GIW Federal 2025: Powering Intelligence: Unleashing Analytics and Leveraging Insights for Strategic Decision Making Across the Organisation

Powering Intelligence: Leveraging Data and Analytics for Strategic Decision-Making

In an era where data drives policy and operational efficiency, public sector organizations are increasingly looking to artificial intelligence (AI) and advanced analytics to inform decision-making. The panel discussion, “Powering Intelligence: Unleashing Analytics and Leveraging Insights for Strategic Decision Making Across the Organisation,” explored practical approaches for building capability and maximizing the value of analytics across government.

Addressing Misconceptions Around AI

One of the key challenges highlighted was the misunderstanding of generative AI. As Alex Reuter Town, Executive Director of Data Analytics at the ACCC, explained:

“Generative AI is probabilistic—it doesn’t necessarily understand what you’re asking of it—but many people assume it does.”

Differences in risk appetite across teams further complicate adoption. Guidance needs to strike a balance between being clear and accessible for early adopters while detailed enough for more cautious staff.

“We’re developing principles-based guidance that’s easy to follow, yet sufficiently detailed for those who are risk-averse. The challenge is ensuring it’s not so overburdensome that staff feel it’s not worth engaging with AI.”

Upskilling the Workforce

For the Department of Education, AI adoption starts with leadership. A top-down approach ensures senior executives are confident and competent in using AI tools:

“All our senior executives are learning to use AI. We’re providing coaching and access to tools like Copilot.”

Practical experimentation underpins this strategy. Teams conduct “parallel testing,” where one staff member uses AI while another completes the same task manually, comparing outputs to evaluate performance and identify high-value use cases.

“This approach allows us to see where AI adds the most value and helps us prioritize departmental use cases.”

Building Organizational Intelligence

The discussion underscored that analytics is more than technology—it requires a culture of insight-driven decision-making. Reuter Town emphasized:

“We focus on assessing information, providing insight, and assisting decision-makers. Building intelligence isn’t just about tools—it’s about empowering staff to act on insights and make strategic decisions.”

Breaking down siloes, linking systems, and leveraging existing datasets enables organizations to anticipate trends, respond proactively, and make informed decisions at all levels.

Key Takeaways

Panelists highlighted several principles for successful AI and analytics adoption:

• Clarify AI capabilities: Ensure staff understand what AI can and cannot do.

• Balance guidance and flexibility: Empower staff without overwhelming them.

• Executive engagement: Leadership buy-in accelerates adoption and sets expectations.

• Measure impact: Experimentation and parallel testing demonstrate tangible benefits.

• Leverage insights strategically: Connecting data across systems enables predictive, actionable intelligence.

“Identifying the big departmental use cases for AI and analytics is key. Focusing on areas of greatest impact allows us to realize meaningful improvements in efficiency and decision-making.”

The Future of Data-Driven Public Service

AI and analytics are tools to enhance human judgment, not replace it. Structured workforce training, executive support, and clear strategic objectives enable public sector organizations to deliver better outcomes, reduce inefficiencies, and proactively respond to emerging challenges.

By fostering understanding, building capability, and applying insights strategically, government organizations can transform data into actionable intelligence and unlock the full potential of AI and analytics.