埃森哲 -2025人工智能时代公共服务重构研究报告 Reimagining Public Services in the Age of Al

Contents

Authors3

Introduction4

Whydigitalalonehasn’tbeenenough5

Buildafrictionlessfrontdoor7

UseAItoautomateandempower10

Reinventtheworkforceexperience12

Experienceastheengineoftransformation14

Abouttheresearch15

ReimaginingPublicServicesintheAgeofAICopyright©2025Accenture.Allrightsreserved.

2

Authors

AnitaPuri

ManagingDirector,PublicService,

GlobalLead

ElizabethNaik

SeniorPrincipal,

GlobalResearchLead,Health&PublicService

ReimaginingPublicServicesintheAgeofAI

KevinEllenwood

ManagingDirector,

AccentureSong,

PublicService

CustomerExperience

EyalDarmon

ManagingDirector,

Strategy&Consulting,PublicService

NatalieSisto

ManagingDirector,

Health&Public

Service,Workforce&TalentTransformation

Copyright©2025Accenture.Allrightsreserved.

3

Introduction

Aroundtheworld,governmentagenciesfacegrowingbudget

constraints,mountingbacklogsandrisinguserexpectations.Pressureishighforthemtodeliverdigitalservicesthattrulymeetresidents’

needs.Inrecentyears,governmentshaveinvestedheavilyindigitaltools.Ournewsurveyof7,250residentsand4,100frontlineworkers,covering14countriesacrossallregions,showssignsofthisprogress.77%ofpublicserviceworkerssaythetoolstheyuseeverydayhavechangedinthepasttwoyears,and78%saytheiragencynowoffersmoredigitalchannelsthantwoyearsago.

Despitethisgrowthindigitaloptions,servicechannelpreferenceshavebarelyshiftedsinceourprevioussurveyin2022.Themostcommon

waystoaccessgovernmentservicesarestillwebsites,email,phoneandin-personvisits.Withshrinkingbudgetsandanoverburdenedworkforce,onethingisclear:increasingtheuseofself-service

channelsismoreurgentthanever.

How,then,cangovernmentsmaketheleapfromdigitalfoundationtodigitalexcellence?OursurveyfindingsshowhowagenciesaregettingthebestreturnsontheirdigitalandAIinvestments.Thosegettingit

rightarefocusingonexperience-ledtransformationthatfosterstrustindigitalservices.Thisincludesbuildingintuitive,seamless“digitalfrontdoors”designedaroundlifeevents,usingAItoautomateroutinetasksandfreeingupskilledworkerstohandlehighercomplexitycases.

It’stimeforagreaterleapinhowpublicsectoragenciesapproachdigitaltransformationandpreparetheirworkforcestoadaptto

continuouschanges.Incrementalchangeisnolongerviable.By

aligningtechnologywithitshumanusersandconsumers,agenciescanincreaseadoptionofhigherefficiencychannels,reduceservicebacklogs,lowercosttoserve,boostemployeesatisfactionandbuildlastingpublictrust.

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ReimaginingPublicServicesintheAgeofAI

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ReimaginingPublicServicesintheAgeofAI

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Digitalservicequalityingovernmentis

ontheupswing,atrendweseeinour

experienceandsurveys.Ournewresearchshows59%ofresidentsviewdigital

experiencesas“mostly”or“always”good.

Thismarksasignificantjumpfrom44%in2022.1

Despitethisprogress,frustrationspersist.Nearlyhalf(49%)oftheresidentswesurveyedhave

difficultynavigatinggovernmentwebsites.Many(43%)distrusttechnologyorhaveconcernsaboutsecurity.Thisfrictiondrivespeopletoin-personorphonesupportorpushesthemtogiveupentirely.OurresearchconductedinAustraliashowedthatthosewhofailedtocompleteonlineneedscalledthecontactcenter(32%),visitedagovernment

departmentorservicecenter(24%)orjustgaveup(21%).2Thisresultsinduplicateeffortsandhighercosttoserve.

Workersarealsoexperiencingtheirown

frictionfromsiloedsystems,outdatedtools

andinefficiencies.Nearlytwo-thirds(62%)saidinefficientprocesseshaveasignificanttosevereimpactontheirabilitytodelivercoreservices

tousers.Digitalupgradeshavefailedtofully

eliminatethesechallengesand,infact,have

introducednewonesinimplementation,trainingandexperience.Athirdofworkersnotedalackofappropriatelyskilledtalentasatopbarriertocustomerservicequality.

