What does the path to a fully AI-integrated government look like?

“Figure out where you want to be and then take the steps to get there.”

I remember my dad giving me that advice when I was growing up, and I think about it now as I watch the unfolding of AI in government. Like it or not, we’re heading towards a future where AI will be woven into our workplaces and personal lives. But we’re not there yet.

We are beginning an “era of AI,” where new technologies, especially AI and generative AI (GenAI), are changing how we work, communicate and play. When we settle into this revolutionary era, AI will be so intertwined with what we do that we will expect it. We will not marvel at AI or find its capabilities remarkable. Consider the mapping systems we use daily. We expect them to give us the best route and an accurate arrival time, and we take their accuracy for granted.

Wait and see, or get on board

I have often found that the public sector likes to “be first to be second.”  Cutting edge – let alone bleeding edge – is too uncomfortable for agencies that have the well-being of their citizens in their hands, must be stewards of the public purse and whose actions are on display for public scrutiny. For those reasons, governments have taken such a cautious approach to rolling out AI while our counterparts in the private sector have moved forward with more gusto.

For those of you in the “wait and see” mode with AI, I recommend getting on board now. It’s easier to jump on a train pulling out of the station at five miles per hour than to jump on one moving at full speed toward its destination. By starting now, you are in good company with many other governments. To begin your organization’s AI journey, there are five actions on your checklist for 2025.

1. Data and AI governance. Organizations use data and AI governance to manage and control their data assets and AI initiatives. This involves setting up frameworks, processes, and guidelines to ensure responsible, ethical and compliant data handling. The goal is to use data safely, securely and transparently and to deploy AI initiatives that are fair, unbiased and accountable. When you think about governance, consider the people, practices and policies involved in overseeing your data, analytics and AI projects.
2. Data and AI platform. The last thing you want to do when you are trying to break down data silos across your organization is create new silos by using several different data and analytic tools in different departments or offices. Establishing a unified data and AI platform across your organization provides a comprehensive software system that combines data management tools with artificial intelligence capabilities. Within this system, people across the organization can store, access, analyze large datasets, build and deploy AI models and extract valuable insights for decision-making.
3. Identify tasks. Not all tasks are suitable to be replaced by AI. Did you just sigh with relief? Machines are not good at tasks that require common sense, intuition, creativity, empathy, and versatility. However, there are certain tasks that machines are particularly good at: repetitive tasks, tasks that require searching large data sets, and tasks involving identifying trends, patterns and anomalies. Machines take on tasks that humans could perform if we had all the time in the world and didn’t get fatigued. Look for tasks that:

• Are repetitive and routine, such as data entry, document management or customer inquiries.
• Require processing large volumes of data such as crime reports or benefit disbursements.
• Demand high precision and accuracy, such as property assessments or tax calculations.
• Involve complex mathematical calculations, like financial modeling or scientific simulations.
• Are performed 24/7, such as by equipment monitoring or customer service.

4. Employees value being informed of their organization’s changing approaches, especially when the change may affect how they work. Sharing updates, policies and strategies for using AI and GenAI will foster employee trust and likely lead to better engagement. In a recent Coleman Parkes survey, only 26% of public sector respondents said they are very familiar with their organizations’ adoption of GenAI. Being left in the dark may cause some employees to be concerned about how AI and GenAI will impact their jobs.
5. Many governments need to re-skill their employees to have the right number of people doing the right work. With advancements in technology that make it easier for more people to explore data, run analytics, and use AI and GenAI, governments are wise to roll out training on these technologies. It’s also important to train employees to avoid biases and inaccurate results and protect privacy while still providing transparency. As soon as policies are in place for handling data, running analytics, using AI and GenAI, operationalizing systems such as chatbots and producing reports, your organization will want to train employees to be informed and comply with your standards.

What else are we predicting for 2025? Check it out.