At a recent California Government Innovation Showcase I attended, artificial intelligence was not a speculative topic or a distant ambition. It was present in every conversation, not as hype, but as a practical reality government leaders are already navigating. What stood out most was not the technology itself, but the shared recognition that AI in government lives or dies by trust.
Across discussions with state and local leaders, a consistent theme emerged: Innovation without governance is not innovation at all. It is exposure to risk. In government, where public trust is foundational, the stakes are even higher. When agencies lose public confidence in how data is managed or decisions are made, they do not just lose credibility, they compromise their mandate to serve.
That perspective framed a roundtable I hosted on governance in the age of AI. The discussion brought together public servants from a wide range of agencies, each at a different stage of modernization, yet grappling with the same core question: How do we embrace AI without undermining the trust placed in us?
One reality quickly became clear. AI is already embedded in government operations, whether through sanctioned pilots or informal, unsanctioned use by individuals trying to work more efficiently. Ignoring that reality does not prevent risk, it amplifies it. The agencies represented at the table consistently agreed that a proactive approach to governance is essential, not optional.
Several participants shared examples of leadership hesitation slowing formal AI initiatives, only to create space for uncontrolled experimentation elsewhere. In contrast, agencies making progress took a measured approach. They defined clear guardrails around what data could be used, how it could be applied, who had access, and how outcomes would be reviewed. Governance, in these cases, was not a barrier to innovation; it was the mechanism that made innovation possible.
Another insight resonated strongly. Not every agency needs the same level of AI sophistication. Some use cases demand advanced, highly tuned capabilities. Others benefit from simpler, more targeted applications. The mistake is assuming one model fits all. Effective governance allows agencies to match AI to mission needs rather than forcing missions to adapt to technology.
For the agencies that had successfully deployed AI-enabled processes, two factors consistently stood out. The first was data. Trusted outcomes depend on trusted inputs. Whether grounded in formal policy, established records practices, or clearly defined evaluation criteria, these agencies invested in confidence in their data before introducing AI. That groundwork made adoption smoother and buy-in stronger.
The second factor was people. One agency shared a candid lesson learned: While their data and policies were sound, their initial AI deployment failed to account for how staff interpreted and used information. Policy language, while accurate, did not reflect everyday operational realities. By bringing end users into the development process, they were able to course-correct and design systems that supported — not disrupted — how work gets done.
That lesson is worth underscoring. AI in government cannot succeed as a purely technical exercise. It must reflect how people work, how decisions are made, and how accountability is maintained. Governance provides the structure, but people provide the context.
As government leaders look ahead, the path forward is not about moving faster for its own sake. It is about moving deliberately. Strong data governance, clear oversight, and inclusive design are what allow AI to enhance public service rather than erode trust.
AI will continue to evolve. Public expectations will continue to rise. Agencies that invest now in governance, trusted data, and human-centered development will be best positioned to meet both — confidently and responsibly.
Andy MacIsaac is a senior marketing leader at Laserfiche, where he drives go-to-market strategy and thought leadership for AI-powered content management, process automation, and data governance in the public sector. With more than two decades of experience partnering with government agencies and education institutions, he helps organizations modernize operations while maintaining security, compliance, and trust. Andy has led industry marketing, demand generation, and sales enablement initiatives across leading software and consulting organizations, translating complex technologies into practical outcomes. As a trusted advisor to CIOs and agency leaders, he is passionate about responsible innovation that improves efficiency, transparency, and service delivery.
Leave a Reply
You must be logged in to post a comment.