What does it actually mean to be a scientist working at the heart of government? It’s a question the Government Office for Science‘s Scientists at the Centre series puts to departmental Chief Scientific Advisers. I recorded a short video for it recently as DCMS CSA.
I’m a computer scientist by training, but my work now sits at the intersection of technology, society and public policy. As Chief Scientific Adviser at DCMS (and Professor of Digital Society and Policy at the University of Bristol), my role is to ensure ministers and officials can draw on the best available evidence and expertise when making decisions. I also work across government through the Chief Scientific Adviser network, including chairing the Social and Behavioural Sciences for Emergencies Steering Group.
DCMS might not be seen as a traditional science department, but many of the questions we deal with are deeply scientific: involving complex socio-technical systems where technology, human behaviour and institutions interact in ways that aren’t always predictable. Whether it’s AI, digital technologies, media, culture, sport, resilience or public trust, science helps us understand what works, what doesn’t, and how to make better decisions. One concrete example is our work on AI across DCMS and the sectors we support: bringing together evidence from computer science, social science and practical trials to understand not just what the technology can do, but how people actually use it in practice, and what that means for trust, accountability and the quality of decisions over time. That’s what allows us to adopt AI in ways that are responsible, trustworthy and centred on human judgement.
When I’m asked what skills scientists need to be effective in this kind of role, my answer is that deep expertise matters, but communication and judgement are what make the difference. You need to explain complex ideas and uncertainty clearly, work across disciplines, and help decision-makers understand what the evidence does — and doesn’t — support. The challenge is often helping people make the best possible decision at the right time, rather than delivering a perfect answer too late.
What has surprised me most is how much of the role is about building capability and relationships, not just answering the question in front of you. Success isn’t therefore just about answering today’s question; it’s building the evidence ecosystem, connections and infrastructure that future resilience and capability depend on.
And one of the best questions I’ve been asked in the role captures exactly why that matters: What would a good digital society look like in ten years’ time? It brings together technology, trust, culture and public value, and it’s a useful reminder that good evidence isn’t just about solving immediate problems. It’s about making sure that when the hard questions come, we’re better prepared to answer them.
Digital Society & Policy 