Thesesentimentsrevealgovernmentserviceis

morethanjustcompletingaprocess;it’sabout

improvingoutcomesateverystep,foreveryoneinvolved.Theoverarchingimperativeistomake

experiencetheguidingprincipleforhowagenciesdesignanddeployAI.

Ourevidencealsosuggeststhreestepsthat

canunlockthefullpotentialofagencies’digitalinvestmentsforinternalandexternalusersalike:

•Buildandguidetowardadigitalfrontdooraroundlifeeventssopeoplestartintherightplaceandstaythere.

•UseAItotriageandautomatesimplecasesandroutemorecomplexonestohumans.

•Equipteamswithcontinuouslearning,clearguardrailsandAIassiststomitigatetedioustasksandimproveoutcomes.

ReimaginingPublicServicesintheAgeofAI

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ReimaginingPublicServicesintheAgeofAI

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Creatingaseamless,intuitivedigitalexperienceisnolongeraluxury;it’sanecessity.Only41%ofresidentssaygovernmentprocessesandinteractionsareintuitive.Governmentleadersoftenemphasizea

“nowrongdoor”approach,ensuringresidentsgettheservicestheyneednomatterwheretheystarttheirjourney.Whilethisapproachisimportant,toomanydoorscancreateconfusion.

Nearlyhalfofresidents(49%)reportstrugglingtonavigatesitesandplatforms.Poordesignandresultinglowtrustimpacttheirgreateradoptionofdigital

channels:43%stateapreferenceforin-personservicesoverdigitaloptionsand43%noteamistrustoftechnologyorprivacy/securityconcerns(Figure1).

Bycontrast,havingaclearandwell-designedfrontdoorsimplifiesdigital

governmentandbuildstrust.Nowrongdoorremainsessential.Residents

shouldbeabletofindtheservicestheyneedthroughavarietyofpaths.Butthatdoesn’teliminatetheneedforaclear,seamlessfrontdoorthatgreetsthemandguidesthemtotherightservices.

Agenciescanlargelyaddressconfusionthroughthoughtfulinvestmentin

user-friendlydesign.Userstypicallyformanopinionofawebsite’scredibilitywithinmilliseconds,andpoordesigncandrivethemawayquickly.3Inthe

governmentcontext,designsignalslegitimacy.Itcanalsosolvethegreatestbarrier:wheretobegin.Fortypercentofresidentsand34%ofworkerssaypeoplesimplydonotknowwheretostart.Asingleentrypoint—thedigitalfrontdoor—cansimplifythepathbystructuringcontentaroundlifeeventsandstreamliningloginfromthestart.

ReimaginingPublicServicesintheAgeofAI

Figure1.Whatarethetop3issuesyoufacewhenaccessinggovernmentdigitalservices?Selectallthatapply.

Difficultynavigatinggovernmentwebsitesorplatforms

Preferin-personservicesoverdigitaloptions

Mistrustoftechnologyorconcernsaboutprivacy/security

LackofdigitalliteracyortechnicalskillsLackofavailabilityofdigitalservicesinmyregionLanguagebarriersorlackofaccessibilityfeaturesLackofhigh-speedinternetaccess

Lackofdigitaldevices

Other

Idonotfaceanybarriers

49%

43%

43%

25%

19%

18%

15%

13%

8%

22%

Residentswhousedservicesin2025

Source:AccenturePublicServiceExperienceSurvey,2025

Copyright©2025Accenture.Allrightsreserved.8

Uniformlayouts,clearlanguagethatmatches

users’goalsandsingle-entryaccessacross

agencieswithoutinterruptionallowsresidentstocompleteataskfromstarttofinishthemselves,

evenwhenmultipleservicesareinvolved.This

keepspeopleontaskwithoutjumping,decreasesdemandforin-personchannelsandbuildsservicecredibility.Visibleprivacycommitmentsandan

easypathtoahuman,whenneeded,furtherboosttrustandservice.

AIoffersapowerfulsolutionhere,especially

innavigatinginteragencysilos.AIassistants

canguideresidentsthroughmulti-step

processeswithoutrequiringthemtojump

betweendisconnectedsystems.AnembeddedconversationalAIagent,forexample,canlead

someonestartingabusinessthroughregistration,licensing,taxationandemploymenttasksall

fromtheirinitialpointofaccess.Whenhuman

interventionisnecessary,theagentcanroutetheusertotherightteamalongwiththefullcontextforquick,uninterruptedservice.

