Partnership for Public Service

It can help employees quickly analyze data by reading and interpreting information on documents faster than people can.

The IBM Center for The Business of Government and the Partnership for Public Service conducted a series of webinars with government leaders to discuss how they are using these technologies to improve both how they work internally and how they provide services externally.  These sessions highlighted real cases and lessons learned that can help all agencies understand how best to apply emerging technologies.

AI can increase operational efficiency and effectiveness, free employees of repetitive tasks, uncover new data insights, and enhance service delivery to customers. While they take advantage of these benefits, federal agencies must also manage real and perceived risks associated with AI to build trust in these technologies.

Human beings have been interested in intelligent automation as far back as ancient times, when Greeks believed an automated man made of bronze circled Crete several times a day to protect Europa, the mother of the island’s King Minos, from pirates and invaders. This myth from more than 2,000 years ago perhaps prophesized the vision people have today of relinquishing routine tasks to machines, so people can take on assignments that require creative thinking and high-level reasoning.

In hindsight, it is easy to identify Alexander Graham Bell’s invention of the telephone in the 1870s as an instrument of marvel, eventually connecting people worldwide. And of course, there is the internet, which, although it burst into the public realm less than 30 years ago, is a technology and service that few can envision living without, whether we understood that in the 1990s or not.

The success of an administration can rise—and fall—based on its competence in managing the government. As history demonstrates, strong management can enable rapid and positive results, while management mistakes can derail important policy initiatives, erode public trust and undermine confidence in the government.

Today’s senior managers are tempted to begin analytics programs before determining the mission-essential questions they are seeking data to answer.  Older data-based analytics efforts often grew out of the discoveries of line employees who made connections and saw patterns in data after receiving new software or hardware that helped them make sense of what they were studying.

In our 2011 report on analytics use in the federal government, "From Data to Decisions: The Power of Analytics," we wrote about the tremendous budget pressures federal agencies face at a time when there is great public demand for government to be more effective and efficient. This report’s release sparked an overwhelmingly positive response from agency leaders and federal performance management practitioners who asked, “Where do we go from here?

Batting average isn’t the best way to determine the effectiveness of a hitter. The Oakland Athletics learned that while doing statistical analyses of players and trying to build a winning team during their 2002 season. “They took everything that happened on the baseball field and sliced it and diced it to its most elemental parts,” Michael Lewis, author of the book, “Moneyball,” said in a radio interview.  The A’s surprised just about everyone with their new-found success on the field, besting teams that had millions more to spend on recruiting top players.