CouldAIbethekeythat

unlocksgreatcustomerservice

inthepublicsectoΓ?

What’sinside

Introduction:thisiswhatAIcouldreallylooklike4inthepublicsector

Anunprecedentedopportunitytoelevate5

customerservice

ThecurrentuseofAIinpublicsectorcustomer8

service

Fourstepstoconsiderifyouarethinkingof14

adoptingAIincustomerservice

ThisiswhatAIcouldreallylooklikeinthepublicsector

WhensingleparentLucasloseshisjob,hisfirstconcernishowhe

willcareforhisteenagechildren.Latethatnight,hemessageshis

localgovernment’shelpservicefromhisphone,toaskwhatsupporthecangetrightnow.Theserviceguideshimstepbystepthrough

howtoapplyforunemploymentbenefitsandaccessotherkindsofsupport,likefreeschoolmeals.

Thenextmorning,ahousingadvisorcalls,alreadyfamiliarwithLucas’ssituation.Theytalkthroughhisoptionsandagreeonanactionplan.Bytheendoftheweek,heisreceivingsupportfromseveralgovernmentagenciesandhasonlyneededtoexplainhissituationonce.

Lucasrecognizesthathereceivedahighstandardofservice.But

hemaynotknowthatGenAItoolsandAIagentsworkedalongsidehumanstodeliveritbehindthescenes.

Theseadvancedtechnologiesuseddatasharedsecurelyacross

government–includingviaaunifiedcustomerrelationship

management(CRM)platform–toanticipateneeds,pre-fillforms

andcoordinateservices.Theycalleduponotherkeypillarsofstrongcustomerservice,suchasintegratedITandprocessesorganized

aroundthecitizen.Andtheysharedrelevantinformationwithpublicservantswhoweretrainedandequippedtostepinwhenitmatteredmost.

Theresult?Lucashadhisneedsmet

efficiently,effectivelyandwithempathy.

Publicsectororganizationshavebeenstrivingtoprovidethislevelofintegrated,personalizedcustomerserviceforsometime.YetrecentresearchbytheCapgeminiResearchInstitute(CRI)1revealsthatjust25%ofcitizensaresatisfiedorverysatisfiedwiththeservicethey

receivefromgovernmentagencies.Thatisthelowestscoreamongthesectorssurveyed.

Inthispointofview,wewilloutlinethebarriersthatprevent

governmentleadersinITandoperationaldeliveryfromfinally

deliveringonthepromiseofgreatcustomerservice.AndwewillsetoutfourstepstheycantaketostartrealizingthosegainswithAI.

1CapgeminiResearchInstitute,Unleashingthevalueofcustomerservice,2025

4|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

5|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

Anunprecedentedopportunitytoelevatecustomerservice

Asthesumofeveryinteractionandprocessinvolvedinservingcitizensandbusinesses,customerserviceinthepublicsectorhasahugebearingonhowpeopleperceivegovernment.

Byimprovingtheirservicetocitizens,governmentagenciescanimprovepublictrust,aswellasaccessibility,equityandpolicyoutcomes.Indoingso,theycanalsogetclosertoachievingtheirrespectivemissions.YettheCRIsurveyshowsthatgovernmentslagtheirpeersinothersectorswhenitcomestosatisfyingusers.

Figure1:Whilelowsatisfactionisathemeacrossallsectors,consumersratecustomerserviceinthegovernmentagenciesthelowest

Howsatisfiedareyouwiththecustomerserviceprovidedbythefollowingproductorserviceproviders?

OveΓall

45%

InsuΓancecompanies

53%

Banks

45%

ConsumeΓpΓoductscompanies

44%

TΓavelandhospitalityseΓvicepΓovideΓs

39%

RetaileΓs

38%

Automotivecompanies

37%

Telecomcompanies

35%

Utilities

33%

GoveΓnmentagencies

25%

Source:CapgeminiResearchInstitute,CustomerServiceTransformationSurvey,November–December2024,N=9,500consumers

“Consumerbrandsaresettingthestandardwhenitcomes

tocustomerservice.”

SandeepKumar,HeadofPortfolioandEnterpriseTransformationatCapgeminiInvent

6|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

Italsorevealsthatorganizationsacrosssectorsaregrapplingwiththetwinchallengeofpoorcustomersatisfactionandrisingcustomerexpectations.