ThoughAIpromisesgreatleapsinoutcome

inthisregard,only47%ofresidentstrusttheir

governmenttouseitresponsibly.Morethan60%doubtAI-generateddecisions.Likewebdesign,consistencyandfunctionalityleadtobetterwins.OurTechnologyVision2025reportfound99%

ofpublicserviceexecutivesexpectaconsistentAIpersonalitytobecriticalforcustomer-facing

ReimaginingPublicServicesintheAgeofAI

agentswithinthenextthreeyears.5“Trust-

centric”AIdesignmeanscreatinganAIpersonaandvoicethatisclearlygovernment-owned,

empathetic,inclusiveandadaptivetouser

needs.Byintegratingsentimentanalysis,past

interactionsandcontextualawareness,AIcan

offerpersonalizationforafasteruserjourneywithfewererrors.Successfulresultscompelpeopletochoosedigitalagain.

Ahumanservicesagencytransformedits

customerengagementmodelbycreatinga“nowrongdoor”approachtoitsservices.Withover30differentphonenumbersforresidentsto

call,serviceswerefragmented,waittimeslongandmultipletransfersledcallerstorepeattheirneeds.Staffspentmoretimemanagingbasic

inquiriesthanoncorecasework.Theagency

launchedavirtualassistanttomanageovertwomillionconversationsandconsolidatedmore

than20separatecontactcentersontoaunified,cloud-basedtelephonyplatformwithasingle,

centralizedsupportnumber.Speechrecognitiontechnologynowautomaticallyroutesnearly90%ofcallsandanewCRMplatformgivesagents

a360-degreevisibilityintopriorinteractions,

helpingthemprovidemoreinformed,seamlesssupportwithfewertransfersandimproved

resolutiontimes.Thesimplifieddigitalfrontdoorstreamlinedmultiplechannels,automatically

routed30,000callsandresultedina23%decreaseinabandonmentrates.

Thebenefitsofseamlessdigitalidentityverification

•Allowsresidentstosigninonceandmove.acrossserviceswithoutrestarting.

•Meetsresidentneeds:41%rankasimpleloginamongtheirtopthreepriorities.

•Redirectsemployeetimetosolvingcomplexissues;63%ofgovernmentemployeessayidentityverificationtakesmorethanfiveminutespercase.

•Enablesconsistentpersonalization,clearerconsentandincreasestrustandcompletionwithfewererrors.

•Isintuitive:55%feelcomfortableusingamobiledriver’slicenseordigitalIDinasmartphonewallet.

Innovationinaction

WiththeUniversalWalletInfrastructure4,residentspresentverifiableidentityfromasecurewalletforone-tapaccesstoajurisdiction’sservices,providingspeedandease

whileboostingconfidenceindigitalgovernment.

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ReimaginingPublicServicesintheAgeofAI

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AIisn’tjustatool;it’sagame-changerforemployees.

WhenAIhandlesmundane,repetitivetasks,workers

canturntheirattentionandhumancapabilitiestowhat

mattersmost:improvingcustomerservice.Weknowthis

isimportantfromourearlierpublicserviceresearchthat

showed83%ofresidentspreferredaccesstoahuman

forcomplexissuesevenwhendigitalcanautomatemost

steps.6Peoplewantempathy,reassuranceandconnection,especiallywhenstakesarehighorasituationisemotional.

Thisdeep,personalizedassistanceiswhatagencieswanttoprovide.Yettheyarecontendingwithanagingworkforce,flatorshrinkingbudgetsandsteadilyrisingexpectationsfrom

residentsaccustomedtothespeedandconvenienceoftheprivatesector.Overhalf(58%)ofpublicserviceworkersagreeit’sharderthanevertodeliverconsistentlyexcellentcustomerservice.Workerscitedinefficientprocessesanddateddigitaltoolsasthetopbarrierstodeliveringcoreservices.

ThisiswhereAIcomesin,initsabilitytoclearroutineworkandfreepeopleformorecomplexcases.Wefound69%ofpublicserviceworkersexpectAItoreduceworkloadbyautomatingrepetitivetasks.Thisrepresentsacriticalopportunityto

preserveandevenimprovethehumantouchincaseswhereempathy,nuanceanddeepproblem-solvingmattermost.

