National governments are struggling to be strategic in the late 2020s. This briefing note argues that this is not mainly a leadership flaw; it is an institutional design problem in the centre of government. The paper looks at current and past examples of strategy teams in governments and proposes designs for future ones.

This handbook offers an understanding of foresight – what is found true in theory and useful in practice. Foresight offers a distinctive way of thinking about change, one that helps people and organisations work with uncertainty. It is written mainly for public sector foresight practitioners, and is designed to be read linearly or modularly.

This working paper advances a market-shaping theory of the public sector to address one of the most persistent tensions in public administration: how governments can be both stable and agile, while also steering complex socio-technical transformations. It argues that prevailing approaches centred on market failure correction, efficiency and managerial reform remain insufficient for guiding transitions.

Digital transformation is an imperative for modern governments. This paper presents the results of the 2025 OECD Digital Government Index (DGI) and the Open, Useful and Re-usable Data Index assessing how governments are structuring, governing and sustaining digital transformation across the public sector. Australia was assessed as having the 2nd highest score in the DGI.

This report provides insight into global public sector artificial intelligence (AI) development. It provides learnings for government leaders, based on data collected in 2025 from 5,000 public servants. The report identifies areas of real progress and critical areas to strengthen capability. It finds that the foundations for ethical and scalable AI are not there yet.