Why cross-functional teams matter
Let’s start with the “why.”
AI projects in government aren’t like rolling out a new app in Silicon Valley. A model that predicts traffic congestion, or flags fraudulent tax claims, or helps prioritize emergency services—these are high-stakes solutions.
If you only put data scientists in a room, you’ll get technically sound models, sure—but they may not align with policy, may not respect privacy laws, or may simply confuse end-users.
Cross-functional teams bring all the key perspectives together. It’s about ensuring technology serves the mission and the citizen, not the other way around.
Who should be on the team
Think of it like building a bridge—engineers alone can’t do it. You need city planners, safety inspectors, and yes, the people who will walk across that bridge every day.
For government AI, here are the core roles:
Product Manager – They create the product vision and make all the product decisions
Policy Experts and Legal Advisors: They make sure the solution complies with laws, ethical standards, and public mandates.
Data Scientists and Engineers: They design and train the models.
IT and Cybersecurity Staff: They ensure infrastructure is secure, resilient, and scalable.
Frontline Workers or Service Staff: These are the people who actually interact with citizens—whether it’s call-center staff, social workers, or inspectors. They help ground the solution in real-world workflows.
Change Management Specialists: Because let’s face it—AI adoption is as much about people as it is about code.
Citizen Voice: Whether through advisory panels, user testing, or surveys, the public perspective must be heard.
That combination of expertise is what turns an AI project into a real public service.
Overcoming roadblocks
Government projects often stall because of silos, risk aversion, and unclear accountability.
Some ways to overcome this are:
Shared Goals and Metrics. Instead of each department measuring success differently, define one mission metric. For example, “reduce wait times for benefits by 30%” rather than just “deploy an AI chatbot.”
Agile, Not Just Waterfall. Cross-functional teams thrive when they can test, learn, and adjust. Pilot projects with limited scope are less risky and build confidence.
Transparent Communication. Regular stand-ups and open documentation keep everyone aligned. It’s amazing how many issues disappear when legal, IT, and data teams actually talk every week.
To wrap
Start small. Don’t aim to “AI-ify” an entire department. Begin with one process, one workflow, one citizen experience.
Form a core team. Pick one policy lead, one technologist, and one frontline worker. Expand as you go.
Invest in trust. Create spaces where people can challenge assumptions without fear. Government culture can be hierarchical, but innovation requires openness.
Celebrate wins. When a small pilot reduces paperwork time by 15%, shout it from the rooftops. Momentum matters.
AI isn’t about replacing public servants—it’s about empowering them. When governments build cross-functional teams, they don’t just deliver technology.
They deliver trust, transparency, and better outcomes for citizens.