The Prime Minister is calling for a complete rewiring of the British state, urging the civil service to adapt to rapid technological advances, specifically generative artificial intelligence (AI). While AI will significantly impact policy making, there are limitations to what AI can do, such as providing standard answers and lacking nuance. The role of policy makers will evolve to incorporate their expertise in editing and shaping LLM outputs and introducing new ideas. However, integrating LLMs may pose challenges for policy makers in acquiring important skills, as LLMs are efficient at tasks traditionally used to build expertise. The civil service must find a balance between leveraging LLMs for efficiency and ensuring policy makers acquire necessary expertise and insights. This could involve preserving basic tasks for junior officials to build expertise or exploring new ways for policy makers to acquire knowledge, such as gaining frontline experience. Ultimately, blending human expertise with LLMs in the policy making process can lead to more efficient, insightful, and citizen-focused policy outcomes. The key is to proactively shape the adoption of LLMs to maximize benefits while mitigating risks. As the landscape of policy making evolves, it is crucial for the civil service to adapt and develop innovative approaches to enhance the effectiveness of policy making.
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