Adopt or lag: digital workspaces in government

Embracing digital workplaces will benefit Australian government agencies and enable a transformative shift in public service capabilities.

The Australian Data and Digital Transformation Strategy¹ envisions a government that is modernised, secure and citizen-focused by 2030. However, without taking bold steps towards adopting digital workspaces, government agencies will struggle to meet the rising expectations of citizens. This is not only about implementing technology: it is about overhauling how government agencies operate, collaborate and deliver services in an increasingly connected and digital world.

The case for digital workspaces in government

A digital workspace is an integrated environment that fosters collaboration, enhances employee engagement and agility, and harnesses advanced technologies for optimal productivity. This ecosystem seamlessly combines various applications, data devices and services, working in unison to offer a streamlined and empowering digital experience.

As hybrid and remote work become permanent fixtures in Australian government agencies, the case for digital workspaces is stronger than ever. They allow for streamlined communication and data sharing across departments, making operations more fluid and less siloed. They promote real-time collaboration between agencies, easy access to up-to-date information, and support with making informed decisions quickly. This becomes especially crucial in service-heavy agencies such as health care, transport and social services, where real-time data access can make or break the delivery of services to citizens. Platforms such as myGov, which integrates crucial government agencies such as the Australian Taxation Office and Medicare, highlight the potential of a connected, efficient digital workspace.

When combined with artificial intelligence (AI), digital workspaces can be particularly transformative. AI-driven tools enable the automation of routine tasks, freeing government employees to focus on more meaningful work, such as problem solving, policy analysis and service improvement. By removing repetitive and time-consuming tasks, AI enhances the productivity and job satisfaction of government employees, who can then apply their skills to tasks that directly benefit citizens.

The impact of AI in digital workspaces

Beyond operational efficiency, AI-driven digital workspace tools can enhance employee experiences and make government roles more appealing in a competitive job market. Today’s workforce — especially digital natives — values flexibility and modern technology in the work environment.

In fact, according to the latest research by Unisys, AI is not merely a productivity tool but also a catalyst for employee satisfaction, career development and job creation. The survey found that 79% of employees believe AI skills will advance their careers, and 61% view the technology as a job creator, not a disruptor.

A mindset shift

For the Australian Government to achieve its 2030 data and digital goals, agencies must adopt a dual approach that addresses technical and cultural hurdles. Resistance to change and lacking relevant skills can hinder even the most ambitious digital transformation plans.

Firstly, start from the top down. Strong leadership is essential in driving technical change and cultural transformation. Leaders must demonstrate a clear vision for the future and rally employees around the opportunities that digital transformation brings.

This includes a clear business use case for any new technology, especially one as fresh as AI. It is not enough to just decide to implement a digital workplace; it must be driven by strategically considered and measured ROI. Any technology should closely align with your organisational objectives rather than focusing solely on the technology itself. Identify how AI will help you and your agency increase efficiency, connect workers and, ultimately, better serve citizens.

Because the success of AI implementation often hinges on the specific use case chosen, it’s essential that users understand it and that it undergoes thorough evaluation. This requires data maturity, quality assurance, security, and organisational change management to ensure that end users fully utilise the technology to realise its potential ROI. It’s also important to remember that patience is essential, as AI solutions will continue to evolve and require ongoing adaptation over time.

Bringing the mindset to life

After solidifying the business case, initiate an organisational change management program that encourages and trains employees to modify their working methods to take full advantage of the technological innovation that’s been built.

With the Australian Computer Society projecting a need for 1.3 million IT professionals by 2030, the government must prioritise upskilling its workforce, investing in continuous learning and adaptability to create a tech-savvy, future-ready public sector. Here are some best practices for keeping staff skilled in new technology.

Encourage internal mobility

Start by looking within your existing workforce to identify talent with AI expertise or interest, then support their transition into AI-focused roles. AI can even help in this process by analysing the employee base for candidates with relevant skills, experience and attributes suited for AI roles.

Invest in continuous learning

AI literacy requires ongoing education, not just a one-time training session. Organisations can retain talent by providing accessible micro-learning modules, online courses and mentorship programs to keep employees current on AI trends and applications. This approach also enriches employees’ roles, boosting retention.

Foster a culture of experimentation

Encourage employees to explore AI’s potential within their departments by supporting pilot projects. This approach nurtures innovation, surfaces new ideas and uncovers hidden talent with a knack for AI.

Partner with AI experts

While internal skills-building is essential, some expertise will require external support. With many organisations struggling to grasp AI’s ethical implications, it may be necessary to collaborate with AI consultancies or universities to bridge skill gaps and stay ahead.

Foster a collaborative culture

Government agencies should also foster a culture of adaptability and collaboration. Encouraging employees to embrace digital workspaces and ways of working ensures they remain engaged and confident in using AI and other digital technologies.

Balance risk and innovation

Encouraging employees to stretch and try new technology can make some leaders nervous. But there are measures you can take to mitigate risk without hampering innovation.

Educate employees on how to use tools safely

This includes when to use them and how to use them, and excluding sensitive data from their inputs — that is, controlling who has access to which data. The first step is to structure the platform before exposing data to it.

Evaluate where things could go wrong

Many AI tools pose unintended risks. For example, when meetings are automatically transcribed, they become potential legal records that can be subpoenaed. This creates risks of revealing sensitive internal discussions to unintended audiences, including the public. Additionally, AI limitations can result in transcript errors, leading to misunderstandings or legal complications if they get forwarded without an accurate check.

For the best success, government agencies must be willing to take minor risks to advance innovation. Risk analysis goes back to having a strong, clear, strategic vision for AI use cases so decision-makers can ask the question: is this particular risk worth the reward of innovation?

Adopt or lag

The choice for Australia’s government agencies is clear: embrace digital workspaces to lead a transformative shift in public service or risk lagging in a fast-evolving digital world. AI-driven digital workspaces offer a path not only to operational efficiency but also to a more dynamic, resilient and future-ready public sector that meets the needs of Australians in the digital age. The government has the opportunity to move decisively, aligning technology, skills and culture to drive this digital transformation forward.

^{1. Digital Transformation Agency 2024, Data and Digital Government Strategy, Australian Government, <<https://www.dta.gov.au/digital-government-strategy>>}

*Kate Adams is Field Services Director – Asia Pacific at Unisys. With over 25 years’ experience in delivering IT support across multiple accounts and geographic locations, she excels in the complex nature of IT, consistently identifying improvements and innovations, and managing change to achieve positive outcomes. For both government and commercial clients Kate has successfully led large teams, driving continual improvement and innovation in service delivery, people engagement and operational effectiveness.

Top image credit: iStock.com/gorodenkoff