Implementing artificial intelligence in the public sector is complex. Governments and other public organizations must navigate political interests, bureaucratic structures, and risk-averse cultures. Five uncomfortable practices can help public sector organizations navigate these complex environments and pave the way for effective, strategic AI innovation.

Innovation in the public sector often comes from the ground up, with middle managers and front-line staff leading the charge. Politicians and senior leadership primarily take action in cases of crises and failures. They need to adopt a more strategic perspective and support bottom-up innovations.

Eight critical factors for successfully implementing organizational change in the public sector include verifying and communicating the necessity of change, developing clear strategies, building support, and ensuring top-management commitment. Providing adequate resources, institutionalizing new behaviours, and aligning subsystems with change objectives are crucial for achieving transformation.

Successfully navigating the path of innovation requires not just great ideas but also the strategic cultivation of legitimacy through proactive engagement, compelling storytelling, symbolic actions, and strategic affiliations.