Figure2:Publicsectororganizationsfeelthepressureofrisingcustomerexpectationsslightlylessintenselythanthecross-sectoraverage

Whatarethecriticalissuesthatyourorganization’scustomerservicefunction/departmentcurrentlyfaces?

%oforganizationswhoselectedthefollowingamongthetopfiveissuesfortheirorganization’scustomerservicefunction

RisingcustomerexpectationsPoorcustomersatisfactionLowoperationale?ciency

Pooragentsatisfaction/highagentattritionratesDisjointedcustomertouchpointsHighcostofoperations

Redundant,unsupportedorobsoletetechnologyPoorservicequalityimpactingbrandperceptionLackofcustomerinsights

Lackofadditionalrevenuethroughcross-sell PoordigitalexperiencesforcustomersEnsuringcon?dentialityofcustomerdata

OverallPublicservices

Source:CapgeminiResearchInstitute,Customerservicetransformationsurvey,NovemberDecember2024,N=1,002executivesglobally;N=100executivesfromthepublicservicessector

27%

11%

5%

28%

12%

5%

79%

70%

72%

70%

40%

40%

51%

53%

65%

60%

61%

54%

44%

31%

65%

54%

2%

1%

Butwhilethechallengeissimilaracrosssectors,thepotentialimpactofsub-standardserviceinthepublicsectorisfarbigger.Vulnerablepeoplecouldbeexcludedfromvitalservicesorbenefits,outcomescouldworsen,andinefficiencyandwastecouldincrease.Trustingovernmentscouldalsodecreasefurther,ultimatelyerodingdemocracy.

7|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

Anoptimisticoutlook

Despitethissoberingsummary,webelievetherearetwobigreasonsforoptimism:

Publicsectororganizationsarestartingtorecognizetheneedtoinvestindigitizationtoprovideaqualityservice.Someforward-thinkingorganizationsarealreadymodernizingtheirITinfrastructure,implementingdata-qualityprogramsandadoptingfuture-proofCRMsystemsthatwillhelpcreateasingleviewofthecitizen.

Withthosefoundationsinplace,GenAItoolsandAIagentsofferorganizationsanunprecedentedopportunitytoelevatecustomerservice,evenintimesoftightbudgetconstraints.Andaswerevealinthenextsection,thesurveyfindingssuggestthatthepublicsectorisfurtheraheadthanyoumightexpect.

What’sthestateofcustomerserviceacrossindustriestoday?

TheCRIsurveyed9,500citizens,1,002leadeΓs(10%frompublicservices)and506customeΓseΓvice

employeesandsupervisorsfromacrosssectors.Theaimwastoexploretheshiftsincustomerexpectationsandtechnology,especiallyGenAI,affectingthecustomerservicefunction.

Thefindingsrevealaclearneedtotransformthefunctiontobettermeettheneedsofcustomers/citizens,

empowercustomerserviceemployees,anddelivertop-andbottom-linebenefitsfororganizations.Therearealsosomeinterestingdifferencesbetweentheprivateandpublicsector.

Themaintakeawaysincalude:

01

Onaverage,only45%ofconsumersaresatisfiedorverysatisfiedwiththecustomerservice

theyreceive.Thisshowsthatwhilegovernmentagenciesscorethelowest,organizationsacrosssectorsstruggletokeeptheircustomershappy.

02

Fewerpublicservicesorganizationsthanthecross-sectoraverageseelowoperationalefficiency(54%v65%)andhighoperatingcosts(31%v44%)ascriticalissuesforcustomerservice.But

moreareconcernedaboutobsoletetechnology(51%v40%)andpoorservicequalityaffectinghowtheyareperceived(53%v40%).

Morepublicservicesorganizationsreportreducedoperatingcosts(30%to24%)andissue

handlingtime(32%to25%)fromusingAItechnologies.Butthesatisfactionscoressuggestthatthesebenefitshaveyettotranslateintoabetterexperienceforcitizens.

03

ThebenefitsofAIareexpectedtogrowasorganizationsrecognizethestrategicimportanceofcustomer

service,andtheroleAIcanplayinimprovingcustomersatisfaction,theemployeeexperience,andoperationalefficiency.

Readthefullreport,“Unleashingthevalueofcustomerservice”2

2CapgeminiResearchInstitute,Unleashingthevalueofcustomerservice,2025

8|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

ThecurrentuseofAIinpublicsectorcustomerservice

Perhapssurprisingly,ourresearchshowsthat91%ofpublicsectororganizationsareexploring,piloting,orhave

alreadyintegratedGenAIintotheircustomerserviceoperations.Thatiscomparedwithacross-sectoraverageof

86%.AndmorepublicsectorleaderssaytheyarealreadyseeingbenefitsfromdeployingGenAIincustomerservice.

