152 FEATURE into their technology and operating processes from the outset. These controls can help teams apply organisational policies, manage risk and support regulatory compliance, while preserving appropriate human oversight.” Building these foundations also enables cities to easily move to a ‘system of systems’ approach. “City leaders don’t have to rip and replace existing applications or consolidate everything into a single platform to achieve this kind of unified operational picture,” says Priest. “Advances in cloud computing and AI are making it easier to connect and analyse data across all these systems at a speed that supports real-time decision-making.” To connect disparate systems, city leaders need to understand who owns each dataset, who can access them and how frequently they are updated. It’s also crucial for different departments to be able to interpret information consistently. “It’s challenging if planning, transport and emergency services have different identifiers or definitions for the same assets, for example,” says Priest. “However, when that shared understanding is in place, agencies can easily act on unified intelligence in real time.” During a flood, for instance, transport, planning and emergency services can share live data to predict the impact of road closures on public transport, traffic flow and emergency access, helping teams optimise resource allocation. “The goal is to create a direct path from information to action, so the right person can apply data insights at the right moment to achieve the best outcome,” says Priest. “Different employees will need different levels of detail depending on their role, so the information must be presented in whatever format is most useful to them.” As cities begin connecting these systems and reshaping how they operate, many find they need additional expertise to accelerate the transformation. “The type of transformation cities want to achieve involves much more than just implementing an AI solution; it requires a holistic, cross agency approach,” says Priest. “Every city has different priorities, existing technology estates and established relationships with suppliers. Some may need specialist applications, while others want support integrating multiple data sources or developing bespoke solutions.” Microsoft and its extensive ecosystem of partners are playing a crucial role, bringing specialist capabilities in areas such as analytics, integration and systems implementation. “We have long-term partners like Esri and Nvidia offering foundational solutions that are already widely used by cities, as well as partners taking an AI-native approach to add new capabilities on top of existing systems,” says Priest. “We also have integration partners – including global firms like Accenture, EY and KPMG and smaller regional specialists – who help governments assemble these components, connect data sources and build solutions tailored to local needs. Microsoft works across all three layers and we’re collaborating more closely with our customers than ever.” To drive lasting transformation, city leaders must also set a clear vision for how AI will enhance operations and equip employees with the skills, confidence and support to use them in their daily work. “Public sector organisations have a responsibility to manage change carefully, but that should not prevent them from exploring new ways to improve services,” says Priest. “It makes a real difference when senior leaders establish a clear vision, create appropriate guardrails and give employees the confidence to experiment responsibly with new tools.” The most successful cities, says Priest, also create centres of excellence to help drive “ The major shift is that we’re now using AI to do far more than just answer questions or find information quickly”
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