Government leaders warn: AI adoption is only half the battle
Artificial intelligence is already embedded in how government services work-from weather forecasting to frontline delivery. The challenge now is not getting AI into the system, but using it effectively.
That message came from government digital leaders discussing AI's role in public services. The Met Office's chief AI officer, Kirstine Dale, described AI as having "come up the inside lane" and is now "fundamentally changing the way that we live our lives."
At the Met Office, AI ranges from advanced forecasting models to making tools like Copilot available across the workforce. "It's part of our daily lives… but it's also fundamentally changing how the whole organisation works," Dale said, pointing to applications in HR, finance, and core scientific modelling.
Focus on outcomes, not tools
Public sector leaders should focus less on productivity headlines and more on meaningful service improvements, according to Dr Jennifer Barth, director of research at FSP.
The shift requires moving away from tools and toward outcomes. "Rather than 'here is your tool, try to use it'… what happens if you change what you do?" Barth said. "How could you do it better? How could you do it in better quality?"
This matters because around half of public sector staff feel unprepared to use AI effectively. Many leaders want stronger training and safeguards.
Build capability, not pilots
Government must treat AI as a long-term capability, not a series of isolated experiments. "The best way forward is thinking of AI as a strategic capability, rather than quick fixes," Barth said.
Adoption should start small with tangible, low-risk use cases. "Start small… bring a team together, be creative," she advised. Demonstrating real examples works better than theory. "The amount of times I've seen people say, 'I don't know how that's going to work' - and then you show them something… and suddenly they can see it," Barth explained.
The Met Office uses a structured approach: training, communities of practice, and internal showcases. Dale described this as "raising the floor" of AI understanding across the organisation, moving people "from concerned to curious to confident."
Public sector AI differs from private sector
Value is measured differently in government than in business. In the private sector, return on investment means productivity. In the public sector, it means experience.
"Are we making citizens' lives better?" is the central question, Barth said. This also reinforces the importance of human oversight. "We need a relationship with those machines to remember the human," she warned against over-reliance on automated decision-making.
Environmental costs demand attention
Training large AI models is computationally intensive, raising questions about energy use and emissions. Dale acknowledged the tension: "AI has enormous potential… but it is not without its costs."
This creates what she called a "green AI paradox"-where a technology that could help address climate change also contributes to it. "The first step… is to get a really good grip on the measurement," Dale said, calling for better data to inform responsible deployment.
Guard against skill erosion
Over-reliance on AI poses a risk to critical thinking and workforce development. While experienced professionals may use AI to accelerate work, newer entrants risk skipping essential learning.
"The laziness argument is a job for every single person to not let that happen," Barth said. She encouraged openness: "Just tell people, 'yes, I used AI'… own it."
Dale called for a mindset combining curiosity with responsibility: "Be curious, be critical… be bold."
Diversity shapes AI's future
The benefits of AI will be limited without greater diversity in the workforce. Women still make up only around 20% of the UK tech workforce-a figure that has barely shifted.
"We need to reset diversity in technology," Dale said, linking it to innovation. "It stimulates innovation… and now is the moment we need innovation."
Broadening participation doesn't require everyone to code. "You don't have to be coding… many more of us are part of this than we think," Barth said.
Government professionals looking to build AI capability in their organisations can explore AI for Government training and public sector AI courses or consider the AI Learning Path for Policy Makers to develop strategic AI knowledge.
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