Reshaping the social security agency around improved human capital and technology

Social security systems around the world evolved at different times, at different speeds, for often very different needs. But now each country faces a universal truth: their social security organizations must be truly adaptive, ready to deliver a new type of service at a time of constant technological and social change. Each social security system is approaching this daunting task in their own way – a grand social experiment in how agencies can provide a proactive, personalized service that meets their citizens’ ever‐changing needs. The results are simply unknown. This article intends to start the debate on what is and is not working, and indeed on how agencies should measure their progress in moving away from the traditional transactional model. The challenges they face are immense. Populations are ageing and social security budgets are shrinking. Meanwhile, the pace of digital change is matched only by the soaring rate of customer expectations. But the opportunities are of similar scale. Advanced technology, automation and new partnerships between public‐sector agencies promise a much smarter, more insight‐driven service for all. Technology is only one side of this equation. As part of rethinking their entire mission, social security agencies will need new workers with new sets of skills, and for their existing workers to adapt and embrace their changing roles. None of this will be straightforward. Whatever the original purpose of the social security organization, it has now changed irrevocably. But with the right combination of talent and technology, agencies can aspire to a new model: one that is flexible enough to withstand economic and social shock and resilient enough for the challenges that lie ahead.