PublicSectorPracticeUnlockingthepotentialofgenerativeAI:ThreekeyquestionsforgovernmentagenciesGovernmentorganizationsmayseektojumponthegenAIbandwagon,butthetechnology’scomplexitiescouldsidelinetheirefforts.Ourframeworkaddressessomecriticalimplementationquestions.ThisarticleisacollaborativeeffortbyDamienBruce,AnkitFadia,TomIsherwood,ChiaraMarcati,AldousMitchell,BjörnMünstermann,GayatriShenai,HrishikaVuppala,andThomasWeber,representingviewsfromMcKinsey’sPublicSectorPractice.December2023It’sbeenjustayearsincegenerativeAI(genAI)example,thetechnologycanbemisusedtospreadtoolsfirstcapturedpublicattentionworldwide.ButpoliticalpropagandaorcompromisenationalalreadytheeconomicvalueofgenAIisestimatedsecurity.Confidentialgovernmentdatacanbetoreachtrillionsofdollarsannually—evenasitsleakedorstolenifgovernmentemployeesrisksbegintoworrybusinessesandgovernmentsinadvertentlyintroducethatinformationintoacrosstheglobe.GenAIoffersgovernmentleadersfoundationmodelsthroughprompts.uniqueopportunitiestosteernationaleconomicdevelopment(Exhibit1).Atthesametime,theyfaceSomeoutputsfromgenAImodelsmighttheheavyburdenofmonitoringthetechnology’scontaininaccurateinformation—alsocalleddownsidesandestablishingrobustguidelinesand“hallucinations”—thatcoulderodepublictrustinregulationsforitsuse.governmentservicesthatleveragethesetechnolo...
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