Figure3:MorepublicsectorleaderssaythatGenAIisalreadyreducingoperatingcostsandissuehandlingtime

WhichotheollowingbenefitsdoyouexpecttorealizethroughtheuseoGenAIincustomerserviceactivities?%ofoverallexecutiveswhoselectedthefollowing

ReducedopeΓatingcostsReducedissuehandlingtime

AgentpΓoductivity

WhichofthefollowingbenefitsdoyouexpecttorealizethroughtheuseofGenAIincustomerserviceactivities?%ofpublicsectorexecutiveswhoselectedthefollowing

ReducedopeΓatingcostsReducedissuehandlingtimeAgentpΓoductivity

WehavealΓeadystaΓtedΓealizingthisbenefitWeexpecttoΓealizethisbenefit

Source:CapgeminiResearchInstitute,Customerservicetransformationsurvey,November-December2024,N=861executivesfromorganizationsthatareexploring,piloting,orimplementingGenAlforcustomerserviceactivities.

30%

32%

30%

24%

25%

31%

65%

62%

54%

60%

52%

54%

91%ofpublicsectororganizationsareexploring,piloting,orhavealreadyintegratedGenAIintotheircustomer

serviceoperations.

CapgeminiResearchInstitute,Unleashingthevalueofcustomerservice,2025

3CapgeminiResearchInstitute,Unleashingthevalueofcustomerservice,2025

4CapgeminiResearchInstitute,Unleashingthevalueofcustomerservice,2025

10|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

ButwhileGenAIuseinpublicsectorcustomerserviceismorematureoverall,itisalsomoreconcentratedinthe

exploringandpilotingstages.(SeeFigure4.)Thismaybebecauseorganizationsfailtomakeastrongbusinesscaseforthesetoolsbeforeembarkingonexplorationsorpilots,sotheyriskgettingstuckinthosestages.WhentheydogolivewithAItechnologies,theymayalsostruggletoprovethattheyarerealizingefficiencygainsbecausetheylackeffectiveKPIsformeasuringsuccess.

Figure4:WhileGenAIinitiativesinpublicservicesaremorematurethanthecross-sectoraverage,ahigher-than-averageproportionareintheexploringandpilotingstages

HowwouldyoudescribethematurityofGenAIinitiativesinyourcustomerservicefunction/department?

3%11%25%25%23%13%

OveΓall

5%4%30%22%18%21%

PublicseΓvices

WearenotinterestedinworkingonGenAIinitiatives

WehavebegunworkingonsomepilotsofGenAIinitiatives

Source:CapgeminiResearchInstitute,Customerservicetransformationsurvey,NovemberDecember2024,N=1,002executivesglobally;N=100executivesfromthepublicservicessector

WehavestartedexploringthepotentialofGenAI

WehaveenabledGenAIcapabilitiesinmostof/allourcustomerserviceactivities

WeareyettobeginexploringGenAIcapabilities

WehaveenabledGenAIcapabilitiesinsomeofourcustomerserviceactivities

ThesechallengesshowthatAIisnotamagicwandyoucanwavetoautomaticallygetgreatresults.Tobeeffectiveincustomerserviceandbeyond,forexample,thesetoolsneedtooperateonstrongfoundations,includinggood-qualitydataandframeworksforsharingitsecurely.Butmanypublicsectororganizationsarestartingtoimplementthem

withoutthesefoundationsinplace:fewerthan25%reporthighmaturityinanyaspectofdatareadiness.5,6

“Thestructureofgovernmenttoooftenstandsinthewayofitsownambitions—fragmentedsystemsandsiloed

dataarenotjusttechnicalissues,they’rebarrierstotrustanddemocracy.”

SandeepKumar,HeadofPortfolioandEnterpriseTransformationatCapgeminiInvent

5CapgeminiResearchInstitute,Datafoundationsforgovernment:FromAIambitiontoaction,2025

6CapgeminiResearchInstitute,RiseofagenticAI:Howtrustisthekeytohuman-AIcollaboration,2025

11|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

Thesystemsandstructurespreventingsuccess

AItoolsalsocannotfunctionasstickingplastersforsystemicissuespreventingorganizationsfromelevatingtheirservice.Whilemanyoftheseissuesarecommonacrosssectors,someareabiggerprobleminthepublicsector,as

Figure5shows.

