Natasha Jette, Manager, Digital Engagement, Digital Innovation Network, Public Services and Procurement Canada

1. How do you use technology/policy to improve citizens’ lives? Tell us about your role or organisation.

As Manager of Digital Engagement, Digital Innovation Network (DIN) at Public Services and Procurement Canada (PSPC), I foster a culture of innovation and user-centricity within the public sector. Our team empowers colleagues to embrace digital practices and tools, rethink traditional processes, and prioritise citizen needs. By supporting teams to align with the Government of Canada’s digital standards, we aim to create services that are accessible, inclusive, and effective.

One of my primary roles is bridging the gap between people and technology. Whether it’s facilitating workshops, piloting new tools, or developing collaborative frameworks, my goal is to help public servants feel confident in leveraging digital practices and solutions to address complex challenges. I believe that innovation happens when technology is paired with emotional intelligence and a deep understanding of the citizens we serve.

At DIN, we also emphasise collaboration across teams and departments to break down silos and drive shared outcomes. By encouraging diverse perspectives and fostering open dialogue, we create environments where creative ideas can thrive. This approach ensures that digital initiatives don’t just modernise how we work but also deliver meaningful improvements to Canadians’ everyday lives.

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2. What was the most impactful project you worked on in 2024?

The most impactful project I worked on last year was the launch of the Infinite Mindset Change Makers community of practice. This initiative grew from a workshop on Simon Sinek’s Infinite Mindset, which brought together colleagues passionate about advancing culture change.

The participants’ enthusiasm to continue meeting and sharing ideas led to the creation of a community dedicated to fostering collaboration, challenging the status quo, and embedding user-centric values into our work.

What made this project stand out was its ripple effect. By empowering participants to apply their learnings within their own teams, we’ve created a network of changemakers who are influencing cultural transformation across the department. Discussions have tackled issues like overcoming resistance to innovation and fostering inclusivity, showcasing the community’s potential to address both immediate challenges and long-term goals. 

3. What was one unexpected learning from 2024?

In 2024, I gained a deeper appreciation for the transformative role of emotional intelligence in driving meaningful change. While I’ve always championed empathy and emotional awareness, I learned that addressing emotions - both my own and others’ - is often the key to overcoming resistance and unlocking collaboration. This became especially clear during a workshop on problem framing, where underlying feelings like fear of failure or frustration held participants back. Creating a space for these emotions to be acknowledged without judgment helped the group move forward and engage more fully.

This experience reshaped how I approach change initiatives, particularly in scaling the Digital Innovation Network’s efforts. I realised that even the best tools and processes won’t succeed if they don’t resonate emotionally with the people using them. By identifying emotional undercurrents, I’ve been able to foster empathy, navigate difficult conversations, and empower individuals to build confidence and embrace new ways of working.

4. What’s a tool or technique you’re excited to explore in 2025?

In 2025, I’m eager to dive deeper into the use of AI-powered collaboration tools that enhance human decision-making and creativity. As someone passionate about combining emotional intelligence with technology, I’m particularly excited about tools that enable smarter brainstorming, problem-solving, and real-time feedback within diverse teams.

One area I’m exploring is AI-driven facilitation platforms that can analyse team dynamics during workshops or meetings, identifying patterns like dominant voices or areas where quieter participants might contribute unique perspectives.

These insights could help create more inclusive and productive environments by guiding facilitators to adapt their approach in the moment. Paired with my focus on emotional intelligence, this could revolutionize how we build trust and foster collaboration across teams.

I’m also keen to experiment with generative AI (GenAI) in early-stage project development, such as using tools to prototype innovative service designs or map out citizen-centric user journeys. By integrating these tools into our existing frameworks, I believe we can significantly accelerate the ideation process while still centering empathy and user needs. Exploring these techniques aligns perfectly with my mission to empower teams to think boldly, embrace change, and deliver better outcomes for Canadians.

5. Everybody’s talking about AI today – give us your hot take on AI and what it means for the public sector.

AI has the potential to be a game-changer for the public sector, but only if we approach it with equal parts ambition and caution. It’s not just about automating tasks or crunching data faster - it’s about using AI to amplify human impact. AI can help us design services that are more personalized, efficient, and accessible, but the real magic lies in pairing it with human empathy, creativity, and judgment.

The public sector has a unique responsibility: we don’t just serve users; we serve citizens. This means we need to think beyond efficiency and ensure AI supports fairness, transparency, and inclusivity. For example, AI could streamline benefits processing or improve accessibility for people with disabilities, but only if we build systems that are free from bias and designed with the end user in mind. This requires diverse teams who are empowered to think critically about how we apply AI and challenge it when necessary.

My hot take? AI will force the public sector to confront not just what we do but how we do it. It’s a call to embrace collaboration, emotional intelligence, and ethical decision-making at every level. When we combine the best of AI with the best of humanity, we have a chance to redefine how government works—and deliver services that truly meet the needs of every citizen.

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6. What are your priorities for 2025?

In 2025, my primary focus is driving cultural change within our Digital Services Branch (DSB) to better align with the Government of Canada’s digital standards. This means fostering a mindset of openness, collaboration, and user-centricity that empowers teams to innovate and deliver services that truly meet citizens’ needs.

A key part of this transformation will involve embedding emotional intelligence into how we work. By encouraging leaders and teams to embrace empathy, self-awareness, and constructive communication, we can build a more resilient and inclusive culture that supports both personal and professional growth.

I’m also prioritising the adoption of new ways of working, including agile practices and leveraging emerging tools like AI. This will allow us to enhance collaboration, accelerate innovation, and deliver more efficient and accessible services while keeping citizens at the heart of everything we do.

7. What advice do you have for public sector innovators?

Start with empathy. Whether you’re designing a new service, implementing a policy, or navigating resistance to change, putting yourself in the shoes of those you’re serving—both citizens and colleagues—will always lead to better outcomes. Innovation isn’t just about big ideas; it’s about solving real problems in ways that resonate with people and make their lives better.

Don’t wait for permission to innovate. Look for small, incremental ways to challenge the status quo within your sphere of influence. Often, the most impactful changes start with a single, bold decision to do things differently. Create pilots, test ideas, and share your successes widely—momentum builds when people see what’s possible.

Finally, embrace the human side of innovation. Technology, tools, and processes are important, but change happens when people feel inspired, supported, and empowered. Cultivate emotional intelligence in yourself and your teams, and prioritize collaboration across disciplines. The public sector is full of passionate, talented individuals—when we bring them together with purpose, we can create extraordinary results.

8. Who inspires you today?

I’m continually inspired by Brené Brown, whose work on emotional intelligence, vulnerability, and courage has reshaped my approach to leadership. Her focus on human connection aligns perfectly with my belief that strong leadership is rooted in empathy and trust, especially when navigating change.

I’m also inspired by Simon Sinek, whose work on purpose-driven leadership and fostering long-term thinking has helped shape how I lead teams. His insights into building trust and inspiring collaboration resonate with my efforts to empower teams and drive innovation within the public sector.

Lastly, closer to home, I draw daily inspiration from my colleagues within the Digital Innovation Network and across the public sector. Their creativity, resilience, and dedication to serving Canadians remind me of the incredible impact we can achieve when we work together with empathy and purpose.