Abstract
This case study examines how various types of evidence influence governance, accountability, and success metrics in public sector digital transformation. This case study, situated within a UK local authority implementing a multi-year digital modernisation initiative, explores the conflict between performance dashboards, system analytics, and contractual reporting, contrasted with frontline experiences, digital exclusion, and social effect. Ongoing schedule delays and a significant service disruption reveal the shortcomings of solely depending on quantitative performance measurements. The story illustrates that foundational ideas regarding evidence actually impact decisions in technological governance, rather than merely portraying research philosophy as an abstract notion. It encourages students to critically analyse the construction, legitimisation, and interpretation of digital performance within intricate socio-technical contexts, as well as how organisations reconcile quantifiable control with experiential reality in determining project success.
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