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Having recently wrapped up an IT service management (ITSM) implementation for a large police force built on Agentforce IT Service, I’ve been thinking about what comes next. Not just for the force, but for organisations in general. ITSM has traditionally focused on making it easier for IT teams to manage requests, resolve issues and keep services running. But the need for simple, well-managed services doesn’t stop at the IT desk.

When we talk about digital accessibility, the conversation often begins and ends with websites: screen-reader compatibility, keyboard navigation, colour contrast and alternative text.

These things are essential, but in the public sector, accessibility must go much further.

For most of my career, I've worked in and around public services, particularly policing, but also alongside a wide range of partner agencies responsible for supporting citizens through complex and often challenging journeys. Although the services themselves are very different, the questions citizens ask are remarkably consistent:"What's happening?" "What happens next?" "Do I need to do anything?" "Who can help me?"

Today, citizens expect answers to those questions quickly, clearly and through the channels they prefer to use. They increasingly compare their experience of public services not with other public services, but with the best digital experiences they encounter elsewhere in their daily lives. Yet many public sector organisations still struggle to provide timely, proactive communication throughout a citizen's journey.

Artificial intelligence (AI) has spent the last few years making promises. Now, with the emergence of agent-based AI, it's starting to deliver them.

For most organisations, AI adoption has followed a similar pattern: a chatbot here, an automation there, maybe a co-pilot bolted onto an existing tool. Useful, but also somewhat limited. These are instruments that respond when prompted. What they don't do is take initiative, hold context, or carry a task through from start to finish. 

That changes with AI agents.

When people talk about the future of IT Service Management, the conversation almost always revolves around AI.

AI agents. Automated resolutions. Predictive insights.

But there is a less glamorous topic that deserves just as much attention: Asset Management. After all, an AI agent can't fulfil a hardware request, recommend sourcing options, or automate lifecycle processes if it doesn't know what assets exist, where they are, or whether they're available.

In my experience working with public sector organisations, one of the biggest challenges isn't a lack of technology - it's a lack of visibility.

A blueprint for project health monitoring using weighted milestones, Fibonacci estimation, and risk-informed progress tracking.

Every project manager (PM) gets asked the same question: Are we going to finish this project on time and on budget? To answer it, they usually would rely on delivery plans, burn charts, milestone trackers, and team estimates...

And whilst these tools are useful, they rarely provide the PM with a single, structured view that brings together delivery progress, budget consumption, and delivery exposure in a way that supports consistent judgement. Experienced PMs often develop a strong instinct for when something is drifting. That instinct is real and earned. But instinct alone is difficult to evidence, difficult to transfer, and difficult to defend when delivery confidence needs to be explained. That is the structural gap this framework addresses.

Policing organisations operate in one of the most demanding service environments in the public sector. IT services are mission-critical - any disruption, however small, can have a direct impact on frontline effectiveness.

At Infomentum, we’ve seen first-hand how IT Service Management (ITSM) functions within policing are under constant pressure. High volumes of requests - many of them low complexity - create a persistent challenge: how to maintain service quality while enabling IT teams to focus on more strategic priorities.

From my own experience as a senior police leader, the impact of this is very real.

Last night’s Digital Revolution Awards brought together organisations tackling real, practical challenges with technology. For our team, it was a brilliant evening to be part of.

It was great to reconnect with familiar faces, meet some new ones, and see first-hand the impact being made across so many different sectors. Moments like that are a good reminder of how much meaningful work is happening in this space.

And while we’ll try to stay modest about it… it made the night all the more special to be named winners of the ‘Excellence in Salesforce’ award for 2026!

As more organisations explore how AI can actually work inside Salesforce, Agentforce is quickly becoming a favourite. Unlike generic AI chatbots, Agentforce uses an organisation’s own internal knowledge base, including files, CRM data, case records, and process logic, to deliver answers that are accurate, contextual, and trusted. This allows you to build conversational experiences that feel natural to users while drawing on the full depth of your operational knowledge.

For this article, I wanted to go beyond the theory.

In the NHS pressure builds in waves. Winter surges. Capacity crises. Workforce shortages. Technology programmes that promised change but delivered more complexity instead, in a very similar way to what we have seen as a team with our work with the Police forces we’ve worked with.

Dr Simon Eccles has spent decades working in A&E, operating at the sharpest edge of the NHS. He has seen the demand for services, people unsure where to obtain the best care, and frustrated patients, whilst watching his colleagues try to do their absolute best. His perspective on digital change in healthcare is shaped by that experience. It is not abstract. It is grounded in what actually helps clinicians do their jobs and what impedes them.