From Mandates to Momentum: A Human-Centered Approach for AI Adoption in Government

Artificial Intelligence (AI) is becoming a central part of how federal agencies operate. However, adopting AI is not just choosing the right tools, it is about making sure those tools fit the mission, the people, and the systems already in place. For AI to deliver meaningful value in government, it must be integrated in ways that reflect an agency’s mission, operational realities, and organizational culture. That means understanding how decisions are made, how teams collaborate, and what values drive the organization. Without this alignment, even the best AI tools risk being underutilized or rejected. At FMP, we help agencies do just that. We do not build AI tools, but we help make AI an integrated component of agencies’ missions.

Building Trust with Governance Foundations

Federal agencies are stepping into a new era of responsibility with artificial intelligence. Recent OMB guidance calls for the creation of Chief AI Officers, governance boards, and robust oversight structures. In response, agencies are taking decisive action – appointing leaders and forming governance bodies to ensure AI is adopted with intention, coordination, and a firm commitment to public trust and policy alignment.

To build on these foundational steps, agencies are driving progress through specific steps, including setting strategy, governance, and establishing processes. Agencies are focusing on the following:

• Hosting strategic planning sessions that clarify roles and responsibilities across all levels.

• Drafting governance frameworks that are both practical and adaptable, ensuring that oversight remains effective as needs evolve.

• Establishing clear documentation and well-designed processes to support compliance efforts.

• Developing real-time dashboards for visibility into adoption metrics, usage patterns, and business impact.

Together, these practices strengthen accountability, align AI initiatives with mission goals, and foster public trust. Above all, governance structures must be agile and operationalized in ways that are sustainable and mission-driven, and ready to evolve alongside the technology and its regulatory landscape.

Turning Strategy into Impact: Mapping AI to Mission

While compliance is important, the real value of AI lies in how it improves agency operations. AI’s potential is unlocked when applied to areas where it can streamline tasks, enhance accuracy, and accelerate decision-making.

To be successful, agencies can map out business process improvements (BPIs) and identify high-impact use cases, align AI applications with agency goals and performance measures, and build readiness through stakeholder engagement and planning. FMPer Marni Falcone recently discussed the benefits, approaches, and impacts of BPIs. This process includes stakeholder mapping to identify key contributors and ensure that AI tools are embedded in workflows without disruption. Additionally, prioritization exercises can help rank use cases based on feasibility, impact, and alignment, ensuring that resources are directed toward the most valuable opportunities.

Preparing the Federal Workforce for AI Success

As AI becomes embedded in federal operations, workforce readiness is essential. Agencies must invest in training programs that build both technical competencies and ethical literacy. This includes understanding how AI works, how it should be governed, and how it can be applied to mission-critical tasks. Training should be tailored to agency-specific needs and roles, ranging from foundational AI literacy to advanced application and oversight skills based on the agency’s AI governance and policies. Upskilling employees is critical to maximize the emerging technology both responsibly and confidently which can lead to identifying new opportunities and use-cases.

At the same time agencies focus on upskilling, they can also identify critical AI and AI-enabling roles, assess current and future tasks, and develop targeted competencies. By imbedding AI as a factor in workforce planning practices, agencies can increase capacity and alignment to their future visions. When aligned with training, workforce planning will ensure the right skills are in place for sustainable AI adoption to help drive the mission forward.

Thoughtfully Navigating AI-Driven Change

AI can be disruptive as it introduces new ways of working, new roles, and new expectations. That can lead to resistance, confusion, or even fear. Managing this change requires moving beyond technical planning to include empathy, communication, and trust. Agencies need to have conversations about concerns and expectations, build psychological safety through collaborative planning, and support leaders in guiding their teams through transition.

FMP’s approach to AI transformation is grounded in empathy, collaboration, and mission alignment. As agencies navigate the human side of change, FMP provides thoughtful support that complements every phase of AI adoption. From aligning tools with agency goals and governance structures, to embedding AI into business processes and workforce planning, our work ensures that change is not only successful but embraced. By integrating technical readiness with human-centered strategies, we help agencies move forward with confidence and clarity.

How FMP Can Help

FMP partners with agencies to establish agile, mission-aligned governance frameworks that enhance transparency, clarify roles, and embed ethical oversight into AI adoption. Our improvement efforts include strategic planning, policy development, and operational integration that streamline decision-making and align technology initiatives with organizational goals. In workforce development, FMP has identified critical AI-related roles, designed targeted competencies, and delivered tailored training programs that build technical expertise and readiness, enabling agencies to evolve talent strategies in step with emerging technologies.

Sam Deschenes is a Senior Human Capital Consultant and joined FMP in November 2020. He is also the head of FMP’s Sustainability Committee. He received his Master’s in Industrial/Organizational Psychology from Middle Tennessee State University. Sam works with agencies to improve and implement performance management, performance pay, and benefits will providing support with data analysis, policy analysis, and program management. In his free time, Sam enjoys running, drumming, deep diving into his newest interest, or exploring the offerings of D.C.