In August this year, the Department of Business and Trade Published Evaluation of its testing tool Microsoft M365 Copilot. The report showed that although employees saved time using this technology, these benefits did not lead to greater performance. For many in the public sector, this result may seem familiar. Pilots of artificial intelligence (AI) provide gradual advantagesBut the real transformation that the government hopes for is elusive.
The reason is simple – the current approach of Great Britain to AI is built on shaky funds. National Data StrategyThe latest update in 2022 does not prepare departments for management, exchange or ensuring their data in such a way that they are preparing for AI. To achieve saving the costs set forth by the government, the UK needs a comprehensive strategy for unlocking data from outdated systems that will be used in AI.
Problems in the data and deployment of AI
Most of artificial intelligence projects in the government today lay a large language model (LLM) on the top of existing data sets. This approach can provide some Useful results. For example, The AI model can sift the hours of the Hansard transcriptions – The official report on parliamentary debate – and instantly summarizes discussions or scanning state political documents to determine exactly where the specific issue was raised. These examples demonstrate the potential of AI to overcome information overload and support faster decision -making.
However, these use options are limited and fighting when applying to large, disparate and unstructured data sets distributed to several departments. The main task remains – fragmented, incomplete and veneted data.
Without consistent data funds, these evidence of the concept cannot be scaled or integrated into critical public services. The infrastructure necessary for the processing and analysis of these data is the cloud platforms and high-performance computing systems to modern networks and storage-should also develop with growing demand and complexity.
A Great Britain also faces a gap of skillsWith a lack of public sector employees, trained, interpret and apply AI responsibly. The valuable talent of AI leaves the UK for roles abroad, drawn by more advanced objects and higher wages.
Updated National Data Strategy
The updated national data strategy can offer a roadmap to overcome these problems and transformation of AI pilots into scalable, productive resultsField
He should strive to establish clear standards for the quality of data, compatibility and accessibility in the government. This requires not only the purification and standardization of outdated data sets, but also to create control models that stimulate cooperation, not pilots.
It is important to note that this should be confirmed by a structured approach, from the audit, what data exist, before the consolidation and detection of it, its migration to modern platforms, where they can be safely controlled and access. In addition, the management framework should ensure a safe exchange of data between the departments, allowing citizens to be considered as entire people, and not as fragmented records scattered into several systems.
The government can further accelerate progress, investing in skills and culture, equipping the staff with the capabilities of AI and contributing to the thinking that covers digital transformation. Cooperation between departure, with frames and incentives for data exchange and joint initiatives, reduce bunkers and maximize the cost of AI in different services should be encouraged.
The data in the public sector often include confidential personal or national information, which makes reliable protection fences is not subject to discussion. The updated strategy should take into account not only how the data is stored and general, but also how it is protected from more and more complex threats. By introducing strong data sovereignty and security principles in each stage of the deployment of AI, the government can give organizations of the public sector confidence in using AI, effectively manage the risk.
Implementation of AI in everyday public services
AI has the potential for transforming public services, improving efficiency, making decisions and the results of citizens in the field of healthcare, infrastructure and everyday government operations. Understanding this potential will require more than pilots; This will require coordinated efforts to introduce AI into the fabric of the public sector.
Investing in labor skills, modernized infrastructure, cooperation in interloding and strong management, the UK can move from isolated experiments to artificial intelligence solutions that scale, provide tangible benefits and maintain public trust.
Matt Harris is the managing director of Great Britain, Ireland, the Middle East and Africa in HPE.
