The secret to adopting AI, cloud in agencies? Culture change, enhanced training
Laurin Parthemos, a principal at Kotter, a firm that focuses on change management, explains how to ensure employees are engaged in new technology initiatives.
As major changes sweep through government and workforce reductions put more pressure on employees to be as efficient as possible, federal agencies are increasingly turning to more advanced digital solutions for time and cost savings. This often means centralizing data management and using cloud integration platforms to facilitate cross-departmental communication and better data-driven decision-making. But it also means ensuring that teams are as fluent in new technology or platform investments as possible so they can enhance service delivery.
Artificial intelligence, cloud computing and automated data processing are the future of operations within federal agencies. Leaders can leverage these three strategies to equip their employees with next-generation capabilities that allow them to thrive in a volatile public sector.
Communicate the “why” and “how” early and often
To drive adoption, employees must first understand the “why” behind new technology initiatives. Without a clear, compelling reason, it’s unlikely they will embrace new tools or use them to their fullest potential. Leaders must communicate not just the benefits of AI and digital upskilling, but how these innovations align with the department’s mission and each individual employee’s role. Tailored upskilling programs, such as microlearning sessions designed for busy schedules or role-specific training focused on relevant applications, can effectively show teams that they are part of the future vision and drive greater adoption.
Equally important is maintaining open communication channels, which means communicating early and often about what tools and trainings employees will be given in order for teams to learn and adapt. As part of the process, leaders must be open to discussing any concerns or reluctance, especially related to firmly founded concerns about national security. Rather than shutting down the conversation, be open to feedback, address the concerns and show a willingness to test new ideas. Hosting “office hours” or holding town halls invites productive two-way dialogues, ensuring that employees feel heard and engaged in the process.
Once employees understand the “why” and “how” behind new technology adoption, it’s essential to celebrate those who embrace and champion it. Implement a system of recognition that includes tactics such as: publicly acknowledging early adopters in meetings, providing written thank-you notes or commendations, offering small rewards like gift cards, or designating them as “technology champions.” These efforts demonstrate that embracing new technology is valued and contribute significantly to broader adoption. It goes a long way toward inspiring a high level of adoption from others.
Provide tailored, ongoing training
Learning and development should never be one-size-fits-all or a one-and-done effort. A well-rounded training program ensures that employees not only understand the technology, but also how it can support their day-to-day work.
Identify clear objectives for every training session and outline what employees can expect to take away from it. While traditional metrics such as return on investment impact budget setting, proficiency and effectiveness measures like time saved can encourage buy-in from the people who are actually using the tool.
Here are four types of learning formats to incorporate for more effective trainings:
- Foundational courses establish a baseline understanding across all agency or department employees. At their core, these courses introduce the key technologies and articulate the broader vision and benefits.
- Microlearning sessions focus on bite-sized training modules to make the material easier to digest and retain. These short-form courses fit better into busy schedules and create the repetition needed for lasting knowledge.
- Role-specific training is tailored to units and specific job functions. It requires identifying the specific changes in day-to-day operations that particular teams or roles will face, the potential degree of impact and the willingness of that group to adopt the new digital solutions. This ensures that training addresses real-world applications, helping employees understand the direct impact on their day-to-day operations.
- Hands-on learning involves practical training sessions that apply AI tools to real-world situations, helping professionals better understand how the information they receive relates to their daily work. Encouraging cross-departmental collaboration or even some friendly competition can further enhance learning and adoption of new technologies.
Create a culture of continuous learning
Current efforts to quickly integrate new technology will certainly not be the last. Building an agile culture rooted in continuous learning at this stage will help government agencies not only adopt the latest technology in the future but also maximize the return on investment in these innovations. With a massive need across agencies and an uptick in identified use cases, increasing budget spend requires demonstrating efficiency — something that can be achieved through a strong emphasis on training and implementation. By reducing the learning curve and ensuring effective platform adoption, agencies can drive measurable impact and make the case for further investment in digital transformation.
To maintain relevance, agencies must cultivate a culture that implements structured processes for identifying and evaluating new technology. This requires going beyond simply “encouraging” participation; agencies should establish formal mechanisms for involving employees at all levels, particularly those with direct, hands-on experience. Specifically, this involves creating opportunities for these individuals to provide input on technology needs, participate in design and selection committees, and serve on evaluation teams to assess the technology’s effectiveness. By tapping into a wider range of insights and perspectives, agencies can develop more robust and user-centered solutions. A key factor in this endeavor is focusing on implementation — ensuring an uptick in usage and equipping personnel with the necessary training to effectively leverage new platforms. By doing so, agencies can reduce the learning curve and accelerate the benefits of emerging technologies. This is achieved, in part, by enabling those closest to the work to advocate for essential use cases, fostering buy-in and interest, and reducing apprehension about adoption. Furthermore, regularly updated training programs, internal knowledge libraries, cross-industry partnerships and communities of practice further support continuous learning and an agile culture, which in turn helps build the case for stronger budgets and both near- and long-term investments, demonstrating that increased spending ultimately increases outcomes and reduces unnecessary costs.
As AI and cloud computing become the foundation for resilient and efficient federal agencies, new approaches to learning and process integration are necessary for government employees in every role. Fostering a culture of continuous development — supported by strategic training, open communication and thoughtful implementation — can unlock the full potential of AI and other emerging technologies. Together, these efforts will create a future-ready workforce capable of navigating the complexities of today’s uncertainty and tomorrow’s challenges.
Laurin Parthemos is a principal at Kotter.
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