108 FEATURE to move across the institution,” says Doyle. “They aren’t designing around tools, but around decisions. How quickly can we respond? How consistently can we act? How do we get better over time? That’s the shift from experimental to operational, and from pilot to platform.” This connected thinking supports decision intelligence. “Decision intelligence is about closing the gap between signal and action,” explains Doyle. “It connects an AI-generated insight to an actual decision, gives it an owner and creates a feedback loop to capture what happened next. That loop matters in government because decisions carry accountability. Citizens need transparency, regulators need auditability and institutions need consistency across departments and services.” What does this approach look like on the ground? For citizens, decision intelligence allows governments to organise services and experiences around the people who use them, instead of agency boundaries. “Most public services still ask people to understand how the institution is internally structured: departments, workflows, portals, approvals and disconnected systems,” says Doyle. “Digitising those experiences helps, but it doesn’t eliminate the friction; it just moves it online. “AI and decision intelligence bring the opportunity to redesign the journey itself. Instead of asking citizens to negotiate the organisational chart, governments can engage citizens more proactively, in one conversation, with more relevant and timely responses – or a clear, accountable path to an answer.” Governments around the world are already putting this citizen-centric approach into practice. In Canada, for example, the City of Burlington has rebuilt parts of its permitting experience around residents instead of departments, so a citizen can finish what they started without chasing approvals across silos. New Zealand’s Department of Internal Affairs has created a single, trusted route into services that used to be scattered across multiple agencies. Meanwhile, Buenos Aires uses generative AI to meet residents in the language and channels they use. “These efforts aren’t just automating steps; they're redesigning how the process feels from the citizen’s side,” says Doyle. “Citizens don’t care how government is internally organised. They care whether the experience feels coherent, accessible and human. When governments build on a trusted, sovereignready foundation, they create a new interface between people and their government.” The approach can also empower the people delivering those services, leaving them free to focus on their most valued work: helping people. In a sector beset by budget cuts, labour shortages and increased workloads, Doyle says outdated workflows are the real problem. “Significant value can come when AI reduces friction in the work people already do every day,” says Doyle. “For frontline workers, that means surfacing the next-best action or reducing administrative burden during citizen interactions. For back-office teams, it means simplifying documentation, summarisation, reporting and coordination work. For leaders, it means moving from fragmented information to operational clarity. “Crucially, if AI becomes one more system for employees to stop and learn, you've made A new solution based on Microsoft Dynamics 365 means that citizens of New Zealand have access to a single online portal where they can apply for a passport as individuals or groups
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