"Millions of pounds have been saved by replacing a Palantir IT system which helps to find homes for Ukrainian refugees with one built by its own experts"
It is noteworthy that a government department decided it could meet its requirements without a 3rd party provider. Could be the start of a trend but a wholesale move away from PLTR this isn't.
Tjheir "ELITE" guide says that during "special operations" normal safeguards may need to be turned off.
Palantir's Maven Smart System ha grown into a Pentagon program of record with 20,000+ active users. "Human in the loop" may become "human rubber stamp" when the number and speed of AI recommendations exceed real human review capacity.
A Palantir-backed program reportedly operated secretly from city council members, defense attorneys, and the public.
Vendor lock-in issue: once a system becomes embedded in agency workflows, switching vendors becomes politically and operationally hard and they are trying their best to achieve this. The Army's $10 billion enterprise agreement consolidating many contracts into one Palantir platform is the cleanest example of institutional dependence.
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The accountability chain is broken: when harm happens, the agency blames the tool, the vendor blames the customer, the operator blames policy, and the model blames the data.
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Also, I won't share the full report link since whenever I share something like that here, I get banned/flagged for a day.
1. ICE awarded Palantir a reported $30 million contract for ImmigrationOS, described as a platform to support immigration lifecycle operations, including enforcement prioritization and self-deportation tracking.
2. Palantir’s Maven Smart System was designated a Pentagon ‘program of record’ in March 2026, with 20,000+ active military users and a contract ceiling that grew from $480 million to $1.3 billion.
3. The US Army’s $10 billion enterprise agreement consolidates 75 separate contracts into one Palantir platform.
4. The Maven Smart System has 20,000+ military users across 35+ military tools.
5. The UK NHS Federated Data Platform, valued at £330 million ($448.4 million), places Palantir at the center of England’s health-data architecture.
6. Palantir’s UK public contracts across NHS, Ministry of Defence, councils, and police forces total more than £500 million.
7. NHS England’s Data Protection Impact Assessment documents 15 inherent risks, all assessed as ‘Low’ residual risk after mitigations.
8. The NHS FDP contract was published with 417 of 586 pages redacted.
9. Palantir received more than $113 million in federal spending since Trump took office, plus a $795 million Pentagon contract.
10. Polling cited by The Guardian indicates more than two-thirds of the UK public are concerned about Palantir’s growing number of public contracts, and 40% distrust Palantir specifically regarding NHS patient data.
11. From detection to ‘prosecution’ (killing), ‘no more than two or three minutes elapse’ with Palantir systems, compared to six hours previously.
12. Palantir’s lobbying spending more than quadrupled since 2019, from $1.4 million to $5.8 million.
I honestly feel an English assembly covering NHS wouldnt of allowed it
In my own experience consulting with factory owners—advising them on hardware choices like Lumens versus Mitsubishi—I see the physical reality. The idea of absorbing a client's database into an ontology and hooking it up to an LLM sounds great in theory. However, considering the extreme fragmentation of equipment standards and data representations across different sites, I seriously question if this is a sustainable business model.
Sure, initially it’s just dispatch programming. But how can they possibly absorb all these disparate, chaotic field environments into a single platform asset? Even within a single factory, different assembly lines use entirely different equipment, often from completely different manufacturers.
The idea of interpreting every piece of equipment's specific protocol, reverse-engineering the DB schemas, standardizing the terminology, and modeling the entire approval flow seems practically impossible. Is this actually achievable? Take PLCs, for example: even if they share a standard communication protocol, the ladder logic itself is completely incompatible across different brands
Thinking about it in reverse, Palantir might have absolutely no intention of solving this fragmentation problem themselves. Their survival strategy might be to dictate the core tech stack of the end-point B2C clients, creating a structure that essentially incentivizes specific B2B vendors to fall in line. Ultimately, what makes Palantir so dangerous is the high likelihood that they will simply shift the massive cost of standardization onto those B2B subcontractors
