US–UK momentum and fresh American capital give Britain a another shot at establishing AI leadership. The job now is execution: choose a stack lane, make services AI-first, attract global talent, and move faster safely, says Puneet Jindal
The UK has a rare chance to turn new investment into real AI leadership – not through glossy strategies, but operating models that scale value. With transatlantic investment and cooperation building, the UK has the next 12–18 months (through 2026) to turn headlines into exportable capability, jobs and productivity – or watch the capital go elsewhere.
Recent moves underline the stakes. Microsoft’s once-in-a-generation £22bn commitment to UK AI infrastructure through 2028 is a powerful signal – but it is only the beginning. Much larger sums are likely to flow into UK AI over the next two years, from hyperscalers, venture investors and global corporates. The real question is whether the UK can create the conditions to turn that capital into lasting productivity and exports.
BCG’s latest global survey of 1,803 C-suite leaders shows the gulf between ambition and impact: three-quarters rank AI or GenAI a top-three priority, yet only a quarter report significant business value so far. Leaders break through by focusing where it moves the P&L – reshaping core functions and inventing new products – and they track outcomes in financial terms. The UK should apply the same discipline at national scale.
The stack
The AI stack spans four layers: infrastructure (chips, memory, data-centre power, networks), data (high-quality public and enterprise datasets with secure connectors), models and agents (orchestration with guardrails, testing and monitoring), and applications such as productivity and customer-service copilots, agentic CRM/ERP, and sector-specific SaaS in financial services and life sciences.
The UK must either own a single layer globally – assurance and agents is the natural candidate – or integrate the stack across multiple layers. Either way, focus matters, and incentives should be aligned behind that choice.
Delivery means three steps: secure compute and power and publish a monthly capacity bulletin; turn assurance into exportable certification; and co-fund globally competitive AI products in regulated sectors.
Become an AI-first nation in public services
Citizens will judge AI by outcomes: hours saved, backlogs cleared, errors reduced. The UK should create demand that the market can scale into by running ten outcome-based challenges next year – covering NHS diagnostics and triage, fraud detection, scheduling and planning. Payment should be tied to backlogs cleared and accuracy improvements. Results should be published so that successful vendors can scale across agencies – and sell abroad.
This shift must be powered by agents – but properly guarded. Agent systems deliver a step-change in productivity over basic assistants. They should be applied to fully automated services – from benefit claims to customs clearance – with standardised pre-deployment testing and live monitoring required in every contract. That is how you go fast and safe.
Responsible AI should be the accelerator, not the brake
The UK needn’t choose between maximal regulation and laissez-faire. Responsible AI lets you move faster without blow-ups: fast-track vendors who pass safety tests and embed monitoring into every deployment.
The people edge: attract, train and retain global talent
AI leadership is a talent game, not just a compute game. The value mix is roughly 10–20–70 (algorithms, tech, people and process). Yet only around 29 per cent of UK firms report training more than a quarter of their staff in AI tools. Reliefs should be tied to verifiable upskilling, with AI enablement teams in every major public body.
The visa regime also matters. The UK already has a strong Global Talent Visa, but awareness and predictability must improve. Canada and the UAE market their tech visas aggressively; Britain should do the same, with clearer criteria, transparent timelines and global promotion.
Beyond visas, talent is attracted to where cutting-edge work happens. The UK should expand funded PhDs and post-docs, create national AI grand challenges in health and climate, and position Growth Zones as clusters where start-ups, corporates and labs co-locate with compute and open datasets. If Britain builds that environment, the best AI talent won’t just visit – they’ll stay and build here.
None of this is about politics. It is about converting a diplomatic moment into bankable capability. If the UK picks a lane in the stack, makes public services AI-first, attracts world-class talent, and codifies assurance as the mechanism to move faster, it can be known for a standout layer or for the strongest end-to-end ecosystem beyond the US. Pick a lane. Back it with power, people and procurement. Measure it publicly. The capital is ready. The UK must lead – or watch others seize the advantage.