Figure5:Publicsectororganizationsaresignificantlymorelikelythanthecross-sectoraveragetocalloutΓedundantoΓobsoletetechnologyandtheimpactofpooΓseΓviceonhowtheyaΓepeΓceivedasamongthemostcΓiticalissues

Whatarethemostcriticalissuescurrentlyfacedbyyourorganization’scustomerservicefunction/department?

%oforganizationswhoselectedthefollowingamongthetopfiveissuesfortheirorganization’scustomerservicefunction

61%65%

Disjointedcustomertouchpoints

Redundant,unsupportedorobsoletetechnology

Poorservicequalityimpactingbrandperception

OveΓallPublicseΓvices

Source:CapgeminiResearchInstitute,Customerservicetransformationsurvey,NovemberDecember2024,N=1,002executivesglobally;N=100executivesfromthepublicservicessector

Pooragentsatisfaction/highagentattritionrates

40%

40%

60%

54%

51%

53%

12|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

What’smore,whilemanycitizenstendtoperceive“thestate”asoneentity,thestructureofpublicsectororganizationspreventsthemfromoperatingassuch.

Tosumup,oursurveyfindingsandexperienceofworkingwithgovernmentshighlightseveralkeyissues:

Fragmentationandalackofdata-sharingframeworks.ITsystemstendtobeoutdatedandsiloedby

agency,andtherearenoframeworksfordatasharingandinteroperability,aunifiedCRM,orasharedvisionforadoptingAIacrossgovernment.

Lowemployeesatisfactionandefficiency.Theissueswedescribedabove,alongwithalackoftraininganddevelopment,canmakeitchallengingforcustomerserviceemployeestobeefficientandhappyatwork.

Forexample,siloedsystemscanmeantheyneedtousemultiplescreenstodealwithasinglequery.

Structuralissues.Itcanbehardtoestablishfundingorownershipforcross-cuttinginitiativeswhenbudgetsandobjectivesaresetvertically,bydepartmentoragency.

Compliancepressuresandreputationalrisk.GrowingregulationarounddataprivacyandtheuseofAImeansthatgovernmentsmustbeverycarefulinhowtheycollect,store,useandsharecitizendata.TheymayalsohaveconcernsaboutthereputationaldamagethatcouldresultfromdataleaksorAI

hallucinations.

Figure6:Fragmented,outdatedITsystemsandalackofemployeetraininganddevelopmentarethetopfactoΓsstandinginthewayofimpΓovingcustomeΓseΓvice

Whatarethebarriersthatyourorganizationfacesinimprovingitscustomerservice?

%ofpublicsectorexecutiveswhoselectedtheoptionasoneofthetopfivebarriers

Fragmented/siloedITsystemslandscape

Outdated/legacyITsystems

Lackofemployeetraininganddevelopment

Poorcoordinationacrossdepartments

Financialconstraints

Culture-relatedissues/lackofagentengagement

Sta?ng/ΓesouΓcingissues

Underestimatingthestrategicvalueofthecustomerservicefunction

54%

54%

52%

79%

78%

81%

31%

71%

Source:CapgeminiResearchInstitute,Customerservicetransformationsurvey,NovemberDecember2024,N=1,002executivesglobally;N=100executivesfromthepublicservicessector

13|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

Asaresultofthesechalle∩9es,a∩ddespitethebesti∩te∩tio∩sof9over∩me∩ts,thecitize∩experie∩ceofte∩remai∩sfra9me∩ted.I∩theUK,somepeoplewithalo∩9-termdisabilityorco∩ditio∩musti∩teractwith40servicesacross∩i∩eor9a∩izatio∩s.7Theuseofdoze∩sofseparatebooki∩9systemsattheUSDepartme∩tofVetera∩A阡airsresultsi∩

lo∩9waitsforhealthcareappoi∩tme∩tsforvetera∩s.8A∩dpare∩tsi∩Fra∩cemustofte∩submitsimilari∩formatio∩toseveralor9a∩izatio∩stoaccessthefullra∩9eoffamilybe∩e?ts.9

IntheUK,somepeoplewithalong-termdisabilityorconditionmustinteractwith40servicesacrossnineorganizations.

