AI
those companies supporting critical national infrastructure) will be expected to align with the same governance, transparency, risk management and security considerations when developing or operating AI systems. Te PM also hinted at what the government hopes the next phase
of delivery will look like. Aſter a period of rapid and increasing AI experimentation, the government wants organisations to move from testing tools or adopting them in a fragmented manner to building comprehensive and overarching AI strategies. To do that, firms need to clarify what they want to achieve, how AI will support their goals, and what safety and governance processes they must put in place.
Why this matters to the channel It was clear from the rhetoric at the reception that businesses are seen as the central driving force in realising national AI ambition. Te PM made it clear that technology firms are best positioned to spearhead innovation and AI-led productivity growth as organisations that possess specialist expertise, and already understand the systems, security and data foundations that AI adoption depends on. As a result, they will be key partners in helping both public and private sector organisations scale their AI usage effectively and responsibly. Data from the Federation of Small Businesses highlights the critical
role that the channel can play here, revealing that almost half (46%) of small businesses lack AI skills. Meanwhile, the UK government’s own AI Adoption Research shows that while just over half of organisations already using AI feel ready to further scale up their use, only a third of those planning to use AI feel ready to implement it. In recognising and committing to reducing this skills gap, the
government has rolled out several educational initiatives, such as the AI Skills Boost programme, which aims to train 10 million UK workers in AI by 2030. Until AI skills become more ubiquitous, however, the channel can play a key role in helping organisations to move forward with adopting AI and scaling their usage of it. As a result, channel firms will have a major influence on how AI is planned, deployed and governed within many UK organisations.
Four key commercial opportunities At present, I believe there are four key areas in which channel partners are best placed to support their customers when it comes to AI adoption and improving AI maturity. Education and enablement are a natural starting point. Many
SMEs and public sector organisations with limited resources are curious about AI, but don’t know where to start. Tey need simple guidance, safe introduction points and support in building confidence, which knowledgeable and more experienced channel partners can provide. Te channel can also support customers with secure deployment.
AI tools must be implemented in a way that works with existing systems, identity controls and data protection. Tis is a natural extension of what many MSPs and ITSPs already offer. Tird, customers need to move from experimentation to
integration. Generative AI will only deliver value if it becomes part of real workflows, not just something that employees turn to as and when they feel they need it. Channel partners can help firms to develop the overarching AI strategies that can drive that change in culture, thinking and AI usage forward.
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“Many SMEs and public sector organisations with limited resources are curious about AI, but don’t know where to start”
Fourth, ongoing governance should be an essential part of any
channel partner’s AI service. Organisations need help monitoring AI use, updating policies, reviewing outputs and staying compliant as the technology evolves. Tis is a long-term service opportunity for the channel. With that said, to make the most of these opportunities, we as an
industry must ensure that we have our own coherent AI strategies in place. Te channel can only help customers build the right AI foundations if we are following those very same principles and best practices ourselves, establishing clear policies and proper guardrails around AI use before deploying at scale.
Strategy is central for channel partners and their customers alike For those looking for a proven framework to use as the basis for this, the GTIA’s Data and AI Guidebook provides a clear, actionable guide for understanding how data and AI can be used to drive innovation, improve operational efficiency and deliver long-term value. Crucially, it outlines practical methodologies, governance models and ethical considerations to ensure responsible and impactful data governance and AI adoption. As a Director of Purple Frog Data, which specialises in data and
AI, we advocate that the key to building an effective AI strategy is to start from the ground up. First, consider your challenges and priorities. Ten, consider your data readiness – including its accuracy, quality and ownership. Only then should you consider how AI can be applied safely and usefully within your organisation. For channel partners, this approach can be used across all
customer engagements, turning AI adoption from deploying a collection of tools into a structured, repeatable service offering. Undoubtedly, AI is set to play a major role in the productivity,
growth and competitiveness of organisations and the economy as a whole. Te UK government has made these ambitions clear, and the channel will be central to bridging the skills gap for organisations looking to embrace the technology. Moving forward, the key to success for channel partners and their customers alike will be to focus on a well-defined strategy. By building data maturity, improving skills and deploying
AI securely and with purpose, channel partners can help their customers adopt AI with confidence – and create new long-term growth opportunities in the process.
March/April 2026 | 13
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