工作速度

How AI helps federal leadersturn possibility into productivity Table of contents Turning possibility into productivityReinvent and embrace new ways of working 01 With AI tools in use,the federal government canserve the public with far greaterefficiency and effectiveness.Use cases include acceleratingslow and often manual internal Where to look first to maximize productivity andmission outcomesHow to engineer productivity into practice through AI 02 Five high-value federal opportunities to accelerate impactMaximize resource investments, demonstrate immediate impact, Choose the right AI use cases and get started—todayEmbrace agentic AI to reinvent your organization 04 Winning The Race: America’s AI Action Plan Harness the power of AI for better mission resultsThe path forward, getting started S E C T I O N 1 Turning possibility into productivity Federal leaders know the future is arriving fast—andthat AI and the rise of agentic systems will shape Across government, the promise is clear:AI can streamline workflows, superchargeproductivity, reduce costs, and boostmission outcomes. Collaborating with AI agency leaders expect GenAI to increaseproductivity by at least 30% within threeyears.2And more than nine out of 10federal leaders believe AI will help their Our research shows the opportunity maybe even higher. When we analyzed the top20 most common federal occupationalroles using Bureau of Labor Statistics and That promise isn’t just theoretical. Agenciesare already setting bold goals and aggressivetimelines for AI adoption. And rightly so.Accenture surveyed 250 senior federal (See “About the research” on page 19 formore on research methodology.) Agencies are moving on AI—but towhat result? Federal leaders are trailingtheir commercial industrycounterparts at implementingstrategies—including Federal leaders say theiragencies are applying AI totheir business processes in GenAI implementations falls under private That gap is explainable—and, in ourexperience with our own federal clients—easily closed. Meaningful reinventionrequires more than pilot projects. It requires The momentum is building. Executive Ordersand Office of Management and Budget(OMB) directives and, most recently, theWhite House’sAI Action Plan, are pushingagencies to act. Internal pressures—fromstaffing shortages and more complex mission •97%of federal leaders expect GenAIadoption to require changes to their 94% of federal leaders believe AIis beneficial to cost reduction5 •93%say it will impact their IT estate •92%expect changes to their The good news:nearly every federaldecision maker we’ve surveyed said theiragency has already adopted deliberatestrategies to reinvent at least some corefunctions—and nearly two-thirds of themsaid their strategies aim to reinvent most •91%foresee adjustments to their •85%anticipate workforce shifts to A far greater percentage offederal leaders limit AI-drivenreinvention to a select few Federal leaders say theiragencies are already invarious stages of adopting A better way forward There is a smart way to achieve tangible,quantifiable success at AI-enabledreinvention—one that is already highlyproven in the commercial sector. Theopportunity in front of us is enormous, and Many agencies are even rapidly adoptingone of the most recent waves of AI-driveninnovation: agentic systems. AI agents aresoftware programs designed to performtasks autonomously, often mimicking humandecision-making and problem-solving Our bottom-line message is this: federalagencies can take a more analyticalapproach to finding right-sized, meaningful, The intersection is everything: time studies, agencies can zero in on specificroles and functions to determine whereAI capabilities can drive the most value.These studies examine job responsibilities S E C T I O N 2 Where to look first to maximizeproductivity and mission outcomes The real productivity power around AI comesat the intersection of the function and roledimensions. First, the high-level functionsthat agency leaders already recognize as ripe Get started by identifying the intersections ofprocess and knowledge that offer the greatest Take, for example, an agency’s financefunction. Many roles in this area show high •Compliance officers: 56% AI’s greatest returns will come notfrom automating isolated tasks, butfrom re-imagining entire processes—especially those dominated by •Information and record clerks: 69% •Financial specialists: 62% Ramp up quickly with a practical, tool-drivenframework to pinpoint which opportunity Role-based areas of promise While it’s critical to size up the manyfunctional domains across an agencyenterprise, it’s also important to look closely With a proven approach and targetedinvestment, GenAI and agentic solutionscan help agencies move from intention toaction, and from pilot to scaled impact. It’s Accenture research reveals apowerful insight: GenAI has thepotential to affect52% of all hoursworkedby employees in