KPMG’s Guillaume Sachet: Innovation ecosystems thrive when governments empower citizens, public servants

He shares his insights on how governments can set priorities for emerging technologies and strengthen leadership capabilities to oversee complex technology programmes.

Asia’s public sector is seeing rapid changes, specifically with fast urban growth, new digital technologies, and higher expectations from citizens. Governments are starting to look beyond traditional service delivery and pivot toward customer-first strategies that mirror the agility and innovation of the private sector. From smart city initiatives to nationwide digital identity systems, the region is setting a global pace for transformation in public service.

With nearly three decades in the technology industry and a career spanning advisory, media, and telecommunications, KPMG in Singapore’s Corporate Transformation Partner Guillaume Sachet brings a unique perspective on large-scale transformations. His previous experiences leading digital transformation and strategy across the region give him a strong perspective on adapting to a digital-first economy and moving from legacy systems to modern, future-ready solutions.

As a judge for the GovMedia Conference & Awards 2026, Sachet discusses how governments can effectively navigate technological change despite limited resources and foster collaborative innovation ecosystems across sectors by identifying key policy insights from past experiences.

Having written numerous articles and white papers on tech and innovation, what critical themes have emerged that are particularly relevant to policymakers?

A recurring theme across my work is that governments are optimistic about AI yet remain early in their adoption journey, with only a minority integrating AI into long‑term strategies. This was most recently highlighted in KPMG’s Intelligent Government 2025 report. Policymakers increasingly recognise that the structural barriers slowing progress are strategic rather than technical, ranging from siloed operating models to inconsistent cross‑department collaboration. KPMG’s research further underscores the importance of data readiness and cloud‑enabled infrastructure, which continue to limit AI deployment at scale despite positive early use cases.

Another critical insight is the need to embed trust from the outset; our findings show that citizens and regulators expect transparency, fairness and explainability as AI systems become more autonomous. Sustainability also features prominently, with governments acknowledging that AI can both contribute to and mitigate environmental impact.

Taken together, the emerging themes point to the need for a holistic approach that blends technology, governance and societal trust to sustain AI’s long‑term viability.

What emerging technologies do you believe governments should prioritise in the next decade?

Across Asia Pacific, KPMG’s CEO Outlook shows that AI remains the top investment priority for business leaders, and the same applies to governments seeking to modernise essential services and strengthen resilience. Prioritising AI, particularly generative and agentic systems, will help governments achieve step‑changes in productivity, service delivery, and policy execution.

Equally, our Potential to Progress report highlights the rise of GreenTech solutions as essential for a region responsible for more than half of global emissions but also disproportionately exposed to climate risks. Technologies in renewable energy, flood mitigation, water management, and circularity will be pivotal in supporting climate adaptation and sustainable growth.

Digital twins, cybersecurity, and identity infrastructure should also be prioritised to ensure real‑time decision‑making and secure citizen engagement. Together, these technologies lay the foundation for a more sustainable, efficient, and future‑ready public sector.

Having worked for multiple Asian countries, how should governments accelerate digital maturity whilst managing limited resources?

Accelerating digital maturity starts with strong leadership that anchors transformation around clear AI‑driven strategies and guides agencies through successive phases of enablement, embedding and evolution. Governments should focus on building trust by prioritising explainability, transparent communication and responsible AI practices that reassure citizens even as new capabilities scale.

Upskilling is equally critical – closing the AI literacy gap through continuous training and fostering a culture of curiosity can unlock significantly more value from existing systems. With resources constrained, governments can adopt modular approaches, modernise selectively, and prioritise data foundations that support cross‑agency interoperability. Clear governance frameworks ensure consistency and accountability, helping governments maximise impact without overextending budgets.

How can governments build innovation ecosystems that encourage collaboration between the public sector, startups, and tech giants?

As highlighted in KPMG’s Intelligent Government 2025 report, successful innovation ecosystems emerge when governments move from being service providers to orchestrators – integrating platforms, data layers and AI agents that enable stakeholders to co‑create solutions. Shared infrastructure and interoperable standards allow startups, academia and technology leaders to plug into public systems and contribute at scale. Frontier technologies such as digital twins and immersive interfaces can help governments jointly test policies in real time, whilst opening new pathways for experimentation and learning.

Collaboration must be anchored in strong governance, with ethical safeguards, security protocols and oversight mechanisms that maintain public trust even as systems grow more autonomous. Ultimately, innovation ecosystems thrive when governments empower both citizens and civil servants through intelligent tools, creating a virtuous cycle of partnerships that deliver measurable societal impact.

What key competencies should public sector leaders develop to effectively manage large-scale technology programmes?

KPMG’s Unlocking Government’s Tech Future highlights accountability and depoliticisation as foundational competencies – leaders must be able to drive transformation with continuity and clarity, regardless of political cycles. They should also develop strong partnering capabilities, leveraging private‑sector expertise, open‑source tools and digital public goods to accelerate delivery without creating dependency.

Leaders should be adept at building multidisciplinary teams that combine technical depth, policy insight and change management capability. Equally important is fostering a culture of continuous improvement, where evidence‑based decision‑making and citizen‑centric design guide every stage of implementation.

Finally, mastering modern operating models — including cybersecurity by design, agile delivery and AI‑enabled workflows — will be critical for managing the pace and complexity of future government technologies.

As a judge for the GovMedia Conference and Awards 2026, how do the nominations impact technological innovation in both the private and public sectors?

The nominations spotlight projects that deliver tangible public value and reinforce many of the principles reflected in KPMG’s research – particularly the integration of value creation, data and technology, people capability, and trust.

By showcasing practical applications of AI, data‑driven decision‑making, and sustainable innovation, they set clear benchmarks for how both sectors can responsibly embrace emerging technologies. These success stories demonstrate that innovation is about building the right governance, culture, and skills to scale them effectively.

Importantly, the awards elevate trust‑centred and ethical design, themes that consistently appear across KPMG’s AI insights. In doing so, they inspire organisations to pursue technological progress that is not only advanced but also inclusive, transparent and aligned with long‑term societal goals.