Workersreport42%ofcustomerinteractionsaresimple

queries.Automatedchannelscanresolvetheserequests.A

chatbot,forinstance,cancompleteastraightforwardupdaterequest.Ascomplexityarises,AIagentsatthefrontdoorcanreadhistory,urgencyandeligibility,andpassalongfullcontextwhenacaseneedsaspecialist.Inthisway,residentsgettherighthelpattherighttime,andworkersspendmoretime

wherejudgmentmatters.

Leadingorganizationsarefollowingthispatternofdynamicallocation.Arecentcross-industrycustomerservicereportshowedsuccessfulorganizationsareusingAItopersonalize,predictandintegrateserviceinwaysthatamplifyhuman

impact,notjustcutcosts.7

Asmuchastheyhelpcustomers,smartertoolsalsobuild

workforceresilience.While65%ofpublicsectorworkers

believeAIwillhelpthemimprovecustomerservice,less

repetitiveworkalsolinkstohigherjobsatisfactionandlowerattrition.Insteadofrelyingsolelyonindividualexpertiseor

searchingthroughmultipledisconnectedsystems,frontlineworkerscanuseAI-poweredassistantstoinstantlysurface

relevantpolicies,cross-agencyrequirementsandcompletecasehistories.Withfasteranswersandfewertoggles,workerscanhandlecomplexissueswithmoreconfidencealongwithbetterservicequality.

QueenslandUniversityofTechnology(QUT)experienced

positiveoutcomesthroughthisapproach.Itreduced

administrativeoverheadviaautomationandintegration,

supporting8,000additionalstudentoutreachesand17

newdomesticoutreachcampaignsyear-over-year.By

automatingroutinetasks,AIfreedstafffromroutineloadtofocusonproactiveoutreachandrelationship-building.AfterintroducingSalesforceDataCloudandEinsteinAIforenquirymanagementandpersonalization,QUTexpectsadditional

benefits,includinga10%cutinresponsetimesanda50%dropinfollow-uprequests.8

ReimaginingPublicServicesintheAgeofAI

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ReimaginingPublicServicesintheAgeofAI

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Thestrainonpublicserviceemployeesisintensifying.Theshareofemployeeswhosaytheyhavetheright

toolsandresourceshasfallen12pointssince2022

(from89%to77%)whiletechnologyrolloutscontinuetooutpacecomplementaryupskillingandcontinuouslearninginvestments.

Tofullysustaindigitaltransformation,agencyleaders

mustalsoreimaginegovernmentworkforceexperience.Toolsonlydelivervaluewhenemployeeshavethe

confidence,skillsandcuriositytousethemeffectively.

Leadersmustbereadytorewiretheworkofemployees,alignorganizationaldesigns,developtalentpipelinesandcultivatethecapacityforchange.

OurTechnologyVision2025reportfound96%of

publicserviceexecutivesexpectroutineemployee

taskstoshiftsignificantlytoinnovationinthenext

threeyears.9Thesechangesopentheopportunityto

restructurework,reorganizeteamsandrefreshjob

descriptionstoemphasizeuniquelyhumanstrengthsinahuman+technologypartnership.

Alargepartofthisworkcomesinpreparingtalent

fordigitaltransformation.While70%ofagenciesare

advancedinimplementingAItechnologies,only35%areupskillingtheirworkforceaccordingly.Asaresult,just

28%aredeliveringimprovedoutcomesthroughthosetools.10Agenciescannothiretheirwayoutoftoday’s

skillgapchallenges;theymustgrowcapabilityatpacewithcontinuouslearningstrategies.Co-learning,wherepeopleandAIsystemslearntogetherintheflowof

work,iscriticalandcandrivehigherengagement,fasterinnovationandimprovedproductivity.Organizations

adoptinghuman-AIcollaborationandcreatingthe

conditionsforco-learningareachieving5xhigher

workforceengagementand4xfasterskilldevelopment.11

EffectivelevelingupforexistingemployeesentailstailoringAIsupporttodifferentlearningpreferences.

OurresearchshowsthatwhileallgenerationssharesomeconcernsaboutAI,includingdatasecurityandoutputaccuracy,theirlearningprioritiesdiffer.Olderworkers(BabyBoomersandGenX)preferpractical,hands-onguidancewithacoachnearby.Younger

workers(MillennialsandGenZ)wantclearrulesandbestpracticeswiththefreedomtotrynewthings.

