Can we radically simplify work?

As someone working at the intersection of innovation and digital transformation within the Government of Canada, I’ve seen emerging technologies promise sweeping change—but without the foundational shifts in how we work, those promises often fall short. Generative AI (GenAI) is no different.

The recent article, The Missing Piece in GenAI's Economic Puzzle, nails a critical insight: GenAI is powerful, but its potential won’t be realized unless we rethink and radically simplify the way we work.

We’ve been here before. Computers in the 1980s, the internet in the 2000s, mobile in the 2010s—each wave of technology required not just adoption, but a reinvention of workflows, systems, and mindset. With GenAI, the temptation is to layer it on top of existing processes, hoping for magic, however automation without simplification just amplifies inefficiency.

Why Radical Work Simplification Matters

Government processes, like those in many large organizations, are often dense, rule-bound, and risk-averse. Embedding GenAI into these systems without streamlining them risks automating complexity instead of removing it. We need to be asking:

• What processes can be eliminated altogether?
• Where can GenAI enable end-to-end automation, not just incremental gains?
• How do we restructure teams and roles to align with an AI-augmented workforce?

This isn’t just about technology—it’s about rethinking how work gets done.

What This Means for Government

In a public sector context, radical simplification might mean:

• Eliminating redundant steps in service delivery rather than just digitizing them.
• Empowering frontline staff with GenAI tools that reduce administrative overhead.
• Revisiting regulations and policies that were designed for pre-AI systems.
• Designing services from the citizen’s perspective, not just adding AI to the back-end.

GenAI can absolutely be a lever for transformation—but only if we pair it with bold changes in how we organize work and deliver services.

What Do We Do

As public servants and policymakers, we must resist the urge to view GenAI as a plug-and-play solution. Instead, let’s use it as an opportunity—and a forcing function—to redesign how work happens. That means putting simplification first, then applying GenAI in ways that amplify the results. If we are not thinking of a cultural, structural, and strategic shift then AI will miss the mark. If we get it right, GenAI won’t just be another tool—it’ll be a turning point in how government serves Canadians.