The ability of Keir Starmer to bring the benefits of the AI revolution to the UK hinges on both public sector readiness and public trust. The vision for AI will depend on private sector investment, government response, and public acceptance of potential risks.
While Labour aims to differentiate its approach from the Conservative Party’s more cautious stance, convincing the public of the technology’s benefits will not be easy.
In a week when Donald Trump’s impending inauguration raised UK government borrowing costs, Keir Starmer’s optimistic speech on AI shifted the focus from the economic concerns that had been anticipated.
He used the moment to outline his vision, framing AI as an opportunity for the UK to create a distinctive AI ecosystem that enhances the country’s capacity to leverage the technology. By facilitating access to talent, energy, data, and computing power, Starmer intends to support AI development.
Starmer also envisioned AI’s potential to boost the public sector, particularly in productivity and problem-solving. His speech was a departure from the government’s focus on safety and assurance in AI regulation. While Prime Minister Sunak presented the UK’s AI ambitions as a unique opportunity for global positioning, questions from journalists shifted the tone, emphasizing risks rather than rewards.
This public scepticism, shaped by media narratives, mirrors broader concerns about AI and the challenge the government faces in balancing optimism with the need for public trust.
As Starmer’s enthusiasm grows, the Spending Review will reveal whether he can translate this vision into tangible financial backing. With a chancellor focused on cuts, Starmer may have to do more than pitch the benefits of AI; he might need to convince the Treasury that investment in AI is vital.
Ministers will need to prepare for the inevitable failures of AI pilot programs and be ready to frame those failures as an expected part of the innovation process.
The UK’s AI Action Plan includes essential commitments to address civil service shortcomings in AI-related roles, such as creating a senior civil servant stream and offering competitive pay. These initiatives aim to resolve longstanding issues in recruitment and talent development in areas like data and AI.
However, to fully harness AI’s potential, the government must adopt a framework which aims to help scale successful pilots across departments, with examples like the ONS’s tool for improving free-text survey analysis showing the wider benefits that could be unlocked.
Matt Clifford, the advisor behind the AI Opportunities Action Plan, will continue advising the government on implementing his recommendations. As he remains involved, the true test will come in the months ahead, when it becomes clear whether Starmer’s AI optimism leads to concrete actions. The government’s commitment to AI could reshape its mission and operations, requiring significant investment and a willingness to embrace failure as part of the process.