faster progress.

What can be done now

The transition towards a shared digital entry point will take time, but there are steps that can be taken immediately.

It starts with recognising digitalisation as infrastructure. Digital platforms should be treated as societal assets on par with roads, power grids and railways. This shifts how investments are prioritised and encourages a lifecycle perspective rather than a project mindset.

Collaboration is the next step. Municipalities and regions share many of the same underlying needs, creating opportunities to work together through joint initiatives and procurements.

Standardisation also plays a critical role. By aligning on common requirements, information models and interfaces, organisations can increase interoperability and reduce long-term costs.

Procurement practices need to evolve as well. Instead of focusing on isolated deliveries, organisations should prioritise long-term partnerships where a single party takes responsibility for the whole – from architecture to operations and ongoing development.

Finally, in mission-critical environments, quality, security and accountability must take precedence over lowest cost. Short-term savings should never come at the expense of long-term resilience.

From supplier to long-term digital partner

HiQ already works with mission-critical and society-critical solutions, often in security-classified environments. As a Swedish company with employed consultants, we maintain control across the entire delivery chain – from security vetting to operations and compliance. When required, development, data and operations can remain within Sweden.

Today, around a quarter of our business is connected to the public sector, with a clear ambition to grow further. We support municipalities, regions and government agencies in areas such as digital infrastructure, digital services, cybersecurity and integration platforms, including through Frends, where many municipalities are already customers.

Our perspective is Software First. We do not just build IT systems – we build the digital backbone that enables organisations to operate with data, scale efficiently and unlock new services.

A clear choice ahead

Sweden is at a crossroads. If we continue on the current path, with parallel systems and cautious legal interpretations, we risk deepening the divide between digital leaders and laggards while falling further behind.

The alternative is to choose a different direction: to establish a clear national strategy, build shared digital infrastructure and treat the tech industry as a partner rather than a risk kept at arm’s length.

HiQ chooses the latter.

With the right structures, bold decisions and long-term investment, Sweden can move from the middle of the OECD rankings to once again becoming an international benchmark for public sector digitalisation. The path forward is clear – if we move beyond silos and start working as one team.

Are you ready to move from strategy to real digital coordination?
We’re happy to share our experience from similar initiatives – and what it takes to turn direction into delivery.