Givingemployeestheautonomyto“choosetheirownadventure”todevelopAIskillsensureseveryonegainswhattheyneedmosttobestserveresidents.

Strongleadershipthroughcontinuouschangeisalsokey.AIeraleadershipislessaboutannouncingaplanand

moreaboutmakingcuriosity,courageandconnectionvisible.Lightweightnudgesincollaborationtools

reinforcehabits,asdoestrackingwhichbehaviorsstick.ResponsibleAIprimersequipsupervisorstoexplainwhyatoolisbeingused,forwhomandwithwhatguardrails.Thisbuildstrustwithemployeesandtheresidents

theyserve.Whendonewell,thepotentialimpactofanequippedandempoweredworkforceissignificant.Inouranalysis,strongerworkforceexperiencecancut

expectedattritionfrom20.6%to9.7%.12

ReimaginingPublicServicesintheAgeofAICopyright©2025Accenture.Allrightsreserved.13

Experienceastheengineoftransformation

Inthepublicsector,modernizationisnotjustaboutaddingtoolsor

processes.Itisaboutensuringthatresidents,andthepeoplewho

servethem,havegreatexperiences.Mostagenciesarealreadyheavilyinvestinginnewtechnologies.Therealchallengeliesinturningthoseinvestmentsintovisible,trustedoutcomes.

Thewayforwardistomakeexperiencethestrategy:thecentrallens

throughwhichservicesaredesigned,builtandcontinuouslyimprovedwithAI.Agenciesthatleadwilldesignseamless,intuitivejourneysthatremovefrictionateverystepandmakedigitalthechannelofchoice

bydesign,notbydefault.Bystreamliningthedigitalfrontdoor,they

willincreaseadoptionoflow-costchannelsandmakeserviceseasiertoaccess.Atthesametime,theywilluseAItoamplifyhumanservice,automatingroutinetaskswhileroutingcomplexcasestoskilledpeoplewithfullcontext.Thisapproachexpandshumancapacitywhere

empathyandexpertisemattermost.Justasimportantly,theywill

reinventtheworkforceexperiencebyequippingemployeeswiththeskills,toolsandautonomytoinnovatealongsideAI.

Whenthissystemruns,theresultsfollow:fasterservice,shorter

backlogs,lowercosts,higheremployeesatisfactionandgreaterresidenttrust.Leaderscantrackvaluethroughmetricssuchasdigitalcompletionrates,timetodecision,backlogreduction,costpercontact,employee

experienceandresidentoutcomes.

Commitmenttoexperience-ledtransformationturnsAIfroma

technologyupgradeintoacatalystformeasurableimprovement.

Residentsexpectservicesassimple,responsiveandreliableasthebestintheprivatesector,andemployeesareeagertodeliver.Byaligning

technologywithhumanneeds,governmentscantransformtoday’sdigitalinvestmentsintotomorrow’senduringpublicvalue.

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ReimaginingPublicServicesintheAgeofAI

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Abouttheresearch

AccentureconductedtwoonlinesurveysbetweenMarchandApril2025toassess

theimpactandpotentialofartificialintelligence(AI)onpublicsectorservicedelivery.

Theresearchcapturedinsightsfrombothserviceusersandproviders,offeringa

comprehensiveperspectiveonhowAIcanimproveefficiency,reducebacklogsandenhanceoutcomesinpublicsectorenvironments.

Theresidentsurveyengaged7,250individualsacross14countrieswhoregularlyinteractwithgovernmentservices,whiletheworkforcesurveygatheredresponsesfrom4,100frontlinepublicserviceemployees.Together,thesedualperspectivesprovideaholisticviewofevolvingexperienceneedsinpublicservices.

Countriesincluded:Australia,Belgium,Luxembourg,Canada,France,Germany,Italy,Japan,SaudiArabia,Singapore,Spain,theUnitedArabEmirates,theUnitedKingdomandtheUnitedStates.

PublicServicesubindustries:SocialServices,TaxandRevenue,PublicSafety,BorderServices,HigherEducation,VeteranAffairs,PostalServices,PublicHealth,PublicTransportationandInfrastructureandGovernmentAdministration.

ReimaginingPublicServicesintheAgeofAICopyright©2025Accenture.Allrightsreserved.15

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ReimaginingPublicServicesintheAgeofAICopyright©2025Accenture.Allrightsreserved.