AI is a tool, not magic: reflections from the LGA Conference

AI is a tool, not magic

“AI is just another technology. It’s a tool, it’s not magic.”  

This was one of the messages that stayed with our team following a standout discussion at the 2026 LGA Conference.  

The workshop, Leading in the age of AI: Decisions, risk and opportunity for new council leaders, featured Jason Kitcat, Director of Digital, Data and Technology at the Department for Business and Trade, and Theo Blackwell MBE, Chief Digital Officer for London at the Greater London Authority. It was chaired by Councillor Elizabeth Campbell, Leader of the Royal Borough of Kensington and Chelsea.  

AI is rarely out of the conversation at the moment. There is excitement about what it could make possible, alongside understandable questions about risk, trust, skills and the implications for people and public services.  

We do not pretend to have all the answers about where AI will take local government. The technology is continuing to develop, as is the wider understanding of its potential and limitations.  

But the discussion at the LGA Conference raised questions that felt familiar from our wider work in transformation.  

How do we make sure technology is connected to a clear purpose? How do we bring people with us as new ways of working emerge? And how do we avoid expecting a new tool to resolve challenges that are fundamentally about processes, culture or organisational capability?  

While AI will inevitably reshape local government, we know that technology alone does not deliver transformation.  

Starting with purpose  

The possibilities presented by AI can make it tempting to begin with the technology itself: what it can do, how quickly it is developing and where it might be introduced.  

The conference discussion was a useful reminder to begin somewhere else, with the purpose.  

What problem are we trying to solve? What would we like to make easier or better? How might a different approach help residents, services or the people delivering them?  

These questions matter with any form of transformation. A tool can only add meaningful value when there is a clear understanding of the challenge it is intended to address.  

AI may form part of the answer in some situations. In others, the real need may be to simplify a process, improve access to information or clarify how decisions are made.  

Beginning with the problem does not close down innovation. It helps ensure that experimentation remains connected to something useful.  

Technology and transformation are not the same thing  

New technology can create opportunities for organisations to work differently, but introducing a tool is not transformation.  

Technology is often only one part of a much wider change. Processes may need to be reconsidered, responsibilities clarified and people supported to develop new skills and ways of working.  

If an existing process is unclear, inefficient or frustrating, applying technology to it will not necessarily address the underlying problem. It may simply reproduce the same issues in a different form.  

This is where the conversation about AI begins to connect with the wider challenges of organisational change. The question is not only whether the technology works. It is also whether the organisation is ready to use it well and whether it supports the outcome people are trying to achieve.  

That requires curiosity about both the technology and the environment into which it is being introduced.  

Keeping people in the conversation  

Discussions about AI can quickly become dominated by the capabilities of the technology. But the success of any change will also depend on how it is understood and experienced by people.  

Some staff may be excited by the possibility of reducing repetitive work or finding new ways to use information. Others may have concerns about what AI could mean for their roles, how they will be expected to use it or who will be accountable when something goes wrong.  

Both responses are valid and need space within the conversation.  

People working within services can also offer an important perspective on where technology might help and where it may create unintended consequences. They understand the realities of existing processes, the needs of residents and the judgements that cannot easily be separated from context and experience.  

Bringing staff into the conversation early will help organisations explore AI in a way that is grounded in the work itself, rather than driven by assumptions about what the technology might be able to do.  

It will also build confidence by giving people opportunities to ask questions, test ideas and contribute to how new approaches develop.  

Making space to learn  

The conversation around AI is moving quickly, and it is unlikely that organisations will be able to answer every question before they begin exploring its potential.  

There is value in creating space for proportionate experimentation and shared learning.  

That does not mean pursuing every new possibility or assuming that all experimentation will lead to something that should be adopted more widely. Some ideas will prove useful, while others may need to be adapted or stopped.  

What matters is being clear about what is being explored, why it is worth exploring and what the organisation hopes to learn.  

It is also important to look beyond whether a tool can perform a task. The more meaningful question is whether its use makes something better. Does it improve the experience of residents or staff? Does it create capacity for more valuable work? Does it support better decisions or make information easier to access?  

The answers may not always be straightforward. However, asking these questions can help keep the focus on value rather than novelty.  

The familiar ingredients of change still matter  

AI may present local government with new possibilities, but the conversation at the LGA Conference reinforced that many of the ingredients required for successful change remain familiar.  

Purpose matters. Leadership matters. Culture matters. So do engagement, trust and the knowledge of the people closest to the work.  

Clear organisational guidance matters too. As the use of AI tools grows, councils need policies that establish the principles for their use and help staff understand what is and is not appropriate. These should provide practical guidance on issues such as data, transparency, oversight and accountability, giving people the confidence to explore AI within clear and responsible boundaries.  

This does not diminish the potential significance of AI. It provides a way of thinking about how that potential might be approached thoughtfully.  

We will be having a deep-dive into some of these themes in our continuing AI mini-series. Continue to follow us for the next part.