The UK Government AI action plan: how do we make their bold vision a reality?
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OPINION: Our CEO, Finbarr Murphy, gives his opinion on the UK Government’s new AI Opportunities Action Plan and sets out what needs to happen next to make it a reality.
The UK Government released its AI Opportunities Action Plan this month (January 2025) – a bold and ambitious initiative that aims to position the UK as a global leader in artificial intelligence; driving innovation, economic growth, and improved public services. There’s no doubt it’s an exciting vision highlighting AI’s transformative potential across sectors, from public service delivery to advancing scientific research. However, while the plan sets a promising foundation, we now need to address the critical challenges to make the vision a reality and answer the questions raised by the AI Plan.
Acknowledging Progress
It was encouraging to see the progress in the Government’s approach to AI; the plan emphasises the need for robust AI infrastructure, talent development, and widespread AI adoption across public and private sectors. Commitments such as expanding public compute capacity, establishing AI Growth Zones, and creating the National Data Library (NDL) are positive steps towards making the UK a hub for AI development. These measures could drive local and regional innovation, attract global talent, and bolster the UK’s competitiveness in the AI economy.
I’m glad to see the focus firmly on using AI for societal benefits—such as improving healthcare diagnostics, streamlining public services, and enabling more efficient government operations. The combination of the proposed “scan, pilot, scale” approach, alongside the target for creating scholarships to develop AI talent, shows a recognition of the importance for both top-down and grassroots AI engagement.
Data governance and ethical concerns
Despite these promising developments, the plan raises significant questions regarding data governance and ethics. For instance, how will the NDL be governed? Centralisation may streamline operations, but it also risks creating a system controlled by a select few; potentially dominated by large US tech companies. If these entities play a significant role in shaping or influencing the library, it could limit diversity and innovation, putting the UK’s AI strategy at risk of being shaped by external interests.
Ensuring data quality, addressing biases, and safeguarding privacy are critical issues that require more detailed plans. Stringent ethical guidelines and robust frameworks for transparency must accompany the use of public and private datasets. Otherwise, the foundation of the AI applications built on this data may be compromised, undermining public trust in the technology.

Supporting SMEs and fostering inclusivity
Another question raised after reviewing the plan is what the role of small and medium-sized enterprises (SMEs) in the AI ecosystem will be. SMEs are often the driving force for innovation, offering agile and niche solutions that larger corporations may overlook or be too slow to respond to. But without explicit, targeted support, SMEs risk being squeezed out by larger, well-resourced competitors, particularly those from the US with established dominance in the AI industry. This could impact the success of the initiative, keeping the most cutting-edge innovations just out of reach for the UK Government.
To avoid this, the government must ensure fair access for SMEs to expanded computing resources, funding opportunities, and data assets. Encouraging partnerships between SMEs, larger organisations, and public institutions could help smaller firms scale their innovations. A decentralised and open approach would create a level playing field, ensuring that the benefits of AI are distributed equitably across the economy.

Transparency and accountability
Transparency is another critical aspect of successful AI governance. The government must ensure that decision-making processes, resource allocation, and regulatory frameworks are open and subject to public scrutiny. This includes making the operations of the NDL, AI Growth Zones, and public-private partnerships transparent. Without such measures, there’s a risk of undermining public confidence and fostering an AI ecosystem that prioritises profit over ethical considerations.
Precise accountability mechanisms are needed to monitor the impact of AI initiatives, particularly in high-stakes areas such as healthcare and public service delivery. Regular reporting on progress, challenges, and lessons learned will be essential to maintain trust and demonstrate the value of AI investments.
Looking ahead: opportunities and risks
The UK’s AI Opportunities Action Plan has the potential to catalyse a new era of innovation and growth. However, its success will hinge on how well the government addresses the challenges of centralisation, data governance, SME support, and transparency. A decentralised, collaborative approach—where public and private stakeholders work together on equal footing—will ensure that AI’s benefits are broadly distributed and aligned with societal needs.
The government must also provide more detailed timelines, clear action points, and robust mechanisms to ensure inclusivity and fairness. Only then can the UK truly position itself as a global leader in AI, shaping the future of this transformative technology in a way that reflects its values and priorities.
So, while the plan is a significant step forward, it must be implemented thoughtfully and inclusively to deliver on its promises. By addressing these key concerns and fostering a transparent, collaborative AI ecosystem, the UK has an opportunity to lead in AI innovation and set an example for the world.