Thestateofdigitalgovernmentreview(GOV.UK2025)

7GOV.UK,Thestateofdi9ital9over∩me∩treview,2025

8USGover∩me∩tAccou∩tabilityO代ce,Vetera∩shealth:improveme∩ts∩eededtoachievesuccessfulappoi∩tme∩tscheduli∩9moder∩izatio∩,2025

9Courdescomptes,Lesaidesauxfamilles∩ombreuses:desd巨pe∩sesstabilis巨es,u∩ecohere∩ce,May2024

14|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

FourstepstoconsiderifyouarethinkingofadoptingAIincustomerservice

Astheexampleatthestartofthisreportshows,GenAItoolsandAIagentshavethepowertoelevatetheservicegovernmentsgivetheircitizens.Theycandosobylayeringtheiruniquecapabilitiesontopofotherkeyenablersofstrongcustomerservice:

Frameworksandprocesses

forkeepingcitizendata

private,secureand

compliantwithregulations

acrossallservicechannels.

Amodern,integrated,

andscalableIT

infrastructure.

Good-qualitydata,with

standarddefinitionsand

governancearounddata

sharing.10

UnifiedCRMsystems

thatprovideAIagents

andcustomerservice

employeeswiththefull

pictureofthepersonthey

areserving.

ButprovidingseamlessexperiencesacrossmultiplechannelswillnotonlymeanputtingtherightITpillarsinplace.Itwillalsomeantransformingyourpeople,processesandmindset,aswellasbuildingcollaborativerelationshipsacrossIT,HR,operationaldeliveryandcustomerservice.

Thiswillnotbeaneasyprocess.Butweknowfromourdataandourexperiencewithclientsthatpublicsectororganizationsarealreadyonthatjourney.

1.Identifytheopportunitiesandbuildthecaseforchange

Beginbypicturingwhatagreatexperiencecouldlooklikeforthepeopleyouserve,likeLucasinthestoryonpage4.Whatwouldittaketomakeyourservicesfeelmorejoined-up,timelyandresponsive?Thenworkbackwards:whatgetsinthewayofthatexperiencetoday,andhowcouldAItools–alongwithotherenablers–helpbridgethegap?

Thisshiftinperspectivefromprocessestopeoplehelpstorevealtherealopportunitiesfortransformation.Itisalsoapowerfulwaytomakethecaseforchangewhilesettingyouupforthefuture:movingtoalifeeventsmodel.

Inthismodel,governmentsdesignservicesaroundmomentsthatmattertocitizens–likelosingajob,startinga

businessorbecomingaparent–ratherthanarounddepartmentalsilos.11GenAItoolsandAIagentscanhelpthemachievethiscitizen-centricapproachbymappingthejourneys,simulatingbetterones,andidentifyingwheresmallchangescouldmakeabigdifference.Thatcouldbebyjoiningupdata,anticipatingneedsorcoordinatingresponsesacrossdepartments.

“Ifyouidentifytheend-to-endintegratedcustomerjourney,thenlookathowAIcanenableit,youwillimprovecitizensatisfaction.”

YvoBooisma,CustomeΓExpeΓienceLeadeΓfoΓtheGlobalPublicSectoΓatCapgemini

10CapgeminiResearchInstitute,Datafoundationsforgovernment:FromAIambitiontoaction,2025

11Capgemini,Citizenservicesforlife:PersonalisingeGovernmentthroughalifeeventsapproach,2023

15|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

2.ClarifytheroleofAIandhumans

ArecentCRIsurveyrevealsthatcustomerserviceisthefunctionwheremostexecutivespredictAIagentswillbe

performingatleastoneprocessdailywithinayear.12So,ratherthanfocusingonwhatnottodowithAI,publicsectororganizationsneedtodefinehowhumansandAIshouldworktogether,acrossallchannelsandtouchpoints.

Generally,thatmeansusingGenAItoolsandAIagentstohandlesmalltransactionaltasks,theoutputsofwhich

areorchestratedsothathumansstayintheloop.Thesetaskscouldbeacrossdigitalandpotentiallyevenin-personinteractions–forexample,throughAItoolsthatactasvirtualassistantstocustomerserviceemployees.Thatway,humanscanfocusonempathetic,complexcitizeninteractionsandleadershaveoversightofwhattheAIagentsaredoing.

