Cultivating a culture of success: 7 key takeaways in AI adoption
This blog has been authored by the Innovation subgroup part of the Local Public Services Committee.
Introduction
AI adoption is no longer a distant concept—it’s happening now. From streamlining workfl ows to improving risk assessments and service delivery, AI is already reshaping how public sector organisations operate. But success with AI requires more than just technology—it takes leadership, transparency, and trust.
The Local Public Services Committee team has worked closely with public sector organisations on AI innovation for many years—across local authorities, healthcare providers, and law enforcement. Based on that experience, here are seven key lessons to help ensure AI delivers impact responsibly and sustainably.
1. Define the problem: Set vision, ambition, and governance
AI adoption isn’t just about tools—it’s about leadership. Executive teams must foster a culture of innovation and control, ensuring AI aligns with strategic goals.
Key insights (Source: Boston Consulting Group):
87% of AI initiatives fail.
70% of AI issues are people and process-related; only 10% stem from algorithm problems.
74% of companies struggle to scale AI initiatives effectively.
To succeed, leaders must:
Understand AI’s capabilities today and where it’s heading in 2, 5, and 10 years.
Link AI directly to measurable outcomes—efficiency, quality, and public value.
Use relatable examples (e.g. automating permit processing) to gain initial internal support.
2. Understand current ways of working
Before deploying AI, examine existing workfl ows, decision-making gaps, and biases. Many inefficiencies can be addressed through better data integration and reporting—long before AI is needed.
Example: A local authority reduced delays in housing eligibility decisions by connecting fi ve disparate systems—without using AI. Foundational data work matters.
Lesson:
Don’t start with AI—start with understanding and improving what’s already in place.
AI is not a fix for fragmented or inefficient processes.
3. Invest in the right tools, skills, and data quality
AI implementation depends on more than having the latest tools—it requires strong data governance, digital skills, and transparent systems.
One public sector challenge is the "black box" perception. If staff don’t understand how AI systems make decisions, trust breaks down.
Practical steps:
Improve data governance and interoperability.
Build internal data literacy—not just technical skills.
Prioritise explainable AI that makes recommendations clear and understandable.
Example: In healthcare, AI models prioritising patient follow-ups must clearly show clinicians why certain patients were flagged.
4. Involve the organisation: Build trust through collaboration
AI is not just an IT project—it impacts workflows, culture, and service delivery. Successful adoption depends on engaging the whole organisation.
Strategies for success:
Involve frontline users early in planning and testing.
Identify and support "AI champions" across departments.
Run workshops to demystify AI and create shared understanding.
Insight: AI projects fail when they’re done to people, not with them. Buy-in must be earned.
5. Model Selection, Ethics, and Pilot Design
Not all AI projects are high-risk. Start with manageable, low-stakes use cases that still deliver value.
Start with:
Automating document summaries or triage processes.
Pilots in narrow, low-impact environments.
Iterative testing with clear metrics for success.
Example: A local council used a generative language model to help draft job descriptions—saving hours of work and building confi dence in AI’s role.
Lesson: Match your ambition to the operational risk and impact.
6. Automation vs. augmentation: Find the right balance
Not every task should be automated. In areas like social care, safeguarding, or criminal justice, human oversight is essential.
Framework:
Recommendation:
Automate low-risk tasks.
Use AI to support—not replace—critical decisions.
7. Governance, transparency, and ethical oversight
Strong AI governance is about more than compliance—it’s about trust, assurance, and accountability.
AI assurance checklist:
Define an organisational AI strategy and risk framework.
Lesson: AI without governance is a liability. AI with transparent oversight builds public confidence.
Final Thoughts
Adopting AI in the public sector brings real opportunities—and real responsibilities. To make it work:
Set a clear vision tied to real outcomes
Fix foundational data and workflows first
Focus on transparency and trust
Involve the organisation throughout
Choose use cases aligned to capacity and risk appetite
The future of AI in public services isn’t about hype—it’s about practical, trusted applications that improve lives.
Let’s make it work—together.
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Georgina is techUK’s Associate Director for Local Public Services
Georgina works with suppliers that are active or looking to break into the market as well as with local public services to create the conditions for meaningful transformation. techUK regularly bring together local public services and supplier community to horizon scan and explore how the technologies of today and tomorrow can help solve some of the most pressing problems our communities face and improve outcomes for our people and places.
Prior to techUK, Georgina worked for a public policy events company where she managed the policy briefing division and was responsible for generating new ideas for events that would add value to the public sector. Georgina worked across a number of portfolios from education, criminal justice, and health but had a particular interest in public sector transformation and technology. Georgina also led on developing relationships across central and local government.
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Programme Manager – Local Public Services and Nations and Regions, techUK
Luke Newcombe
Programme Manager – Local Public Services and Nations and Regions, techUK
Luke joined techUK in September 2025 as a Programme Manager for Local Public Services and Nations and Regions.
Luke works closely with members and stakeholders across industry and government at local, regional and national levels to support collaboration, drive innovation and strengthen tech-enabled public services. His work supports the development of strong local and regional tech economies by helping organisations to engage with public sector challenges, explore emerging technologies and build impactful partnerships.
Prior to joining techUK, Luke worked at Enterprise Ireland, the Irish government’s export development agency. He began by advising SMEs on export strategy to the UK and later focused on connecting Irish businesses with multinational organisations to foster strategic partnerships, drive international growth and support economic development.
Luke holds an MSc in Political Economy from the University of Amsterdam and a BA in European Studies from Trinity College Dublin.
Programme Team Assistant for Public Sector Markets, techUK
Francesca Richiusa
Programme Team Assistant for Public Sector Markets, techUK
Fran serves as the Programme Team Assistant within techUK’s Public Sector Market Programmes, where she is responsible for delivering comprehensive team support, managing administrative functions, and fostering strong relationships with members.
Prior to joining techUK in May 2025, Fran built a meaningful career in the charitable and local government sectors. She worked extensively with both victims and perpetrators of crime, and notably led the coordination of Domestic Homicide Reviews across Surrey—an initiative aimed at identifying lessons and preventing future incidents of domestic abuse.
Outside of work, Fran is an avid traveller and a proud cat mum who enjoys unwinding with her feline companions.