“Unleashingthevalueofcustomerservice”13offerssomeinsightintowhatcustomerservicecouldlooklikewiththishuman-AIchemistryinplace.ItrevealsthatfourinfivepublicsectorleadersandcustomerserviceemployeesagreethatGenAIwillallowemployeestoengageinmoreimpactfulinteractionsinthefuture.Andsevenin10citizensstillpreferhumansforinteractionsrequiringempathy.(Notethatthesepreferencesvarybyage,withyoungerpeoplegenerallyfavoringAI–formoredetail,seethereport’sappendix.)

Ofcourse,toempoweremployeesinthisway,youmustfirstaddressanylowlevelsofgeneralAIliteracy.Fromthisfoundation,youcantrainyourcallcenteremployeesandfrontlinestafftouseAI-poweredtoolssafelyandwith

confidence.Buttrainingalonewillnotbeenough.ToharnessthefullpowerofAIagents,youwillneedthebuy-inandcommitmentofseniorleadersinyourorganization.Thatisbecausethetaskinvolvesredesigningprocesses,rethinkingrolesandstructures,andclearlysettingoutwhenandhowhumansshouldstayintheloop.

IfyourAIagentsoperatewithinawell-scopedframeworklikethis,theywillnotonlyearntrust.Theywillalsohelptocreatemorehuman,citizen-focusedservices.

12CapgeminiResearchInstitute,RiseofagenticAI:Howtrustisthekeytohuman-AIcollaboration,2025

13CapgeminiResearchInstitute,Unleashingthevalueofcustomerservice,2025

16|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

Figure7:Whilecitizensvaluechatbotsforquickandconvenientservice,theypreferhumansforqualitieslikeempathy.Butwithpreferencesvaryingaccordingtoage,situationor

requirements,governmentagencieswillneedtotakeabalancedapproach

Doyoupreferhumanagentsorchatbots/virtualagentsintermsofthequalitiesyouarelookingfor?

71%

17%

10%

69%

21%

9%

61%

25%

9%

57%

33%

9%

54%

35%

8%

54%

27%

17%

53%

34%

9%

51%

39%

8%

43%

40%

7%

37%

52%

10%

34%

52%

12%

HumanagentsChatbots/virtualagentsEither/nopreference

Source:CapgeminiResearchInstitute,Customerservicetransformationsurvey,November–December2024,N=9,500consumers

Empathy

Creativeproblem-solving

Personalization KnowledgeandexpertiseE?ectivefollow-upandclosureAccuracyandreliability

ClearcommunicationInclusivityandculturalsensitivity SecurityandprivacyResponsivenessandspeed

Easyaccess/convenience

3.Startsmallandmeasureimpact

NowyouknowwhereyoucanuseAItoimproveyourcustomerjourneys,thenextstepistofocusongradual,

evidence-baseddeployment.Thiswillallowyoutomeasureperformance,learnfromexperienceanditeratively

developsolutionsbeforerollingthemoutmorewidely.Itwillalsoallowyoutobalanceinnovationwithresponsibilitybyassessingtheimpactoncrucialareaslikedatasovereignty,complianceandsustainability.

WesuggestcreatingnewKeyPerformanceIndicators(KPIs)forhybridteamsthatreflectsuccessacrossallchannels.ThesecouldincludeAIaccuracy,citizensatisfaction,accessibility,equity,andthenumberofcasesresolvedbyAItools.

Youcouldalsobeginwithlow-riskGenAIpilotsandscalethembasedoncitizenimpactandnewKPIs.14Pilotscouldincludeprovidingsummariesofconversations,suggestinganswersforcustomerserviceemployeesandsending

emailswithsuggestednextsteps.

14CapgeminiResearchInstitute,Thinkbig,startsmall:UnleashingthetransformativepowerofGenAIandagenticAIacrossgovernment,2025

17|CouldAIbethekeythatunlocksgreatcustomerserviceinthepublicsector?

80%ofpublicsectorleadersandcustomerserviceemployeesagree

thatGenAIwillallowemployeestoengageinmoreimpactful

interactionsinthefuture.

UnleashingthevalueofcustomeΓseΓvice,CapgeminiReseaΓchInstitute,MaΓch2025

4.DelivernewvalueforeveryonewithAI

AuniquechallengefoΓthepublicsectoΓisthateveΓyoneneedstobeabletoaccessitsseΓviceseasily,including

peoplewithdisabilities.lnouΓcustomeΓseΓvicesuΓvey,moΓethanhalfofcitizensconsideΓaccessibilityacΓitical

aspectofgood